Agenda Document Pack - Perth and Kinross Council - 25/02/2026
Perth and Kinross Council · 25 February 2026
Back to Perth and Kinross Council — 25 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
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 18/02/2026 A hybrid meeting of Perth and Kinross Council will be held in the Council Chamber on Wednesday, 25 February 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 230
Page 2
Page 2 of 230
Page 3
Perth and Kinross Council Wednesday, 25 February 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 MINUTE OF MEETING OF PERTH AND KINROSS COUNCIL OF 14 JANUARY 2026 FOR APPROVAL (copy herewith) 5 - 12 4 NOTICE OF MOTIONS 4(i) MOTION REGARDING VISITOR LEVY - FEBRUARY 2026 (copy herewith) 13 - 14 4(ii) MOTION ON 1-5 HIGH STREET (copy herewith) 15 - 16 5 OUTSTANDING BUSINESS STATEMENT (copy herewith 26/48) 17 - 18 6 CLIMATE CHANGE ANNUAL REPORT - YEAR 4 Report by Strategic Lead - Environment and Infrastructure (copy herewith 26/49) 19 - 174 7 ARM'S LENGTH EXTERNAL ORGANISATIONS REVIEW (STRATEGIC ALLIANCE TERMS OF REFERENCE) Report by Chief Executive (copy herewith 26/50) 175 - 182 8 UPDATE ON PERTH AND KINROSS PROJECTS UNDER TAY CITIES REGION DEAL PROGRAMME - UPDATE ON LOCAL GROWTH FUND AND REGIONAL ECONOMIC PARTNERSHIP ARRANGEMENTS Report by Strategic Lead - Economy, Development and Planning (copy herewith 26/51) 183 - 192 9 HOLIDAY PROPOSAL FOR WORLD CUP Report by Strategic Lead - Strategic Planning, People and Performance (copy herewith 26/52) 193 - 198 Page 3 of 230
Page 4
10 TREASURY AND INVESTMENT STRATEGY AND PRUDENTIAL INDICATORS 2026/27 - 2031/32 Report by Chief Finance Officer (copy herewith 26/53) 199 - 226 11 UPDATE TO SCHEME OF ADMINISTRATION (copy herewith) 227 - 228 12 APPOINTMENTS TO COMMITTEES/OUTSIDE BODIES 1. Council is asked to agree that Councillor Grant Laing replace Councillor Eric Drysdale on Economy and Infrastructure Committee 2. Council is asked to agree Councillor Grant Laing be appointed Convener of Economy and Infrastructure Committee 13 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: 9 January Perth City Centre properties update 8 January Abernyte Primary School Transport 9 January Protests over accommodation for people seeking asylum 19 January Protests over accommodation for people seeking asylum 21 January Weather Update - 21 January 2026 22 January Weather Update - 2pm, 22 January 2026 22 January Weather Update - 5pm, 22 January 2026 23 Weather Update - 10am, 23 January 2026 23 January Shore Road incident 23 January Shore Road 23 January Weather Update - 3pm, 23 January 2026 27 January 1-5 High Street running costs 27 January Community benefits and renewable developments 27 January Weather update - 9.15am, 27 January 2026 29 January RDM School 30 January Hotel protests 30 January Perth Grammar School 2 February Education Psychology Service 2 February Treasury Compliance Report 2 February Town of Culture 2028 5 February Mid-Year Homelessness Update, April-September 2025 6 February Housing Need and Demand Survey 10 February Yellow weather warning 11 February 1-5 High Street timeline 16 February National Audit Support and Protection Day 2026 17 February Scott Street junction Page 4 of 230
Page 5
Page 5 of 230
Page 6
Page 6 of 230
Page 7
DRAFT Perth and Kinross Council Minute of hybrid meeting of Perth and Kinross Council held in the Council Chamber, 2 High Street, Perth on Wednesday 14 January 2026 at 10.00am. Present: Provost X McDade, Depute Provost A Parrott, Bailies C Ahern (left during consideration of Item 10), B Bailey, R Brock, C McLaren and M Williamson; Councillors H Anderson, L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert (up to Item 10), S Donaldson, E Drysdale, J Duff, A Forbes (left during consideration of Item 10 and returned during consideration of Item 11), M Frampton, N Freshwater, K Harvey, D Illingworth, 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; L Simpson, Strategic Lead - Legal and Governance; E Ritchie, Strategic Lead – Housing and Communities; S Walker, Strategic Lead – Finance and Business Support; J Pepper, Director Integrated Health and Social Care/Chief Officer; A Singh, Strategic Lead – Children, Families and Justice; D McPhee (Housing and Communities), Z Robertson, J Menzies, D Mitchell, I Wilkie andC Jolly (Health and Social Care Partnership), S Cooper andJ Baker (both Children, Families and Justice); S Rodger, S Hendry, A Brown and M Pasternak (all Legal and Governance); G Binnie, Independent Chair Perth and Kinross Child Protection Committee and Perth and Kinross Adult Protection Committee. Also in Attendance: Stewart family and McPhee family (for Item 6). Apologies: Councillors K Allan and I James. Provost X McDade, Presiding Provost led on Items 1-9 and 12-15, and Depute Provost led on Item 10 and 11. 1. Welcome and Apologies Provost McDade welcomed all those present to the meeting. Provost paid tribute to the recent passing of the late former Provost Dr. John Hulbert. 2. Declarations of Interest There were no Declarations of Interest in terms of the Councillors’ Code of Conduct. 3 Page 7 of 230
Page 8
DRAFT 3. Minutes 3(i) Minute of Meeting of Pre-Determination Committee of 10 December 2025 for Approval The minute of the meeting of Pre-Determination Committee of 10 December 2025 was submitted and approved as a correct record. 3(ii) Minute of Meeting of Perth and Kinross Council of 10 December 2025 for Approval The minute of the meeting of Perth and Kinross Council of 10 December 2025 was submitted and approved as a correct record. Following queries by both Councillors Colin Stewart and Grant Laing on Item 8 in the minute, “The Heiton” – 1-5 High Street Hotel Development, it was agreed that an elected member briefing note would be circulated to all members providing more detail on the timeline of the formal bidding process. 4. Notice of Motion 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. Amendment by Bailies A Bailey and R Brock Amendment to item 4(i) Council agrees the motion and in doing so replaces the final paragraph with this updated wording: “Council instructs officers to engage with the local community, businesses, visitors to the city centre, Police Scotland, and the Community Support and Page 8 of 230
Page 9
DRAFT Enforcement Team to establish the presence and nature of the problem. There will then follow a review of existing legislation/regulation prior to appropriate consultation with the community about proposed Codes of Conduct or local by-laws. Progress will be monitored and decisions brought back to the relevant committee or Council.” In terms of Standing Order 21, a roll call vote was taken 26 Members voted for the Motion 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, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, D Illingworth, N Khogali, I MacPherson, C Mair, I Massie, S McCole, J Rebbeck, W Robertson, C Shiers, F Smith and A Watt. 12 Members voted for the Amendment as follows: Provost X McDade, Bailies A Bailey and R Brock, Councillors H Anderson, A Chan, K Harvey, G Laing, T McEwan, C Stewart, G Stewart, R Watters and J Welch. Resolved: In accordance with the Motion. 5. Outstanding Business Statement The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. 6. The Historic Tinker Experiment – An Apology There was submitted a report by Strategic Lead – Housing and Communities (26/9) seeking 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. Resolved: (i) The historical context and local impact of the Tinker Experiment in Scotland and Perth and Kinrossbe noted; (ii) It be noted that the historic policies and practices had a direct and lasting impact on the Gypsy/Traveller community. (iii) A formal apology be issued 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. (iv) The actions the Council will take forward which will support the formal apology, as set out in the report, be agreed. (There followed a short recess and the meeting reconvened at 11.32am) Page 9 of 230
Page 10
DRAFT 7. Armed Forces Covenant Progress Report There was submitted a report by Strategic Lead – Housing and Communities (26/10) providing members with an update on the Council’s progress in fulfilling its commitment under the Armed Forces Covenant. Resolved: (i) The content of thereport be noted and the continued work in relation to the Council’s commitment to the Armed Forces Covenant be approved. 8. Equalities Mainstreaming Report 2025-29 There was submitted a report by Strategic Lead – Housing and Communities (26/11) seeking a formal approval of the Council’s Statutory Equalities Mainstreaming Report. Resolved: (i) The Equalities Mainstreaming Report 2025-2029 be approved and the associated work highlighted in the report be noted. 9. Health and Social Care Financial Recovery Update There was submitted a report by Director Integrated Health and Social Care/Chief Officer (26/12) (1) updating 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, including an initial, high-level assessment of each potential action. Also (2) providing clarity on the decision-making responsibilities of both the 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. Resolved: (i) The progress on delivery in-year on Part A of the Recovery Plan as reported to the IJB on 17 December 2025 be noted; (ii) The work undertaken to date in relation to Part B actions, their likely impact and associated risks, be noted; (iii) The clarified decision-making responsibilities of the IJB and Perth & Kinross Council, with reference to the proposed Part B Actions, be noted; (iv) It be noted that Part B options require to be considered as part of the Council’s budget setting process for 2026/27; Page 10 of 230
Page 11
DRAFT (v) It be agreed 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. (There followed a lunch break and the meeting reconvened at 2.15pm) 10. Chief Social Work Officer Annual Report 2024-25 There was submitted a report by Chief Social Work Officer (26/13) (1) providing a comprehensive overview of how the Chief Social Work Officer (CSWO) has fulfilled legal, professional, and governance responsibilities over the past year, (2) detailing 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. Also (3) providing 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, (4) highlighting 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, (5) providing assurance regarding the quality of safeguarding, governance arrangements, and the effectiveness of workforce development initiatives, and also (6) serving 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 is (7) detailing the arrangements to enable the CSWO to fulfil the responsibilities outlined in Section 5 (1) of the Social Work (Scotland) Act 1968 (as amended). Resolved: (i) Assurance be taken 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. 11. Perth and Kinross Adult Protection Committee Annual Report 2024-25 There was submitted a report by Strategic Lead – Children, Families and Justice (26/14) providing (1) a comprehensive overview and analysis of Adult Support and Protection (ASP) activity in the reporting year from April 2024 to March 2025, (2) assurance that the protection and welfare of vulnerable and at-risk adults remain a strategic and operational priority, and (3) showing 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. The report alsodemonstrated that this has been managed effectively by prioritising resources and ensuring that there are sufficient skilled social workers to respond timeously and effectively. Page 11 of 230
Page 12
DRAFT Resolved: (i) The wide range of work 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 be noted; (ii) The contents of the APC Annual Report 2024 - 2025 (Appendix 1) be endorsed. 12. Perth and Kinross Child Protection Committee (CPC) Standards and Quality Report 2024-25. There was submitted a report by Strategic Lead – Children, Families and Justice (26/15) (1) providing 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, (2) describing the CPC’s achievements, key strengths, and areas for improvement, (3) including an update on the CPC’s new Improvement Plan, confirming 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. Resolved: (i) 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, be noted; (ii) 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), be endorsed. 13. Scottish Parliament Elections – 7 May 2026 – Designation of Polling Places Resolved: The following changes to polling places for the Scottish Parliament Elections on 7 May 2026 be agreed: Upper Springlands to the Gannochy Community Centre (temporary change). Craigie Church Hall to Darnhall Tennis Club (permanent change). Page 12 of 230
Page 13
DRAFT 14. Appointments to Committees / Outside Bodies / Partnerships and Working Groups Resolved: 1. Councillor Peter Barrett be replaced by Councillor Alan Watt on Finance and Resources Committee. 2. Councillor Peter Barrett be replaced by Bailie Claire McLaren on Executive sub-Committee of Finance and Resources Committee. 3. Councillor Peter Barrett be replaced by Bailie Claire McLaren on Property Sub-Committee of Finance and Resources Committee 4. Councillor Liz Barrett be replaced by Councillor Alan Watt on Executive Sub- Committee of Learning and Families Committee. 5. Councillor Liz Barrett be replaced by Councillor Alan Watt on Children, Young People and Families Partnership. 6. Councillor Liz Barrett be replaced by Councillor Alan Watt on Perth and Kinross Educational Trust Committee. 7. Councillor Liz Barrett be replaced by Bailie Claire McLaren on Strategic Investment Advisory Group. 8. Councillor Peter Barrett be replaced by Councillor Alan Watt on Community Justice and Safety Partnership. 15. 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 13 of 230
Page 14
Page 14 of 230
Page 15
Motion by Councillors A Forbes and J Duff Motion re Visitor Levy Feb 26 Council recognises that, by the date of Full Council meeting on 29th April 2026, the Scottish Parliament is expected to have passed the final piece of legislation regarding the Visitor Levy. In practice, we already know what this will look like, as all political parties have already indicated their agreement. This is the final stage of the process and, taking into account the extensive consultation carried out by PKC over the last few months will allow Council, to make a decision on whether or not we implement a Visitor Levy. Council instructs officers to bring to Full Council meeting on 29 April 2026 : The Outcome of the consultation process The general principles of a Visitor Levy Scheme and an economic impact assessment based on the information available at the time. Any proposals and recommendations required to allow Council to make a decision. 4(i) Page 15 of 230
Page 16
Page 16 of 230
Page 17
Motion by Councillors C Stewart and D Cuthbert Motion on 1-5 High Street That Council: notes the prior decisions taken in relation to the disposal of 1-5 High Street in summer 2020, April 2022, and December 2025; believes that since the Council decision in December 2025 on Report 25/355, additional information – including around running costs and other interest expressed - has been provided to elected members which may have changed their view and thus the decision; resolves to pause any current work on the Lock Terrace Ltd. proposal, and instead to undertake a new marketing exercise for 1-5 High Street to establish the full market potential of the building for any use, such marketing exercise to be for a period of no less than 12 weeks; and to instruct officers to bring back the results of such a marketing exercise to a full Council meeting by no later than September 2026. 4(ii) Page 17 of 230
Page 18
Page 18 of 230
Page 19
PERTH AND KINROSS COUNCIL OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 26/48) 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 1. 14 January 2026. Item 4. Motion – Buskers Code of Conduct 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. Working group with key stakeholders being established. Strategic Lead – Housing and Communities ONGOING June 2026 2. 14 January 2026. Item 3(ii). Minute of Previous Meeting – “The Heiton” – 1-5 High Street Hotel Development Elected Member Briefing Note to be circulated to all members providing more detail on the timeline of the formal bidding process. Briefing Note published 11 February 2026. Strategic Lead – Economy, Development and Planning COMPLETE 11 February 2026 5 Page 19 of 230
Page 20
No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/ completed Action Expected 3. 14 January 2026. Item 10 Chief Social Work Officer Annual Report 2024-25 Elected Member Briefing Note to be circulated to all members providing more detail on the absence rates across social work/social care. Additional time required to interrogate system to determine level of meaningful data that can be provided. Strategic Lead – Children, Families and Justice ONGOING 30 April 2026 Page 20 of 230
Page 21
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: 25 February 2026 Report Title: Climate Change Annual Report – Year 4 Report Number: 26/49 Report Author: Divindy Grant (Team Leader Climate Change and Sustainable Development) Pete Leonard (Climate Change and Zero Waste Manager) Organisational Lead: Fraser Crofts (Strategic Lead – Environment and Infrastructure) 1. Purpose 1.1 This report is the fourth annual Climate Action Report. It provides an update on Perth and Kinross Council’s (PKC) progress delivering its Climate Change Strategy and Action Plan and delivering our statutory responsibilities. It reviews overall performance and progress and then explores the progress in each of the eight themes identified in the plan. It proposes an annual update to the action plan for Year 5 and identifies the associated resources required to deliver them. 1.2 The report highlights the good progress made and wide range of outcomes achieved. It also highlights the main delivery challenges the Council has, which are increased by the changing severity and frequency of climate impacts facing the Perth and Kinross Council area. 1.3 Sections 1. Purpose 2. Sections 3. Recommendations 4. Background/Context 5. Main Issues 6. Proposals 7. Conclusion 8. Impact Value Assessment 9. Appendices 6 Page 21 of 230
Page 22
2. Recommendations It is recommended that the Council: 2.1 Notes the progress achieved and approves the proposed amendments to the Climate Change Action Plan and KPI framework. 2.2 Notes and approves amendments to Perth & Kinross Climate Risk and Opportunity Register. 2.3 Requests Members and Officers to continue to raise the resource and delivery challenges associated with addressing the climate and biodiversity emergency with COSLA, the Scottish and UK governments, and other relevant bodies whenever appropriate. 2.4 Notes that the resources required to take forward priority actions to be considered in the annual Revenue and Capital Budget setting processes. 3. Background/Context Legislation and targets 3.1 The UK Climate Change Act 2008 sets the UK’s approach to climate change and commits the UK Government to reach net zero greenhouse gas emissions by 2050. The Act also requires the UK government to produce a UK Climate Change Risk Assessment every five years in order to assess current and future risks and opportunities for the UK from climate change. 3.2 Scotland has set more ambitious legislation in the Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 which makes provisions about advice, plans and reports in relation to targets for the reduction of greenhouse gases emissions. This includes reaching net zero by 2045. In 2024, amendments to this act were passed that formally shifted the Scottish Government from annual emissions targets to 5-yearly carbon budgets to start from 2026. The net zero date of 2045 is unchanged. 3.3 The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 Act also placed a duty on Scottish Ministers to act on climate change adaptation and prepare a programme of action. The third Scottish National Adaptation Programme (SNAP3) was launched in 2024 and addresses the risks set out in the UK Climate Change Risk Assessment 2023 to help Scotland prepare for the impact of climate change. 3.4 The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 has also given local authorities the duty to ensure their local authority areas decarbonise in line with the Scottish Government Targets; are resilient to the impacts of climate change; and promote sustainable development. Compliance with this means climate change should be considered at the heart of every council decision, as well developing new streams of activity. Page 22 of 230
Page 23
3.5 There are several pieces of corresponding legislation that put additional climate related duties onto Local Authorities. These include the Local Heat and Energy Efficiency Strategy (Scotland) Order (2022) and the Heat Networks Scotland Act (2021). Perth and Kinross Council’s strategic approach 3.6 In December 2021, the Council approved its Climate Change Strategy and Action Plan (Report No. 21/245 refers), which covers the identified necessary actions for the Council at both an area-wide and Council operational scale. This report set the strategic principles for the Council’s approach to addressing the climate emergency and provided detailed action plans for eight key thematic areas. These include Transport, Buildings & Energy, Waste & Circular Economy, Business & Industry, Land Use, Resilience, Education& Engagement and Governance. There are 30 teams across the Council responsible for delivering the 186 actions in the plan. 3.7 The Report acknowledged that as climate action is a rapidly changing environment, this plan will need to be constantly evolving and included a requirement to provide an annual update to Council the Climate Change Action Plan. 3.8 In November 2022, the Council formally declared a Climate and Biodiversity Emergency (Report No. 22/272 refers). The Council furthered its commitment to tackling the Climate and Biodiversity Emergencies by naming ‘Tackling Climate Change’ as one of its seven Corporate Plan priorities (Report No. 22/311 refers). 3.9 The Council agreed, at its meeting on 30 August 2021, to establish the Perth and Kinross Climate Change Commission (Report No. 21/142 refers). The Commission met for the first time in July 2022 and has been on-going since then. In 2024, the Climate Commission rebranded as SHIFT. 3.10 In February 2022 (Report No 22/35), the Council approved an additional £500,000 of recurring revenue budget to address the Top Priority items identified in the action plan. On 01 March 2023 (Report No. 23/72 refers), the Council agreed an additional £45,000 to fund the creating of a Climate Change Land Restoration Officer. As part of the 2024/25 budget setting process, £50k of savings were taken from the Climate Change recurring budget (Report No. 24/63 refers). 3.11 In addition, the Council has also signed up to a number of initiatives. By becoming signatories to the Covenant of Mayors, the Edinburgh Declaration and the Glasgow Food and Climate Declaration (Report No. 21/209 refers), the Council has enhanced its commitment to taking its responsibilities seriously. Page 23 of 230
Page 24
4. Main Issues 4.1 This report covers the progress in Year 4 of the CCAP made between October 2024 and September 2025. The Perth and Kinross Climate Change Update - 2025 (Appendix A) provides a full summary of progress, performance and next steps. The key points are summarised below. Key Achievements 4.2 There has been progress to note across the Council’s six Strategic Priorities identified in the Climate Change Strategy and Action Plan attributed to all of the eight delivery plan themes. Highlights of this progress include: 1. Achieving Net Zero aligned with the Paris Agreement and the Scottish Government Targets, with the ambition of achieving them sooner. • We reduced the Council’s own emissions by 16% year-on year with year-on-year reductions seen across all areas. • We maintained our top CDP Cities A rating, one of only 3 Scottish Local Authorities to achieve this. • Our upgraded Building Management System software reduced energy consumption by 3,000MWh in its first year, with annual financial savings of circa £100,000. (Buildings and Energy) • We opened Scotland’s first Passivhaus Leisure Centre - Blairgowrie Recreation Centre and Perth High School our first Passivhaus secondary school. (Buildings and Energy) • We piloted the use of Hydrotreated Vegetable Oil (HVO) in our Refuse Collection Vehicles. This will improve air quality and save 700-1000 tCO2e annually (Transport) • PKC secured £1.1M funding from Transport Scotland for EV charging points. A private operator will be appointed to install and operate 64 new charging points over 3 years across PKC. (Transport) 2. Building a more resilient Perth and Kinross • We launched Climate Ready Tayside together with Angus and Dundee Councils in spring 2025. This new regional adaptation partnership will address cross-boundary risks and share best practice. (Resilience) • Our Ash Dieback programme to screen, monitor and remove diseased trees commenced in summer 2025, with over 1,000 trees already surveyed (Resilience) • Work has started onsite to build the £40.8m Comrie Flood scheme designed to protect 189 homes and businesses. (Resilience) • We are taking a proactive approach to landslip risk with 39 at risk infrastructure and greenspace sites identified with inspections underway. We are one of the only local authorities in Scotland to do this. (Resilience) • The number of Perth and Kinross community resilience groups this year has nearly doubled this year to 63. We have supported them by Page 24 of 230
Page 25
providing over £220k in grants, £80k in equipment and training in how to use key tools like box walls. (Resilience) 3. Delivering a fair transition and a green recovery We lowered the energy costs for our Council tenants by improving energy efficiency. There has been a reduction in number of PKC Domestic properties at EPC Bands E and F achieving and all should achieve EPC Band D or above for Dec 2025 and increase in properties with EPC Bands B and above. The Council’s contract with SCARF has led to an eradication £3,360 in fuel debt for residents and an estimated £51,660 in savings in annual fuel costs. (Buildings and Energy) The PKC Green Capital Development Grant Fund has been awarded to 31 businesses this year to help boost and green their operations. Of the 23 of these businesses that have so far completed their projects, they collectively leveraged an additional £5,241,000 of private investment into the Perth and Kinross economy from the £451,000 they received (Business and Industry). We developed the legal, planning, design and infrastructure aspects of the proposed Perth Eco-Innovation Park (PEIP) as a Net Zero exemplar and beginning to prepare marketing materials for the site (Business and Industry). 4. Preventing an ecological emergency and enhancing biodiversity We are a founding partner for the Leven Landscape Enterprise Network. The Council’s £20k of NRF match funding helped leverage £155k of private investment to help make the Leven landscape healthy and productive while boosting biodiversity and uplifting local communities (Land Use). With our Nature Restoration Fund (NRF) allocation, 22 projects were funded in Year 4 to deliver restoration by both the Council and our communities These include woodland planning, INNS control, farmland biodiversity, pond creation, pollinator planting and tree nursery development. (Land Use) We are developing Nature Networks for key ecosystems - public engagement in spring 2025 had over 70 people contributing. (Land Use) We planted over 3,100 trees this year across Council parks and maintained open spaces that will boost nature, sequester climate and provide amenity for our residents and visitors. (Land Use) We nearly doubled the area managed for our Grow Wild programme to 120ha (Land Use) 5. Engaging and empowering our children and young people Our 3rd Annual Youth Climate Conference focussed on Green Skills & Careers, with 90 pupils and teachers from secondary schools engaged (Education & Engagement). Page 25 of 230
Page 26
We launched a Schools Recycling Project to invest in internal recycling resources and fit-for-purpose solutions to improve recycling rates in schools and completed Phase 1 (Education & Engagement). We had successful engagement with schools for energy audits during holiday shut down. Eight schools were chosen for project. Perth Grammar School reduced their holiday consumption by 70% compared to the previous year; Blairgowrie High School managed a reduction of 26% on the previous year (Buildings and Energy). We had successful engagement with pilot eight schools for energy audits during holiday shut down, with the following year-on-year savings: o Perth Grammar School - 70% reduction o Blairgowrie High School - 26% reduction (Buildings and Energy) We increased the annual number of pupils trained to Bikeability Level 2 by 500 this year, with 2110 P6 and P7 pupils trained. (Transport) 6. Empowering our communities We supported the creation and launch of Climate Connect Perth & Kinross, a community network, funded by the Scottish Government, designed to bring together all groups carrying out climate actions across Perth and Kinross (Education & Engagement) We are supporting 12 communities to become Biodiversity towns and villages. (Land Use) We supported over 1,638 households with free home energy advice and support for Council tenants and Perth and Kinross residents (Buildings and Energy) We commenced a mattress recycling project in conjunction with PUSH in Perth using funds from the Recycling Improvement FundIn its first six months of operation 197 mattresses have been diverted from disposal and have found new homes (Waste and Recycling). Delivery 4.3 The Climate Change Action Plan is made up of 186 actions across the eight thematic areas. As of 30 September 2025, 90% of actions showed good or some progress – this is made up of: 15% of actions were marked as complete (28 no.); 38% (71 no.) of actions were classified as Green (on-track) and 37% (68 no.) as Amber (some progress, but not progressing as quickly as envisioned or long-term funding still to be secured). Comparing year-on-year performance shows there are now 16 actions more actions classified as on- track. Appendix A summarises progress by theme and the action plan in Appendix B provides updates on every action. Page 26 of 230
Page 27
Figure 1 Status of Actions in the CCSAP at the end of Year 4 71, 38% 68, 37% 17, [PERCEN TAGE] 28, 15% Status of CCSAP Year 4 Actions (as of 30/9/25) Green Amber Red Complete 4.4 In October 2024, Members selected a revised ‘Top 25’ list of priority actions. All of these priority actions have progressed this year, with 60% green or complete and 40% amber. In-year staffing increases and capital allocations from Scottish Government Climate Change funding will help several of the Amber actions make further progress over Year 5. Actions related to flood risk management and the development of additional Park & Choose sites are dependent on external funding and external actors to make significant progress. Performance 4.5 The CCAP has 63 KPIs across the eight thematic areas, with annual performance updates detailed in Appendix C. Of these, seven high-level key performance indicators (KPIs) have been established to give an overview of the Council’s progress towards net zero. As can be seen from Table 1, six of the seven KPIs positively show year-on-year improvement. Indicator 6 positively shows that there has been an improvement in the overall quantity of indicators showing positive change. It should be noted that due to the lag of the data sources being published, the values reported range from 2023 to 2025, so many reflect only limited changes due to the implementation of the Climate Action Plan. Our performance data highlights that while we are trending in the right direction, the need to accelerate the pace of action to remain aligned to the Paris Agreement and national targets. Page 27 of 230
Page 28
Table 1 Key Performance Indicator performance KPI Target Current value % change over previous year 1. Perth and Kinross Area- wide territorial greenhouse gas emissions (kt CO2e - Net) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 1180 (2023) -3% 2. Perth and Kinross Area- wide territorial greenhouse gas per Capita emissions - Net (t CO2e - Net) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 7.7 (2023) -4% 3. Perth and Kinross Area- wide CO2 emissions (kt CO2e) 376kt CO2e by 2030 (75% reduction on 1990 levels) 634.9 (2023) -2% 4. Perth and Kinross Council Scope 1,2, and 3 emissions (t CO2e ) Net zero by 2045 23,457 (24/25) -16% 5. Carbon Disclosure Project (City Score) ‘A’ by 2024 A (2024) A 6. Percentage of Climate Change Indicators showing positive change 100% 75% (24/25) 5.6 percentage points 7. Climate Change Grant Funding secured (£k) No target set £2,234.53 (24/25) -35% 4.6 For indicators No 1, 2, and 3, the most recent values are for 2023 (published July 2025) and showed a continued decrease in emissions. For these three indicators the Council has Influence rather than Control and wider socio- economic factors have had a significant influence. The new Scottish Government carbon budget envelope (Indicator 1) is set at an average 57% reduction on 1990 levels between 2026-2030. Based on 2023 data we have currently had a 47% reduction between 1990 and 2023. To reach comply with this budget, we will need to average 4% annual reductions - a slightly faster rate than we have been decarbonising over the last three years. 4.7 In the CCSAP, PKC set a more ambitious target of 75% reduction in emissions by 2030. We are currently 39% higher than the estimated trajectory needed to reach Perth and Kinross Council by 2030 and will need to average 7% annual reductions to get back on track with our own target. 4.8 Of our three main emissions categories: Transport sector emissions decreased by 1.3%, reflecting a hopeful end to the post-Covid-19 travel emissions rise. Land use emissions increased by 2%, while similarly land use sequestrations (reductions) also increased by 2%. Page 28 of 230
Page 29
The increase in sequestration potential was a positive change as it reversed a three-year decrease. Agriculture emissions had been following a decreasing trend, but a slight increase (0.7%) was recorded for 2023. This is linked to increased soil emissions. 4.9 There were bigger changes in our small emissions categories with Commercial emissions decreasing by 12%, Waste emissions by 10%, Domestic emissions by 3% and wider-public sector emissions also by 3%. 4.10 A detailed report on Perth and Kinross Council emissions was presented to the Climate Change and Sustainability Committee as part of our annual Public Bodies Climate Change Duty reporting (report 25/298 refers). In 2024/25 a carbon footprint of 23,457 tCO2e was calculated from the Council operations. This shows a significant 16% year-on-year decrease. Progress has been made in all areas (Transport, Energy use and Waste) reported. The largest emissions reduction can be attributed to the new residual waste contract that replaced landfill with Energy from Waste. There has also been a 2% reduction in electricity consumption, despite the Council’s increased Internal Floor Area. Lastly, emissions arising from the Council’s own fleet have also decreased, partly due to switching from highly polluting large cars to smaller and greener options and using Hydrotreated Vegetable Oil as a fuel alternative for Heavy Good Vehicles. 4.11 PKC retained its top CDP ‘A’ ranking in 2024 after we first made the ‘A-cities List’ in 2023. The CDP City Score is an independently audited assessment of climate action progress to assist organisations in measuring and managing their risks and opportunities on climate change. Retaining an ‘A’ ranking is important in demonstrating area-wide climate action leadership, recognising the effort made by PKC to reach its climate objectives. 4.12 In 2024/25 the Council secured £ 2,234.53M of Climate Change related grant funding. This decreased by 35% compared to the amount received in 2023/24. The 2023/24 value was significantly higher than previous years due to the £2.36M award from the Recycling Improvement Fund which enabled our Twin-Stream recycling transformation. Additionally, the Nature Restoration Fund award for 2024/25 was deferred to 2025/26. Carbon literacy 4.13 As part of the annual review process in December 2024, members approved a target of 100% of elected members to have completed Carbon Literacy Training by September 30 2025 and 50% of the Council’s Senior Leadership Forum (SLF), with the remaining 50% by September 2026. As of 31 December 2025, the elected member training rate stands at 77.5% and the SLF rate has decreased from the reported 52% (September) to 45% due to staff changes and expanded SLF membership. Page 29 of 230
Page 30
Challenges and barriers 4.14 There are several challenges facing the delivery of the Council’s CCAP that are detailed below. 4.15 Shifting and uncertainty of government targets and regulatory requirements – Over 2024 and 2025 there was a shifting of targets by both the UK and Scottish Government level and delays to key pieces of legislation. The adoption of carbon budgets by the Scottish Governments, besides following percentage reductions of the budgets has not yet been translated down to sectors or public bodies to clarify the targets we need to reach to comply with our duties under the Climate Change Act. Additional key legislation has been delayed, including the Heat in Buildings Bill, the removal of the 20% mileage reduction target by 2030 target for transport and several key pieces of waste legislation are due in 2027. This impacts on the ability to align work and made it more challenging to convince others to act. This has led to uncertainty by residents, landlords, businesses over targets coming up and impacted on the willingness to take actions. 4.16 Resources and capacity – The Council has shown its commitment to climate change, by ensuring the Top Priority Actions had the necessary additional resources in the challenging budgetary environment over the past four years. This has helped ensure critical actions have been delivered. Looking at the scale of action that needs to take place over the next 6-10 years, to meet crucial targets there is a significant resources gap both financially and with officer skills and capacity. The Climate resource gap will, however, have significant implications for the use of the Council overall budgets, particularly key capital and revenue programmes around waste & recycling, transport, fleet, flood risk management, property and housing. 4.17 Governmental and other funding sources are being and will continue to be pursued to limit the impact of this gap on Council Budgets. To bid for this funding, the Council is often required to have developed projects to a ‘shovel ready’ stage prior to bidding and often there may be an on-going revenue gap on projects. 4.18 While the Scottish Government is putting in significant funding towards addressing climate action, there is lack of clarity around in-year and multi-year funding that is impacting on delivery. For example, there is uncertainty over which Flood Cycle two projects will receive funding three-years into cycle, delaying the delivery of the scheme. The annual, in-year nature of key schemes like HEEPS-ABS, Nature Restoration Fund and Transport Scotland awards provides delivery challenges within the consolidated timeframe and limits what can be achieved. 4.19 Influencing others to take action - While we have a responsibility for overall climate emissions reductions across Perth and Kinross, the Council is only directly responsible for 2% of area-wide emissions. We have means of having wider influence over around 70% of emissions, through policies, planning and infrastructure provision. Page 30 of 230
Page 31
In some areas, it will require us to work differently (e.g. focus on public behavioural change) or with different partners and trying to have a wider influence than we traditionally have – e.g. working with the agriculture and land use sectors. 4.20 Loss of public trust in specific measures – The public, including residents and businesses will all need to take action to meet our climate goals, but are losing trust in certain measures. Particularly in the domestic retrofit sector, recent reports of damage caused to homes from incorrect or inappropriate installation of external wall insulation, as well as wider stories of ‘cowboy contractors’ has led to a lack of willingness to go ahead with work that will have health and cost of living impacts, as well as environmental benefits. 4.21 Lack of coverage of public support – It would not be thought from the media coverage and select views expressed on social media, but climate change is still viewed as an important issue by the vast majority of people. Several surveys this year have shown this, with 83% of residents in Perth and Kinross surveyed as part of the Scottish Climate Survey (2024) expressing that ‘climate change is an immediate and urgent problem with an additional 10% recognising it as a problem for the future. 1 This is higher than, but generally aligned with, the UK national results with the British Talks Climate results (2025) which showed 74% of the overall population view climate change as important. The surveys further showed that while the majority of people are making environmental choices, many had the inaccurate perception that a much lower percentage was making the same choices. 4.22 While people think climate change is an important issue, the efficacy of individual or even Council-level actions can be harder for many people to appreciate when considering it as a global challenge. What has become more apparent this year through wider research and public feedback and conversations is the need to make it clearer for people how climate actions do not just reduce emissions, but can help people live life well locally. This is one of the reasons the Council’s Green Living Fund is so valuable, it helps people and communities to understand and act on the cost-of-living and climate crises jointly. 4.23 On-going impact of increased climate events - While positive action to mitigate climate action is taking place on the local, national and global scale there are climate change impacts already being directly experienced in Perth and Kinross and indirectly experienced through our national and international linkages and supply chains. With the level of emissions and global temperature rise already experienced, certain climatic impacts are already locked in regardless of the future decarbonisation pathway. 4.24 In 2025, in Perth and Kinross and across Scotland we saw droughts, wildfires, flooding, and extreme winds. While there were always extremes, this year the MET office published data that predicts the storms of 2023/24, which previously would be expected to occur 1 in 50 years would now be expected 1 Scottish Climate Survey - gov.scot Page 31 of 230
Page 32
to occur 1 in 5 years, with the warming leading to these storms being able to release up to 20% more precipitation. 4.25 This increase in frequency and severity is posing challenges for many of our frontline teams, with resources needing to be diverted away from prevention to response and recovery. 4.26 Data timeliness and availability - Several of the key datasets have one-to- three year data compilation windows. This is a challenge to reviewing the effectiveness of our actions and making appropriate and timely adjustments. Availability and suitability is also a challenge, with many relevant data sets (e.g. transport data) often either aggregated at a national level or has a very small Perth and Kinross sample size that makes it challenging to track progress. 5. Scrutiny of action plan and progress from SHIFT 5.1 The Perth and Kinross Climate Commission (SHIFT) provided a critical friend review of the update to the Council’s action plan, KPI framework and updated risk register. There were eight key messages from the feedback in addition to a useful critique of many individual actions. The summary of the key messages is listed in Table 2 below with a response from Council officers. 5.2 The Council appreciates the review and the scrutiny provided by SHIFT. There is an intention by both the Council and SHIFT to work more closely on thematic areas this year to build on SHIFTs expertise and ability to influence wider actors and to provide greater understanding as to the detailed Council approach and the drivers and constraints behind it. Page 32 of 230
Page 33
Table 2 Feedback from SHIFT and Council Response Key message Council Response 1. Strategy and prioritisation With the numerous actions, KPIs, and risk items, relative priorities were not immediately clear, and some priority actions have missing milestones. An ambitious revision of overarching climate strategy would help focus this. It is important that the public narrative could be improved. Strategic policies, investment decisions, and cross- functional implementation appear to be disconnected, reducing effectiveness of climate actions We agree that a refreshed Climate Change Strategy would be beneficial as when the initial CCSAP was developed we did not yet have the detailed thematic information need to develop accurate pathways. This been developed over the last four years in part by developing the Local Heat and Energy Strategy, estate decarbonisation plans, the Mobility Strategy and the Circular Economy Strategy. In the balance between spending limited resources strategising versus delivery, we are currently planning to start this refresh towards the end of Year 5, following the publication of new Scottish Government statutory guidance on local authority Climate Change and Sustainability Plans. We have discussed with the Chair of SHIFT about getting their early involvement. When developing the initial CCSAP in 2021, a decision was made to put a comprehensive list of actions in place to reflect the wide scope of Council control and influence across the eight themes covering area-wide emissions, Council emissions and resilience. These all receive an annual priority for the upcoming year. In October 2022 to focus the Strategy delivery, members selected their Top 25 priority actions. This top 25 list was refreshed by members in October 2024, with the help of the previous commissioners of SHIFT. Page 33 of 230
Page 34
Due to timing in the annual reporting process, SHIFT only received Appendices B, C and D. Appendix A provides this overview and narrative and will also be sent to SHIFT for review in coming years. 2. Accountability, Governance Monitoring There is consistent concern amongst commissioners about the degree of Council ownership and progress of area- wide 2030/2045 targets based on current trajectories. KPIs are numerous but unfocused, and risk escalation and monitoring appear to be inconsistent. As acknowledged in Section 5.7 and Appendix A, our area-wide emissions are off-track to reach the Council’s current 2030 target. Of the three major emissions categories, all of which have had limited emissions reduction, we have the greatest potential to influence transport and land use emissions, and limited scope to influence area-wide emissions (These are discussed more in points 7 and 8 below) The 63 KPIs, while numerous, have been identified to capture both what the Council has direct control over and the larger area- wide trends that Council only influences. There are seven high-level KPIs discussed in Section 7 of this report that reflect overall progress. As part of the CCAP refresh planned to start in 2026 for 2027, a consolidation of key indicators should be considered. 3. Implementation and coordination Some areas of strategy, policy, investment, and delivery appear to be disconnected across the Council. Examples include the Bertha Park park- and-ride cut. Climate impact needs to be a key factor in all Council decisions and The eight thematic working groups have made significant progress in breaking down siloed working within teams in the Council and IVA requirement was designed to help ensure climate change is considered in all Council decisions. There is still further progress that can be made in improving joined-up thinking. Page 34 of 230
Page 35
cross-departmental coordination could be improved. Resourcing is insufficient for achieving meaningful outcomes at the pace and scale required. It is agreed resourcing is a major challenge. It is highlighted in this report and also in Appendix A. Specifically related to Bertha Park land has been safeguarded in development for Park & Ride and plans to be developed by PKC, not been cancelled entirely. However there are limited emissions reduction potential from edge of Perth Park & Rides serving city centre, due to short journeys involved. More useful for reducing city centre traffic, congestion and air pollution. A review of Park & Ride current and future provision is underway. This highlights role of Broxden & Kinross at enabling longer distance journeys by bus/coach which likely have larger impact on emissions reduction than edge of Perth P&R. 4. Simplification, prioritisation and flagship projects: The documents require streamlining into a short climate strategy supported by concise KPIs, a clear adaptation plan, and a small set of flagship programmes (e.g., clean air zone, home retrofit programme, peatland/woodland restoration, resilient schools). This would shift PKC from “busy but cautious” to truly strategic and transformative The Council has its Climate Change Strategy that was approved in December 2021. As noted for item 1, the Council will ensure that this is sent to SHIFT ahead of the annual review for Year 5. While the Council has 25 top priority actions, as part of the action plan refresh it will be useful to agree the key transitions we need to see and consider redesigning the priority actions to ensure they will achieve the pace of change required. Page 35 of 230
Page 36
5. Risk Assessment and Evidence Gaps Risk scoring could be more consistent and more granular (for example using a 5x5 or 7x7 matrix rather than the current 3x3 approach). Evidence-based modelling, vulnerability mapping, quantitative analysis, and child/education-focused risks should be reviewed. Some risks are underplayed (heat, air quality, water scarcity). Detailed risk scoring was undertaken by consultants to PKC over 2022/23 based on the latest current climate projections (UKCP18), with modelling and vulnerability assessed. Not all commissioners were aware of this work during the review and this has subsequently been shared with them. We agree that more granular risk scoring would improve the distinction in magnitude between risks. However, we do not think that this improved granularity will significantly alter which risks are prioritised for action. As such, currently we are not proposing to engage consultants to update our risk register until at least the next update of the wider Scotland Climate Change Risk Register or the next set of UK climate projections are developed. In the meantime, we would welcome from SHIFT or others, relevant evidence that would allow us to change the assessment of individual actions. With the current local climate projections from UKCP18, the risks and associated impacts of increased heat and water scarcity are currently not projected to reach significant thresholds in Perth and Kinross for another 15-25 years, so have been given lower likelihood scores. As an action this year, the Resilience Working Group will look to do a deeper dive into child/education and health risks. 6. Health and Equity The Commission believes there is insufficient focus on climate impacts on vulnerable populations, including heat, air pollution, indoor Our internal Climate Change Governance working group has similarly identified the need to work more closely with the Council’s HSCP and the NHS and we will look to improve that this year. Page 36 of 230
Page 37
environment, mental health, food security and health system resilience. Actions to remedy this should include health related KPIs and evidence of integrated planning with NHS/social care. This issue is also one of the three priorities for our regional adaption partnership, Climate Ready Tayside. As mentioned above, in the Climate Risk and Opportunity Assessment that SHIFT have subsequently been pointed to, Chapter 4 is dedicated to health and vulnerable populations. 7. Transport Transport, the largest emissions source, lacks targets, traffic reduction plans, LEZs, and protected active travel infrastructure. Agree that Transport is a key area of emissions reductions that is not making progress as quickly as required. One of the actions in the CCAP is the development and deliver of the PKC Mobility Strategy. As the Mobility Strategy continues to moved into implementation, transport actions should be assessed for impact (emissions reduction potential) and speed /ease of delivery. Transport KPIs will be reviewed and amended in next 6 months as part of developing a monitoring framework for the mobility strategy No clear plan for car km reduction - fundamental point and agree it is not in place and is urgently needed. Revised vehicle km reductions at a national level have been put into the draft Scottish Climate Change Plan that is out for consultation until the end of January 2026. Tactran regional vehicle km modelling will be used to shape interventions. Transport measures do not take account of known health impacts / harms e.g. air pollution, therefore need for an LEZ and also 20 mph. Agree strong evidence of health harms from air pollution, however LEZ is primarily a health- intervention with low impact likely on climate emissions, because LEZs introduced in Scotland do not Page 37 of 230
Page 38
prevent fossil fuelled cars and buses entering the zone. Measures for protected active travel infrastructure are planned by the Council, but possibly are not apparent from the high level actions in the action plan o Protected Cycle Network - Active Travel Strategy to be developed in 2026, which will contain Protected Cycle Network Plan. Also Perth Circulation Plan will enable city centre protected cycle network. o Bus priority - Plans to introduce bus priority on Dunkeld Rd in design with other main roads in Perth under consideration. However significant Transport Scotland bus priority funding was cancelled and a smaller fund replaced it that has delayed development and delivery. o Low traffic neighbourhoods - No actions around LTNs and will look to include in Active Travel Strategy to support active travel uptake and safer travel to school Page 38 of 230
Page 39
8. Nature, Biodiversity & Land Use Existing efforts on nature networks, peatland restoration, woodlands, biodiversity, and green infrastructure are strong but need urgent scaling. It appears to be under-resourced and requires improved cross-department coordination We agree that efforts need scaling given the importance of land use for emissions reduction, resilience and biodiversity. While we have limited direct control, with the current resources we have tried to support others taking action including the Leven LENS to leverage in private sector investment, supporting through funding and staff time projects initiatives like Bioregioning Tayside and the Perthshire Nature Connections Partnership. Nature Based solutions are one of three priorities for Climate Ready Tayside. Council teams would like to work more closely with SHIFT on ideas for how we could effectively scale this up and influence landowners to take action. Page 39 of 230
Page 40
6. Proposals 6.1 While an overarching refresh of Climate Change Action Plan is not due until 2027, the plan was intended to be dynamic and five important new actions are proposed to be included in the Year 5 Climate Change Action Plan. These are shown in Table 3 below. Table 3 Proposed additions to the Year 5 CCAP Delivery Theme Action No Sub-Goal Strategic Action Buildings and Energy B25 Non-domestic - PKC Develop rural heat networks at sites beneficial to our domestic and non- domestic estates Buildings and Energy B26 Non-domestic - PKC Develop a programme of sites under PKC ownership for renewable energy generation Business and Industry B&I 17 Strategic Actions Ensure that Perth & Kinross benefits from gigabit capable broadband across its entire area to improve business competitiveness and as a method of reducing the need to travel Climate Resilience R36 Resilient and empowered communities Development of a property flood resilience scheme to assist residents and businesses Transport T41 Increase active transport across Perth and Kinross Use LDP3 to plan developments where all essentials (shops, schools, parks) are close by or easily accessible by sustainable modes of transport to reduce the need to travel and minimise the use of unsustainable modes 6.2 No new KPIs are proposed for this year. Due to ongoing data availability, relevance and ability to influence there are six KPIs proposed for removal as listed in Appendix C. 6.1 In 2023 the Council published its climate change risk register, which assessed the risks posed to both Perth and Kinross as a whole, as well as Council operations. The Council’s Climate Resilience working group reviewed and updated the climate change risk register this year. Page 40 of 230
Page 41
Due to the increased analysis by the Council’s Structure’s team the risk of scour and erosion of bridges and pipelines has become a top priority risk. Two new risks were included in the risk register: The risk of wildfires and the associated damage to homes, nature, air quality, health and infrastructure; The risk of climate induced food inflation and the associated health and economic impact on residents, businesses and Council operations. 6.3 The updated climate risk register is presented in Appendix D for approval. There are now five groups risks that score maximum in terms of severity and likelihood: Flooding of homes, infrastructure and businesses and the associated impacts; Loss and damage to nature including flora, fauna, ecosystems and soils; Scour and erosion of bridges and pipelines; Wildfires Climate related food inflation. 6.4 Funding – Four potential resource pressures have been identified for the upcoming 2026/27 budget process: Personal Flood Protection Schemes Additional capacity support for the Procurement team Park & Choose feasibility funding Continuation of the Green Living Fund. 7. Conclusion 7.1 This report has highlighted some of the impactful work produced by the 30+ teams across the Council that have been delivering on climate action over the past year. Continued improvement is being demonstrated by many of our key indicators. In order to meet our decarbonisation targets, the pace of change needs to accelerate. This will require a consistent policy framework, long- term resources to be secured, the creation of the right enabling environment for others to take action and bringing our residents and businesses along with us. 7.2 While it is important that Perth and Kinross plays its part its reducing emissions, there is a certain amount of change already locked into the system. These changing climate patterns and the resultant water shortages, wildfires, flash flooding and more prevalent storm events are already impacting on Perth and Kinross. The climate risk register identified many of the key risks the Council needs to continue to work hard to minimise. 7.3 As have been seen by events over the last few years, climate change can no longer be thought of as a future risk but is a real and pressing emergency. Page 41 of 230
Page 42
While the Council is balancing many priorities, the wider impact of many of the actions in the plan demonstrates the positive contribution that climate related action can make to delivering wider benefit and addressing multiple Council priorities. 7.3 For example, improving energy efficiency is helping to make healthier homes that are more affordable to heat; encouraging and enabling active travel to school helps reduce congestion and improve student learning and health; working with and supporting community groups to take action helps build up social networks and reduce isolation; and supporting our businesses to prepare for and grow in green skills can help bring growth and attractive jobs into our communities. 7.4 The actions planned for Year 5 should continue this meaningful change and help residents of Perth and Kinross live life well. 8. Impact and Value Assessment 8.1 https://www.pkc.gov.uk/media/54772/Climate-Change-Annual- Report/pdf/Climate_Change_Annual_Report_- IVA_Summary_Report_pdf.pdf?m=1768308241597 9. Appendices 9.1 Appendix A - PKC CCAP Year 4 Annual report 9.2 Appendix B: Master Action Plan Year 4 9.3 Appendix C: All KPI data 9.4 Appendix D: Climate Risk Register - Autumn 2025 Update Page 42 of 230
Page 43
Appendix A Annual Climate Action Update Year 4 6 Page 43 of 230
Page 44
Introduction This report highlights Perth and Kinross Council’s commitment to climate change and reports back on the delivery of fourth year of our Climate Change Strategy and Action Plan. This report highlights some of the impactful work the 30+ teams across the Council that have been delivering on climate action over the past year to help address the climate and nature crisis as well as more widely helping residents to live life well. As has been seen by events over the last few years, climate change can no longer be thought of as a future risk but is a real and pressing emergency. While the Council is balancing many priorities with limited resources, many of the actions in the plan have had and will have the ability to deliver wider benefits and address other Council priorities around poverty reduction and economic growth. We are striving to lead by example and this year we achieved 16% year-on-year reductions in our Scope 1,2 and 3 emissions. Improving how we manage the waste achieved significant savings. We continued to green our fleet and piloted alternative fuels in our heavy goods vehicles. We also improved the efficiency of our estate, including the opening of Scotland’s first Passivhaus leisure centre. We also used our control and levers of influence to drive area-wide action. We facilitated free home-energy advice to over 1600 households, grant-funded over 40 businesses to support their ambitions to green their businesses and increased the cycling skills of over 2,000 school children across the area. Recognising the importance of community action, we made 22 community Nature Restoration Fund grants, helped refresh our climate commission – SHIFT and supported Climate Connect- a new network for community climate action to launch. While it is important that Perth and Kinross Council plays its part its reducing emissions, there is a certain amount of change already locked into the system. These changing climate patterns and the resultant water shortages, wildfires, flash flooding and more prevalent storm events are already impacting on Perth and Kinross. Recognising that many of these risks do not end at local authority boundaries, this year we jointly launched Climate Ready Tayside in partnership with Dundee City and Angus Councils. At the other end of the spectrum, we know it is our communities that experience the impacts and often are best placed to respond. We have nearly doubled our number of community resilience groups up to 63 and increased the resources and training we are able to offer. In order to meet our decarbonisation targets and keep pace with the changing climate risk, the pace of change needs to accelerate. This will require a consistent policy framework, long-term resources to be secured, the creation of the right enabling Page 44 of 230
Page 45
environment for others to take action and bringing our residents and businesses along with us. Climate Change Strategy and Action Plan The Climate Change Strategy and Action Plan (CCSAP) was unanimously approved in December 2021 and then updated as part of the annual reporting process in November 2022. This report provides the update on PKC’s climate action, covering the fourth year of delivery, from October 2024 – September 2025. Perth and Kinross Council (PKC) in December 2022 recognised ‘Tackling climate change and supporting sustainable places’ a one of the key corporate priorities identified in the new Corporate Plan. This further strengthens PKC’s commitment to addressing the climate and ecological emergency, as outlined in its (CCSAP). The CCSAP is divided into long-term objectives, Council Commitments and eight thematic plans. Page 45 of 230
Page 46
Table 1 Objectives and commitments Page 46 of 230
Page 47
Overall Highlights The Council has made noticeable progress this year against all six of our overarching objectives and 27 Strategic Commitments, the highlights of which are detailed below. 1. Achieving Net Zero aligned with the Paris Agreement and the Scottish Government Targets, with the ambition of achieving them sooner. We reduced the Council’s own emissions by 16% year-on year. Our upgraded Building Management system software reduced energy consumption by 3,000MWh in its first year, with annual financial savings of circa £100,000. We opened Scotland’s first Passivhaus Leisure Centre - Blairgowrie Recreation Centre and Perth High School our first Passivhaus secondary school. We piloted the use of Hydrotreated Vegetable Oil (HVO) in our Refuse Collection Vehicles and have committed to expand this to all RCVs by the end of 2025. This will improve air quality and save 700-1000 tonnes of CO2e annually PKC secured £1.1M funding from Transport Scotland for EV charging points. A private operator will be appointed to install 64 charging points over 3 years across PKC. 2. Building a more resilient Perth and Kinross We launched Climate Ready Tayside together with Angus and Dundee Councils in spring 2025. This new regional adaptation partnership will address cross- boundary risks and share best practice. (Resilience) An Ash Dieback programme to screen, monitor and remove diseased trees commenced in summer 2025, with over 1,000 trees already surveyed. (Resilience) Work has started onsite to build the £40.8m Comrie Flood scheme designed to protect 189 homes and businesses. (Resilience) We are taking a proactive approach to landslip risk with 39 at risk infrastructure and greenspace sites identified with inspections underway. We are one of the only local authorities in Scotland to do this. (Resilience) The number of Perth and Kinross community resilience groups this year has nearly doubled this year to 63. We have supported them by providing over £220k in grants, £80k in equipment and training in how to use key tools like box walls. (Resilience) Page 47 of 230
Page 48
3. Delivering a fair transition and a green recovery We lowered the energy costs for our Council tenants by improving energy efficiency. There has been a reduction in number of PKC Domestic properties at EPC Bands E and F achieving and all should achieve EPC Band D or above for Dec 2025 and increase in properties with EPC Bands B and above. The PKC Green Capital Development Grant Fund awarded grants to 31 businesses, 23 of these businesses that have completed their projects and collectively leveraged an additional £5,241,000 of private investment into the P&K economy from the £451,000 they received (Business and Industry) We developed the legal, planning, design and infrastructure aspects of the proposed Perth Eco-Innovation Park (PEIP) as a Net Zero exemplar and beginning to prepare marketing materials for the site (Business and Industry) 4. Preventing an ecological emergency and enhancing biodiversity We are a founding partner for the Leven Landscape Enterprise Network to help leverage private sector investment to make the Leven landscape healthy and productive while benefitting the environment, boosting biodiversity and uplifting local communities. The Council’s £20k of NRF match funding helped leverage in £155k of private investment (Land Use). With our Nature Restoration Fund (NRF) allocation, 22 projects were funded in Year 4 to deliver restoration by both the Council and our communities These include woodland planning, INNS control, farmland biodiversity, pond creation, pollinator planting, and tree nursery development. (Land Use) We are developing Nature Networks for key ecosystems - public engagement in spring 2025 had over 70 people contributing. (Land Use) We planted over 3,100 trees this year across Council parks and maintained open spaces that will boost nature, sequester climate and provide amenity for our residents and visitors. (Land Use) We nearly doubled the area managed for our Grow Wild programme to 120ha 5. Engaging and empowering our children and young people Our 3rd Annual Youth Climate Conference focussed on Green Skills & Careers, with 90 pupils and teachers from secondary schools engaged (Education & Engagement). We launched a Schools Recycling Project to invest in internal recycling resources and fit-for-purpose solutions to improve recycling rates in schools and Page 48 of 230
Page 49
completed Phase 1 (Bertha Park High and cluster primaries) (Education & Engagement). We had successful engagement with schools for energy audits during holiday shut down. Eight schools were chosen for project. Perth Grammar School reduced their holiday consumption by 70% compared to the previous year; Blairgowrie High School managed a reduction of 26% on the previous year (Buildings and Energy). We had successful engagement with pilot eight schools for energy audits during holiday shut down, with the following year-on-year savings: Perth Grammar School - 70% reduction Blairgowrie High School - 26% reduction We increased the annual number of pupils trained to Bikeability Level 2 by 500 this year, with 2110 P6 and P7 pupils trained. (Transport) 6. Empowering our communities We supported the creation and launch of Climate Connect Perth & Kinross, a community network, funded by the Scottish Government, designed to bring together all groups carrying out climate actions across Perth and Kinross (Education & Engagement) We are supporting 12 communities to become Biodiversity towns and villages. We supported over 1,638 households with free home energy advice and support for Council tenants and Perth and Kinross residents; We commenced a mattress recycling project in conjunction with PUSH in Perth using funds from the Recycling Improvement FundIn its first six months of operation 197 mattresses have been diverted from disposal and have found new homes. Page 49 of 230
Page 50
Climate Action Plan Progress Our Climate Action Plan has 186 actions spread across the eight thematic areas. The status of these is shown in Figure 1. There is a year-on-year improvement when comparing to September 2024, with five actions moving out of the red category and 17 additional actions moving to green status. Figure 1 Full PKC CCSAP Action RAG Status as of 30 September 2025 71, 38% 68, 37% 17, [PERCEN TAGE] 28, 15% Status of CCSAP Year 4 Actions (as of 30/9/25) Green Amber Red Complete To ensure that the most important actions were prioritised, the Council designated 25 top priority actions. These were re-prioritised by Council members in October 2024 The top priority actions focus on three main areas achieving area-wide emissions reduction, reducing the Council’s own emissions and building resilience to climate change across Perth and Kinross. The overall progress of these actions is shown in Figure 2, with details of the progress of each action detailed in the relevant thematic section. Figure 2 Top 25 Priority Action RAG Status (September 30 2025) 11, 44% 14, 56% CCSAP Status - Top 25 Actions A G Page 50 of 230
Page 51
Challenges and barriers Several cross-cutting challenges or barriers applicable to the wider programme delivery have been identified: Shifting and uncertainty of government targets and the associated regulatory requirements has an impact on the ability to align work and convince others to act. Resource and skills gap within both the Council and wider supply chain to be able to scale up at pace to meet Net Zero targets and the lack of trust in the supply chain following a number of recent scandals around external insulation, etc. Challenges in recruiting and retaining internal staff with the required skills, knowledge and experience has been time consuming and led to delivery delays. Data timeliness and availability is a challenge to understand the effectiveness of our actions and make appropriate adjustments. Several of the key datasets have 1-2 year compilation windows. The need to identify and unlock funding opportunities to ensure future targets are achieved, in an uncertain funding landscape. This often requires the Council to have developed projects to a ‘shovel ready’ stage prior to bidding and often only cover capital costs. The portrayal in the media that climate action does not have popular support. This is in contrast to the Scottish Climate Survey (2024), which found that 72% of Scots feel that ‘Climate change is an immediate and urgent problem’ and a further 13% felt that ‘Climate change is more of a problem for the future’. These views are even in stronger in Perth and Kinross at 83%/10% respectively. In addition to these, specific challenges and barriers for each theme of the action plan are discussed in the relevant thematic section later in this report. Performance Seven high-level key performance indicators (KPIs) have been established to give an overview of the Council’s progress towards net zero. All KPIs showed year-on-year improvement. It should be noted that due to the lag of the data sources being published, the values for the first three KPIs are for 2023. Our performance data highlights that while we are trending in the right direction, the need to accelerate the pace of action to remain aligned to the Paris Agreement and national targets. Page 51 of 230
Page 52
Table 1 Year 4 KPI Data KPI Target Current value % change over previous year Perth and Kinross Area-wide territorial greenhouse gas emissions (kt CO2e - Net) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 1180 (2023) -3% Perth and Kinross Area-wide territorial greenhouse gas per Capita emissions (t CO2e - Net) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 7.7 (2023) -4% Perth and Kinross Area-wide CO2 emissions (kt CO2e - Net) 376kt CO2e by 2030 (75% reduction on 1990 levels) 634.9 (2023) -2% Perth and Kinross Council Scope 1,2, and 3 emissions (t CO2e) Net zero by 2045 23,457 (24/25) 16% Carbon Disclosure Project (City Score) ‘A’ by 2024 A (2024) A % of Climate Change Indicators showing positive change 100% 75% (24/25) 5.6 percentage points Climate Change Grant Funding secured (£k) No target set £2,234.53 (24/25) -35% Perth and Kinross Area-wide territorial greenhouse gas emissions (ktCO2e) Figure 3 shows recorded greenhouse gas emissions between 2005 and 2023. This shows a 3% decrease in emissions year-on-year. This continues the downward trend experienced since 2005, the first-year comparative data is available. This decrease matched the overall Scottish trend. While emissions in 2023 continued to decrease we are still significantly above the estimated trajectory needed to reach Perth and Kinross Council target of 75% reduction by 2030 and currently we have achieved a 47% reduction on 1990 levels. It is important to note that as the Council’s climate change action plan was approved in December Page 52 of 230
Page 53
2021, so any changes attributed to this plan are likely to only minorly be reflected in the data. Of our three main emissions categories: Transport sector emissions decreased by 1.3%, reflecting a hopeful cap to the post-Covid-19 emissions rises. Land use emissions increased by 2%, while similarly land use sequestrations (reductions) also increased by 2%. The increase in sequestration potential was a positive change as it reversed a three-year decrease. Agriculture emissions had been following a decreasing trend, but a slight increase (0.7%) was recorded for 2023. There were bigger changes in our small emissions categories with Commercial emissions decreasing by 12%, Waste emissions by 10%, Domestic emissions by 3% and wider-public sector emissions also by 3%. Figure 3 GHG Territorial Emissions for Perth and Kinross, DESNZ 20251 Perth and Kinross Area-wide territorial greenhouse gas per Capita emissions (tCO2e) As shown in Figure 4, since 2005, per capita greenhouse gas emissions in Perth and Kinross have been steadily reducing since 2005, with the exception being 2021 (Covid recovery). This year there was a 4% reduction. This is higher rate of decrease than for the overall emissions due to the fact that the national dataset used showed a population decrease in 2023 for Perth and Kinross. This per capita emissions decrease is slightly more than the Scottish average (2.8%) Scotland, but we have continued to Page 53 of 230
Page 54
remain higher than the Scottish average in terms of overall emissions as would be expected for a local authority with a more rural population. Figure 4 Per Capita GHG Emissions (DESNZ, 2025) Perth and Kinross Area-wide CO2 emissions (ktCO2e) This is the CO2 only element of the wider Greenhouse Gas emissions so many of the sub-categories show similar trends. Figure 5 shows a steady reduction in recorded CO2 emissions from 2005 until the Covid recovery bump in 2020, with an 8% increase in 2021. Emissions decreased again in 2022 and similarly in 2023 with a 2% decrease compared to 2022 levels. Emission levels are currently 14% higher than they would need to be on trajectory for a PKC’s current target of 75% reduction by 2030. Figure 5 Perth and Kinross CO2 emissions (DESNZ, 2025) Page 54 of 230
Page 55
Perth and Kinross Council Scope 1,2, and 3 emissions (tCO2e) As can be seen in Figure 6, in 2024/25 a carbon footprint of 23,457 tCO2e was recorded. This shows a significant 16% year-on-year decrease. Progress has been made in all areas (Transport, Energy use and Waste) reported. The largest emissions reduction can be attributed to the new residual waste contract that replaced landfill with Energy from Waste. It came into effect in August 2023, with 2024/25 being the first full reporting year. There has also been a 2% reduction in electricity consumption, despite the Council’s increased Internal Floor Area linked with the addition of Perth Museum and Bell’s Sports Centre. Lastly, emissions arising from the Council’s own fleet have also decreased, partly due to switching from highly polluting large cars to smaller and greener options, but mainly, due to using Hydrotreated Vegetable Oil (HVO) as a fuel alternative for Heavy Good Vehicles (HGVs). The HVO trial for six HGVs throughout 2024/25 drastically cut overall HGV emissions by 21% compared to 2023/24. Since 2015/16, the Council has reported its Scope 1, 2 and 3 emissions as part of the statutory Public Bodies Climate Change Duties Compliance Reporting process and the emissions reported are as per those annual reports. More information on the Council’s carbon footprint can be found in the Perth and Kinross Public Bodies Climate Change Statutory Reporting 2024/25. Figure 6 Perth and Kinross Council Combined Scope 1,2 and 3 emissions Carbon Disclosure Project (CDP) City Score PKC retained its top ‘A’ ranking in 2024 after we first made the ‘A-cities List’ in 2023. The CDP City Score is an independently audited assessment of climate action progress to assist organisations in measuring and managing their risks and opportunities on climate change. Perth and Kinross Council’s CDP score has been improving since its first Page 55 of 230
Page 56
submission year in 2019 from a ‘D’ to ‘C’ in 2021, ‘B’ in 2022 and A for the past two reporting years. Retaining an ‘A’ ranking is important in demonstrating area-wide climate action leadership, recognising the effort made by PKC to reach its climate objectives. Percentage of Climate Change Indicators showing positive change 71% of the Climate Change indicators show positive change. This has increased by 5.6 percentage points compared to Year 3, when 65.4% showed positive impact. In addition, a further 7.5% have not showed any change due to data availability, mainly, in relation to gaps in publication dates. Climate Change Grant Funding secured (£k) In 2024/25 the Council secured £ 2,234.53M of Climate Change related grant funding. This decreased by 35% compared to the amount received in 2023/24. A significant percentage of this reduction was due to securing the £2.36M from the Recycling Improvement Fund which enabled our Twin-Stream recycling transformation in 2023/24. Additionally, there was no funding awarded for Nature Restoration Fund in 2024/25. Page 56 of 230
Page 57
Governance Strong climate change governance remains foundational to Perth and Kinross Council’s ambitions for climate action. Over the past four years, significant progress has been made embedding climate action into our corporate governance systems, ensuring it is prioritised in our Corporate Plan and integrated into strategic and financial decision- making. Our governance theme focuses on six key areas: Accountability Business and Performance Management Decision Making Finance People Procurement Highlights Highlights this year include: Digital Carbon Footprint: We started to understand the climate impact of our data services, with a carbon footprinting exercise undertaken on our Microsoft Cloud services. Related to this we brought in email retention periods and ran awareness campaigns to help remove unnecessary data retention. Impact and Value Assessment Toolkit: We continued our rollout of our Impact and Value Assessment Toolkit to enable early identification of climate change, sustainable development, equalities, finance and legal risks and opportunities and made it mandatory for all committee reports from January 2026. Procurement Innovation: The Procurement Team are working with Services to identify pilot projects to include requirements relating to Climate Change. Specifically around Climate Change Action Plans within Structures Contracts. This will be used a pilot to learn and roll out to other suitable tenders. Climate Literacy: We appreciate that Climate Governance needs to start from the top and have rolled out Climate Literacy training to 52% of the executive team and senior managers, and continue our focus on elected member climate literacy now at 70% Page 57 of 230
Page 58
Delivery The Year 4 Action Plan identified 24 Governance actions. As of 30 September 2025, 87% of the actions can be classified as on-track (Green or Amber) in terms of progress. While Governance actions have a comparatively low resource need with respect to other thematic areas, there are several challenges linked to changing the culture, mindset, policies and procedures of a large organisation. These include staff capacity and prioritisation, appreciation of how climate action relates to a wider number of services and workstreams, as well as the lengthy processes involved in changing Council policies and procedures. The wider rollout of carbon literacy training across the senior leadership due to be completed next year will hopefully help address some of these challenges. Procurement is a key area for focus. While there is ambition within the procurement team to do more, the delivery is limited due to the constrained resources available within the Procurement team as a result of increase in workload due to other Transformation workstreams and a significant increase in contracts this year. Review of Top Priority Actions There were two Top Priority Governance actions for Year 4. Action Number Action RAG Status Comments G2 Mainstream climate change: into committee procedures and council operations G From January 2026, completion of the Impact and Value Assessment Toolkit which includes Climate Change Screening has been required for all committee reports. G22 High Emission Category Strategies A Sessions planned for using the Prioritisation Tool to assess risks and opportunities for identified categories. Due to staff capacity, this has been delayed Q4 25/26 to Q1 26/27. Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: IVA Screening: Between January and November 2025, 199 papers were screened, identifying 245 positive climate actions Procurement Outcomes: The Flexible framework has been completed and an action plan completed to bring the organisation to a foundation level across all Page 58 of 230
Page 59
sustainable procurement criteria. Categories for the Prioritisation tool have been identified. Key Contracts have been identified and work has commenced on. Performance Progress against Statutory Targets There are no Statutory targets in relation to Climate Governance, but we are required to report on our actions, priorities and Climate Change Assessment Tool (CCAT) Overall Score in relation as part of our Public Bodies Climate Change Reporting duty. Key Performance Indicators KPI Previous Value Current Value Target and comment % of Members and senior officers who have undertaken Climate Literacy training 32% 100% of Elected Members 100% of the Strategic Leadership Forum by 2026 - 50% 2025 % of staff who have climate change included in job description 71% All non-Education stuff Climate Change Assessment Tool (CCAT) Overall Score 71% 74% 85% by 2026 Focus for upcoming year Leadership, Accountability, and Decision-Making Focus: Embedding climate action into all council decision-making processes and committee procedures. Strengthening leadership and accountability for climate governance across the organisation. Actions: Ensure mandatory use of the Impact and Value Assessment Toolkit for all committee reports from January 2026, with regular audits to monitor compliance. Monitor and report on the climate impact of key decisions, enhancing transparency and accountability. Page 59 of 230
Page 60
Complete climate literacy training for all elected members and senior officers, and extend to wider staff group Workforce Engagement and Capacity Building Focus: Building climate literacy and awareness throughout the workforce. Integrating climate responsibilities into job roles and organisational culture. Actions: Update job descriptions to include climate change responsibilities for all relevant roles. Track and report progress on climate literacy training, aiming for 100% completion among elected members and senior officers by year-end. Provide ongoing support and resources to staff to embed climate action as business as usual. Procurement and Financial Integration Focus: Aligning procurement practices and financial planning with climate objectives. Developing strategies for high-emission procurement categories. Actions: Finalise and implement category strategies for high-emission procurement areas, using the Prioritisation Tool to assess risks and opportunities. Pilot and scale procurement projects that prioritise low-carbon and sustainable goods and services. Advance the development of Whole Life Costing approaches, applying them to major capital investments and procurement decisions. Integrate climate risk and opportunity assessments into financial planning and budget allocation. Data Management, Performance, and Reporting Focus: Improving the quality and usefulness of climate-related data and reporting. Tracking progress against key performance indicators and statutory requirements. Actions: Refine data collection and reporting processes, including digital carbon footprinting and procurement data. Launch targeted initiatives to improve climate data quality and availability. Use insights from the Climate Change Assessment Tool (CCAT) to identify areas for improvement and monitor progress towards Council targets. Regularly review KPIs, including CCAT scores and staff engagement metrics, to inform ongoing improvement. Engagement with Services and Partnerships Focus: Page 60 of 230
Page 61
Extending climate governance initiatives to new Council services and external partnerships. Fostering collaboration and sharing best practice. Actions: Develop a tailored climate governance engagement plan for the Health and Social Care Partnership (HSCP), including training and toolkit adoption. Engage services in climate governance initiatives, ensuring climate action is embedded across all operations. Foster collaboration across departments and with external partners to drive innovation and share best practice. Page 61 of 230
Page 62
Education and Engagement The Council have committed to improving the education and engagement surrounding climate change and climate action. This includes extensive training and engagement opportunities for staff and elected members, close working and empowerment of community groups and action and providing opportunities and support for local residents and businesses. Highlights Highlights this year include: Increasing the number of Elected Members who have completed Carbon Literacy Training has increased from 42% to 70% and extension for senior management Carbon Literacy Training to now cover all Strategic Leadership Forum members (123 people) of which 55% will be trained by the end of 2025. Successfully hosting the 3rd annual Youth Climate Conference focussed on Green Skills & Careers. This involved 90 pupils and teachers from secondary and through-schools. 16 different organisations, businesses and further education providers represented. Completing Phase 2 of Net Zero Living Innovate UK funded project to create the foundations to launch a retrofit one stop shop. £80k of seed funding secured with further funding applied for to move the project forward to a testing stage Support the creation and launch of Climate Connect Perth & Kinross, a community network, funded by the Scottish Government, designed to bring together all groups carrying out climate actions across Perth and Kinross Page 62 of 230
Page 63
Delivery As of 30 September 2025, all actions can be classified as Green or Amber in terms of progress. In the Year 4 Action Plan identified two Education & Engagement actions as top priority. These actions focus on public engagement and empowerment of community groups; giving young people a voice and resources to tackle actions. The main challenges associated with delivering Engagement & Education are communication and collaboration among Council teams. Whilst inter-departmental teams are working well together, there are still some challenges connecting with embedding change in schools, school communities and the curriculum. Work to improve on collaboration and prioritising climate action is underway. There has been a big up-take in the number of Headteachers attending the Carbon Literacy Training which sets out clearly how climate action is positively intertwined with improving buildings and addressing the cost of the school day. While surveys show that 82% of Perth and Kinross residents think that Climate Change is an important issue, the efficacy of individual or even Council-level actions can be harder for many people to appreciate when considering it as a global challenge. What has become more apparent this year through wider research and public feedback and conversations is the need to make it clearer for people how climate actions do not just reduce emissions but can help people live life well locally. Review of Top Priority Actions The Top Priority Actions for Year 4 were: Action Number Action RAG Status Comments E9 Review school operations and practices to ensure our schools lead by example G Recycling Project underway; Schools energy improvements continuing with successful holiday switch-off campaigns; Eary Years Bikeability project started; Youth Climate Conference hosted E13 Deliver community and householder education and engagement G Regular updates of website and socials; promotion of climate action activities; delivery and support of fares, litter picks workshops; close working among PKC teams; delivery of community-focused projects and participatory budgeting; delivery of community energy event Page 63 of 230
Page 64
Outcomes Positive outcomes as a result of actions taken under the Climate Action Plan Actions. Successful engagement with schools for energy audits during holiday shut down. Eight schools were chosen for project. Perth Grammar School reduced their holiday consumption by 70% compared to the previous year; Blairgowrie High School managed a reduction of 26% on the previous year Completion of Phase 2 on Innovate UK Pathfinder Project - Extensive resident and business engagement on retrofit one stop shop business model and knowledge hub and creation of scalable processes as part of IUK project completion. Performance Progress against Statutory Targets There are no statutory targets for the Education and Engagement theme. Key Performance Indicators KPI Previous Value Current Value Target and comment % of Members and senior officers who have undertaken Climate Literacy training 32% 47% 100% of Elected Members 100% of the Strategic Leadership Forum by 2026 - 50% 2025 % of staff who have climate change included in job description 71% 71% All non-education staff Climate Change Assessment Tool (CCAT) Overall Score 71% 74% 85% by 2026 Focus for upcoming year The focus on the upcoming year will remain on the roll out of the Schools Recycling Project. Each school cluster requires a bespoke approach due to the variety within our education estate. The focus will remain introducing lasting and sustainable processes Page 64 of 230
Page 65
and resources which will capture recycling through our schools and divert from disposal. To compliment the ongoing recycling programme within schools, a closer working relationship with our ECS colleagues will continue to aid in the adoption of Learning for Sustainability across the curriculum. Opportunities for collaboration and learning will be shared to ensure schools can make the most of the expertise that exists within the Council. For the wider community, a focus will remain on engagement, particularly through the Climate Connect platform to champion local actions and sharing good news stories. Progress will also be sought to be made in refining and launching a retrofit one stop shop to serve as a catalyst for improving home energy efficiency. Page 65 of 230
Page 66
Buildings and Energy Within the Energy and Buildings theme, work against the key themes identified within the Climate Change Strategy and Action Plan has been progressing over the past year in relation to: Moving forward with actions from the LHEES and LAEP for the wider Perth & Kinross area Improving energy efficiency in housing stock area wide Developing a decarbonisation pathway for the Council’s Domestic and Non- Domestic estate portfolio. Progressing energy efficiency and decarbonisation projects using existing budget allocation. Highlights While good progress has been made across the theme, a few highlights of the year include: Supporting over 1,638 households with free home energy advice and support for tenants and residents by working with SCARF; a new contract has been agreed that will continue this support to the end of March 2026. ECO4 workstream delivering energy efficiency measures utilised ECO Funding of £3,062,614 and 173 installations with 537 individual measures installed. These measures contribute to the decarbonisation of privately owned properties across the wider Perth & Kinross area. Completing two major Passivhaus replacement buildings. These include Scotland’s first Passivhaus Leisure Centre - Blairgowrie Recreation Centre and Perth High School our first Passivhaus secondary school. The Passivhaus standard ensures both quality and energy efficiency are achieved. Delivery of an initial domestic pilot project looking at the 4-in-a-block archetypes and potential energy efficiency measures. Data from these properties will now be reviewed regularly and used to inform future plans. Page 66 of 230
Page 67
At Arngask Primary School, we replaced an inefficient hot water system with a thermal energy storage unit which utilises innovative phase change material. This blended £41,052 of match funding through the Public Sector Heat Decarbonisation with continued use of PKC internal capital funding. Working in partnership with Integrated Environmental Solutions (IES) & Edinburgh University on and InnovateUK funded project to develop and deliver a decarbonisation toolkit. The project secured £100k of external funding and showcases the needs and benefits of public/private partnership working. Delivery The 2024/25 Action Plan identified 23 Energy and Buildings actions; as of 30 September 2025, 4 (17%) are Complete, 8 (35%) are Green Status, 9 (39%) are Amber status and 2 (9%) are classified as Red. In terms of progress, 91% of the actions can be classified as Complete, Green or Amber. Progress on several key area-wide delivery actions from the LHEES and LAEP are underway including the Heat Network Support Unit funded strategic Heat Network development and exploration of Strategic Energy Partner. These actions continue to support the detailed planning for decarbonising the Council’s Non-Domestic & Domestic estate. The main challenges associated with delivering the Energy and Buildings actions are: To identify and unlock funding opportunities to ensure future targets are achieved. Resource and skills gap within the supply chain to be able to scale up at pace to meet Net Zero targets. Challenges in recruiting and retaining internal staff with the required skills, knowledge and experience. Uncertainty due to changes in legislation not yet being agreed. Consultation on the replacement for EESSH2 – know as the Social Housing Net Zero Standard (SHNZS) and consultation on the Heat in Buildings Bill both closed in November 2023; and no further guidance has been provided since this time. The Council has limited levers for getting private individuals and businesses to undertake retrofit within their own properties. To support action, we fund free home-energy advice, undertake awareness campaigns and have been developing a One Stop Retrofit Shop. Page 67 of 230
Page 68
Review of Top Priority Actions The Top Priority Actions for 2024/25 were: Action Number Action RAG Status Comments B1 Develop and deliver the Local Heat and Energy Efficiency Strategy (LHEES) G Annual report on LHEES taken to CC&S Committee on 10 November. Good progress was made on key actions: - Perth Heat Network - Strategic Energy Partner - Estate decarbonisation - Community energy (Scalable cities) - Public engagement B2 Develop and deliver a programme to ensure all existing Council houses are brought up to EPC B by 2032 G Phase 1 of consultancy project with ARUP was presented on in Nov 2024 Ongoing work programme to ensure upgrades of all E&F properties by the end of the year. Pilot projects are being developed for two archetypes from the existing housing stock to trial potential measures to decarbonise these. Exploring the possibility to develop rural HN in hard to decarbonise locations by combining with non-domestic workstream B11 Develop options, costs and funding avenues for PKC Estate Portfolios to reduce greenhouse gas emissions A High level options appraisal provided by ARUP and investigating more detailed pathways to reach Net Zero B13 Develop and invest in local district heat/communal heat/electricity networks where viable which use alternative non-direct emissions heat sources G Close cross Service working required and partnership with Community Planning Partners. Private sector or Aleo required to deliver/operate heat network. Only Perth has density/anchor loads for large scale district heating network B21 Replace all Oil-fired heating systems with non- direct emissions heat source, A Utilising existing internal funding up to 2026/27 to undertake initial Non-Direct Emissions heat source projects. External SG part-funding has also been secured Page 68 of 230
Page 69
from Public Sector Heat Decarbonisation fund in 25/26 for one of these projects. Further funding streams to be explored to undertake additional projects. Outcomes The following positive outcomes as a result of Priority Actions include: Reduced Scope 1 and 2 emissions by 16% within the Non-Domestic PKC estate over the last 4 years. Our upgraded Building Management system software reduced energy consumption by 3000MWh in year 1. This also produced financial savings of circa £100,000 and will ensure a return on investment within 3 years. PKC have funded over 6,500 households to receive free home energy advice over the life of the Climate Action Plan. Last year this led to estimated annual bill savings of £179,216 and £4,760 reduction in fuel debt. Successfully delivered pilot project at Auchtergaven Primary school to remove oil fired heating system and install a non-direct emissions heat source. This resulted in a reduction in energy consumption of 49 % and improved energy use intensity of 84 kWh/m2a. £100k of Strategic Heat Network Unit funding awarded by the Scottish Government to procure a partner to deliver heat networks. HEEPS-ABS grant funding award of £1,942,800 received from Scottish Government for 2025/26 for delivery of energy efficiency measures in Domestic privately owned properties. CAN DO Green Heat Retrofit Innovation Challenge funding awarded by Scottish Enterprise to the value of £50,000 to undertake a Feasibility Study to develop a project for a pioneering green heat solution. Lowering the energy costs for our Council tenants by improving energy efficiency. There has been a reduction in number of PKC Domestic properties at EPC Bands E and F achieving and all should achieve EPC Band D or above for Dec 2025 and increase in properties with EPC Bands B and above. Performance Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Energy & Buildings theme as follows. I. 68% reduction in emissions from buildings by 2030 with respect to 2020 levels: on-track 3.4% reduction in 2024/25 from 2023/24. Page 69 of 230
Page 70
III. Social housing to be EPC D by December 2025 and EPC B by 2032: on-track Increase in EPC Band B and above properties from 7.07% in 2023/24 to 8.05% of housing stock in 2024/25. Decrease in EPC Bands E, F & G properties from 3.88% in 2023/24 to 2.55% in 2024/25. IV. Development of Local Heat & Energy Efficiency Strategies (Strategy & Delivery Plan) by end of 2023: this target has been met; the final LHEES was presented to Council and received approval in November 2023. Key Performance Indicators KPI Previous Value Current Value Target and comment Total area-wide Carbon dioxide emissions from domestic sources (kt CO2e 232.6 218.7 Scope 1 and 2 Emissions from Non -Domestic Council Estate (tonnes CO2e) 9,264 8,976 Annual emissions of 4,396 tonnes CO2e by 2030 PKC Non-Domestic Energy Consumption (kWh) 50,481,05 1 48,173,891 Target: 3% year-on-year savings On-track 3.4% reduction in 2024/25 from 2023/24 Heating oil consumption in PKC non-domestic estate (kWh) 1,806,3721,532,193 All sites with oil as a heat source to be removed by 2030 Page 70 of 230
Page 71
Renewable energy generated across the PKC estate, including from Low Carbon Heat Sources (MWh) 2831.08 2599.07 Renewable energy shall be installed where can maximise production. % Council housing meeting the Energy Efficient Standard 2 for social housing (minimum EPC B) 7.07% 8.05% EESSH2 standards of 100% of Council Housing to meet EPC B by 2032 Percentage of households in fuel poverty 32% 35% 5% by 2040 Annual data has only been published at a national level - data has been extrapolated to PKC based on the ratio of the Scottish to PKC levels of fuel poverty that were last both measured in 2019. Highly linked to energy price cap. Much of this is beyond PKC control but demonstrates the importance of all energy efficiency measures the council is taking. Percentage of households in extreme fuel poverty 27% 28% 1% by 2040 Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded) 2205 1638 1290 for 2024/25 Focus for upcoming year The focus for the upcoming year is the delivery of the actions in the plan that will include the following: Selection of a Strategic Energy Partner and working with them on the continued development of a Perth City Centre heat network and wider decarbonisation priorities. Page 71 of 230
Page 72
Provide a detailed and prioritised decarbonisation plan for the Council’s Domestic and Non-Domestic Estate; plan should take into account lessons learned from pilot project delivery. Work toward targets indicated in aforementioned Corporate Key Performance Indicators (KPI). Undertake statutory duty in relation to public sector Non-Domestic buildings and the compilation of Building Assessment Reports (BAR) in accordance with Heat Network Regulations. Continue our work to replace all oil-fired boilers within our estate. Two new actions have been added into the Climate Change Action Plan for next year. Firstly, to develop rural heat networks at sites beneficial to PKC’s domestic and non- domestic estates, recognising the potential efficiencies by addressing both together in locations where the Council has clustered domestic and non-domestic buildings. The second new action is to develop a programme of sites under PKC ownership for renewable energy generation. This will help the Council lower its emissions and maximise its potential energy returns. Page 72 of 230
Page 73
Transport There continues to be ongoing work across the Council and through collaborative work with partners to deliver on key themes of the Climate Change Strategy: Increasing active transport Accelerating the EV transition Improving public transport provision Reducing vehicles in town centres Ensuring resilient transport systems However, the collective action from interventions delivered both by the Council and external bodies has not led to the targeted transport emissions reduction in Perth and Kinross, which remain significantly off track. Highlights Highlights this year include: Fleet: Good progress has been made with Refuse Collection Vehicles, which have started using Hydrotreated Vegetable Oil (HVO) and all RCVs will be using HVO by the end of 2025. A business case has been developed for phased addition of electric vehicles to the pool car fleet. Public Transport: The Transport Transformation Project has commenced, a 3- year project which will set the strategic direction for public transport and propose a new model for in-scope transport by March 2027, including public bus service provision, transport for school, health & social care & looked after children, plus communications. Community transport: PKC has disposed of 6 Council minibuses to Community Groups in Perth and Kinross to support them with the transport requirements of their group. In addition, PKC has long term loaned three 8-seat Multi-Purpose Vehicles to rural community transport groups in Kirkmichael, Muthill and Aberfeldy to enable them to provide local solutions to their community’s public transport needs. Reducing vehicles in town centres: A study has been completed for Perth Circulation Plan. It outlines how city centre roadspace could reallocated in a coordinated way to reduce through traffic and deliver connected sustainable transport network improvements, including a new cycle network separated from traffic. Page 73 of 230
Page 74
Public Electric Vehicle Chargers: PKC and Angus Council secured £1.1M funding from Transport Scotland for EV charging points. A private operator will be appointed to install 64 charging points over 3 years across PKC (in urban and rural areas). They will also take over operating our public EV charging network. Air Quality: Crieff Air Quality Management Area was revoked in December 2024 and a 5-year Air Quality Action plan was approved in August 2025. Delivery The Year 4 Action Plan identified 32 Theme actions that are still live, with a further 6 completed. As of 30 September 2025, 69% of the live actions can be classified as Green or Amber in terms of progress. The main challenge associated with delivering transport emissions reductions are: delivery of larger scale sustainable transport capital projects are dependent on securing external funding from Transport Scotland. This has the specific challenges are that funding governance and access arrangements are still in flux, funding awards are now usually mid-way through the financial year or later, and a lack of multi-year funding awards. All funding is single year, whereas many infrastructure projects take multiple years to deliver This creates challenges for programming, resourcing and delivery General mismatch, across the public sector, between the pace and scale of proposed interventions (and associated resources) required to hit transport emissions reduction targets and those that are being delivered. Delays at a national level with introducing proposed high impact measures, such as transitioning vehicle excise duty into a per mile driven charge Nervousness to propose and deliver the challenging interventions needed to achieve transport behaviour change by the public which limit car use in the short term Lack of focus on the importance of 2030 climate targets and associated urgency required. Page 74 of 230
Page 75
Review of Top Priority Actions Progress against the Top Priority Actions for Year 4 is summarised as follows: Action Number Action RAG Status Comments T10 Transition Council vehicle fleet to electric and alternative fuels G Good progress is being made in line with the Fleet Decarbonisation Strategy T18 Investigate options for new Park & Ride sites A Land secured through planning process. Developing strategic business case for new park & ride sites, alongside review of existing Park & Rides site usage T3 Develop a new Active Travel Strategy A Lead Officer for the Mobility Strategy has begun development, progress had been delayed while this post was vacant T32 Develop a new Public Transport Strategy G The Council’s Transport Transformation Project has commenced and will deliver on this action, reporting in March 2027 T7a Deliver the Council-wide EV Charging Expansion Programme G Secured funding to install further 95 charging points over the next 3 years. Private operator of our charging point network to be appointed, who will be able to install more at their discretion Outcomes Positive outcomes as a result of delivery of the Climate Action Plan Actions include: Estimated annual CO2 emissions savings of c750-1000 tonnes per year from Refuse Collection Vehicle fleet transition to using hydrotreated vegetable oil instead of diesel, reducing Fleet emissions by approximately 4%. £1.9M secured from Transport Scotland Electric Vehicle Infrastructure Fund (EVIF) for Perth & Kinross Council and Angus Council to install electric vehicle charging points. £680,000 funding secured from Transport Scotland Bus Infrastructure fund for bus infrastructure and bus priority on South Street, Perth and design of multimodal corridor improvements along Dunkeld Road Page 75 of 230
Page 76
Received £193,000 from the Scottish Government Air Quality Grant for 25/26 projects. Performance Progress against Statutory Targets Previously there had been a 75% transport emissions reduction target and a 20% vehicle mileage target, both by 2030. In 2024 the Scottish Government agreed to remove these, but the replacement targets have not yet been put in place. Key Performance Indicators KPI Previous Value Current Value Target and comment Perth and Kinross area wide carbon territorial dioxide emissions (ktCO2e) 498.3 493.8 (2023) Target of 158kt CO2e based on 75% reduction in transport emissions by 2030 in relation to 1990 levels. With a 1% annual reduction, this KPI remains significantly off-track. The Council has many levers, but limited direct control over transport emissions. Total car kms (millions) 1759.4 1824 Target of 1,496 – a 20% reduction on 2019 levels by 2030 Number of public EV charging devices 50kW and above 78 87 Public EV charging devices per 100,000 population 125.5 133.9 % Council fleet vehicles that are electric or other zero direct carbon fuel technologies 4% 4.45 % Number of exceedances of 1 1 Page 76 of 230
Page 77
Scottish Air Quality Strategy Objectives in Perth & Kinross Focus for upcoming year The first focus for the upcoming year is to complete priority plans and strategies as outlined in the Climate Change Action Plan, namely an Active Travel Strategy and Corporate Travel Plan. The proposal for Perth Circulation Plan will also be finalised along with a review of Park & Ride provision. A strategic approach for behaviour change interventions to encourage uptake of sustainable transport options will be developed, to focus existing funding on the most impactful interventions. Also transport theme KPIs will be reviewed, in parallel with developing the monitoring and evaluation framework for the Mobility Strategy. In terms of delivery, it is anticipated that the first elements of the Perth Circulation Plan will begin to be delivered, though there are risks associated with political and public approval which could delay the project. In addition, new electric vehicle charging points will be installed as part of the 3-year programme and it is expected more electric and HVO-run vehicles will be introduced into the PKC Fleet. The priority actions for next year include: Develop a Perth and Kinross Active Travel Strategy Develop a PKC Corporate Travel Plan Develop and implement Phase one of the Perth Circulation Plan Page 77 of 230
Page 78
Circular Economy and Waste The Council has continued to work with Householders, Communities and Businesses to promote the services provided whilst raising awareness of recycling and reduction opportunities. Key action areas include: Circular Economy Strategy Circular Economy Business Opportunities Schools Recycling Project Operational Asset Review Highlights Highlights this year include: Circular Economy Strategy: Circular Economy Consultation document and Waste Management Plan Final update were drafted and are due to be presented to Climate Change and Sustainability Committee in February 2026. Circular Economy Business Opportunities: Work has been underway in relation to the Clean Growth Axis, a digital project development support platform founded on agreements with key statutory agencies, industry organisations, and academia; Project Beacon is progressing the development of an advanced plastics facility; and a further Circular Economy Business engagement session is due November 2025. Schools Recycling Project: Confirmation to commence the Recycling in Schools Project with £103k approved budget and a dedicated fulltime Officer to undertake this to 2027. The first 2 clusters of Bertha Park & Crieff High School, (along with the inclusion of Perth High school) are well underway. The focus being to improve the recycling infrastructure in PKC learning establishments and to promote positive behaviours with staff and pupils. Operational Asset Review: Conclusion of the Operational Asset Review – Phase 2 establishing the impact on waste & recycling collection services of depot rationalisation options, understanding the impact on the number of collection resources required to complete collections across the authority area to determine the viability of each scenario. Page 78 of 230
Page 79
Delivery The Year 4 Action Plan identified 17 Theme actions. As of 30 September 2025, 100% of the actions can be classified as making progress - with 7no. Green, 6no Amber and 3no. complete. The main challenges associated with delivering the circular economy and waste CAP actions include: Policy uncertainty: Whilst some national priorities and implementation dates have been agreed (Digital Waste Tracking and the re-instatement of the Deposit Return Scheme - DRS), there is still much uncertainty relating to the impact of these policies on Perth and Kinross Council waste and recycling operations, and the services that we provide. Similarly, a number of national policies have yet to be determined including: a new code of practice for household waste and recycling services (which may include statutory targets); a review of food and organic wastes; a review of textile recycling, and the introduction of the Emissions Trading Scheme to energy from waste facilities. Energy from Waste facilities: The ban on landfilling biodegradable municipal waste comes into force from the 1st of January 2026. The industry is experiencing a gap in energy from waste processing capacity in Scotland and this presents a risk of non- compliance with the ban for local authorities and waste management companies alike. SEPA has announced that there will be some flexibility in enforcement, but nevertheless, officers are taking steps to ensure that PKC is fully compliant with the ban. Public engagement: there is more to be done to help members of the public understand how they can engage correctly with the waste and recycling services that we provide, and to ensure that these services are simple, easy to understand and are accessible to all members of society. Review of Top Priority Actions The Top Priority Actions for Year 4 were: Action Number Action RAG Status Comments W2/W20Establish a baseline for the Circular Economy Route Map, work with the Resource Management Association Scotland (RMAS) to decarbonise and liaise with the G Good progress is underway engaging with businesses and organisations to establish Circular Economy working. Page 79 of 230
Page 80
Business & Industry Group W8/W21Ensure alignment with Scottish Government Legislation and Climate Change Route Map/Develop a Waste & Circular Economy Strategy to align with the Circular Economy Bill G Draft PKC CE Strategy reflects the priorities and timelines as detailed in the Scottish Governments CE Route Map, will be developed once national updates are announced. W16 Development of a Resource Management Plan for Education & Children’s Services G The Recycling in Schools Project commenced in 2024/25 with bins being delivered to the Bertha Park cluster September/October 2025, with the next cluster phase Crieff being late 2025, this is being complemented with education and awareness sessions. W17 Asset Management Review of Waste & Recycling Infrastructure Complete The project is now complete, however, there is an expectation that further work will be required of a detailed Depot and Waste Transfer Station Feasibility to consider the implications of each short-listed infrastructure rationalisation option. Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: With the twin stream roll out now having been in place for a full year, contamination rates for both grey (container mix) and blue (paper/card) are 14% and 3% respectively for 2024 continuing to be lower than before the service commenced at 19%, signifying positive engagement. This has also resulted in £200k of additional income for the Council. PKC received funding through the Recycling Improvement Small Grant Fund of £24,873 grant money which resulted in the commencement of the mattress recycling project in conjunction with PUSH in Perth. Since its introduction in March 2025 197 mattresses have been diverted from disposal and have found new homes up to 29th August 2025. Page 80 of 230
Page 81
Stich It, Don’t Ditch It Event, held in September 2025. Mary V Morton and Jeanna Wigger interacted with an audience of 21 following the launch of their recently released book, detailing a simple guide for hand-sewn repairs and question and answer session. Along with this other repair and reuse projects being undertaken in the Perth & Kinross area were discussed. Litter picking event held in the North Inch Community Campus in April 2025 recognising the work undertaken by 37 litter picking hosts and volunteers keeping our communities' litter free. This was a well-attended event with a speaker from Keep Scotland Beautiful addressing local and national issues with lively discussions. Issuing additional Food Waste Hubs, resulting in a further 585 Perth City Centre households having access to the food waste service. Performance Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Waste Theme sector as follows. The target of 60% of household waste by 2020 progressing to 70% of municipal waste by 2025 was dropped by the Scottish Government in 2024, however a record of this figure is still retained for 2024, this is awaiting verification. Page 81 of 230
Page 82
Key Performance Indicators KPI Previous Value Current Value Target and comment Perth and Kinross area wide territorial carbon dioxide emissions (ktCO2e) 84.7 76.2 Whole Life Cycle Emissions for PKC Collected Waste (kt CO2e) 135.6 131.65 Total household waste generated (tonnes) 71373 71804 Variable annually Total household waste landfilled as % of all household waste 27.1 6 5% by 2025 Significant improvements due to new residual waste contract Total household waste recycled/composted as % of all household waste. 51.7 50.9% 70% by 2025 Note this KPI target has been removed by the Scottish Government. % of households with access to food waste collection 80.9 83.6 82.2% of households Quantity of food waste collected in residual waste (Kg/HH/week) 1.67 1.06 Reduce food waste by 33% from the 2013 baseline by 2025 (1.86kg/HH/week) % Residents satisfied with their local refuse collection service 82.3 82 At least 90% per year % of households served by twin stream recycling 94.6 94 98% of PKC households by 2025 Expansion has happened to some new build and rural areas, but bins have been removed in some areas with high contamination Grey Bin Recycling contamination rate (%) (Changed from DMR) 16.05 14.26 Remain under 20% Page 82 of 230
Page 83
Focus for upcoming year The focus for the upcoming year Finalise the Circular Economy Strategy following consultation. Textiles Communications Plan – Work ongoing to highlight the carbon impact of textiles and to raise awareness of the wider environmental impacts. Food Waste Action Plan - continue the work started this year with the focus for the rest of the year promoting recycling, with 2026 highlighting reduction. Packaging Extended Producers Responsibility (pEPR) projects delivery, which includes the procurement of a digital reuse platform to work with businesses and third sector organisations to encourage reuse and repurpose, embracing a circular economy, achieving best use of assets and reducing our carbon footprint. Digital Waste Tracking – due to commence in 2026, this aims to bridge the information gap with mandatory waste tracking, tracking waste from origin to destination, tackling illegal behaviour which threatens retaining resources in use for longer and the quest for a circular economy. The priority actions for next year include: W2/20 - Engagement with businesses and organisations will continue through 2026 to develop Circular Working with local industry, including participation with the Tay Cities Region Deal. W16 - Continuation of the Recycling in Schools Project W5 - DRS – Work will commence in 2026 to determine the potential impact for PKC ahead of the October 2027 implementation. W11 & W19 - Commencement of the Good Food Nation Strategy in early 2026. Page 83 of 230
Page 84
Business and Industry Emissions from business and industry is an area that the Council has limited direct influence over but can play an enabling and influencing role. On a positive note, overall GHG emissions from industrial and commercial sources in Perth and Kinross are reducing. Our work this past year had a significant focus on collating information, targeting key emitters and broadening the membership of the group to include some top 100 businesses. Key actions included: Collating information on carbon reduction plans from key employers and inserting data onto our ‘Top 100’ companies database and CRM system; Promoting joint strategic projects with the Transport Group to decarbonise transport especially on electric and hydrogen vehicles; Promoting joint strategic projects with the Building and Energy Group to decarbonise buildings; Refreshing the group to include several co-optees from industry including SSEN, Stagecoach and Highland Spring to ensure that the group can remain in touch with challenges that businesses face Highlights Highlights this year include: Developing the legal, planning, design and infrastructure aspects of the proposed Perth Eco-Innovation Park (PEIP) as a Net Zero exemplar and beginning to prepare marketing materials for the site Identifying and promoting green job opportunities with key employers and their supply chains Assessing the implications of the UK Modern Industrial Strategy and the focus and funding available for energy transition Page 84 of 230
Page 85
Delivery The Year 4 Action Plan identified 17 Business and Industry Actions. As of 30 September 2025, 5 are Green, 11 are Amber, and only 1 was Red. The main challenges associated with delivering the Business and Industry theme are: Engagement with smaller businesses for whom current economic conditions are not favourable in terms of costs of materials and pressures caused by increased energy prices. The lack of available incentives in terms of support from UK Government or Scottish Government grant schemes for energy efficiency or renewables generation The need to present a coordinated approach across the Council in terms of services supporting businesses. The need to attract more businesses to the area with a focus on energy transition and Net Zero. Review of Top Priority Actions There was one Top Priority Action for Year 4 from the Business & Industry Theme: Action Number Action RAG Status Comments B14 Develop Perth West and Perth Eco Innovation Park as a national Net Zero exemplar for decarbonisation of transport and energy A Design works for access and infrastructure/services to the site are well progressed. A Masterplan for the site is scheduled to be completed this month in preparation for a further planning application and Heads of Terms for transfer of the land to the Council are nearly completed. Marketing work to attract business to the site is in preparation. Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: Continued decrease in CO2 emissions from business and industry. In 2024/2025, 23 businesses have benefited for an amount of over £451,000 from the PKC Green Capital Fund financial support. There are an additional 8 businesses with ongoing projects with an additional £142,000 of Green Capital Page 85 of 230
Page 86
Fund support committed. This has leveraged an additional £4,600,000 of investment into P&K Positive engagement with larger businesses who have now joined the group with a willingness to share ideas and explore new opportunities Performance Progress against Statutory Targets There are no overarching statutory targets in relation to the decarbonisation of the Business and Industry sector as follows, but many sectors and industries have set targets. Key Performance Indicators KPI Previous Value Current Value Target and comment Number of registered businesses in energy (including renewables) growth sector 140 145 +10% per year % of businesses (250+ employees or largest energy demand (+0.5M) with a set target for reducing carbon emissions 17% 17% 100% by 2027 Number of businesses supported through PKC Green Recovery Capital Fund 22 31 20 per year Focus for upcoming year The focus for the upcoming year is: To continue to engage with business and industry through co-optees to the Group so that it can benefit from ‘real world’ experience and tackle challenges that all businesses face in tackling Net Zero. Target work areas around priority sectors in terms of CO2 emissions. Provide further support to smaller businesses to help reduce emissions, tackle continuity and resilience issues and ensure local businesses are prepared for the effects of climate change. Assess opportunities for new projects and funding linked to energy transition and Net Zero. Page 86 of 230
Page 87
Focus on agricultural and estate businesses to assist them in meeting climate targets; promote sustainable farming and land management practices; and realise opportunities for renewable energy The priority actions for next year include: Developing the planning permission and marketing of the PEIP site to the commercial sector to help attract eco-oriented businesses. Launch of the Clean Growth Axis - This is a digital support platform to facilitate the growth of sustainable industries in PKC through agreements with statutory bodies, academia, and industry organisations. Two projects are being trialled through the process before formal launch in March next year. Continuing to track and record on the Top 100 companies database those that have carbon reduction and resilience plans and explore support available for those without. Page 87 of 230
Page 88
Land Use Land use including agriculture is responsible for over half of Perth and Kinross’s GHG emissions 53%, as well as acting as a large carbon sink in Perth and Kinross and removing 42% of the GHG’s produced. It is the area that we have the least direct control over and most limited levers of change, but also critical to achieving our climate ambitions. Within Perth and Kinross Council, work against the key land use themes identified in the Climate Change Strategy has progressed over the past year in relation to: Strengthening Planning Rural Land Use and Carbon Sequestration Biodiversity Greenspace Highlights Highlights this year include: Nature Restoration Fund £278k was awarded in 2025, with additional underspend funding available. Of 44 applications totalling £638k, 22 projects were funded. These include surveys, woodland planning, INNS control, and farmland biodiversity. Other activities involve bioblitzes, pond creation, pollinator planting, ranger rope training, and tree nursery development. Leven LENS Leven LENS partnership agreements were signed in 2025. Our £20k investment helped leverage in additional £155k of private funding to the Leven Catchment for improving in-field and edge measures: autumn cover crops, wildflower/grass planting, new hedgerows, and riparian/tree planting near rivers like Gairney Water. Nature Networks Public engagement in March–April 2025 identified nature-rich sites for mapping. Using the AECOM tool, initial woodland, grassland, and wetland corridors were created across Perth and Kinross. These outputs need manual refinement. A prioritisation framework will guide new corridor mapping, starting with woodland and expanding to other habitats. LDP3 The LDP3 Evidence Report was returned to the Council due to insufficient Education data and lack of clear timescales for some themes. A revised report will go to Council on 10 December 2025 and be submitted to DPEA by year-end. Policy preparation and SEA work continue, with stakeholder engagement planned for early 2026. Page 88 of 230
Page 89
Biodiversity Towns and Villages The project continues to work with existing communities. Inchture held a biodiversity mapping session in September and is becoming a Biodiversity Village, with Abernyte showing interest. The Caring for Biodiversity Project supports approximately 15 care sites with pollinator, swift, and bat improvements. Work is progressing with the greenspace team and new officers. Delivery The Year 4 Action Plan identified 20 Land Use actions. As of 30 September 2025, 90% of the actions can be classified as Green or Amber in terms of progress. The main challenges associated with delivering Land Use actions are: Resource constraints (both financial and operational) Balancing strategic planning with on-the-ground delivery Staff capacity and continuity with key roles undergoing transitions Review of Top Priority Actions The Top Priority Actions for Year 4 were: Action Number Action RAG Status Comments L24 Review and revise our Forestry and Woodland Strategy (FWS) as part of LDP3 process. Consider how the FWS can support and encourage private landowners to plant “the right tree, in the right place” to help tackle the climate change and biodiversity crises. G FWS under development - intention to bring this to E&I Committee in Jan 26 Page 89 of 230
Page 90
L25 Undertake an Open Space Audit and produce an Open Space Strategy A A survey of over 500 open spaces has been completed to inform the Open Space Quality Audit. Key sites have been assessed, with smaller sites to follow. Strategy drafting will begin after audit completion, supported by policy review and engagement analysis. Area strategies are being developed for LDP3. L1 Work with Perthshire Nature Connections Partnership to identify and develop landscape scale pilot projects with partners. A In early 2025, PNCP supported Nature Networks engagement and strategic planning. The River Almond Headwaters Project is no longer a focus, and developer contribution work is paused. PNCP’s Conservation Officer retires in November; recruitment is underway. A Species Rich Grassland funding bid is progressing. Partnership support and events continue. Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: PKC has received £189,000 from the Scottish Government’s Nature Restoration Fund for the 2025-2026 funding cycle. Received both revenue and capital funding for the first time, enabling broader project delivery. Current progress on 42% of Local Biodiversity Action Plan actions (up from 25% last year). Continued reduction in chemical weedkiller use, especially in cemeteries. Wildflower, bulb, and tree planting underway; community-led site improvements ongoing. Local Nature Conservation Site assessments progressing well, with consultation planned for Q1 2026. Tree Planting Strategy prepared for committee in Q1 2026. Leven LENS partnership agreements signed and first round of trades agreed for 10–15 farms, with PKC directly funding £20k to four farms. Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Land Use sector as follows. The Scottish Government has set several statutory targets related to land use. These are mainly at a national level rather than at a local authority level. However, local authority action will be required to meet these targets. The national targets include: Creation of 18,000 Hectares of new woodlands annually by 2032. Page 90 of 230
Page 91
250,000 Hectares of peatland restored by 2030 – Perth and Kinross has approximately 10% of Scottish peatland. At least 20,000 Hectares of peatland restored annually by 2032. Key Performance Indicators In the latest data (2023) Land Use Land Use Change and Forestry (LULUCF) accounted for 33% of the total area-wide greenhouse gas emissions (667.3kt CO2) while it was responsible for sequestering 42% of total GHG emitted (-844.1kt CO2e), leaving a Net - 176.8kt CO2e). Agriculture accounted for 35% of total area wide greenhouse gas emissions (414.4 kt CO2e). There was a 0.9% increase in agriculture emissions between 2022 and 2023. KPI Previous Value Current Value Target and comment % Of the total land area and total number of hectares of Perth and Kinross covered by woodland (including subset breakdown) 99,220 18.5% 103,861 19.6% National target to increase forest and woodland cover to 21% of total area of Scotland by 2032 Total area-wide LULUCF greenhouse gas emissions (ktCO2e) 675 667.3 To increase the woodland carbon market by at least 50% by 2025 Total area-wide LULUCF sequestration carbon dioxide emissions (ktCO2e) -834.4 -851.9 Total area-wide agriculture greenhouse gas emissions (ktCO2e) 411.5 414.4 Amount of land protected for nature within Perth and Kinross council Boundary 33.5% 19.2% Protect at least 30% of Scotland’s land for nature by 2030 decline due to an error calculating the baseline value. This double-counted sites with multiple designations. Local Biodiversity Sites have not been included as they are still to be confirmed. Number of trees planted on Council land and maintained open space 2,512 3,182 Page 91 of 230
Page 92
Number of community volunteering hours in biodiversity related projects 1786.5 1934 % of PKC's Local Biodiversity Action Plan Actions that are on track or completed 25% 42% By 2032, the natural environment and landscapes around us will have undergone significant restoration, with a sustainable land use system that prioritises nature and biodiversity Area grassland managed by PKC for biodiversity improvement objectives (ha) 21.7 66.27 Focus for upcoming year Actions this year will primarily focus on the following work: Complete site survey programme for Local Nature Conservation Sites and undertake public consultation. Finish mapping our Nature Networks using a prioritisation framework for woodland, grassland, wetland, peatland, and heathland habitats. Monitor and support delivery of the 22 Nature Restoration Fund projects and allocate the 26-27 Nature Restoration Funding. Continue to support Leven LENS project with funding and explore expansion of the scheme to additional farms. Submit revised LDP3 Evidence Report to DPEA following Council review in December 2025 Advance the Forestry and Woodland Strategy (FWS) with draft going to committee early 2026. Apply SFRA findings and SEA checklist to ensure flood-safe site selection in LDP3. Complete Open Space Quality Audit, including site visits to ~200 smaller sites. Draft Open Space Strategy based on audit results and engagement analysis. Progress Green Network planning, focusing on active travel routes and Nature Networks linkages. Roll out Tree Planting Strategy, aligning with ash dieback and tree management policies. Continue Grow Wild programme, including planting, community engagement, and machinery trials. Support new biodiversity officers in delivering communications and site improvements through 2027. Page 92 of 230
Page 93
Climate Resilience The climate is already changing in Perth and Kinross – precipitation patterns have started to alter; temperatures have risen, and more extreme weather events have been occurring. PKC’s Climate Risk and Opportunity Register identifies the highest risks linked damage from flooding to houses, businesses, and bridges and other infrastructure and the wider disruption this causes. The other top risks relate to the loss of nature, biodiversity and ecosystems and the wider impacts these losses bring. The Council is working to build resilience to these risks and wider risks and adapt to the current and expected climatic changes. The Council’s climate resilience and adaptation work has progressed in relation to the five key areas: Resilient organisations Resilient and empowered communities Resilient ecosystems Resilient infrastructure Flood risk management. Highlights Highlights this year include: Work on the Comrie Flood Scheme has started on site – work is due for completion in autumn 2026. With the scheme measures have been taken to protect and enhance biodiversity and engage with the local community including the use of localised nature-based solutions, such as root wads and allowing community benefit projects to choose the scheme vegetation. Comrie Flood Protection Scheme Construction Progress: Water of Ruchill Rootwads Page 93 of 230
Page 94
Climate Ready Tayside was launched together with Angus and Dundee Councils in spring 2025. This new regional adaptation partnership will address cross-boundary risks and share best practice. Three stakeholder working groups have launched to focus on Nature Based Solutions, Communication and Engagement, and Health and Community Resilience. An Ash Dieback programme to screen, monitor and remove diseased trees commenced in summer 2022, with over 1,000 trees already surveyed. For the first time this year, we took a proactive approach to landslip risk with 39 at risk roads and greenspace sites identified with inspections underway. We are one of the only local authorities in Scotland to do this. The number of Perth and Kinross community resilience groups this year has grown this year to 63. The Council has supported them by providing over £220k in grants, £80k in equipment and training in how to use key tools like Box walls; all to help support the important work these groups do. Delivery The Year 4 Action Plan identified 33 Resilience actions. As of 30 September 2025, just over half of the actions (51.5%) of the actions can be classified as fully on track with another 38% showing some positive progress (Amber actions). There were two (6%) red actions for this theme – both are due to staff capacity. There are several challenges associated with delivering Resilience actions. Resourcing is a key challenge – most notable the lack of clarity from the Scottish Government over the funding of flooding schemes impacting on delivery of both Cycle 1 and 2 schemes. There are also significant costs linked to implementing scour protection and addressing ash dieback. On the staffing side, both staff capacity and available technical skillsets are limiting delivery. Building individual and community ownership for resilience is another challenge. While the Council has significant role to play, especially through the delivery of key schemes, we also need individuals to play their part. This both by taking property level action and also for large landowners to be managing their land to promote wider resilience. These complementary scales of action are needed to minimise the risk that anyone in Perth & Kinross will experience the devastating impacts associated with flooding or other extreme events. Page 94 of 230
Page 95
Review of Top Priority Actions The Top Priority Actions for Year 4 were: Action Number Action RAG Status Comments R12 Develop and implement scour protection programme for key Council assets G Scour assessment programme is ongoing, with several high-priority road bridge scour mitigation schemes now identified. These have been added to the already substantial backlog of works facing the team. R24 Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects A Positively Comrie Flood Protection Scheme has commenced construction and there were several new studies commencing throughout 2025, but South Kinross was delayed by the need to go to a Local Authority Hearing (October 2025) and uncertainty over Scottish Government funding is delaying wider scheme delivery. R20 Support community resilience groups to build proactive resilience G Number of community resilience groups has nearly doubled to 63. We gave out £220k grant funding and £80k equipment and are working on developing a vulnerable persons register. Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: Improved public safety and protection of public and private property through taking action on flooding, scour and ash dieback. The Scottish Government awarded Climate Ready Tayside £51k for delivery of Year quick wins in 2025/26. Performance Progress against Statutory Targets Flooding is one of the main physical climate risks to Perth and Kinross. Under the Flood Risk Management Act 2009, we have a duty to deliver Flodd Risk Management Plans and report on our progress every three years. In November 2025, we assessed 70% of Page 95 of 230
Page 96
the PKC actions in the flood risk plan are completed or on track. The next progress report is due in 2028. Under the Climate Change (Scotland) Act 2009, Perth and Kinross Council has a legal duty to contribute to the delivery of the Scottish National Adaptation Plan 3 (SNAP3) and its objectives. SNAP3 does not include specific targets applicable to local authorities, however, it does set the target for there to be regional adaptation partnerships across all of Scotland by 2029. As a Council we have a duty to take action to contribute to SNAP’s five outcomes: 1. Nature connects across our land, settlements, coasts, and seas. 2. Communities are creating climate-resilient, healthy, and equitable places. 3. Public services are collaborating in effective and inclusive adaptation action. 4. Economies and industries are adapting and realising opportunities in Scotland’s Just Transition. 5. Scotland’s international role supports climate justice and enhanced global action on adaptation. Key Performance Indicators KPI Previous Value Current Value Target and comment Annual Scotland Adapts Capability Framework score 9/16 12.7/16 Target for this year was 9.1, so value exceeded. Note: the SACF was modified this year, so it is not possible to direct year-on- year comparisons. Number of community groups engaged in proactive climate resilience work 33 63 An additional 30 community resilience groups were formed this year. This exceeds our target of 53 based on 1 per community council area. While the overall target is exceeded, there remain some key areas without groups. Percentage of flood risk management in FRMP 85% £58.6M Comrie Flood Protection Scheme is due to complete Oct 2026 and makes Page 96 of 230
Page 97
actions that are on track up the bulk of the spend over the next 12mths. South Kinross Flood Protection Scheme needs to complete the Local Authority Hearing to progress to Detailed Design. All Cycle 1 Actions are underway, some Cycle 2 Studies with more to come over the next 12mths, and a couple of Cycle 3 Actions have progressed early due to Council funding allocations. Number of Bridge Scour Assessments Undertaken 11 13 Target: 100 over 5 years (TBC on overall assessments needed) Focus for upcoming year The focus for Year 5 will remain on assessing and delivering key risk mitigation measures linked to flooding, scour and ash dieback. Supporting community resilience and building wider regional resilience are also core focuses. Securing the resources to deliver these will be a necessary priority. This requires lobbying the Scottish Government, exploring Council capital funding as well as external funding opportunities. One additional Resilience action has been included this year – R36 - Development of a property flood resilience scheme. This recognises that many properties are can most efficiently reduce flood risk at an individual property scale, but households may need support in implementing protective measures. The Top priority actions for next year, remain those as selected by Members in 2024: R12 Develop and implement scour protection programme for key Council assets R24 Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects R20 Support community resilience groups to build proactive resilience. Page 97 of 230
Page 98
Page 98 of 230
Page 99
PKC - GENERAL# 1 2 3 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 Buildings and Energy B1 Domestic - Private Prepare and then deliver a costed programme and seek funding to complete the Local Heat and Energy Efficiency Strategy (LHEES), as the basis for future planning and delivery of specific building level interventions and heat decarbonisation measures across zones (e.g. heat networks) in Perth & Kinross. 1. Formal Statutory Proposals from SG. 2. Complete LHEES process. 3.Identify heat decarbonisation measures across P&K. Climate Change and Zero Waste T T G Annual report on LHEES to be taken to CC&S Committee on 10 November. Good progress was made on key actions: - Perth Heat Network - Strategic Energy Partner - Estate decarbonisation - Community energy (Scalable cities) - Public engagement Buildings and Energy B1a Domestic - Private Using Scottish Government awarded grant funding, undertake LHEES pilot project with consultancy/EST support to further develop capacity for future LHEES statutory duties and support ongoing policy development in this area. Complete Climate Change and Zero Waste N/A N/A Complete Complete - 2023 6 Page 99 of 230
Page 100
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 4 5 Buildings and Energy B2 Domestic - PKC Develop and deliver a programme to ensure all existing Council houses are brought up to EPC B by 2032 1. Target Council housing with EPC Band D and below by 2026. 2. External consultants to be appointed to carry out a high level review of current housing stock and to identify scope and costs for meeting EPC B. Housing T T G Report from ARUP has been received and plans are underway to form a Retrofit Strategy. Pilot projects - one pilot project is now complete and we will be reviewing the data being received from these properties (in use). The other pilot project was delayed awaiting funding approvals from Scottish Enterprise and this has not yet been received; review underway of use of building therefore further delays being encountered whilst agreement is reached. The properties that have EPC's of Bands E & F (we have no Band G properties) have been split into categories and are being addressed; a proportion have had measures carried out but require updated EPC's; others require a single measure to achieve a Band D and others require more than one measure and are being programmed into the energy efficiency programme to install the measures required to upgrade the properties to EPC Band D. Working towards Scottish Government deadline of December 2025. Buildings and Energy B3 Domestic - PKC Investigate the potential to deliver new build exemplar projects using a net zero approach incorporating other sustainability measures including potential avenues for funding and potential to incorporate mixed use developments. Review of Design Guide for New Build affordable housing Planning and Development H M A The design guidance was published in Nov 2023. Potential PKC housing projects are being considered to deliver new build exemplar projects using a net zero approach incorporating other sustainability measures including potential avenues for funding and potential to incorporate mixed use developments with early design development stages with the Balhousie and Beechgrove projects. Page 100 of 230
Page 101
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 6 7 8 9 Buildings and Energy B4 Domestic - PKC Develop a comprehensive suite of measures for inclusion in the review of the Local Housing Strategy to assist our tenants in meeting the challenges of climate change mitigation by reducing energy and water consumption. Agreement and issue of Energy Guide for Tenants for 2021 Joint between Planning and Development and Housing M H G Local Housing Strategy is in place and actions are ongoing; funding for energy efficiency advice is available for HRA and non-HRA streams through SCARF; additional Climate Change funding has been allocated as an extra workstream through SCARF to support PKC residents. This has resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. Buildings and Energy B5 Domestic - Private Work with local Housing Associations to maximise the number of social rented homes achieving EPC B by 2032. Planning and Development H H A All RSL new builds and remodelling projects will achieve EPC rating B or higher. Buildings and Energy B6 & B7 Domestic - Private Carry out a comprehensive awareness raising programme for private landlords of impending EPC targets and develop support for private landlords to work towards the required housing energy 1. Carry out a comprehensive awareness raising programme, giving private landlords notice of impending EPC targets and directing them to the technical advice required, to allow them to upgrade their properties where required. 2. Develop support for private landlords to work towards the required housing energy standards where there are issues with the co- ordination of multi owners. 3. Monitor likely demand and consider options for resourcing this service including charging on a cost recovery basis Joint between Housing and Legal and Governance Services M M R Targeted comms for landlords around ECO4 was sent in June 2025. Very limited progress - as above, until there is clarity around the legislation and minimum standards it will be difficult to progress this item in a meaningful way Buildings and Energy B8 Domestic - Private Introduce a scheme for home energy efficiency advice, co-designed with partner organisations, the third sector and the public (to consider also income maximisation) 1. Continue to fund SCARF to provide free home energy advice to P&K residents 2. Continue to support the work of the HEAT project, Warm Connections, Citizens Advice and other organisations providing assistance to business and residents 3. Develop a one stop shop for home energy advice (Now action B24) Joint between Climate Change and Zero Waste and Housing H H G Ongoing - funding to Scarf has been awarded since 2022 and is secured until March 2026 from Climate Change funds; Funding is available from Housing to support the HEAT project from SCARF until March 2026. The Council has received InnovateUK funding to explore the feasibility of developing a One- Stop-Shop retrofit model to be completed early 2025 (Now action B24) Page 101 of 230
Page 102
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 10 11 12 13 Buildings and Energy B9 Domestic - Private Commission research into fuel poverty and housing conditions in the private sector, to assess the scale of the problem and develop an action plan to tackle the issue. Complete Planning and Development N/A H Complete Aligned to LHEES action to work with Energy Savings Trust and Corporate Data Team (CDT) to improve LHEES data incl. fuel poverty data. CDT developing brief for evidence publishing and provision. This aligns with Action 4.2 of the LHS confirmed Local House Condition Surveys were completed for both Council and Private Buildings and Energy B10 Domestic - PKC Carry out an updated survey programme (similar to the one being carried out by Property Services) to refresh information about the condition of the Housing non-domestic estate (HRA) portfolio. 1. Carry out estate surveys as per programme Housing H H A Survey programme still to be progressed; focus is on domestic retrofit strategy initially as there have been targets set for the domestic sector Buildings and Energy B11 Non-domestic - PKC Develop options, costs and funding avenues for PKC Estate Portfolios to reduce greenhouse gas emissions. Options should include non-direct emissions heat source and Low and Zero carbon construction methods such as Passivhaus/Enerphit for all new build and major refurbishment projects to achieve energy efficiency and quality. 1. Comply with updated building standards. 2. Align with SFT - Net zero public buildings strategy. 3. Identify a plan to meet SG domestic and non-domestic targets. Property/Housing T T A High level options appraisal provided by ARUP and investigating more detailed pathways to reach Net Zero Buildings and Energy B12 Non-domestic - PKC All non - domestic buildings considered for refurbishment must have improved energy efficiency and performance, adopting the 'fabric first' approach by upgrading building fabric and incorporating non- direct emissions heat sources measures as standard to reduce heat demand and “in use energy” consumption to a level 1. Identify additional resources: staffing and financial. 2. Initial scope to be identified using Consultants as part of Phase 1 project. 3. Set specific targets for each building as full scope of works is identified. Budget Holders incl. - Property Services/Commu nities/ECS N/A N/A Complete Complete Page 102 of 230
Page 103
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 14 15 16 17 Buildings and Energy B13 Non-Domestic - P&K Develop and invest in local district heat/communal heat/electricity networks where viable which use alternative non- direct emissions heat sources such as electricity, hydrogen or emerging technologies. This must also be considered in conjunction with the requirements of the LHEES programme, Heat Networks bill and the Scottish Governments Heat in Buildings strategy. 1. Identify additional financial and staffing resources. 2. Initial scope to be identified using LHEES and Consultants as part of Phase 1 project. 3. Compliance with Scottish Governments Heat in Buildings strategy. Communities/Hou sing/Property Services. T T G Study completed for Perth City Centre, next phase of heat network zoning to be investigated Utilise potential further funding from the Strategic Heat Network Unit of the Scottish Government to build a programme for procuring a partner to deliver heat networks within a wider energy system. Buildings and Energy B14 Non-domestic - PKC Re-evaluate all existing 'business as usual' programmes of work which are currently funded. Where possible re- prioritise these to ensure that a reduction in greenhouse gas emissions is the key driver for each expenditure programme. Typical reprioritised works to be considered would be upgrading building 1.To be identified and aligned with annual expenditure programmes. 2. To align with investment blueprint. 3. Reduce annual emissions. Property Services H H A This is work in progress and is being considered as part of the current Capital Plan for the Property estate but subject to budget availability. Buildings and Energy B15 Non-Domestic - P&K Explore and secure alternative property funding streams to assist the transition to zero carbon and meet Scottish Government Climate Change targets. To identify and secure funding as it becomes available. Economy, Development, Planning H M A Secured limited funding in 25/26 as part of Public Sector heat decarbonisation fund. Further funding bids to be made in future years as they become available. Strategic Energy Partnership proposal being investigated. Funding secured from Scottish Government Heat Network Support Unit and EU Scalable Cities (Serge/Graham to update). Note: funding received is still minimal compared Buildings and Energy B16 Non-domestic - PKC Review the property portfolio and reduce emissions through a combination of maximising and optimising the use of buildings in line with the Corporate Asset management review and Smarter Working. 1. Assist with targets for reduction in CO2 emissions by rationalising the estate portfolio. Property Services/ Communities/Est ates H H G Project for Pitlochry Asset Review at design stage; Smarter Working proposals are being implemented and purchase of Pullar House has been concluded. Office Rationalisation is underway in 2 High Street. Page 103 of 230
Page 104
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 18 19 20 21 22 Buildings and Energy B17 Non-Domestic - P&K Develop collaborative and partnership working with other Public sector bodies and community planning partners to achieve net zero by 2045. 1. Capitalise and improve partnership working to achieve area wide Net Zero targets. Property Services/ Communities H H A Smarter working and Strategic Energy Partnership mentioned for previous actions should allow for collaboration with Private and Public Sector bodies. LHEES/LAEP Steering Board including public sector and community planning partners meet regularly to align actions and investment within the LHEES/LAEP Shared Delivery Plan Buildings and Energy B18 Non-Domestic - P&K Area-wide assessment including the investigation for future local energy targets and development of a Local Area Energy Plan 1.Identify heat decarbonisation measures across P&K Planning and Development N/A M Complete Complete -2024 Buildings and Energy B19 Non-domestic - PKC Investigate water conservation measures to cost options for a dedicated water management resource to reduce water consumption and waste across the estate. 1. Decrease water consumption 2. Reduce Scope 3 indirect greenhouse gas emissions Property Services H H G This is currently progressing through a Water Audit of all PKC Non-Domestic buildings. This exercise is being undertaken by a new member of PKC staff dedicated to water conservation and climate change adaptation. Buildings and Energy B21 Non-domestic - PKC Replace all Oil fired heating systems with non- direct emissions heat source, adopting a fabric first approach to reduce heat demand. Increase local energy generation and improve heating control systems. Increase level of smart metering for all utilities. 1.To work towards meeting SG non-domestic targets. 2. To align with investment blueprint. 3. Undertake quick wins to reduce, energy consumption and annual emissions Property Services T T A Utilising existing internal funding up to 2026/27 to undertake initial Non-Direct Emissions heat source projects. External SG part funding has also been secured from Public Sector Heat Decarbonisation fund in 25/26 for one of these projects. Further funding streams to be explored to undertake further work. Buildings and Energy B22 Non-domestic - PKC Work with energy and utility suppliers to share ideas, discuss future solutions and partnership working in relation to energy supply and resilience. 1.Decrease Energy consumption and emissions for PKC and wider P&K. Property Services H H G Currently working collaboratively across PKC teams to engage with SSEN and also with the wider Private sector through LHEES/LAEP and PIN notice for Strategic Energy Partnership. LHEES LAEP evidence published on Local Energy Net Zero Accelerator (LENZA) SSEN platform to assist with low carbon project siting and wider strategic investment planning aligned to grid investment plans. Engaging as part of the Local Energy and Policy Infrastructure Group on RESP. Page 104 of 230
Page 105
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 23 24 25 26 27 28 Buildings and Energy B23 Non-Domestic - PKC Undertake statutory duty in relation to public sector Non-Domestic buildings and the compilation of Building Assessment Reports (BAR) in accordance with Heat Network Regulations. To be aligned with heat network zoning and identify suitability of buildings for future connection to district heating network as part of estate wide decarbonisation planning. Property Services H H A This action is currently in early stages of development due to the reporting template still being discussed with SG. SG have not yet agreed on the template to be used. Buildings and Energy B24/E26 (moved from Engage ment & Educatio n) Domestic - Private Create and deliver a One-stop-shop for Retrofit in P&K 1. Complete Innovate UK Pathfinders project 2. Identify and appraise methods for running a one-stop-shop 3. Engage with P&K businesses to assess if fit for purpose 4. Create ready to invest business plan 5. Secure financing and deliver 6. Explore expansion of in-person climate change advice centres Climate Change and Zero Waste H H G Innovate UK Phase 2 project completed. Model for OSS created and ready for start-up and market testing. £80k of partial seed funding secured from Climate Change budget. Buildings and Energy B25 Non-domestic - PKC Develop rural heat networks at sites beneficial to our domestic and non- domestic estates 1. Complete 8-10 feasibility studies into rural heat networks 2. Explore funding options with HNSU and other sources Property Services H N/A New New action for Year 5 - At F&R2 in October 2025, Members agree to allocate £100k to this element to explore the feasibility of 8-10 rural heat networks Buildings and Energy B27 Non-domestic - PKC Develop a programme of sites under PKC for renewable energy generation 1. Consolidate the findings for the PKC estate work already undertaken 2. Investigate the potential installation of renewable energy at city centre car parks 3. Investigate the potential for additional renewable energy locations (e.g. at waste sites) Property Services H N/A New New action for Year 5 Business and Industry B&I 1 Data & Strategic targeting Collate key info and carbon targeted reduction plans from key employers and industry bodies Information from 100 top employers and main energy users collated Economy, Development, Planning M H A Each member of the Business Growth team to be assigned a selection of businesses from the top 100 with renewed focus on gathering information through one on one in-person meetings with representatives from firms in the Top 100 Business and Industry B&I 2 Engagement, Empowerment and Awareness Identify and meet with key employers/businesses Meetings with SSE, Aviva, Stagecoach and Highland Spring organised Economy, Development, Planning N/A N/A Complete Page 105 of 230
Page 106
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 29 30 31 32 33 34 35 Business and Industry B&I 3 Strategic Actions Agree with key employers/businesses for them to lead/champion the Race to Zero campaign at local level Agreement reached with SSE, Aviva, Stagecoach, Highland Spring Economy, Development, Planning N/A N/A Complete Business and Industry B&I 4 Data & Strategic targeting Agree with key employers/businesses the key activities, locations or sectors to target to reduce carbon emissions and achieve a just transition. Agreement on developing joint actions on Transport/travel, asset energy efficiency and skills/job opportunities Economy, Development, Planning N/A N/A Complete Business and Industry B&I 5 Strategic Actions Promote with key employers/businesses/business organisations the Race to Zero campaign to local businesses. Joint announcement at Zero emission Tour Bus 26.10.21 event Economy, Development, Planning N/A N/A Complete Business and Industry B&I 6 Strategic Actions Promote advice and support tools for SMEs to reduce carbon, access funding/green finance, ensure business continuity and measure progress. Signposting to sectoral and representative bodies' online resources and advice in place Economy, Development, Planning H H R There is a need to compile and display resources to support SMEs to reduce carbon. Many businesses will require sector specific resources which will be promoted alongside a general code of practice Business and Industry B&I 7 Strategic Actions Develop public/private learning business forums via existing partnerships/networks Tay Cities Clean Growth Cluster launched Economy, Development, Planning M M G Tay Cities Clean Growth Initiative progressing well and as expected, continuing to grow and develop professional networks that disseminate public/ private professional knowledge Business and Industry B&I 8 Skills/jobs Identify and address skills shortage in business and industry including with key employers and their supply chain Joint initiatives agreed Economy, Development, Planning H H G Work continuing to support the development of skills required for key industries through engagement with Perth UHI and support of initiatives such as the development of a Clean Technology and Biodiversity Skills Centre (CTABS) at Binn Eco Park Business and Industry B&I 9 Skills/Jobs Identify and promote green job opportunities in business and industry including with key employers and their supply chain Joint initiatives agreed Economy, Development, Planning H H A Engagement with key employers ongoing through the Top 100 programme and the Business and Industry working group including detailed updates on hiring numbers and graduate programmes from major employers such as SSE. Work needs done to expand acquisition of job opportunities data and complete it's mapping Page 106 of 230
Page 107
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 36 37 38 39 40 41 Business and Industry B&I 10 Strategic Actions Develop joint strategic projects to decarbonise Transport (goods and people) with key employers in close liaison with the Transport Group Joint initiatives agreed Economy, Development, Planning N/A N/A G On-going as part of wider B&I business engagement work, but initial projects around hydrogen identified Business and Industry B&I 11 Strategic Actions Develop joint strategic projects to decarbonise fixed and mobile asset including energy efficiency with key employers in close liaison with the Building and Energy Group Joint initiatives agreed Economy, Development, Planning N/A N/A Complete Agreed via LHEES/LAEP strategy setting process approved via Council in 2023 Business and Industry B&I 12 Strategic Actions Identify and share business continuity plans with key employers in close liaison with the Resilience Group Plans identified and liaison established Economy, Development, Planning M M A Engagement questions for sessions with Top 100 businesses to be updated to include questions on resilience to acquire data on key employer's resilience plans Business and Industry B&I 13 Measuring performance Agree with key employers/businesses key indicators and measure performance Indicators agreed Economy, Development, Planning M M A Data collection ongoing. Survey was sent out to large employers and energy users to establish which had carbon reduction plans and whilst response was limited, some key employers, such as Stagecoach, have provided detailed carbon reduction plans. More carbon reduction plans are required for proper analysis to be conducted. Collection of carbon reduction plans to be expanded trough Top 100 engagement Business and Industry B&I 14 Strategic Actions Develop Perth West and Perth Eco- Innovation Park as a national net zero exemplar for decarbonisation of transport and energy 1. Business Case agreed 2. Commercial marketing commenced Economy, Development, Planning T T G Project progressing well. Key milestones on legal agreements, ground investigation works, and masterplan development have been reached with commercial marketing to begin in near future Business and Industry B&I 15 Strategic Actions Transport: Facilitate Business engagement in the development of PK Mobility Strategy, Wider EV infrastructure, Active Travel & Public Transport Dunkeld Corridor Effective engagement Economy, Development, Planning N/A N/A Complete Page 107 of 230
Page 108
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 42 43 44 45 Business and Industry B&I 16a Strategic Actions Energy: Facilitate business engagement in the development of the Local Heat and Energy Efficiency Strategy (LHEES), Smart Local Energy Systems (SLES) and Smart Local Energy Programme Effective engagement Economy, Development, Planning H H G On-going - Business engagement and involvement as part of the LAEP working groups. Clear and continue success with the development of this programme including the deployment of insulation and solar panels, engagement with SSE, alignment with mobility strategy, finalisation of EV infrastructure strategy Business and Industry B&I 16b Strategic Actions Develop carbon reduction actions on large emitters employment/industrial sites in Perth City - Inveralmond/North Muirton Priorities and actions agreed Economy, Development, Planning H H A Contact made and support provided to Businesses at Inveralmond such as provision of a Green Capital grant to support decarbonisation at Innes & Gunn and engagement with SSE through the B&I working group. SSEE have provided information on their energy use and CO2 emissions as well as their carbon reduction plan but more work needs to be done to provide the same level of support to all businesses at the site Business and Industry B&I 17 Strategic Actions Ensure that P&K benefits from gigabit capable broadband (fibre and mobile connectivity) across its entire area to improve business competitiveness and as a method of reducing CO2 emissions and the need to travel Proportion of premises connected. Target 60% connected with gigabit capable broadband by 26/27 Economy, Development, Planning M N/A New Expansion of broadband continues to roll out on track with 56.34% of premises connected with Gigabit capable broadband as of 23.10.25. Recent expansion of satellite based internet to rural areas may accelerate the rollout Climate Resilience R1 Resilient organisations Build organisational capacity around climate adaptation and mainstream it into project development, procurement and delivery processes 1. Embed climate adaptation into asset management plans 2. Review Procurement Contract Management Strategies through a resilience lens. 3. Compile library of procurement examples (e.g. CTLR) for other teams to use Climate Change and Zero Waste H H G Progress was made in this area - demonstrated by both our Scotland Adapts Capability Score and our Adaptation Score for the CCAT. Climate adaptation is included in the carbon literacy training and online induction module for staff. Page 108 of 230
Page 109
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 46 47 48 49 50 51 Climate Resilience R2 Resilient organisations Continue to work with Tayside Local Resilience Partnership to implement local risk reductions measures and develop contingency plans Ongoing. Up to date generic and specific contingency plans are in place for the risks presented by climate change and groups are encouraged to build climate change in to thinking. SPP and P H H G Ongoing action - up to date generic and specific contingency plans are in place for the risks presented by climate change and groups are encouraged to build climate change in to thinking. 3 new risks have been added this Climate Resilience R4 Resilient organisations Review the Scottish Snap Adaptation Programme 3 (SNAP3) (2025-29) when published and identify appropriate local actions 1. Get involved in consultation process for SCCAP3. 2. Review SCCAP3 once published. 3. Develop plan of PKC appropriate actions. Climate Change and Zero Waste M H G Actions from SNAP3 have been incorporated into the CCAP - developing a regional adaptation partnership (R34) was one of the key duties Climate Resilience R6 Resilient organisations Undertake a strategic climate change risk and opportunity assessment for Perth and Kinross Council Area CCROA Complete Risk assessment shared and communicated Climate Change and Zero Waste N/A N/A Complete Completed and published on PKClimateAction in 2023 Climate Resilience R8 Resilient infrastructure Develop and implement green solutions for protecting open space and core paths to protect from flooding and erosion 1. Training programme for PKC staff/consultant to help on projects 2. Develop list of potential projects. 3. Engage with SEPA and flooding team. Community Greenspace M M A Long term programme responding to site or infrastructure issues as the arise e.g. detailing to prevent damage to paths or bridges from flooding. The ranger worked with the local path group n Comrie to obtain funding, employ an engineer and implement a willow based green solution to the burn erosion which was in danger of undermining the path. Climate Resilience R9 Resilient infrastructure Explore the potential for green-blue infrastructure for Perth, working in strategic partnership with Scottish Water. 1. Develop structure of potential partnership. 2. Undertake concept study. Flooding Team L L R This is a work area led by Scottish Water, but discussions are underway to explore the potential of a strategic workgroup to cover the PKC / Angus / Fife / Dundee City areas. Also involves Planning by way of considerations under their relevant Legislation. Climate Resilience R11 Resilient infrastructure Develop updated roads development guide to resolve conflicts with adoption criteria for SUDS with roads maintenance requirements as well as providing wider resilience benefits (e.g. shading and biodiversity corridors and protection) 1 Review what current conflicts are in terms of SUDS features which could be supported if designed appropriately + review roads development guide (prepare as streets design guidance) and define design standards for these features Planning and Development H H R Review of draft ongoing (autumn 2025) but limited progress due to staff turnover. Page 109 of 230
Page 110
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 52 53 54 55 Climate Resilience R12 Resilient infrastructure Develop and implement scour protection programme for key Council assets 1. Undertake scour risk assessments across P&K bridge stock to inform scour mitigation works 2. CGS - identify sites and structures at risk of scour and develop an appropriate action plan Structures Team T T G The Structures Team's scour assessment programme is ongoing, with several high-priority road bridge scour mitigation schemes now identified. These have been added to the already substantial backlog of works facing the team. In particular, the team has received an allocation of PKC Council Climate Funding £250,000 towards scour mitigation and fish passage improvement works at Blairgowrie Bridge. Climate Resilience R15 Resilient ecosystems Undertake research review into native tree and flora and fauna species and how they adapt to the changing climate and develop programme of necessary actions - Complete Planning and Development N/A N/A Complete Climate Resilience R19 Resilient and empowered communities Develop and build a public awareness campaign promoting the behavioural changes identified in the SCCAP2 1. Campaign developed 2. Implementation and M&E of impact Climate Change and Zero Waste N/A N/A Complete Climate Resilience R20 Resilient and empowered communities Continue to support and develop Communities Resilience Forums and other community groups and support them to develop proactive preventative measures 1. Continue to Support CRFs 2. Build capacity with groups around preventative behaviours (e.g. Greenspace groups, CRF) 3. Work with community biodiversity groups on projects that jointly address the nature emergency and build climate resilience 4. Explore the potential for developing a PFR household and community scheme Communities T T G Number of community resilience groups has grown to 63 Gave out £220k grant funding and £80k equipment •Meeting with Blairgowrie and Rattray CC - they now installed a River Track early warning system put on the Rattray burn and looking for other Grant Funding to source Boxwall Flood Barriers. Perth Community Flood Aid were granted £20k from Full Council Budget mentions monies and this will be drawn down over the financial year 25/26. To purchase equipment to protect the Craigie area of Perth, due to increase surface water flooding resilience. •Working on a Vulnerable persons register - flooding, power outage, need to evacuate a street, etc Page 110 of 230
Page 111
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 56 57 Climate Resilience R21 Resilient and empowered communities Promote natural flood management and work with riparian landowners and communities on addressing climate change and implementing actions of new catchment management plans 1. Local place plans use these as a tool to work with communities on climate impacts 2. Work with landowners through the Leven LENs programme 3. Engagement by flooding team with key landowners Planning and development H H A The Council is working on the Blairgowrie NFM scheme. Wider land owner engagement is planned by the Flooding Team when staff capacity allows. Through the Leven LENS programme the Council is helping to leverage farmers to take action. Through our NRF funding, we are assisting local landowners to take action. Looking to support this more widely through the Nature Based Solutions strand of Climate Ready Tayside Climate Resilience R23 Flood risk management Use planning system to avoid an increase in flood risk 1. Provide flood risk advice on proposed development through planning process (on- going) 2. Consider need/potential for BS to input at planning application stage regarding flood resilient materials and constructions methods. 3. Review and revise the planning advice and application negotiation process to ensure SUDS schemes are delivering multi-functional benefit (increase in Planning/Flooding Team resources required for this). Flooding Team H H A Strategic Flood Risk Assessment for LDP3 published February 2025, online SFRA map also published. Evidence Report submitted to Gatecheck March 2025, returned for resubmission due to insufficient evidence July 2025. To deliver 1 and 2. an increase in Flooding Team resources required for this. An alternative to deliver 2 is to change the building standards. For 3. This could be best addressed through new street design guidance, due to concerns re maintenance. This guidance has been drafted by the Council's transport planning team and will be circulated internally for input. Page 111 of 230
Page 112
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 58 59 60 61 62 63 Climate Resilience R24 Flood risk management Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects. 1. Individual projects to deliver actions are listed in actions R24a-j 2. Completion of statutory reporting - every 3 years (Dec 2025) Flooding Team T T A Comrie Flood Scheme has commenced construction, expected to complete October 2026. South Kinross Scheme Local Authority Hearing scheduled for Autumn / Winter 2025. Uncertainty remains around SG funding, including Cycle 1 and deferred funding for Cycle 2 Schemes. Several new studies commencing throughout 2025. Flood resilience projects - Flood resilience fund Climate Resilience R24a Flood risk management Implement Flood Protection Schemes (FRM Cycle 2) Flooding Team H H G Awaiting on outcome of Scottish Govt/COSLA funding review group. Climate Resilience R24b Flood risk management Implement the Comrie Flood Protection Scheme Flooding Team H H G Construction commenced in Oct 2024 until autumn 2026. To date, much of the sheet piling works have been completed with final finishes being applied. Climate Resilience R24c Flood risk management Implement the Milnathort (Surface Water) Flood Protection Scheme Flooding Team H H G Currently in outline design; delays experienced due to general project pressures, major flooding over last few years. Project to conclude end 2026. Climate Resilience R24d Flood risk management Implement the South Kinross Flood Protection Scheme Flooding Team H H G Currently in outline design; delays experienced due to general project pressures and objection process, major flooding over last few years. Climate Resilience R24e Flood risk management Implement the Scone (Annaty Burn) Flood Protection Scheme Flooding Team H H A Consultant appointed in 2024. Currently in outline design; delays experienced due to general project pressures, major flooding over last few years. Scottish Government enforced pause on project introduced delay to programme. Page 112 of 230
Page 113
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 64 65 66 67 68 69 70 Climate Resilience R24f Flood risk management Implement the Bridgend Flood Protection Works Flooding Team H H A Detailed design been completed. Awaiting on outcome of Scottish Govt/COSLA funding review group. Potential restart of project in late 2026. Climate Resilience R24g Flood risk management Complete On-going Flood Studies - FRM Cycle 1 Flooding Team H H A On-going. Staff at full complement means some previously paused projects have restarted. Still some uncertainty over FRM funding from Scottish Government / CoSLA. Climate Resilience R24h Flood risk management Undertake Surface Water Management Plans - FRM Cycle 1 Flooding Team H H A On-going. Staff at full complement means some previously paused projects have restarted. Perth SWMP concluding end 2025, Scone SWMP underway. Still some uncertainty over FRM funding from Scottish Government / CoSLA. Climate Resilience R24i Flood risk management Undertake Flood Studies - FRM Cycle 2 Flooding Team H H A On-going. Staff at full complement means some previously paused projects have restarted. Bridge of Earn at tender stage. Luncarty, Blair Atholl, Methven to follow as per cycle timeline. Still some uncertainty over FRM funding from Scottish Government / CoSLA. Climate Resilience R24j Flood risk management Undertake Surface Water Management Plans - FRM Cycle 2 Flooding Team H H A On-going. Staff at full complement means some previously paused projects have restarted. Bridge of Earn SWMP and Comrie SWMP underway. Aberfeldy SWMP due to commence mid 2026. Still some uncertainty over FRM funding from Scottish Government / CoSLA. Climate Resilience R25 Flood risk management Bodies of Water - Inspection, Assessment and Clearance & Repair Works Flooding Team H H G 2 permanent Watercourse Inspectors undertaking programme of inspections. Climate Resilience R26 Flood risk management Review climate change impacts on existing flood protection schemes To be set closer to action implementation Flooding Team N/A N/A G FRM Cycle 3 (post 2028) Page 113 of 230
Page 114
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 71 72 73 74 75 Climate Resilience R27 Flood risk management Address reduced input of Scottish Government, SEPA and Scottish Water to the flood risk management planning process (due to Covid, SEPA cyber- attack, issues with funding, issues with legislation, etc) Flooding Team M M A Raised a future agenda item for the FRM Lead Authority Forum. Climate Resilience R28 Flood risk management Surface water management - seek increased collaboration from Scottish Water; address separate funding mechanisms; seek improvements in legislation. Flooding Team H H A Repeatedly raised with the Scottish Government. Scottish Govt to initiate SAIFF PMG who will in turn set up a SAIFF T&F Group for surface water management. Also being discussed with Scottish Water as part of Perth Catchment Group. Also raised at SCOTS FRM Group. Ultimately the legislation and funding arrangements will have to be amended to make progress. Monthly meetings now taking place with ScW to improve collaboration. Climate Resilience R29 Flood risk management Address funding gap for intermediate size flooding projects (greater than annual revenue budget but smaller than formal flood schemes) Flooding Team M H A Paper will be required to go before Strategic Lead but generally speaking no resources available at present. Climate Resilience R30 Flood risk management Increased incidences of flooding - support emergency response to flooding and recovery efforts; emergency works and additional projects (and address impact on delivery of Local FRM Plans), consider setting up Property Flood Resilience grant fund. Flooding Team H H A No resources to progress. Barebones of a Property Flood Resilience fund proposal to allow residents to apply for a grant are available. This is subject to outcome of ScG/CoSLA review of flood scheme funding arrangements as they may start a nation wide grant system in line with the National Flood Resilience Strategy (2024). Climate Resilience R33 Resilient ecosystems Develop and deliver proactive resilience programme to address ash dieback and storm damage 1. Finalise Ash Dieback Plan Community Greenspace H M G Policy now in place and two officers recruited. Survey of Ash Dieback underway with survey of Maintained Open Spaces Complete Page 114 of 230
Page 115
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 76 77 78 Climate Resilience R34 - New Resilient organisations Develop the Tayside Adapts Partnership together with Dundee and Angus Councils 1. Undertake community scoping workshops (Autumn '24) 2. Develop scope and business case for partnership (March '25) 3. Launch partnership with 5-year plan Climate Change and Zero Waste H H G Climate Ready Tayside (https://climatereadytayside.org.uk/ ) in partnership with Dundee and Angus Council's was launched in March 2024. £51k of funding from the Scottish Government was secured to help deliver Year 1 Activities. Three regional working groups have been formed: - Communication and engagement - Nature based solutions - Community Resilience Climate Resilience R35 Resilient infrastructure Develop and implement a land slip risk screening programme for Perth and Kinross's infrastructure and greenspaces •Draft and share landslip risk/inventory log with suggested guidance on risk definitions (Structures Team) - done •Based upon existing knowledge, CGS & RMP (and Flooding?) populate and keep up to date the above inventory, accessible to CGS, RMP, Flooding and Structures teams - ongoing •RMP & CGS liaise with Structures to arrange & attend initial inspections as required - ongoing. •Relevant teams to meet and agree actions to address identified high-risk landslips including raising budget / resource pressures via asset management reporting etc. - pending Structures Team H H G Progress Update 24/09/25 Initial landslip risk inspections have commenced, although progress has been slower than anticipated. This is primarily due to competing demands from high-priority projects across the Structures team, as well as dense summer vegetation limiting access to inspection sites. However, no major issues have been identified to date. The Structures team continues to prioritise these inspections and aims to complete them at the earliest opportunity. Climate Resilience R36 - New Resilient and empowered communities Development of a property flood resilience scheme 1. Secure funding for the scheme 2. Develop and deliver pilot scheme 3. Review impact and future benefit of scheme Flooding Team H N/A New New action proposed for Year 5 Page 115 of 230
Page 116
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 79 80 81 Climate Resilience R37 (Formerl y T27) Resilient infrastructure Roads maintenance to adapt to climate change Road Maintenance Partnership H M A We have installed gates to prevent motorists driving into deep floodwater on the A923,B954 and #U100 adjacent to the River Isla as the incidences of major flooding on these roads has increased significantly during recent years. Specifying warm mix asphalts for use in road resurfacing , specifying re use of as much reclaimed asphalt on site as possible in lieu of disposal and replacement with new quarried products. Engagement & Education E1 General engagement Develop and maintain public engagement mechanisms (platforms to launch and communicate messaging) 1. Develop and deliver annual climate change engagement plan 2. Create social media platforms 3. Create a dedicated landing page for climate change engagement activities and consultations 4. Obtain licence to host events at Civic Hall 5. Host biannual Climate Change themed community markets Engagement and education working group H H G Social media engagement continues to grow, with Facebook and Instagram showing increased interaction from younger audiences and strong performance from visual content. Twitter (X) is currently not utilised due to cost and limited analytics access, allowing focus on more impactful platforms. Successful Energy Event hosted in the Civic Hall- 20th September - This replaced the yearly nature market for 2025. Currently Main council page being utilised to host consultations such as our Circular Economy Consultation (Sept-Oct 2025) Engagement & Education E2 General engagement Develop and launch comprehensive Climate Change website Four months after the launch the key milestones are: Climate Change and Zero Waste N/A N/A Complete Website launched in 2022 Page 116 of 230
Page 117
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 82 83 84 85 Engagement & Education E3 General engagement Develop and support Perth and Kinross Climate Change Commission and Climate Hub 1. PKCCC creating a website - due to launch 2024 (PKC are the contract owner) 2. Launch of Climate Connect Perth & Kinross Now runs autonomously but with support from Climate Team H H G Climate Connect P&K (Scot Gov funded Climate Hub) launched in April, creating a network for groups, businesses and individuals taking climate action. CC&SD Team sit on board. Climate commission has been rebranded as Shift and just completed their recruitment process. New website is also live - https://www.shift.scot/ Successful applicants will be onboarded within the next few weeks Engagement & Education E4 Council Elected Members and Staff Refresh Member induction process to include Carbon Literacy 1. CLT to be rolled out to current elected members 2. CLT included in formal new member training from 2027 Member services H H G 70% members trained. 5 member have declined attending. CLT training will be introduced into members induction from the new cycle starting 2027 Engagement & Education E5 Council Elected Members and Staff Develop annual programme for staff training and engagement 1. Run regular Carbon Literacy training for all staff 2. Develop internal climate change resources hub for staff 3. Expand the PKC Staff Climate Cafe Engagement and education working group H H G Carbon Literacy Training condensed to be delivered over 5hrs. 79 staff attended CLT including 20 x Elected Members, 29 x SLF and 30 x Officers/Team Leaders with a further 40 x staff booked on courses before end of November 2025. Eric refreshed with updated signposting for support. Climate Cafe Teams chat has 71 participants with monthly events hosted both online and in person. Engagement & Education E6 Council Elected Members and Staff Develop internal climate change resources hub for staff Complete Climate Change and Zero Waste N/A N/A Complete Completed in 2022 Page 117 of 230
Page 118
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 86 87 Engagement & Education E7 Schools and young people Develop engagement plan and platforms for young people 1. Develop engagement plan and platforms for young people 2. Ensure climate change is embedded in school curriculum 3. Ensure school community are informed and engaged to support climate positive operations e.g. using recycling bins correctly, reducing energy consumption, supporting active travel, etc 4. Youth Climate Conference 5. Explore and enhance connections between culture and education. Coordinate with Engagement and education working group H H G Youth Climate Conference 2024 was attended by all but 1 PKC school (Bertha Park). Glenalmond College attended for the first year. Successful change in format to having a theme of green skills. 2025 YCC scheduled to take place 25 Nov with theme of Innovation. Teachers and non teaching school staff now included in Schools Sub Group which has improved communications. Engagement & Education E9 Schools and young people Review school operations and practices to ensure our schools lead by example 1. Roll out of school recycling scheme to include waste reduction and reuse best practice 2. Introducing behaviour changes to reduce energy consumption including adoption of holiday close down procedures 3. Review and implement updated travel plans for every school 4. Creating a place for nature and growing on school site(s) Climate change working groups T T G Energy-The team supported holiday switch-off with poster reminders and energy audits to reduce energy waste. Baseload monitoring helped identify equipment left on during evenings and weekends, with comparisons to previous years. Biodiversity: small number of BeeWild Reports prepared with proposed 67x schools engaged in 2026 with more BeeWild Reports and Pollinator Stepping Stone projects rolled out via TBP and PKC Greenspace. Schools Recycling project started at Bertha Park and cluster primaries. New internal containers bought and installed. Container framework created to speed up process and provide consistency of material across schools. Page 118 of 230
Page 119
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 88 89 Engagement & Education E13 Residents Deliver community and householder education and engagement 1. Implement thematic specific engagement as outlined in the Buildings, Transport, Land Use, Waste and Resilience Road Maps 2. Establish regular update and engagement sessions for community groups 3. Mapping and sharing of community groups involved in climate action 4. Provide support on the corporate PKC cost- of-living campaign 5. Send out monthly newsletter to subscribers 6. Deliver information at public events (in person) 7. Provide support via Climate Action Hub overview panel Engagement and education working group T T G We continue to keep the PK Climate Action webpages up to date with relevant thematic content. We’ve also adopted webinars as a public-facing engagement tool, When planning communications such as our upcoming LAEP comms strategy we take all these thematic areas into consideration We actively engage with community groups by attending meetings such as the Climate Connect Board, and other local forums. These sessions help maintain two-way communication and ensure community voices are reflected in our work. Our community group mapping is currently under review and being updated to reflect new Engagement & Education E23 Council Staff Deliver sector specific business engagement and resources 1. Produce an Events Sustainability Policy 2. Develop a plan for engagement with businesses across PKC 3. Create dedicated webpages for business community Climate Change and Zero Waste H L A A draft Events Sustainability Policy is currently being developed and is scheduled to come to committee in May '26. The policy will provide practical guidance for embedding circular and low-carbon practices into event planning and delivery across PKC and partner-led events. Business engagement approaches are being actively tested, including new routes such as utilising the Commercial Waste Team’s business networks to share messaging and promote participation. The business and community sections of the PK Climate Action website are currently under review. Updates will improve clarity, accessibility, and relevance, with plans to include refreshed content, practical guidance, and case studies. Page 119 of 230
Page 120
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 90 91 92 93 94 Engagement & Education E28 Community groups and organisations Delivery of the Green Living Fund Participatory Budgetary Project The fund exercise aimed to work towards two of our Corporate Plan priorities – tackling poverty and tackling climate change and supporting sustainable places. We plan to follow the journey of each project and promote via the PK Climate Action website - under community stories Communities H H G The Green Living Fund 2025/26 is currently being delivered, with applications open from 22 August to 3 October 2025. A full communications campaign is underway, including press releases, social media posts, posters in public venues, and two public webinars scheduled. To build momentum and showcase impact, we have filmed previous successful applicants and will share their stories across PKC channels and the PK Climate Action website under “Community Stories.” Community voting will run from 27 October to 14 November, with results announced in late November and funding disbursed from 8 December 2025. Engagement & Education E29 (formally B20) Schools and young people Review ECO school certification and status 1. Increase the number of Green Flag schools 2. Support the creation of groups/ platforms to enable Green Flag achievement 3. Integrate Learning for Sustainability into curriculum 4. Create culture change in schools to encourage school-led climate action Education & Children's Services H H A Formally B20 Two additional schools added green flags taking total to 29 PKC schools. Above average % of schools compared to other authorities. Ambition to improve this from ECS. New focus on new projects looking at energy, recycling and transport.(travel plans and bikeability) and biodiversity projects Governance G1 Accountability Produce annual progress report and action plan updates Progress throughout the year monitored by the Climate Change and Sustainability Group Climate Change and Zero Waste H H G Live action plan updated and statutory and voluntary reported completed for 2025 Governance G2 Accountability Mainstream climate change into committee procedures and council operations Review Mechanisms for ensuring accountability for senior management and for the Chief Executive to be actively involved in the annual review process Policy and Governance Group T T G From January 2026, completion of the Impact and Value Assessment Toolkit which includes Climate Change Screening has been required for all committee reports. Governance G4 Accountability Increase visibility of the executive's team commitment to Climate Action Organise for the Chief Executive, Strategic Lead and Leader to do a PKTV focus on climate change (Nov -24) Legal & Governance M M G Climate focused PKTV in November 2024, additional promotion at events by other senior staff Page 120 of 230
Page 121
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 95 96 97 98 99 100 101 Governance G5 Accountability Establish the Climate Emergency as bi- annual agenda item for the SLT meetings Bi-annual attendance at SLT Communities H H G Climate Change went to SLT on 31.07.2025 with an intention to go early again early in 2026 Governance G6 Business and performance management Embed climate change into annual business planning process 1. Engagement and reporting as part of the Council's annual performance report 2. Engagement with business partners about climate change Performance Team H H A By virtue of climate change being a corporate priority it is embedded as a strategic priority in annual reporting, risk and improvement processes. Governance G7 Business and performance management Measure and develop action plan for our Scope 3 carbon footprint CO2A Analysis completed Engage with the SSN network on the approach for embedding additional Scope 3 reporting requirements into the PBCCDR Engage with Tayside Pension Providers about Climate Change and Zero Waste M H G This year we measured our Scope 3 emissions from data (IT) services for the first time. The Council employed a water officer who will look at managing and reducing water consumption and leakage across the PKC estate. Main Scope 3 emissions sector is procurement Governance G8 Business and performance management Ensure climate change considerations are embedded at the outset of and during the life cycle of strategic planning process. 1. Development of Strategic Planning and Performance Framework Performance H H A New Strategic Planning and Performance Framework to go to ELT in November 2025 with potential dissemination December onwards, which as a strategic priority includes climate change a key consideration of the framework. Governance G9 Business and performance management Integrate Climate Change Priority and KPIs in the Strategic Base Performance Module in line with Corporate Plan. Link CC data in performance module to Service Risk Register Module Performance M H A Climate change is now using PK Performs, with KPI data inputted. Governance G10 Business and performance management Develop tool for whole life carbon decision making 1. Initial focus on whole life costing as a proxy 1a. Undertake audit of current WLC methodology used by different Council services 1b. Develop central guidance for adoption (as appropriate) 2. Explore with the Scottish Climate Information Service data and approaches for carbon decision making Property H H R Following departure of the previous lead for this action, a new lead for the action was agreed in September 2025, with progress over 25/26 Governance G11 Decision making Redevelop and rebrand the IAT as a multi- purpose Value and Impact Report to replace Appendix in Committee Report, Contract Strategy, Budget screening Awareness raising with staff about the tool and ensuring compliance Develop monitoring procedure Legal &Governance/Cli mate Change M H G New electronic IVA created and mandated for all Committee reports Page 121 of 230
Page 122
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 102 103 104 105 106 107 Governance G12 Decision making Identifying a climate change champion in each Service or key Team 1. Identify thematic leads from across the Council 2. Identify leads for other key service areas including Education, Procurement, Health and Social Care, Finance Legal &Governance/Cli mate Change H H G Cross-service thematic leads have been identified (e.g.. Transport, Energy, Waste, etc). New lead for education has been appointed - lead for HSCP still required Governance G13 Finance Develop Cumulative Climate Impact Assessment of Budget to be taken to CC&S Committee 1. Template development 2. Embedding into annual budget processes Finance Team H H R Basic climate screening process introduced in 2023 budget, template for wider budget screening developed in 2023, but not implemented. For 2026/27 agreed to use a revised combined template for climate change and equalities Governance G14 Finance Reduce unnecessary end of year IT purchasing though December 31 spend ban Complete Finance Team N/A N/A Complete Governance G15 Finance Develop detailed costed route map with targets to enable decision making and funding actions identified 1. Develop emissions targets for reducing business travel 2. Develop emissions targets for reducing power in data centres 3. Pull data from key strategies and plans completed in 2024 into central model 4. Build central model in Climate View Climate Change and Zero Waste H H A Decision taken to pause action until greater clarity on revised sectoral targets to be published in the new Scottish Climate Change Action Plan in March 2026. Governance G16 People Values and behaviour – embed Climate Change into HR job families and include Climate Change in leadership competencies 1. Embed climate change into corporate job profiles 2. Internal comms campaign 3. Explore options for School staff HR H H G In addition to Council job families, a review this year found that NTC (education) found that national job descriptions considered a climate requirements. All staff, except senior officers now have climate change included in their job description and this is something that will be explored further next year Governance G17 People Share and make visible CC priorities (e.g. values) Offer and promote CC E-learning module and carbon literacy training Ongoing through internal comms channels Climate Change and Zero Waste M H G Promoted to all new staff Decision was made by Corporate L&D to remove climate change as mandatory e- learning module. Page 122 of 230
Page 123
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 108 109 110 111 112 113 Governance G18 People Roll out Carbon literacy across all staff and elected members 1. Hold monthly carbon literacy training sessions available to all staff 2. Organise Carbon Literacy for Managers targeted at the Corporate Leadership Forum Climate Change and Zero Waste H H G Over 70% of elected members now trained and over 50% of SLT due to be trained by December 2026 Governance G20 Sustainable Procurement Build capacity of procurement and contract management staff around ensuring climate change is appropriately considered in procurement and delivery processes 1. Full team to undertake Carbon Literacy Training 2. Undertake sustainable procurement capability assessment of the wider Corporate Procurement Group (key procurers across Council services) 3. Undertake specialist sustainable procurement training (Schedule for May 2026) Procurement Team H H A Carbon Literacy training completed by full team. Governance G21 Sustainable Procurement Undertake a review of Council procurement with respect to climate and environmental considerations Complete Procurement Team N/A N/A Complete Sustainable procurement Strategy published June 2024. Governance G22 Sustainable Procurement Develop category strategies for high emission categories that consider climate change Repeat Flexible Framework Assessment Toolkit (Nov 24) and use prioritisation fool to develop target categories Procurement Team T T A Sessions planned for undertaking Prioritisation Tool to assess risks and opportunities for identified categories. Q4 25/26 to Q1 26/27. Governance G23 Sustainable Procurement Develop standard specifications and tender questions for climate change 1. Compile library of relevant tender questions already used by category 2. Review forward contract planner and identify top 10 contracts for influence and engage Procurement Team H H A Questions included in some tenders to start building library of questions suitable for specific categories. Governance G24 Sustainable Procurement Undertake a supplier review to identify key Tier 1 suppliers and engage with Tier 1 suppliers about what they are doing (green credentials) 1. Undertake a review of Tier 1 suppliers to determine which suppliers PKC has supply chain influence with 2. Identify top 20 suppliers for engagement Procurement Team H H R No resources to progress. Page 123 of 230
Page 124
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 114 115 116 Governance G25 Sustainable Procurement Investigate how we can consolidate spending to reduce number of deliveries Explore whether an RSS hold can be put in Procurement Team H M A This was explored in 2024 with the main barriers identified as lack of storage and devolved purchasing. There was a paper written on creating a central purchasing team, however the cost of this would be significant. PECOS will be phased out in probably around 18 to 24 months so it was deemed not efficient to spend resources developing this hold function, but is something to explore as part of the Council's migration to the new system. Governance G26 Sustainable Procurement Develop new procurement strategy that includes climate change Complete Procurement Team N/A N/A Complete Approved at Full Council 26th June 2024. Land use L1 Enhance landscape scale sequestration. Work with Perthshire Nature Connections Partnership to identify and develop landscape scale pilot projects with partners. 1. Work with JHI to identify the carbon sequestration potential of 3 key areas across Perth and Kinross (peatlands, forestry and trees, and agricultural land). 2. Develop a Pilot Project in Highland Perthshire with partners (Perthshire Nature Connections Partnership) for potential wider roll out. Set targets, identify partners and measures. 3. Explore options to work with partners to create a monitoring strategy for peatland restoration to understand benefits in local context and encourage local landowner participation. 4.Project Delivery Planning and Development L H A In early 2025,PNCP supported PKC with engagement activities linked to Nature Networks development, helping to shape strategic connectivity planning across the region. The River Almond Headwaters Project is no longer a focus, and work on pilot methodologies for developer contributions has paused. PNCP’s Conservation Officer is due to retire in November 2025, and recruitment is underway to ensure continuity of partnership coordination and delivery. Officer has made an Expression of Interest to NatureScot for NRF Species Rich Grassland – project development award which was accepted is now applying to get funding for the full project development. Continued support to Nature Connections Partnership P&K, climate Connect P&K and the Nature-based Solutions workstream of Climate Ready Tayside. Nature Connections Partnership P&K Gathering 19th Nov in Perth Page 124 of 230
Page 125
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 117 118 Land use L2 Involving young people in our climate response. Work with Education & Children's Service to develop and implement educational programmes for schools, to maximise the potential for carbon sequestration, and biodiversity protection and enhancement across our school estate, and to raise awareness. 1. Produce Climate Change Programme for Learning in conjunction with Schools and pupils including creation of a ‘How To’ sheet covering issues of where to plant, maintenance etc. 2. Approval of Learning Programme. 3. Identify locations to roll out programme in phases? 4. Identification of a 'Climate Champion' in each school? (Staff and pupils) Education & Children's Services H M G Discussions are under way to roll out several School BeeWild Pollinator projects over the winter/next spring. Three school ponds have been included in the Ponds for Puddocks (NRF) project -one to restore, one to create, another to enhance. Land use L3 Increase tree and woodland cover. Review existing policies on trees, consolidate and update to develop a comprehensive Tree Planting Strategy which reflects and upscales our commitment to delivering on the Climate Change and Net Zero 1.Develop a Tree Strategy (native trees) for PKC parks and maintained open spaces; a) Review existing policies on trees, consolidate and update to develop a comprehensive Tree Planting Strategy which reflects and upscales our commitment to delivering on the Climate Change and Net Zero agenda. b) Investigate planting our 92 parks (38 hectares) with native trees that will capture greater tonnes of carbon dioxide each year. c) Investigate increasing the overall coverage of woodland in maintained open space from current level of 22% (220 hectares) that will capture increased tonnes of carbon dioxide each year and reduce emissions of grass mowing machinery. d) Explore the creation of ‘Climate Parks’ to become carbon stores and more resilient to a changing climate. e) Redevelop part of the Westbank site to form a nursery to supply trees, shrubs and Community Greenspace H H A Tree Planting Strategy going to Feb CC&S Committee. It is the policy for approach to planting trees. This includes what to plant where, site conditions, standards to apply, tree sizes for different locations. The strategy to role this out depends on resources. This work also ties in with the tree management and ash dieback strategies which are already published. Ongoing Treeconomics work into Urban Tree Planting Opportunities (including in Greenspaces) due to be completed in December 2025 Page 125 of 230
Page 126
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 119 120 121 Land use L4 Adapting our approach. Develop a strategy to ensure sub-fleet machinery are net zero compatible and implement replacement programme for net zero compliant machinery. 1. Audit of existing assets, including carbon credentials (if available). 2. Identification of procurement checklist to inform any replacement purchases. Direct Services M H A We have purchased and trialling Pellenc battery machinery after an unsuccessful trial of Stihl machinery which showed itself to be underpowered. Initial feedback is promising but the trial will be for at least 2 years before conclusive. However, this machinery is almost double the cost of the Stihl, and multiple times more expensive that petrol machinery. Land use L5 & L20 Halting biodiversity loss. Improving our open spaces. Develop and trial a policy on use of pesticides and chemicals, including a review of Pitch Strategy in respect of the use and potential reduction in chemical usage. 1. Review of existing practice and identification of alternatives (including SWOT analysis of alternative solutions). 2. Identify current baseline figure of pesticide use (type and volume). 3. Develop and implement an updated policy on use of pesticides in P&K. Community Greenspace H H A We continue to reduce the amount of chemical weedkiller in tandem with the implementation of bio areas. A majority of our remaining spraying is within cemeteries and hard standing paths. Given Year 3 of the bio area introduction involves cemeteries we anticipate further reduction in chemical use. Currently there is no viable alternative to weedkilling on hard surfaces. However, we are looking into improving street weed usage and outcomes. Land use L6 Reducing emissions linked to maintenance. Protecting and enhancing habitats and species. Improving our open spaces. Review existing grounds maintenance policies and prepare a strategy for site upgrades - to reduce emissions and enhance sustainability and biodiversity. Incorporate a review of grassland management policy to reduce wildflower meadows maintenance. Review of current policy landscape, including an audit of existing PKC policies and identification of gaps/ required updates. Review grounds maintenance activities and operations undertaken. Community Greenspace H H A Wildflower and bulb planting planned, tree planting about to start, end of season cuts underway. Projects underway with planting – Westbank wonder mix being issued. As part of review of grow wild, looking into cut and lift machinery for new sites, among other actions for biodiversity and climate. Lots of mapping sessions have taken place where complaints / concerns have been made with officers on site with changes being made. E.g. sites like Kettins where we have worked with communities to turn things around and change the narrative and outcome on grow wild. 2x new biodiversity initiatives and grow wild officers, and grow wild assistant officer are in Page 126 of 230
Page 127
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 122 123 Land use L7 & L19 Adapting our approach. Protecting and enhancing habitats and species. Improving our open spaces. Phased programme of enhancement to all major Council parks and greenspace – including exploring the use of natural resources in playscapes through the review of the Council’s approach to play areas, and investigating ways to enhance biodiversity, increase tree planting, and reduce non-native species during Site Management Plans. 1. Review of current sites when upgrades are undertaken. 2. Monitor use of sustainable equipment and products. 3. Environmental Impact Assessment to be undertaken as part of the design process. 4. Review current Play Strategy 5.Seek approval from SMT/ Committee as required. 6. Implement changes Community Greenspace M H A All projects implemented through the Community Greenspace Capital Programme incorporate elements and design principles which deliver on these strategic activities e.g. Bridge of Earn Victory Park and Comrie Legion Park upgrades. Review of arrangements for play equipment manufacture, installation and maintenance underway to assess use of local and more sustainable materials. Land use L9 Halting biodiversity loss. Protecting and enhancing habitats and species. Accelerate delivery of Tayside LBAP - Work across services to maximise opportunities for the Council to achieve actions set out in the Tayside Local Biodiversity Action Plan 2016-26. 1. Review Tayside LBAP projects being delivered and any gaps. 2. Review LBAP to identify list of priority actions for delivery and by whom. 3. Identify a series of implementation projects. 4, In Year 5 develop next iteration of the LBAP Community Greenspace T T A Biodiversity officer has been updating the PKC reports and confirms that more actions are progressing than before. Doubled green actions from 21 to 42% from last year. PKC committed to 249 actions in LBAP. Only regressed on 3 actions. Most positive progress was made in Woodland, Urban and Farmland ecosystems. Such positive progress has been achieved due to several reasons, mainly NRF from Scottish Government, Planning and Development Management, the Bio Ambassador Group and additional Bio Officers and funding for Greenspace. The impact of this progress is on the ground actions (51% of actions) raised awareness (31%) and enabling action (17%). Considering finding funding to reprint the “Incorporating Biodiversity into Local Services” handbook. Page 127 of 230
Page 128
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 124 125 Land use L10 Halting biodiversity loss. Protecting and enhancing habitats and species. Biodiversity Villages, Neighbourhoods and Towns Initiative - Work with local communities and Tayside Biodiversity Partnership to develop Biodiversity Action Plans, supporting both biodiversity and climate change mitigation and adaptation. 1. Identify locations for further roll out of the Biodiversity Villages Project and work with those communities to promote benefits and opportunities and support delivery. 2. Review and reflect on success of project to date and identify any opportunities for improvement/ alternative approaches. Greenspace T T G The project is continuing: still working with existing communities. A community biodiversity mapping session took place in September for Inchture to become a Biodiversity Village and a number of projects are already being set up. There is interest in Abernyte following suit. The Caring for Biodiversity Project is creating advisory reports and on-the-ground improvements (primarily for pollinators but also swifts, bats) for c15 care homes, sheltered housing units and hospital (Murray Royal). Working closely with greenspace team and new officers to take action forward. Land use L11 & L14 Reducing emissions to meet net zero targets. Review existing planning policy framework and prepare a suite of enhanced policies for inclusion in LDP3. Consider as part of the review any potential policy amendments to help the planning system better support the implementation of carbon reduction measures. Develop advice and guidance if appropriate. Links to NPF4 when published late 2022 1. Review of existing planning policies, powers and identification of enforcement case studies. Identify strength of content and whether there are clashes between policy themes in either messages or through implementation. Include case studies. 2.Explore whether planning agreements could be used to secure biodiversity actions in all new developments. 3. Explore whether compensatory planting and carbon offsetting/ accreditation can be used. 4.Update policies where required. 5.Develop advice note and checklist for applicants to be approved by Council to allow for stronger future enforcement response and a consistent approach to implementation. Planning and Development T T A Development Plans Team has reviewed LDP2 policies against NPF4 national policy suite to identify which policies have been superseded by NPF4, which are in conformity with but provide a local response, and where there is conflict. Workshops have been held with Development Management. LDP3 Evidence Report has been returned due to insufficient evidence linked to Education data. Revised Evidence Report going to Council on 10 December 2025 and to be submitted to DPEA by end of year. Preparation on individual policy/ topic areas continues, alongside SEA work. Aim is to hold community/ place-based discussions related to LDP3 Spatial Strategy throughout January to end March 2026, with Key Stakeholder engagement taking place throughout January to end April 2026. Page 128 of 230
Page 129
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 126 127 128 Land use L13 Reducing emissions to meet net zero targets. Development proposals (including retrofit proposals) to demonstrate they are minimising lifecycle GHG emissions as far as possible, in line with NPF4 and other emerging national policy (draft Heat in Buildings Strategy, LHEES). 1. Develop advice note and checklist for applicants. 2. Consult on documents. 3. Council Approval. 4. Implementation of advice note via DM process. 5. Incorporation into LDP3. Planning and Development H M R To be considered in development of LDP3 during Year 5 Land use L15 Halting biodiversity loss. Protecting and enhancing habitats and species. Progress Tayside Biodiversity Partnership's Action to enhance business parks and industrial estates - Work in conjunction with local businesses to seek funding and produce Biodiversity Action Plans, supporting biodiversity enhancement, and climate change mitigation and adaption measures, within existing employment areas. Not limited to protection and enhancement of biodiversity, but also encouraging active travel, provision/signposting to energy audits, EV advice. 1. Review of a suite of business parks and industrial estates across P&K, together with mapping (especially utilities/active travel/ biodiversity potential). 2. Proposals for biodiversity enhancement (tree/hedge planting, verge/grassland management for specific species - butterflies, birds, bats). 3. Proposals for energy audits, active travel, etc across chosen sites. 4. Working with businesses to integrate private business-owned land and PKC-owned land practices to create demonstration sites of good practice. Greenspace M M R The ‘Biodiversity Challenge, South Kinross Industrial Estates’ report – which includes raingardens - has now been published (by Dr Brian D’Arcy) and actions from this are being considered. There is still a willingness to continue the larger project when capacity and funding allow. Land use L16 Progress a "What's Going On?" mapping project Complete Planning and Development N/A N/A Complete Completed in Year 1 of the Plan Page 129 of 230
Page 130
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 129 130 Land use L17 & R32 Increase tree and woodland cover. Protecting and enhancing habitats and species. Nature Restoration Fund - Manage the Council's allocation from the Nature Restoration Fund and deliver key projects 1. Award annual allocation Climate Change and Zero Waste H H G For the first time, the council has received both revenue and capital funding through the Nature Restoration Fund, significantly expanding the scope of deliverable projects. The total funding awarded for 2025 is £278k with additional underspend funding from previous years still available to allocate. A total of 22 projects have been awarded funding this year. These projects continue to support a wide range of nature-based solutions, including: -Restoring riparian habitats -Creating green corridors -Enhancing urban greenspaces. We currently have around £45k of underspend still to commit to projects. The remaining spend is planned for invasive non-native species projects, Leven LENS, and drainage pond restoration. Land use L18 Halting biodiversity loss. Protecting and enhancing habitats and species. Peatland restoration and enhancement. Identify and protect sensitive areas (including LNCS) from development for biodiversity resilience, providing connectivity and ensuring planting is not counterproductive. 1. Identify and protect sensitive areas (including LNCS) from development for biodiversity resilience, providing connectivity and ensuring planting is not counterproductive. 2. Identify which of these sites (especially peatland) would benefit from restoration/enhancement and provide support/ incentive for landowners to do so. Planning and Development H H A LNCS progressing well, all Geodiversity Sites have been surveyed and assessed. All biodiversity sites have been surveyed, with a handful of follow up habitat surveys to be completed by end of 2025. Biodiversity assessments with expert panel progressing well (50%) with aim to be complete by end of year. Consultation with landowners, and draft guidance will follow in 2026 by officer subject to resourcing. Public consultation and committee will follow. Several local biodiversity sites have been Page 130 of 230
Page 131
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 131 132 Land use L22 (new) Halting biodiversity loss. Protecting and enhancing habitats and species. Identify and develop Nature Networks for Perth & Kinross 1. Preliminary mapping 2. Public consultation and engagement 3. Finalised map formed 4. Climate change land restoration officer to work with partners and landowners to create nature networks Planning and Development H N/A A Nature Network public engagement undertaken in March and April 2025 to find other nature-rich sites to include in mapping. We have completed the initial phase of corridor mapping using the AECOM Nature Networks tool. We are planning on drawing our corridors from scratch based on a prioritisation framework for each habitat type with the data we have available. We have a more developed plan for woodland connectivity and are planning to create the same for the other habitat types. Land use L23 - New 1. Halting biodiversity loss. 2. Protecting and enhancing habitats and species. 3. Peatland Restoration and enhancement. Identify Strategic Green Networks wholly and partially within Perth and Kinross and opportunities for their enhancement. Identify Strategic Green Networks wholly and partially within Perth and Kinross and opportunities for their enhancement. Planning and Development H H A Desk-based mapping and opportunity assessment underway as part of BGI audit. GN will focus on active travel routes linking key assets. Includes Traffic and Network Active Travel priority list and community engagement outputs. Links with NN opportunities. Working through settlements individually as part of Locality Profiles. Blue-green networks are being identified alongside the LDP3 Locality Profile exercise. This process is currently being piloted in Highland and Strathtay, starting with Pitlochry. All localities programmed to be completed by Dec 2025. Page 131 of 230
Page 132
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 133 134 135 Land use L24- New Enhance landscape scale sequestration. Review and revise our Forestry and Woodland Strategy (FWS) as part of LDP3 process. Consider how the FWS can support and encourage private landowners to plant “the right tree, in the right place” to help tackle the climate change and biodiversity crises. 1. Review existing FWS in light of JHI study outcomes, national policy and both climate and nature crises. 2. Work with partner agencies and organisations to develop e.g. Forestry and Land Scotland and NFUS 3. Undertake SEA 4. Produce draft strategy and consult/engage 5. Amend and seek Council Approval 6. Support FWS implementation Planning and Development T T G LDP3 Evidence Report has been returned due to insufficient evidence linked to Education data However, no issues were raised in relation to the evidence submitted on the Forestry, Woodland and Trees topic. Initial drafting has taken place for elements of the FWS review, and the SEA Scoping exercise is underway. Draft FWS expected to go to E+I Committee in May 2026, followed by a period of engagement. Land use L25 - New Improving our open spaces. Undertake an Open Space Audit and produce an Open Space Strategy 1. An audit of existing open space provision (all spaces of 0.2ha or greater in size and any other spaces considered relevant); 2. Policies and proposals as to the development, maintenance and use of green infrastructure in Perth and Kinross, including open spaces and green networks. Planning and Development H H A A survey to inform the Open Space Quality Audit has been carried out of over 500 accessible open spaces within or adjacent to settlements . The results of this are to be revised and confirmed to finalise the OSQA and inform the Council’s Open Space Strategy. For the strategy, initial policy review has been completed with input from across departments. Analysis of engagement results is underway. Drafting strategy to proceed following completion of audit. Land Use L26 (formerly R14) Resilient ecosystems Continuing contribution and support to the delivery of Nature Rich Leven and other catchment management approaches Explore the feasibility of a pilot natural flood management site in the Upper Leven Catchment. Climate Change and Zero Waste/Planning and Development H H G Leven LENS partnership agreements signed in 2025. The first round of trades has been agreed for 10–15 farms in the Leven catchment. 5 farms are within PKC and 4 of 5 were eligible for PKC funding. The farms are located adjacent to the following rivers: Gairney Water, Greens Burn, South Queich, Killoch Burn. The PKC £20k of investment has helped leverage in £175k to the wider Leven Catchment Page 132 of 230
Page 133
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 136 137 138 139 Land Use L27 (formerly R23) Flood risk management Use planning system to avoid an increase in flood risk 1. Feedback on draft NPF4 and then await finalised NPF4. Feedback provided, and NPF4 finalised February 23. 2.Update Local Development Plan (LDP) Policy 52 New Development and Flooding to add detail to NPF4 if necessary to strengthen current encouragement for flood resilient materials and construction methods particularly where adjacent to medium and high risk areas to make this a requirement. Proposed LDP3 to be prepared during 2025 engaging with Flood team and SEPA on whether there is a need for more detailed flood Planning and Development H H A SEPA and Council’s Flooding Team agreed with the review of relevant evidence linked to flood risk and water management and summary of implications for the Proposed Plan provided in LDP3 Evidence Report. A SFRA for LDP3 has been undertaken, and the proposed Site Assessment and SEA Checklist template will be used to ensure new site proposals selected for inclusion within LDP3 will not increase the risk of flooding Transport T1 Increase active transport across Perth and Kinross Develop comprehensive Mobility Strategy for Perth and Kinross 1.Extend the representation of the Mobility Bo ard to ensure co- production of the Mobility Strategy with partner s and stakeholders. 2. Carry out research into modal shift requiremen ts, to inform the development of the Mobility St rategy Planning and Development N/A N/A Complete Complete Transport T2 Increase active transport across Perth and Kinross Maximise the potential utilisation of Smart er Choices, Smarter Places (SCSP) fund t o deliver sustainable and active travel. Proposed new wording: Maximise the utilisation of People & Place funding from Transport Scotland to deliver behaviour change interventions that encourage increased uptake of sustainable and active travel options. 1. Active & Sustainable Transport Behaviour Change Strategy Planning & Devel opment H H G The Early Years Project promotes behaviour change through engagement with adults and children in the form of cycle confidence classes and learn to ride. In the Winter months, classes teach about nighttime cycling, wet weather cycling and maintenance. The aim is to encourage year-round cycling. Learn to Ride programmes through Sustrans encourage cycling at an early age and input from the emergency services will allow children to be further educated in road safety and for pupils to ask questions through an interactive learning model. Transport T3 Increase active transport across Perth and Kinross Update the existing Active Travel Strategy that works for everyone in line with Transport Scotland’s Active Travel Strategy Guidance (February 2023) and develop comprehensive active travel network in association with 1. Cross departmental scoping 2. Active Travel Network Plan 3. Active Travel Infrastructure project prioritisation 4. Behaviour Change Strategy Planning and Development T T A Project brief under development. Active Travel Infrastructure prioritisation exercise has been undertaken. Study to be commissioned to develop a strategy for existing and planned behavioural interventions which encourage active & sustainable transport to focus the Page 133 of 230
Page 134
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 140 141 142 143 Transport T4 Increase active transport across Perth and Kinross Design and deliver a Perth City Cycle Network, based on the Perth Cycle Network Masterplan (2018) 1. Dunkeld Road Corridor (with integrated bus priority measures) 2. Perth City Centre Network (as part of Circulation Plan) 3. Remaining radial roads Planning and Development H H A £340k secured from Transport Scotland Bus Infrastructure Tier 2 fund to take the Dunkeld Rd project up to RIBA Stage 2 design in 25/26. The design will integrate previous proposals for bus priority measures and active travel improvements. Feasibility study of active travel improvements along Glasgow Road from Broxden into city centre also planned for 25/26. Transport T5 Increase active transport across Perth and Kinross Lobby Scottish Government to include sus tainable transport and active travel in the school curriculum. Proposed change to action: 1. Assessment of where we are with respect to school travel plans 2. Work with pilot cluster of schools on school travel plans, 3. Continue to deliver Bikeability Level 2 Planning and Development H M A Proposed changes to wording of action to reflect through the Learning for Sustainability there are already mechanisms that this could be included. Transport T6 Increase active transport across Perth and Kinross Deliver measures to increase walking and cycling to schools and improve air quality 1. Introduction of school exclusion zones 2. Deliver bikeability and other training in schools 3. Refresh and update school travel plans 4. Deliver active travel/road safety improvements Planning and Development H H G The Early Years Project is a coordinated approach to promote road safety and encourage active travel to/from school, with input from emergency services and external cycling partners. Six schools are part of the pilot requiring a review of school travel plans and with monitoring and evaluation throughout to gauge effectiveness . Development of the travel plan will be a joint effort including T&N, Climate Change, and Education and Learning colleagues. Results from school travel plans can be used to address infrastructure/road safety barriers using ATIF Tier 1 or match funding from elsewhere. Possibility of spending to save if new infrastructure fulfils criteria, such that school transport no longer needs to be provided. People and Place Direct Award can be used to fund school cycle parking improvements. Transport T7 Accelerate the EV transition Develop a strategy for the expansion of E V charging infrastructure Cross service working Planning & Housing Strategy Manager N/A N/A Complete Complete Page 134 of 230
Page 135
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 144 145 146 147 148 Transport T7a Accelerate the EV transition Deliver the P&K wide EV Charging Expansion Programme 1. Selection of private sector partner 2. Infrastructure rollout & promotion Planning and Development T T G Work is on-going with Angus Council and our Technical Partners Urban Foresight to complete Procurement Strategies and Tender documentation. External Legal advice has now been procured. Invitation to Tender is planned for October/November 2025. Contract award is expected to be March/April 2026. Transport T8 Accelerate the EV transition Work with Taxi Operators to accelerate th e transition to electric vehicles Cross service working Licensing Department H M A This question was included in a recent public consultation regarding numbers of taxis in Perth. The Licensing Committee will be considering the outcome of that consultation. Transport T9 Accelerate the EV transition Work with Transport Scotland to deliver th e Electric A9 project Complete Planning and Development N/A N/A Complete Complete Transport T10 Accelerate the EV transition Develop and implement a strategy to transform the Council’s fleet to electric and alternative fu el vehicles 1. Implement the trial and expansion of HVO into the Council's HGV fleet. 2. Develop business case for fleet transformation and for fleet charger expansion 3. Deliver the Inveralmond Pool Hub EV project Fleet Manager T T A An outline business case for the future of pool vehicles is being developed aimed at: • purchasing an additional 10 electric vehicles each year over the next three years • increasing the number of available charging points • purchasing electric vehicles where pool vehicles are due for replacement. Hydrotreated vegetable oil is now being used by the Refuse Collection Vehicle fleet and is likely to be extended to the rest of the waste HGV fleet by the end of Oct 2025. This should see annual CO2 savings of c750-1000 tonnes per year. Also under consideration are: • the installation of a hydrogen facility at the Transport T11 Accelerate the EV transition Develop the low carbon and active travel hub’s project Complete Planning and Development N/A H Complete Complete Page 135 of 230
Page 136
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 149 150 151 152 Transport T14 Reduce vehicles in town centres Develop a revised and expanded Corporate Travel Plan for Perth and Kinross that covers the full range of Council activities 1. Scoping & brief development 2. Plan development & resource identification 3. Travel Plan implementation Head of Environmental & Consumer Services H H R Initial scoping and resource requirements for a PKC Corporate Travel Plan will be mapped out in 25/26. In the interim, personalised commute plans have been offered to staff based in Pullar House, 2 High St and Carpenter House using funding from Tactran. This coincides with the changes staff car parking policy at Kinnoull St car park. Transport T15 Remove vehicles from town centres Review options for workplace parking (incl uding workplace parking levy), as a mean s to support more sustainable transport ch oices to disincentivise use of cars. Property L M G In parallel with the purchase of Kinnoull St car park by PKC, staff business parking allocations in Kinnoull St, Canal St and Thimblerow car parks have been reviewed. Business parking will now only be provided for staff in roles which undertake business travel and for which pool vehicles are not currently available and/or suitable. Permission for other staff who previously had permission to park free in these car parks has ended, in line with the Council's environmental sustainability goals. Next year, supporting corporate and business travel planning Transport T16 Improve public transport provision Utilise People & Place funding to support discounted bus f are initiatives targeting young people. Complete Parking, Public Tr ansport and Civil Contingencies H H Complete Complete, free bus travel now offered to all under 22s by Scottish Government Transport T17 Improve public transport provision Expand the potential demand for responsi ve transport and community transport sch emes Parking, Public Tr ansport and Civil Contingencies H H G Council owned MPV provided to Muthill Community Transport Group to deliver a community transport service in the Muthill and Crieff areas. Council owned MPV provided to Kirkmichael Community Transport Group to deliver a community transport service in their area. Page 136 of 230
Page 137
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 153 154 155 156 157 Transport T18 Reduce vehicles in town centres Investigate options and develop plans for f uture park + chose sites at Bertha Park, Walnut Grove and Bridge of Earn. 1. P&R utilisation surveys (in progress) 2. Park & Choose Feasibility Study Planning and Development T T A Land secured through planning process. Developing strategic business case for new park & ride sites, alongside review of existing Park & Rides site usage Transport T19 Improve public transport provision Identify options and costs to establish an annual “Sustainable Transport Week as an incentive to raise the profile of public tr ansport by bus and promote public transp ort. 1. Promote the free bus Saturdays 2. Develop a plan for 2026 sustainable travel week Climate Change and Zero Waste L L R Free transport on all local bus services across Perth and Kinross on the first Saturday of each month. Action moved to CCSDF team for Year 5 - plan to be developed for 2026 implementation Transport T20 Improve public transport provision Explore operating registered school buses within Perth City for non entitled pupils att ending their catchment secondary school t o reduce school run journeys. Parking, Public Tr ansport and Civil Contingencies L L A Review of transport for school is underway as part if the Transport Transformation project due to report in late 2026 Transport T21 Improve public transport provision Improve bus stop infrastructure 1. Undertake Impact assessments to identify target sites 2. Implement improvements Parking, Public Tr ansport and Civil Contingencies M H R Bus stop infrastructure and accessibility improvements are ongoing as and when funding allows. This includes expanding the network of Real Time Passenger Information (RTPI) displays. Transport T22 Improve public transport provision Improve bus priority measure at junctions through reconfiguration and/or managed by traffic lights using new technology and providing new bus lanes on key corridors. Traffic and Network Manager M N/A G Bus priority system implemented in 2024 in citybound direction on Glasgow Road, Crieff Road, Edinburgh Road, Dunkeld Road, Dundee Road and A94 Scone Corridors. PKC traffic management system has been linked to bus operator systems. This allows the Council to determine the GPS location of each bus and if Page 137 of 230
Page 138
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 158 159 Transport T23 Improve public transport provision Perth Bus/Rail Interchange Project: Working with Transport Scotland /Network Rail 1. Business Case Development Planning and Development M H A An Options Appraisal has identified the preferred option as: • a re-developed Bus Station to replace the existing poor-quality building at its existing site • a new public space in the existing Railway Station car park to create a new improved gateway at the station • Creation of a new, rear access car park and active travel hub to Perth Railway Station at St Leonards Bank • An enhanced pedestrian connection from the station to the city centre Consultants have been appointed to develop Outline and Full Business Cases for the project. Transport T24 Reduce vehicles in town centres Proposed new wording: Deliver air quality improvement projects within the Perth Air Quality Action Plan with a focus on projects with joint air quality and climate change benefits Apply for Scottish Government funding for air quality projects in 2023/24 which include cross service projects to tackle air quality and climate change. Regulatory Services Manager H H G Main focus of 2024 was finalising the Perth AQAP, which will drive air quality improvement projects for the next 5 years. PKC received £193k from the Scottish Government Air Quality Grant for 25/26 projects, with the majority of that funding allocated towards ongoing AQ funding like the previous year. SG have advised that further cuts to AQ Grant should be anticipated in the coming year, meaning alternative funding routes will be required to advance AQ work Page 138 of 230
Page 139
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 160 161 162 163 Transport T25 Reduce vehicles in town centres Proposed new wording: Continue to monitor the need for and potential benefits of a Low Emission Zone (LEZ) or alternative vehicle access restrictions in Perth City AQMA to reduce emissions. Continue to monitor the need for and potential benefits for Perth City and Crieff AQMAs to identify if the creation of Low Emission Zones (LE Zs) or alternative vehicle access restrictio ns could reduce emissions. Regulatory Services Manager M H G Crieff AQMA now revoked as of December 2024, and no longer needs to be considered for an LEZ. Perth AQMA will be investigated next year for the possibility of revoking for NO2 due to continued compliance (with the PM aspect of the AQMA still in place). No requirements from Scottish Government to reassess the Perth AQMA for an LEZ, however this may be something which is revisited as part of the replacement strategy for CAFS2 (due 2026) Transport T26 Reduce vehicles in town centres Investigate options for further air quality re lated measures which support climate change mitigation. 1. Development of new Perth AQAP 2. Delivery of the actions identified in the AQAP Regulatory Services Manager M M G Updated Perth AQAP approved at committee 20 August 2025 and contains new AQ improvement measures to reduce both air pollutants and green house gasses. The new AQAP will be carried out over a 5 year period. Transport T28 Reduce vehicles in town centres Make improvements within Perth City Centre to reduce car dominance and improve sustainable and active travel choices following CTLR opening 1. Development of Perth Circulation Plan including key principles 2. Implement Phase 1 actions 3. Implement Phase 2 actions 4. Implement Phase 3+ actions Planning and Development H H A Consultant study completed setting out a proposal for connected sustainable transport networks and through traffic reduction in the city centre £340k secured from Transport Scotland BIF to deliver short term improvements on South Street in line with the plan. Elected member engagement ongoing in Autumn 2025. Transport T29 Reduce vehicles in town centres Expand and promote shared transport options 1. Promote car sharing on existing national platform 2. Explore the establishment of car clubs 3. Explore the establishment of bike sharing schemes Planning and Development H M R No progress Page 139 of 230
Page 140
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 164 165 166 167 168 Transport T30 Reduce vehicles in town centres Develop a Strategic Parking Policy to align with the Mobility Strategy's vision and objectives that will assess utilisation, integration, parking provision, demand, safety and sustainable transport alternatives. 1. Undertake parking surveys 2. Develop and adopt parking policy Parking Services H M R Comprehensive Perth city centre parking surveys of have been performed showing that there is spare city centre parking (maximum occupancy 56%). Survey data will be used to inform parking arrangements proposed by the Circulation Plan. Transport T31 Reduce vehicles in town centres SURFLOUGH Programme - Distribution and logistics Proposed new wording: Support partners to assess options on last mile freight delivery and the sustainable movement of goods Planning and Development L M A Options for sustainable logistics to be considered as part of Perth Eco Innovation Park. Continue to engage with the wider freight and haulage industry via the TACTRAN Freight Quality Partnership. Transport T32 Improve public transport provision Develop a Public Transport Strategy to guide the development of the public transport system across the region for the benefit of those visiting, working and living in Perth and Kinross. Strategy will support and respond to the ongoing PT transformation project. Planning and Development T T G The Transport Transformation project will set the strategic direction for public transport and propose a new model for in-scope transport by March 2027. In scope are a review of potential to use new bus powers within the Transport (Scotland) 2019 Act, transport for school, health & social care & looked after children, plus communications. Transport T33 Increase active transport across Perth and Kinross Implement workshops and training as well as advertisement and promotional campaigns to increase awareness of the Avoid-Shift-Improve Framework, and subsequently increase the number of journeys made by sustainable travel modes. 1. Deliver PKontheGo programme 2. Develop new approach aligned with the new Avoid-Shift-Improve Framework Planning and Development H H R Developing a PKC MaaS solution in FY25/26 in partnership with TACTRAN which will form part of the wider behaviour change promotion activities. Continued partnership working with TACTRAN on the delivery of the People and Place programme. Transport T35 Accelerate the EV transition Develop an EV awareness and behaviour change campaign 1. Develop comms plan - Feb 26 2. Deliver Phase 1 - Mar 26- Aug 26 3. Deliver Phase 2 - Post EVIF improvements late-26/27 Planning and Development H M R No work has commenced in regards to a Behaviour Change Campaign. Plans to commence initial planning of one in December 2025 Page 140 of 230
Page 141
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 169 170 171 172 173 174 Transport T36 Reduce vehicles in town centres Raise awareness of alternative approache s to attending meetings across Council e mployees; including tele/video conferencin g and provide training on using ICT equip ment to reduce transport emissions Complete Head of Corporate IT N/A N/A Complete Complete Transport T37 Accelerate the EV transition Publish and promote to Council employee s the car lease scheme currently being de veloped for electric vehicles. 1. Added to Council sustainability pages 2. Promote on ERIC 3. Refresh of promotion (2026) Human Resources M M G Transport T38 Improve public transport provision Explore the potential for EV bus chargers across the Council Area Planning and Development M H G As part of EVIF installations we will potentially install a charger at Kinross P&R to facilitate minibus charging. No further liaison with the EV Team has been carried out in regards to Bus charging at South Inch Car Park, Perth. Further developments are required to facilitate bus charging within P&K. Transport T39 Improve public transport provision Explore community transport priming - re- establish community transport forum 1. Deliver community mini-bus transfer scheme 2. Community Public Transport M H A Community Transport Forum has been established. Climate Connect also tasked with supporting Transport T40 Accelerate the EV transition Explore embedding EV vehicles in Council Taxi procurement 1. Map out upcoming tenders 2. Complete transport transformation programme 3. Develop revised procurement strategy Communities Public Transport M M R Discussions with Council Licensing colleagues still to be arranged regarding incentives to increase the use of EVs in the Taxi/PHV fleet. PTU to consider EV contract options in future tendering exercises. Transport T41 - New Increase active transport across Perth and Kinross Use LDP3 to plan developments where all essentials (shops, schools, parks) are close by or easily accessible by sustainable modes of transport to reduce the need to travel and minimise the use of Planning and Development H N/A New New action proposed for Year 5 Page 141 of 230
Page 142
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 175 176 Waste & Circular Economy W1 Data & Strategic Targeting Conduct a more detailed greenhouse gas assessment of the Waste projects and activities, to prioritise future climate change activities. Carbon Metric Factors Summary Report and Scenario Modelling. Investigate national co-ordination and support to ensure a consistent methodology and accurate data-set is utilised. Waste Services L H G The top 5 materials by tonnage actually collected during 2024, which present the greatest total carbon impact are: 1) Household and similar wastes 2)Animal and mixed food wastes 3)Mixed and undifferentiated materials 4)Plastic wastes 5) Textile wastes However, Textiles have the greatest carbon impact per tonne. This information helps us to identify target materials for intervention Waste & Circular Economy W2/W20 Data & Strategic Targeting Undertake a Perth & Kinross Circular Scan to establish a baseline for the Circular Economy Route map. Work with the Resources Management Association Soland (RMAS) to decarbonise and liaise with the Business & Industry Group Building on initial Material Flow Analysis (MFA) and industry sectoral study, a current state analysis will be conducted. Waste Services H H G An output from last year's industry seminar on circular economy business opportunities was to provide a focus for attracting and supporting new initiatives. This has led to the creation of the Clean Growth Axis collaboration. This is a digital support platform to facilitate the growth of sustainable industries in PKC through agreements with statutory bodies, academia, and industry organisations. Two prospective projects (one recycled copper smelting and one acrylic carpet recycling) are being trialled through the process before formal launch of the platform in March next year. A further business engagement event is arranged for 14th of November to get feedback from businesses on draft circular economy strategy Page 142 of 230
Page 143
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 177 Waste & Circular Economy W3/W9/ W10 Data & Strategic Targeting Food Waste: Gather data to create a baseline of knowledge, participation and barriers. Develop a Food Waste Action Plan. Review interim Food Plan in 2022 following the evaluation of the National Food Waste Reduction Plan Proposed wording: Develop and deliver a Food Waste Action Plan Food waste survey for householders, businesses and organisations on Commonplace. Public Consultation. Action Plan Developed. Watching brief on national consultations. Model service requirements if required. Climate Change and Zero Waste H H A Food Waste Action Plan commenced early 2025 with the key points highlighting that the majority of food waste is avoidable, promoting Food Waste bins can be used without a permit, raising awareness of environmental and financial costs, promote the various elements of food waste planning to reduce food waste and rethink our food habits. This is being undertaken through an array of communication channels to target as wide an audience as possible including Facebook, PKC Website, food waste monitoring, attending events, along with working with organisations and communities. Additional Food Waste hubs were also distributed in Summer 2025 reaching 585 households. Establishing measurements regarding impacts remains to be difficult, however we will review the Waste Composition Page 143 of 230
Page 144
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 178 Waste & Circular Economy W4/W14 Data & Strategic Targeting Confirm a baseline for behavioural change and develop a Circular Economy route map including an action plan for Circular Textiles & Sustainable Fashion Public Consultation. Action Plan to be developed Climate Change and Zero Waste H H G Textiles has been identified as a priority in the Scottish Governments CE & Waste Route Map to 2030, therefore the Textile Campaign aims to highlight the key messages of reduce, reuse and repair. Whilst textiles make up only 4% of household waste in Scotland it accounts for 32% of the carbon impact (including upstream). The campaign is approaching this though a variety of outlets including workshops, Climate Cafe swap shop, mend and repair events, along with social media outlets. A number of textiles events are taking place during Autumn/Winter/Spring of 2025/26, including swap shop, co-hosted book launch and promotion of re-use, repair and recycling. Measuring is tricky, but will review textile bank tonnages, Waste Compositional Analysis, event feedback and Facebook and website metrics. Page 144 of 230
Page 145
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 179 180 181 Waste & Circular Economy W5/W2 (Action no in interim report) Ensure alignment with the Scottish Government Climate Change Route map Review how the national Deposit Return Scheme (DRS) and Extended Producer Responsibility can be introduced effectively in Perth and Kinross & regionally. Extended producer Responsibility Consultation Response Submitted Provide indicative cost & performance modelling (rural collections) data to inform research phase for EPR Watching brief on implementation dates Waste Services M H A The Packaging Extended Producer Responsibility (pEPR) scheme is now operational. PKC has been informed that it will receive funding of ££3.795M during 2025-26. An indication of funding for 2026-27 will be received during November 2025. Whilst there has been a reduction in funding, £843k has been made available on a non- recurring basis to support improvements in service efficiency and effectiveness. A delivery plan of selected projects is in place and being implemented over a spread of 3 years. The Deposit Return Scheme is scheduled to be implemented in October of 2027. The Zero Waste team will re-engage with Zero Waste Scotland to assess the potential impact of DRS on PKC operations and associated emissions. Waste & Circular Economy W6 Ensure alignment with the Scottish Government Climate Change Route map Watching brief on requirement to provide separate collections for garden waste and textiles by 2023 & 2025 (EU Commission) Watching brief on national consultations Model service requirements if required Climate Change and Zero Waste M H G PKC officers have responded to Scottish Government consultations on food waste and textiles. To date there have been no national updates. The Circular Economy Route map indicates that national policy will be in place by early 2027. Waste & Circular Economy W7 Ensure alignment with Scottish Government Legislation and Climate Change Route map Review implications of Circular Economy Bill which will encourage the reuse of products and reduce waste. The bill will tackle our reliance on single-use items and include measures to tackle textile pollution/fast fashion. Watching brief on national consultations Model service requirements if required Climate Change and Zero Waste H H G PKC draft Circular Economy Strategy was approved for public consultation at the CC&S Committee on 20 August. The public consultation closed on 24 October and a number of separate, targeted workshops and discussions have taken place. The output of this engagement will inform the finalised strategy and action plan, which will be presented to CC&S Committee in February 2026. Page 145 of 230
Page 146
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 182 183 184 185 Waste & Circular Economy W8 Ensure alignment with Scottish Government Legislation and Climate Change Route map Carry out a further review of actions on completion of the Scottish Government Route map review in 2022. The Scottish Government review will consider whether the national targets and interventions align with net zero. Attend Stakeholder engagement Sessions Watching Brief on national consultation (March 2022) Climate Change and Zero Waste H H G The draft PKC Circular Economy Strategy mirrors the priorities and timelines of the Scottish Government's Circular Economy Route Map. Zero Waste officers continue to engage with the Scottish government, Zero Waste Scotland, CoSLA and the local authority Waste Manager's Network to keep track of developments and to take part in co-creation activities such as the development of a new code of practice for household waste and recycling. Specific PKC policies will be developed and taken through governance as the national picture becomes clearer. Waste & Circular Economy W11 Thematic Action Plan for High Carbon Materials Ensure the effective collection of consumable surplus food from all stages in the supply chain, from farms to retail, and redistribute it to community food organisations while working to raise the nutritional standards of the food being offered. Incorporate as part of the Good Food Strategy & Action plan Climate Change and Zero Waste M H A Work is due to commence from the second quarter of 2026 with current staff looking to develop a PKC Good Food Nation Strategy. It is intended that a resource will be recruited to undertake the development of policies and government process. Waste & Circular Economy W12 Thematic Action Plan for High Carbon Materials Develop & Maximise Recycling Services by (1) expanding PKC recycling services to include flexible plastic packaging and hard rigid plastics (2) Expand recycling services (Food/DMR) in Perth City Centre Action Plan for Twin Stream Recycling Service change including Contract Strategy development. Action Plan for Perth City Centre Waste Services N/A N/A Complete Complete Waste & Circular Economy W13 Thematic Action Plan for High Carbon Materials Maximise value from waste through reduction of greenhouse gas emissions via diversion of waste from landfill into recycling and energy production Secure a long-term residual waste treatment solution to meet the implementation date for the ban on landfilling biodegradable municipal waste ban by 31 December 2025. Waste Analysis completed Autumn 2021. Procure Contract by March 2022 (latest). Award contract by December 2022 Waste Services N/A N/A Complete Complete Page 146 of 230
Page 147
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 186 187 188 Waste & Circular Economy W15 Promote a rapid transition to the Circular Economy Review PKC procurement processes to embed circular economy principles to reduce consumption of products and materials and make better use of existing products including tackling single use items Embed Sustainable Procurement Duty and promote sustainable procurement tools. Investigate Circular Procurement opportunities. Work has started on the implementation of Sustainable Procurement toolkit. Corporate Procurement Team H H A Waste & Circular Economy W16 Leading by Example Development of a Resource Management Plan for Education & Children's Services Plan Agreed Climate Change and Zero Waste H H G The Schools Recycling Improvement project is well underway. Planning for the Bertha Park and Crieff associated schools groups is complete. New bins for Bertha Park cluster are being installed during September and October 2025 and new bins for the Crieff cluster are expected to be delivered by the end of November. The next cluster will be the remaining Highland Perthshire schools associated with Breadalbane and Pitlochry High Schools. Separately to this project, new bins have been provided at the new Perth High School. Waste & Circular Economy W17 Leading by Example Asset Management Review of Waste & Recycling Infrastructure Building Condition & Suitability Surveys including Climate Change Action Audit, Options Appraisal Climate Change and Zero Waste T T Complete Final report complete, the purpose was to evaluate the impact on waste and recycling collection services of depot rationalisation and understand the impact on the number of collection resources required to complete collections across the authority area to determine the viability of each scenario. The next stage will be to present this information through the appropriate governance process. Page 147 of 230
Page 148
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 189 190 Waste & Circular Economy W18 Leading by Example Review PKC purchasing Policy in line with Scottish Legislative Single Use Plastics Ban coming into force in 2022. Explore initiatives to reduce the quantity of single use items used by the Council 1. Reduction in Single Use products being purchased internally 2. Engage with PKC users and partners who use single use products and work towards a reduction, or outright ban 3. Single use products no longer available for procurement via in-house purchasing systems, apart for exempt use e.g. health care 4. In-house campaign highlighting alternatives to single use products 5. External campaign highlighting alternatives Climate Change and Zero Waste M M A Compostable cup recycling implemented at Perth Art Gallery. Working with Bertha Park HS and Tayside Contracts to implement compostable packaging recycling in the lunch hall. If successful this can be rolled out to other schools as part of the Schools Recycling programme. Waste & Circular Economy W19 Cross Cutting Theme/Strateg ic Action Develop a Good Food Partnership and prepare a Good Food Strategy & Action Plan for Perth & Kinross. Elected Member & Stakeholder Engagement & Public Consultation Climate Change and Zero Waste H M A PKC have a duty to complete a GFN strategy within 12 months of the publication of the Scottish Government GFN Plan. Consultation on the SG plan happened in summer 2025, but the plan as not yet been published. The lead for this has recently been moved to the Climate Change and Zero Waste team, within the E&I service. Initial information gathering and networking is taking place during autumn/winter 2025-26 and work on developing a PKC strategy will begin in earnest in the spring of 2026. This is dependent on the Scottish Government publishing its national strategy in this timeframe. Page 148 of 230
Page 149
PKC - GENERAL# 1 A B C D G H L M P S Delivery Theme Action Number Sub-Goal Strategic Action Milestones/ Supporting actions Lead Department/ Service Proposed prioritisation Year 5 (T,H, M, L) Prioritisation Year 4 (T,H, M, L) Progress (RAG) Progress Year 4 191 Waste and recycling W21 Cross Cutting Theme/Strateg ic Action Develop a Waste & Circular Economy Strategy to align with the Circular Economy Bill. Establish a Stakeholder Advisory Group Review existing activities falling under the Circular Economy and align with internal & national policy. Develop strategy and action plan Climate Change and Zero Waste T T G PKC draft Circular Economy Strategy was approved for public consultation at the CC&S Committee on 20 August. The public consultation closed on 24 October and a number of separate, targeted workshops and discussions have taken place. The output of this engagement will inform the finalised strategy and action plan, which will be presented to CC&S Committee in February 2026. A number of textiles events are taking place during Autumn/Winter/Spring of 2025/26, including swap shop, co-hosted book launch and promotion of re-use, repair and recycling. Page 149 of 230
Page 150
Page 150 of 230
Page 151
KPIs Proposed for Removal 2025 - December Theme Indicator Reason Business and Industry Total area-wide Carbon dioxide emissions (kt CO2e) from industrial and commercial sources Already reported in Buildings and Energy KPIs Land Use % Of Protected Biological and Mixed SSSI Sites in favourable condition No longer a relevant way of measuring the overall condition of the site, as it just looks at the qualifying feature rather than the overall biodiversity of the protected area. NatureScot are planning to change this. Land Use % Of Protected Nature Site Features in Favourable or Recovering Condition No longer a relevant way of measuring the overall condition of the site, as it just looks at the qualifying feature rather than the overall biodiversity of the protected area. NatureScot are planning to change this. Engagement Views on Climate Change Twitter (X) Function no longer available without a premium account Engagement Staff who have completed the climate change eLearning module New Training System for staff - all data from the previous system has been deleted and is no longer available for any modules Engagement Staff who have undertaken Carbon Literacy Training KPI reported under Governance Engagement Users of Climate Change Resource Hub on Eric Limited data availability Engagement Number of PKC Staff Climate Cafe members Not accurate data as members do not have to register for sessions 6 Page 151 of 230
Page 152
Overall Climate Change Strategy and Action Plan KPIs Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan Value over Years KPI Target Positive or negative % change on previous year Reporting period Control Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Perth and Kinross Area-wide territorial greenhouse gas emissions (ktCO2e) 555.6 kt C02 e in 2030 and 0 by 2045 Positive Calendar Year Influence 1990 2222.5 1178.6 1234.4 1214.4 1180 Perth and Kinross Area-wide territorial greenhouse gas per Capita emissions (t CO2e) Net zero by 2045 Positive Calendar Year Influence 2018 9 7.9 8.2 8 7.7 Perth and Kinross Area-wide CO2 emissions (kt CO2e) 388kt CO2e by 2030 (75% reduction on 1990 levels) Positive Calendar Year Influence 1990 1451 598 650.5 648.5 634.9 Perth and Kinross Council Scope 1,2, and 3 emissions (t CO2e) To be agreed as part of Net Zero target setting (ongoing) Positive Financial Year Direct 2015/16 38704.6 34605.2 36,008 40,471.63 27,931.48 23,457 Carbon Disclosure Project (City Score) A' by 2024 No Change but have reached top scoreCalendar Year Influence 2019 D - C B A A % of Climate Change Indicators showing positive change 90% Positive Calendar Year as part of annual progress reportn/a 46 65.4 71% Climate Change Grant Funding secured (£k) No target set Negative Financial Year Influence 2019/20 964 390 646 1,768 3412.5 2234.53 Page 152 of 230
Page 153
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan Baseline (actual) Values Value over Years KPI Target Positive or negative % change on previous year Reporting period Control Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Number of registered businesses in energy (including renewables) growth sector +10% per year Positive Calendar Year Influence 2020 140 140 140 145 140 145 % of businesses (250+ employees or largest energy demand (+0.5M) with a set target for reducing carbon emissions 100% by 2027 No Change Calendar Year Influence 2022 17% 17% 17% 17% Number of businesses supported through PKC Green Recovery Capital Fund c. 20 per year Positive Financial Year Direct 2021 3 3 24 22 31 Business and Industry KPIs Page 153 of 230
Page 154
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan Value over Years KPI Target Positive or negative % change on previous yearControl Reporting period Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Total area-wide Carbon dioxide emissions (kt CO2e) from domestic sources Estimated 115 kt CO2 based on 75% reduction in domestic emissions by 2030 in relation to 1990 levels. Note: As no P&K data from 1990, assumed residential CO2 trend followed wider Scottish residential trend until data available. Assuming estimated 1990 baseline of 460 kt CO2 Positive Influence Calendar Year 2005 451.30 255.5 263.4 232.6 218.7 Scope 1 and 2 Emissions from Non -Domestic Council Estate (tonnes CO2e) Annual emissions of 4,396 tonnes CO2e by 2030 Positive Control Financial Year 2020/21 10111 10111 10658 9,226 9,264 8,976 PKC Non Domestic Energy Consumption (kWh) 2021/22 baseline year 3% saving year on year Positive Control Financial Year 2021/22 57324460 53,308,142 57,324,460 50,631,959 50,481,051 48,173,891 Heating oil consumption in PKC non-domestic estate (kWh) All sites with oil as a heat source to be removed by 2030 Positive Control Financial Year 2021/22 2040341 2,321,081 2,040,341 1,943,066 1,806,372 1,532,193 Renewable energy generated across the PKC estate, including from Low Carbon Heat Sources (MWh) Renewable energy shall be installed where can maximise production. Negative Control Financial Year 2015 4035.04 2972.193 2534.71 2226.43 2,831.08 2,599.07 Perth and Kinross CO2 emissions estimates from Industry sources Add target Positive Influence Calendar Year 2020 40.3 40.3 45.2 47.6 43.2 Perth and Kinross CO2 emissions estimates from Commercial sources Add target Positive Influence Calendar Year 2020 64.1 64.1 97.4 81.9 62.7 Perth and Kinross CO2 emissions estimates from Public Sector Add target Positive Control Calendar Year 2020 32.6 32.6 34.9 30.3 29.2 % Council housing meeting the Energy Efficient Standard 2 for social housing (minimum EPC B) EESSH2 standards of 100% of Council Housing to meet EPC B by 2032 EESSH2 standards of 100% of Council Housing to be net zero by 2040 Currently 8% of our properties are exempt for either cost or technical reasons - a target of 100% is not achievable but this is the Housing Regulator standard Positive Control Yearly at end of March 2022 6.10% 6.10% 6.60% 7.07% 8.05% Percentage of households in fuel poverty 5% by 2040 Negative Influence Calendar Year The survey though is a snap shot in time 2017-19 25 Covid: stats uncomparable 63.0 32 35 Percentage of households in extreme fuel poverty 1% by 2040 Negative Influence Calendar Year The survey though is a snap shot in time 2017-19 18 Covid: stats uncomparable 40.5 27% 28% Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded) 2022/23 1092 households, 2023/24 1386 households, 2024/25 1290 Negative Control Financial Year 2020-21 519 519 424 884 2205 1638 Total Domestic Emissions associated with Other Fuel sources (oil and kerosene) (kt CO2e) Will be set as part of the LHEES strategy (2025) Positive Influence Calendar Year 2020 58.9 58.9 57.5 55.3 50.8 Baseline (actual) Values Energy and Buildings KPIs Page 154 of 230
Page 155
Yellow indicates information still needed Indicates no previous data available Green indicates PKC Corporate Plan KPI KPI Target Positive or negative % change on previous year Reporting Period Control Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Scope 3 Emissions – Procured goods and services and capital works Not set due to impact of wider Council projects Not applicable Annual emissions compiled externally every three years Control 2019/20 136455 120,598 125,945 152,126 % of Members and senior officers who have undertaken Climate Literacy training 100% of Elected Members 100% of the Strategic Leadership Forum by 2026 - 50% 2025 Positive Annually in September Control 2021 0 18% 32% 47% % of staff who have climate change included in job description All non-education staff No change Annually in September Control 2021 <1% 1% 1% 71% 71% Climate Change Assessment Tool (CCAT) Overall Score 85% by 2026 Positive Annually in July Control 2015/16 47% 51% 61% 69% 71% 74% Baseline (actual) Values Value over Years Governance KPIs Page 155 of 230
Page 156
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Positive or negative % change on previous year Control Reporting period Baseline Year Baseline Value2021/22 2022/23 2023/24 2024/25 2025/26 Postive Influence Financial year 2018 99219.93 103,860.72 Postive Influence 2018 18.50% 19.60% Total area-wide LULUCF emissions (incl. Cropland,Wetlands, Settlements and Harvested Wood Products, Indirect NO2) ktCO2e To increase the woodland carbon market by at least 50% by 2025 Postive Influence Calendar Year 2005 768.6 679.6 675 667.3 Total area-wide LULUCF sequestration (incl. Forest land & Grassland CO2 emissions) ktCO2e Positive Influence Calendar Year 2005 811.6 -841.1 -834.4 -851.9 Total area-wide agriculturegreenhouse gas emissions (incl.electricity, gas, other, livestock and soils) ktCO2 Postive Influence Calendar Year 2020 424 424.1 411.5 414.4 Amount of land protected for nature within Perth and Kinross council Boundary Data source: adding up SSSI, SAC, SPA, NNRs. Once local nature coservation sites are confirmed we can also add them in. Protect at least 30% of Scotland’s land for nature by 2030 not applicable due to change in methdology Influence Snapshot taken annually in September 2020 33.5% 19.20% 19.20% 19.20% 19.20% Number of trees planted on Council land and maintained open space Net increase on carbon capture from tree planting, method of mesure to be identified. Postive Direct Financial Year 2020 10.00 1031 670 2512 3182 Number of community volunteering hours in biodiversity related projects Positive Influence Calendar Year (data captured in October) 2021 172.00 172 1420 1786.5 1934 % of PKC's Local Biodiversity Action Plan Actions that are on track or completed By 2032, the natural environment and landscapes around us will have undergone significant restoration, with a sustainable land use system that prioritises nature and biodiversity Positive Direct Snapshot of progress taken annually in July 2022 21.0% 21% 25% 42% % Of Scottish Pollinator Strategy Actions delivered or on-target By 2032, the natural environment and landscapes around us will have undergone significant restoration, with a sustainable land use system that prioritises nature and biodiversity Positive Direct Financial Year 2022 33.0% 33% 37% 44% Area grassland managed by PKC for biodiversity improvement objectives (ha) No target set Positive Direct Financial Year 2022 21.72 21.72 21.72 40.4 121.5 Vol. of Herbicide Used by PKC (L – undiluted quantity, including Friarton) Net reduction n/a due to data availability Direct Financial Year 2019 1211 1117 1216 1182 350 312 Land use KPIs % Of the total land area and total number of hectares of Perth and Kinross covered by woodland (including subset breakdown) National target to increase forest and woodland cover to 21% of total area of Scotland by 2032: 10,000 ha in 2018, 12,000ha/annum from 2020/21, 14,000 ha/annum from 2022/23, 15,000 ha/annum from 2024/25 Baseline (actual) ValuesValue over Years Page 156 of 230
Page 157
Yellow indicates information still needed Indicates no previous data available Green indicates indicator in the new Corporate Plan KPI Target Positive or negative % change on previous year Reporting period Control Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Transport emissions CO2 (kt CO2e) 158kt CO2e based on 75% reduction in transport emissions by 2030 in relation to 1990 levels. Note: As no P&K data from 1990, assumed transport decarbonisation trend followed wider Scottish trends until data available. Positive Calendar year, data available in June Influence 2005 549 423 458.7 498.3 493.8 % journeys to work by sustainable mode of transport To be set as part of the P&K Mobility Strategy (under development) No change Calendar year Influence 2019 27 20 22 22 % journeys to school by active transport (walking/cycling/scooting or skating) To be set as part of the P&K Mobility Strategy (under development) Negative Calendar year Influence 2021 50 49.4 50.3 49.4 49.3 46.6 Walking and Cycling Trips - DESTINATION (work, school, shopping - adults only) (Perth) To be set as part of the P&K Mobility Strategy (under development) Positive Calendar year Influence 2021 48 48 50 Tonnes greenhouse gas (C02, CH4, N2O) savings from walking/cycling instead of driving (Perth Only) To be set as part of the P&K Mobility Strategy (under development) Negative Calendar year Influence 2021 1500 1500 2149 Total car kms (millions) 1496 Million km from the Government target of 20% reduction on 2019 levels by 2030. Negative Calendar year Influence 2019 1870 1336 1477.3 1718.6 1759.4 1824 Number of public EV charging devices 50kW and above To be set as part of the P&K EV and Mobility Strategies (under development) Positive Available Quarterly - Taken in July Direct 2022 46 46 59 78 Public EV charging devices per 100,000 population To be set as part of the P&K EV and Mobility Strategies (under development) Positive Calendar year Direct 2022 88 21.7 27 88.2 125.5 133.9 % Council fleet vehicles that are electric or other zero direct carbon fuel technologies Conversion to 100% light fleet from 2025 and heavy fleet from 2030 Positive Calendar Year Direct 2019 3% 5% 5% 4% 4.00% 4.45% % Taxi/Private Hire vehicles licenced by PKC that are electric To be set as part of the P&K EV and Mobility Strategies (under development) No Change Calendar Year Influence 2021 1% 1% 1% 1% 1% Number of exceedances of Scottish Air Quality Strategy Objectives in Perth & Kinross Maintain NO2, PM10 and PM2.5 concentrations below National Objectives. If 3 consecutive years without an exceedance in an Air Quality Management Area is achieved, the option to revoke the AQMA will become available Positive Calendar year, data available in July Influence 2004 11.0 0 1 1 1 0 Baseline (actual) Values Value over Years Transport KPIs Page 157 of 230
Page 158
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Positive or negative % change on previous year Reporting Period Control Baseline Year Baseline Value 2020/21 2021/22 2022/23 2023/24 2024/25 Area-wide territorial GHG emissions estimate - Waste (kt CO2e) Positive Calendar year Influence 2018 75.50 74 82.7 84.7 76.2 Whole Life Cycle Emissions for PKC Collected Waste (kt CO2e) Positive Calendar year Influence 2021 154.4 154.4 138.9 135.6 131.65 Total household waste generated (tonnes) By 2025, reduce tonnes of total waste arising to 15% against 2011 baseline Negative Calendar year Influence 2011 79918 77535 77340 70604 71,373 71804 Household waste generated per person (kg) By 2025, reduce kg household waste generated per person by 15% against 2011 baseline Positive Calendar year Influence 2011 534 510 510 459 473 465 Total household waste landfilled as % of all household waste Reduce the percentage of all waste sent to landfill to 5% by 2025 Positive Calendar year Influence 2021 42 42.3 43.5 27.10% 6% Total household waste recycled/composted as % of all household waste Recycle 70% of all waste by 2025 Negative Calendar year Influence 2021 50 49.4 50 49.2 51.70% 50.90% Carbon impact of household waste per person (tonnes CO2e) Reduce carbon impact to 0.7 tonnes CO2e per person by 2026 Positive Calendar year Influence 2021 1 1.02 1.1 0.899 0.85 % of households with access to food waste collection 82.2% of households Positive Calendar year Direct 2013 79.6 80.80% 81.20% 84.40% 80.9 83.6 Quantity of food waste collected in residual waste (Kg/HH/week) Reduce food waste by 33% from the 2013 baseline by 2025 (1.86kg/HH/week) Positive Calendar year Influence 2013 2.77 1.52 1.69 1.64 1.67 1.06 % Residents satisfied with their local refuse collection service At least 90% satisfaction per year Negative Updated annually but covers 3 year aggregates Direct 2020 81.4 81.4 82.7 84.3 82.3 82 % of households served by twin stream recycling 98% of PKC households by 2025 Negative Calendar year Direct 2021 96.1 96.1 95.6 94.60% 94 Grey Bin Recycling contamination rate (%) (Changed from DMR) Remain under 20% N/A Calendar year Influence 2021/22 21.1 21.2 22.6 16.05 14.26 Baseline (actual) Values Waste KPIs Page 158 of 230
Page 159
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Positive or negative % change on previous year Reporting period Control Baseline Year Baseline Value 2021/22 2022/23 2023/24 2024/25 Views on Climate Change Website PK Climate Action Website - Increase website and social media reach by 10% annually (financial year) Negative Financial Year Direct 2022 0 4200 22000 15900 9800 Views on Climate Change Facebook Page Facebook - achieve a reach of 37,680 by April 2023 Increase website and social media reach by 10% annually (financial year) Positive Financial Year Direct 2022 0 n/a 39511 35600 41,040 Views on Climate Change Instagram Instagram - achieve a reach of 11268 by April 2023 Increase website and social media reach by 10% annually (financial year) Positive Financial Year Direct 2022 0 n/a 11451 6655 7400 Number of community groups active on climate change related projects Positive Financial Year Influence 2022 139 139 140 142 147 Number of PKC owned schools with eco- schools green flag status Positive Calendar year Influence 2022 27 27 27 27 35 Baseline (actual) Values Engagement KPIs Page 159 of 230
Page 160
Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Positive or negative % change on previous year Reporting Period Control Baseline Year Baseline Value2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Annual Scotland Adapts Capability Framework score Mature organisation - minimum score 12 by 2026 Positive Financial year Direct 2021 2.33 2 3.33 8.20 9.00 12.67 Number of community groups engaged in proactive climate resilience work 53 (a minimum of one per Community Council Area) Positive Snapshot in time taken annually in September Influence 2019 24.00 24 27 27 33 63 Red/amber/green (RAG) status of flood risk management actions N/A not able to compare like for like due to different actions every 3 years 2019 85% 85% 85% 70% Number of Bridge Scour Assessments Undertaken 100 over 5 years (TBC on need) Positive Financial year Control 2022 0 11 13 Number of public road closures due to flooding or other climate change impacts To be further developed as part fo the Climate Risk and Opportunity Positive Financial Year Direct 2018 3 3.0 4.0 20.0 45.0 99.0 4.0 Baseline (actual) Values Value over Years Resilience KPIs Page 160 of 230
Page 161
Risk code Sector Climate factor Risk Risk description Impact rationale Impact Score (1 Low - 3 High) Timescale Likelihood Rationale Likelihood Score (1 Low - 3 High) Combined Score Risk owner Action category Review cycle Related CCAP actions to address risk Comment BI2 Business and industry Precipitation Risks to business from flooding Flooding can severely disrupt businesses in both the short and long term. Flooding may mandate businesses closing for repairs, and may make it difficult for them to get insurance. The risk impact is assessed as high. If businesses are forced to close or become unviable due to flooding, this is a significant impact on business owners and customers. The costs associated with flooding damage may also be high. 3 Currently happening, expected to get worse Flooding already affects Perth and Kinross. Climate change is expected to make this worse both in terms of frequency and severity. 3 9 Flooding Team (Rick Haynes) Action needed Short 1 - 2 years R21, R23, R24 & B&I 12 CH1 Cultural heritage All Risks to cultural heritage from climatic changes and flooding Flooding can damage cultural heritage such as historic buildings. It may also require attractions to be closed to the public if they require repairs. More widely changes to cultural can occur from increased precipitation and moisture leading to increased condensation The risk impact is assessed as high. This is primarily due to the potential cost implications of damage to historic monuments and buildings - repair, restoration, and renovation of historic items can be very expensive, in the £10m plus range. If this is not viable and cultural heritage is lost, this is a negative impact on the population as a whole. 3 Currently happening, expected to get worse Flooding already affects Perth and Kinross. Climate change is expected to make this worse both in terms of frequency and severity. 3 9 Flooding Team (Rick Haynes) Action needed Short 1 - 2 years R21, R23, R24 HCB14 Health, Communities and the Built Environment Precipitation Risks to health and wellbeing and homes from flooding Flooding to homes may have severe short-term consequences in the time during and immediately after the flood event; extreme cases would be loss of life if (for example) rivers burst banks. There are also a range of medium to long term consequences such as water contamination or damage to housing. Finally, there are severe mental health impacts such as stress, which could be caused by flooding or ancillary effects such The flooding extents and current experience show that flooding is a risk throughout the council area, and will affect urban areas such as Perth and Blairgowrie. Population is concentrated in urban areas so the number of people affected by flooding will be high. The overall cost due to health impacts is difficult to estimate but could be very high both in terms of emergency care and care for longer-term conditions such as PTSD. There can also be significant 3 Currently happening, expected to get worse Flooding already affects Perth and Kinross. Climate change is expected to make this worse both in terms of frequency and severity. 3 9 Flooding Team (Rick Haynes) Action required Short 1 - 2 years R20, R21, R23, R24, R30, R36 I14 Infrastructure Precipitation Risks to bridges and pipelines from flooding and erosion The increased likelihood of storms due to climate change has resulted in increased damage to bridges and pipelines, with high river flows thought to be contributing to this. Furthermore, warmer temperatures may be accelerating weathering-related deterioration for embankments. Within Perth and Kinross, there is a major long-term project undertaking scour assessments of 440no. bridges across the council area. Preliminary assessments have identified around 100 higher risk structures and detailed studies have been developed for several sites. Many key bridges have been identified as needing 3 Currently happening, expected to get worse Several bridges have already been impacted by scour, with several more identified at high risks 3 9 Structures Team (Derek Davidson) Action needed Short 1 - 2 years R12 N1 Nature All Risks to flora and fauna from climatic changes This risks comprises of the various impacts that changing temperature might have on terrestrial species, this includes increases in both maximum and minimum summer and winter temperatures as well as changes to annual average temperatures. Terrestrial species are likely to be impacted by multiple different climate variables changing. For example, the hotter summers and decreased snowfall will likely affect specific montane species too, which in turn, will have cascading impacts on other 3 now to late century - already evidence of reduced snowfall and increased precipitation which can impact wildlife. Some of these changes are already occurring - this combined with biodiversity loss form other drivers makes terrestrial species more vulnerable there are so many variables it is likely that at least some changes occur and 3 9 External - Nature Scot Action needed Short 1 - 2 years R15, L9, L10, L15, L18, L22 N4 Nature All Risks to soils from changing climate Risks to soils from changing climatic conditions, including seasonal aridity and wetness - which is likely to degrade soils and have knock on impacts on Climate risk to soil will increase in Scotland due to heavier rainfall events, which will likely result in erosion, compaction and 3 uncertain Soils are sensitive to even a small amount of change to temperature of moisture and so given the projected climate change this risk is highly likely. 3 9 External - Nature Scot Action needed Short 1 - 2 years L9, L22 Perth and Kinross Area-wide Risks 6 Page 161 of 230
Page 162
N6 Nature All Risks to freshwater species and habitats from changing climatic conditions and habitats from pests, pathogens and invasive species Risks to freshwater species and habitats from changing climatic conditions and extreme events, including higher water temperatures, flooding, water scarcity and phenological shifts it more intense rainfall, rivers are likely to become more flashy, more erosive and potentially have lower summer base flows. These changes will have negative impacts on several species, in particular salmon and freshwater pearl mussel. Moreover, more intense rainfall may also mean higher flow though lochs and other freshwater habitats and risks disturbing polluted sediments. High temperatures also impact freshwater habitats and the species that occupy them, which can result in loss of sensitive species and changes in phenology and species composition. Higher temperatures can also directly or indirectly increase the possibility of water 3 now to late century Some of these changes are already occurring - this combined with biodiversity loss form other drivers makes freshwater species more vulnerable there are so many variables it is likely that at least some changes occur and cause impacts described for this risk. 3 9 External - Nature Scot Action needed Short 1 - 2 years R14, R15, L9, L10, L18, L22 HCB19- New Health, Communities and the Built Environment Temperature and precipitation Wildfires Increased temperature and prolonged periods of drought provide an increased risk of wildfires. This has the potential to impact on nature, carbon storage, air quality, homes, infrastructure, tourism and more Medium to high risk due to the wide range of impacts and current lack of systemic preparedness to control the risk if it occurs 3 now to mid century In summer 2025 areas of PKC had extreme and very high wildfire risk forecasts 3 9 External - Scottish Fire and Rescue Needs better understanding Short 1 - 2 years R2 New risk - actions to be be developed further in Year 5 (2026) HCB20 -New Health, Communities and the Built Environment All Climate induced food inflation Climate induced food inflation in the UK is currently projected at between 25% (1.5C) to 34% (2C) in real terms by 2050, with spikes expected in specific food groups following climatic events. This is expected to contribute to food insecurity, food poverty and a potential reduction in nutrition of lower income groups. The impact will be high as will impact all households in P&K. The scale of severe impacts has not yet been quantified - national research is ongoing looking at expected nutritional impacts 3 now to mid century It is a high likelihood that at least 25% inflation is already locked in due to emissions rises already occurred 3 9 PKC (TBC) Needs better understanding Short 1 - 2 years New risk - actions to be be developed further in Year 5 (2026) BI3 Business and industry Multiple climate variables Risks to business from disruption to supply chains and distribution networks Weather is a significant cause of supply chain disruption across all sectors. Climate hazards such as heavy rainfall and surface water flooding, heating and high temperatures are the weather types that cause the greatest number of weather-related supply chain disruptions. This causes significant negative impacts on businesses which are not able to continue making their products or offering their services. As supply chains and distribution networks are globalised, this risk is affected more than other by global conditions. For example, severe weather conditions in certain This is a high impact risk as disruption to supply chains can severely disrupt businesses and will impact on food prices costing millions in loss of income. Perth and Kinross's economy is highly reliant on food and hospitality and the construction industry which would be reliant on supplied form outside of the UK. 3 Possibly mid-century - depending on where supplies come from. This is highly uncertain and difficult to understand without zooming on individual products and countries of origin - therefore this is given a medium. It is also very difficult to understand how reliant different businesses are on oversees imports. 2 6 Employability and Skills (Graham Pinfield) More research needed Medium 3- 4 years Risk should be owned by individual businesses, but some centralised PKC or Scottish analysis could be beneficial HCB13 Health, Communities and the Built Environment Precipitation Risks to education from flooding Flooding has the potential to severely disrupt education in both the short and long term. In the short term, pupils may need to be sent home and schools may be There are ten educational facilities within the extents of river flooding including the impacts of climate change; Architrave, Inch View, Kirkmichael, North Muirton, Royal 2 Currently happening, expected to get worse Flooding already affects Perth and Kinross and has disrupted education previously. Climate change is expected to make this worse both in terms of 3 6 Flooding Team (Rick Haynes) & Property (Grant Key) Action required Short 1 - 2 years R21, R23, R24 I15 Infrastructure Precipitation Risks to infrastructure networks (water, energy, transport, ICT) from flooding induced cascading failures Flooding can severely disrupt infrastructure networks and cause cascading failures which affect other interlinked networks. Cascading failures are by definition high impact as they affect multiple systems adversely, as the overall effect is amplified due to system interdependencies. 3 Expected to get more likely through the century The SEPA flood maps used to analyse the risk of flooding are the "1 in 200 year plus climate change" likelihood. The likelihood of this level of flooding occurring is 2 6 External - Infrastructure operators Action needed Short 1 - 2 years R2, R21, R23, R25 I17 Infrastructure Precipitation Risk to private water supplies from reduced water availability Drier summer could affect ground water levels and therefore private water supplies Disruption to water are services is highly disruptive. It affects everyone including vulnerable groups. Private water supplies being affected can be particularly impactful as recipients may be in remote areas, or it may be difficult to provide alternative sources if 2 Currently happening, expected to get worse There have been issues already with private water supplies so this is more likely in the future. 3 6 Regulatory Services (Ian Thomas) Monitor risk Medium 3- 4 years No diect action in the CCAP, but there is ongoing work by the Council's Regulatory Services to reduce the impact for households of this risk I18 Infrastructure Precipitation Risks to infrastructure services from river and surface water flooding There is an increased risk to all infrastructure from surface water flooding. The impact is assessed to be high as flooding is known to affect Perth and Kinross currently, and climate change is expected to increase the frequency and severity. Damage and disruption 3 Currently happening, expected to get worse The SEPA flood maps used to analyse the risk of flooding are the "1 in 200 year plus climate change" likelihood. The likelihood of this level of flooding occurring is 2 6 Flooding (Rick Haynes) Action needed Short 1 - 2 years R21, R23, R24 Page 162 of 230
Page 163
I19 Infrastructure Precipitation Landslip risks to transport networks and infrastructure from slope and embankment failure The increased incidence of high rainfall, combined with periods of lower-than-average rainfall, are expected to contribute to increased rates of slope and embankment failure. The deterioration processes are not The impact is assessed as medium. Upland areas are noted as being more prone to natural slope failures, which is relevant to areas of Perth and Kinross such as the Cairngorms. Flash flooding is also noted as a risk in urban 3 Expected to get more likely through the century High-intensity precipitation is expected to increase, as are periods of low precipitation. The combination of these means the probability is medium. 2 6 Structures Team (Derek Davidson) Monitor risk Medium 3- 4 years R35 I5 Infrastructure Temperature Risks to Embankments High temperatures may affect earth embankment structures for dams and reservoirs by reducing vegetation on them, reducing their stability The impact score for this is high as any failing dam will cause flooding. 3 Expected to get more likely through the century Climate change will make high temperatures affecting embankments networks more likely. 2 6 External - Scottish Water Monitor risk Medium 3- 4 years Led by Scottish Water I7 Infrastructure Temperature Risks to transport from high temperatures High temperatures can cause a range of detrimental effects to transport infrastructure, such as rail buckling and road surface expansion. As infrastructure networks are connected, disruption in other areas may have cascading effects on Perth and Kinross, such as the East Coast mainline. However, overall, the magnitude of temperature increases should not affect transport infrastructure to a large extent. Extreme events are more likely due to climate change and this may increase the risk. Damage to rural sections of transport infrastructure may be particularly significant to Perth and Kinross as it may cut off communities. The 2022 summer heatwave resulted in significant rail disruption with rails buckling and speed limits imposed as far as Aberdeenshire. Disruption to transport networks affects broad sections of the population so the impact is assessed as high. 3 Currently happening, expected to get worse Climate change will make high temperatures affecting transport networks more likely. Periodically happening in localised events, yet to have widespread local impacts 2 6 Road Management Partnership (Willie Mahoney) & Public Transport Unit (Margaret Roy) Monitor risk Medium 3- 4 years R37 N2 Nature All Risks to terrestrial species and habitats from pests and pathogens, including Invasive Non-Native Species This risk compromises of the changing climate facilitating an increase in pests, pathogens or non-native species, which would have a detrimental impact on the current (or native species). Trees could be impacted by pathogens, these are of particular concern to larch, commercial forestry, and pinewoods. Of particular concern in Scotland are Phytophthora armour, a fungus- like pathogen that is a particular threat to larch, and Dothistroma needle blight (DNB), which poses a particular threat to Scotland’s commercial forestry and also to 3 uncertain The likelihood is uncertain as climatic changes is just one of many factors which help pests and pathogens thrive. Moreover, different pests and pathogens as well as non- native species would migrate and establish themselves at different rates, therefore this risk is better assessed on a species by species scale which 2 6 External - Nature Scot More research needed Short 1 - 2 years R15 N7 (Combined with N6) Nature All Risks to freshwater species Risks to freshwater species and habitats from pests, pathogens and invasive species which will have a detrimental impact on current species and overall biodiversity. 3 uncertain The likelihood is uncertain as climatic changes is just one of many factors which help pests and pathogens thrive. Moreover, different pests and pathogens as well as non- 2 6 Action needed Short 1 - 2 years Combined with N6 HCB18 - New Health, Communities and the Built Environment Increased storminess Damage to people and property from ash dieback linked to increased storm intensity Ash Dieback is impacting several thousand trees across Perth and Kinross Council. The increased brittleness of the disease makes the trees more vulnerable to snapping and breaking during storm events 2 now to mid century Risk already occurring - Ash Dieback screening and removal process started will help to mitigate this risk 3 6 Greenspace (Andy Clegg) & External Action ongoing Short 1 - 2 years R33 I8 Infrastructure Temperature Risks to digital from high temperatures, low temperatures, high winds An increase in frequency or intensity of extreme climate events can have a detrimental impact on digital networks such as telecommunications The specific risk to Perth and Kinross may be in rural areas; severe weather may cut off communities physically and digitally, hindering repair and 2 Currently happening, effect of temperature on future occurrence is uncertain but may make occurrences more The risk likelihood is assessed as medium as temperatures are expected to increase in all scenarios. 2 4 External - network providers Monitor risk Medium 3- 4 years R20 While owned by infrastructure providers, ongoing work with Community Resilience Groups to help them develop independent communication mechanism (e.g. radios) Page 163 of 230
Page 164
HCB15 Health, Communities and the Built Environment Precipitation Risks to prison services from flooding Prison services can be disrupted by flooding in several ways; prison facilities such as HMP Perth may be damaged, and other functions such as probation workers may be disrupted. HMP Perth is largely out with the 2080 medium at risk flooding plus climate change extents although one building sits partially within. Severe flooding damage to the prison estate could result in damages between £1-10m, and necessary reactive measures such as transport for prisoners may also incur significant costs. As a proportion of the population, the number of people affected is relatively low. Due to the potential financial impact, the impact is assessed as medium. 2 Flooding currently affects Perth and Kinross; it is difficult to specifically apply timescales to flooding affecting prison services as it is probabilities but it is more likely to be post 2080 as SEPA 2080 mapping largely shows the prison buildings largely out with at risk areas prior. HMP Perth has buildings within the low likelihood flood extents, and also part of one of the buildings is within the 2080 medium at risk area. Climate change is expected to increase the likelihood of these low-likelihood events, so the likelihood is assessed as medium post 2080. 2 4 TBC Monitor risk Medium 3- 4 years Will be supported by wider flooding actions HCB2 Health, Communities and the Built Environment Temperature and precipitation Increased damp and condensation in homes. Warmer / wetter winters leading to higher levels of damp and condensation in homes, which result in mould, with knock on health impacts and damage to homes. Homes most prone to this This would impact on individual health and cost to repair the problem or upgrade homes to reduce damp. This could be fairly widespread as 24% of PKC properties are-pre-1919 and 2 Mid century The projections show that warmer winter are highly like by the mid-century under a high emissions scenario and so the s is score medium. 2 4 TBC More research needed Medium 3- 4 years B2 & B8 Will be supported by actions to improve the quality and energy efficiency of P&K housing stock HCB3 Health, Communities and the Built Environment Temperature Risks to air quality Climate change, through creating atmospheric conditions favouring ozone formation, has been and will continue to increase ozone concentrations. This causes risks to air quality targets as well as health. The air quality within Perth and Kinross is generally good; however, there are a few known hotspots within Perth city centre and Crieff. The main pollutants of concern are Nitrogen Dioxide (NO2) and Particulate Matter (PM10) from vehicle emissions. NO2 may increase due to increased temperatures which could impact existing hotspots. 2 Mid to late century. Though Perth and Kinross's summer temperatures will increase they are not projected to be as high as other parts of the UK. However as hotspots already exist there is the possibility of these being impacted by temperature increases. 2 4 Environmental Health (Kirsty Stevens) More research needed Short 1 - 2 years T24 Monitor and review I1 Infrastructure Precipitation Risks to infrastructure networks from coastal flooding and erosion The rise in sea levels due to climate change will increase coastal erosion and flooding. Coastal communities will be particularly vulnerable. Flooding can impact key infrastructure networks such as water, wastewater, and energy. Perth and Kinross does not have a true coastal area, though there are tidal areas in the Tay Estuary such as Invergowrie and Perth. Sea level rise will contribute to estuarine erosion and flooding. The financial damage caused by flooding can be very high, 2 Currently happening, expected to get worse Flooding already affects Perth and Kinross, however much of this is fluvial or surface flooding, coastal flooding is not currently a significant problem. Sea level rise, means that an increase in coastal flooding could be a 2 4 TBC Monitor risk Medium 3- 4 years R26 Monitor and review I10 Infrastructure Precipitation Risks to hydroelectric generation from low or high river flows The projected increase in high- intensity precipitation may pose a risk of equipment damage due to high flows. Low flows may also mean that revenue derived from hydroelectric power is reduced. Hydroelectric power is affected by both low and high river flows. In Perth and Kinross, there are numerous small-scale hydroelectric power installations. This has the potential to affect a small number of people severely if power supplies are disrupted. There is also the possibility of financial costs incurred from equipment damage. The risk impact is assessed as medium. 2 Currently happening, expected to get worse Winter precipitation is expected to increase, and summer precipitation is expected to decrease overall with short-term intensity remaining similar, suggesting more variable rainfall. This risk is assessed as medium likelihood. 2 4 External - Energy suppliers Monitor risk Medium 3- 4 years Monitor and review I11 Infrastructure Temperature Risk to transport from low temperatures Low temperatures can disrupt transport infrastructure, such as icy roads disrupting bus routes. This may be particularly significant The impact is assessed as medium. This is a known risk for Perth and Kinross and measures are in place to cope with winter 2 Currently happening, increased frequency/severity of extreme events may Assessed as medium likelihood, noting while temperatures are expected to increase on average, transport 2 4 Road Management Partnership (Willie Mahoney) Monitor risk Medium 3- 4 years Monitor and review I12 Infrastructure Wind Risks to transport from high winds Wind speeds are expected to reduce on average so the risks posed by high winds may be lower due to climate change. However, the likelihood of storms and gusts is uncertain. The financial impact of this may be between £1-10m if for example overhead line equipment on rail lines is significantly damaged by falling trees. Disruption will also affect (e.g.) commuters and impacts out with P&K boundaries will also impact on P&K (e.g. Tay Bridge closures in Dundee). 2 Currently happening; the probability of increase or decrease is difficult to assess as effect of climate change on high winds and gusts is uncertain. Overall wind speed is expected to decrease slightly. The overall wind speed decrease is small in absolute terms. The uncertainty associated with future storms/gusts means this risk is assessed as medium but noted as highly uncertain. 2 4 Road Management Partnership (Willie Mahoney) & Public Transport Unit (Margaret Roy) Better understanding needed Long term 5+ years Monitor and review I13 Infrastructure Precipitation Risks to subterranean and surface infrastructure from subsidence Increased precipitation, on average or in short-term intense bursts, poses a risk to above and below ground infrastructure as ground conditions may change suddenly or previous design conditions may no longer be appropriate. The financial impact of this may be between £1-10m if for example gas or water pipelines are affected by subsidence. This has the possibility of affecting people severely if energy/water is disrupted. Houses being at an increased risk of subsidence is also a potentially severe impact, though impacts are expected to be localised. 2 An increase in high- intensity precipitation events makes subsidence more likely, though the extent of this is uncertain and would require more detailed analysis of ground conditions in the area. The uncertainty associated with the current and possible future state of subsidence means this risk is assessed as medium but noted as highly uncertain. 2 4 TBC Action needed Medium 3- 4 years Monitor and review Page 164 of 230
Page 165
I4 Infrastructure Wind Risks to energy infrastructure from high winds Wind speeds are expected to reduce on average so the risks posed by high winds may be lower due to climate change. However, the likelihood of storms and gusts is uncertain. Reduction in wind speed may also reduce power produced from wind farms, a Overall, the risk impact is assessed as low. Wind speed decrease may affect energy generation. Household impacts due to loss of power linked to high winds are currently having a big impact on many communities 2 Currently happens; may become less frequent but more severe with falling wind speeds but potentially more extreme events. Wind speeds are expected to decrease slightly so this is assessed as medium likelihood. 2 4 TBC Monitor risk Long term 5+ years Monitor and review N11 Nature Precipitation/stor ms Risks to from changing climatic conditions and extreme weather events: This risk comprises of how changes to the frequency and intensity of storms might impact upon terrestrial species. 2 Mid to late century. Storm projections are more uncertain than other projections, but overall they are likely to become more intense due to more energy in the system. The likelihood of storms impacting species on a widescale however is uncertain as some species are well sheltered form storms therefore a likely hood score of 2 is given. 2 4 Action needed Short 1 - 2 years Monitor and review N9 Nature All Risks and opportunities from climate change to landscape character This risks/opportunity takes into account how future changes to landscape character will occur from a range of natural responses to change climate including alterations to biodiversity, soils, geomorphology, hydrological processes, and coastal processes. Landscape character will also be modified by indirect effects of a changing climate, such as through land use change such as new cropping systems. There is little research specifically on this but given P & K’s link to tourism this is likely to be a relevant risk. This is discussed further in both cultural heritage and risks to tourism. Due to the importance of both tourism and agriculture to Perth and Kinross combined with the fact this may also bring opportunities this risk is classified as medium. 2 uncertain Highlight undertrain on the timing and specific drivers of change - however, the extent of projected change to the climate in Perth and Kinross makes some change inevitable. 2 4 Local Development Plan Needs better understanding Long term 5+ years Monitor and review BI5 Business and industry Temperature Risks to business from reduced employee productivity due to infrastructure disruption and higher temperatures in working environments Infrastructure disruption may make it harder for employees to get to the workplace if, for example, they rely on the train for their commute. This is likely to have a greater effect on employees who cannot work remotely such as construction or healthcare workers. These two sectors, amongst others, could also be affected by higher temperatures making work environments unsafe or difficult. Unsuitable building design in, for example, a hospital, could cause issues during heatwaves. Extreme high temperatures are likely to impact the health and wellbeing of employees, and their ability to commute to work. Whilst heat impacts are widely recognised in the context of labour productivity, there is limited evidence on future risks. Moreover, it is recognised that the impacts of heat vary widely across business sectors. This is a high impact risk as overall, though l the temperature rise in Perth and Kinross is not expected to be significant, most industries could be impacted by heat if extreme heatwaves were to occur. Many of Perth and Kinross's industries are based on outdoors - these workers are particularly exposed. Air conditioning is very low in Perth and Kinross meaning may buildings could overheat and impact productivity. The high score is mainly due to the widescale potential of this impact. With almost all businesses in Perth and Kinross being at risk in some way is a severe heat wave were to hit. 3 Late century Temperatures causing significant disruption to working conditions is unlikely in Perth and Kinross. 1 3 TBC Monitor risk Medium 3- 4 years Monitor and review Page 165 of 230
Page 166
HCB11 Health, Communities and the Built Environment Temperature Risks to health and social care delivery from higher temperatures Social Care Staff may be affected by higher summer temperatures. Buildings and equipment could also overheat. Due to the health impacts described in risk HCB8, more pressure may be placed on health care during heatwaves. Perth and Kinross's has both a lower baseline and lower projected summer temperature increases than other parts of the UK. So the impact to Perth and Kinross may be lower. However, if hospitals do overheat, patients being already ill are likely to be highly vulnerable to heat. Pressure from increased demand would mean if buildings or equipment did function this would have a serious impact during the heatwave and knock on impacts after as normal services catch up to demand. Therefore, the impact is high. 3 Mid to late century. P &K not likely to experience extreme temperature and temperatures of above 30 until later in the century. Health impacts can start to be seen from 25C, which projections show are unlikely to have a significant rise in occurances until closer to mid- centrury. 1 3 TBC More research needed Medium 3- 4 years Monitor and review HCB8 Health, Communities and the Built Environment Temperature Risks to health and wellbeing from high temperatures Higher summer temperatures and particularly heatwaves have an established link with premature deaths and illnesses. Heat related morbidity in the form of specific heat illness is also a problem. Heat Impact for PKC: Urban areas are more at risk due to the UHI effect, therefore, Perth the counties largest urban settlement which is likely to experience an UHI effect. This is exacerbated by certain vulnerabilities in different groups 3 Mid to late century. Perth and Kinross currently experiences temperatures lower then the UK average with heat not being a significant risk. Only later in the century under RCP 8.5 does the summer 1 3 TBC Monitor risk Medium 3- 4 years Monitor and review I16 Infrastructure Temperature Risks to infrastructure networks (water, energy, transport, ICT) cascading failures from higher temperatures High temperatures can cause a range of detrimental effects to infrastructure networks, and cause cascading failures which affect other interlinked networks. Cascading failures are by definition high impact as they affect multiple systems adversely, as the overall effect is amplified due to system interdependencies. 3 Expected to get more likely through the century Despite the projected increases in temperature it is unlikely that the temperature in Perth and Kinross will reach levels impacting the functioning of key infrastructure - and if it does during particular extreme periods this will be uncommon. 1 3 TBC No action needed Long term 5+ years Monitor and review I2 Infrastructure Temperature Risks to energy from high temperatures At a UK level, high temperatures can affect energy systems by (e.g.) reducing electricity generation from thermal generators and increasing the likelihood of faults on the electricity network. The projected temperature rise in Perth and Kinross is not expected to place excessive strain on the UK grid. However, there is a possibility of faults in other areas having knock-on effects. Disruption to energy supplies, in general, affects large numbers of people - for this reason, the risk is assessed as high. 3 Becomes more likely at higher temperatures, likely to be later in the century. The projected temperature rise in Perth and Kinross is not expected to significantly increase the likelihood of disruption to energy networks. 1 3 TBC Monitor risk Medium 3- 4 years Monitor and review I20 Infrastructure Precipitation Risks to public water supplies from reduced water availability Climate change is expected to result in areas of the UK being in water deficit. However, Scotland is expected to remain in supply- demand surplus over the next century. Therefore, this risk is not expected to affect the Perth and Kinross area to a significant extent. However, there is still the possibility of localised water stress during dry periods. An increase in frequency or intensity of extreme climate events can have a detrimental impact on water quality and supply by (for example) damaging wastewater treatment works. Disruption to water and wastewater services is highly disruptive. It affects everyone including vulnerable groups. The negative impacts associated with disruption to water supplies are wide-ranging and severe - this is a key driver for the UK water industry's focus on resilience. The financial impacts can be significant both to individuals and organisations, and large numbers of people may be affected significantly. The risk is assessed as high. 3 Expected to get more likely through the century The probability is low as water scarcity should not be an issue in Scotland. 1 3 Monitor risk Medium 3- 4 years Monitor and review I3 Infrastructure Temperature Risk to energy from low temperatures The effect of low temperatures is generally related to coincident weather such as rain, sleet, and snow, which can increase the likelihood of faults. The overall impact of climate change on energy systems is unclear. Low temperatures drive energy demand for winter heating. Winters are expected to get warmer throughout the century. However, events such as more intense winter storms are expected to become more likely. Disruption to energy supplies, in general, affects large numbers of people - for this reason, the risk is assessed as high. 3 Currently happening, may become less frequent but more severe with rising temperatures but more extreme events. Temperatures are expected to increase so this is assessed as medium likelihood 1 3 TBC Monitor risk Medium 3- 4 years Monitor and review Page 166 of 230
Page 167
BI4 Business and industry Precipitation Risks to businesses from water scarcity Businesses use water for many purposes, from cooling and heating, to washing products, dissolving chemicals and as a direct input to products. Moreover, they also use water indirectly through their employees, who use it for drinking, washing and sanitary purposes. As a result, water scarcity has many negative impacts on businesses. It can disrupt business continuity, especially in very water intensive sectors such as food and beverages. If not well managed, risk of water shortage is projected to become material in investment and employment for water- intense sectors. Another impact of water scarcity, especially when combined with increasing hot temperatures and droughts, is the impact it has on people, who might not be able to come to work, or have a reduced demand for certain services and products – which ultimately has a negative impact on business productivity Due to the reliance of some of the large industries such as fruit productions and whiskey production on water. If this was to occur, this would cost businesses millions in direct loss. This may have other impacts down the line, e.g. loss of contracts. 2 Mid century Perth and Kinross is not expected to be affected significantly by water scarcity according to SEPA projections. However, data on direct water abstraction by businesses in Scotland is not available, and it is possible that certain businesses with high water needs such as whisky distilleries may be affected. However, some businesses which are more rural and rely on private water supplies may be impacted. This is less than 10% of the population and so this likelihood is low. 1 2 External - Scottish Water Monitor risk Short 1 - 2 years Monitor and review BI6 Business and industry Sea level Risks to business locations and infrastructure from coastal change Perth and Kinross has a limited coastal region but coastal change may have an outsize impact on businesses situated on or near the coast. Cascading effects such as the effect of coastal erosion on infrastructure may also be significant. A very small proportion of business are likely to be impacted by costal change due to the lack of coastline in Perth and Kinross. However, there are businesses within the large Tay estuary, such as businesses in and around Perth Harbour that are within projected coastal and surface flooding extents. 2 Late century Perth and Kinross has a small coastal area so this is a low probability risk. 1 2 TBC No action needed Long term 5+ years Monitor and review HCB16 Health, Communities and the Built Environment Precipitation Risks to health and social care delivery from flooding Flooding may affect critical care services such as A&E departments. It may also affect social care services such as home visits and care homes by affecting transport infrastructure. Furthermore, in times of flooding, demand on these services may be higher. There are no hospitals located within any of the flooding extent maps (surface water, river, and coastal). We do not currently have access to data on other healthcare facilities such as GP surgeries and outpatient centres. The financial impact of disruption to health and social care could be very high; for example, disruption to hospitals may require patients with complex needs being moved. Furthermore, disruption to health services may have severe impacts on those who need it most (recipients of critical or social care). As a result, the risk impact is assessed as medium 2 Flooding currently affects Perth and Kinross; it is difficult to specifically apply timescales to flooding affecting health services but it is thought to be more likely later in the century. Hospitals are not within the projected flood extents. We do not have data related to social care delivery; this uncertainty factor means the overall likelihood is assessed as medium. 1 2 TBC Monitor risk Medium 3- 4 years Engage with HSCP and NHS-Tayside to better understand risks HCB17 Health, Communities and the Built Environment Temperature Risks to prison services from high temperatures Heat related illness for inmates and staff, need to move prisoners if temperatures in some areas of the prisons become too high. Only one prison in the Perth and Kinross area. Only 2 prisons. so not a widespread risk when taking in to account the overall population of Perth and Kinross - usually older buildings remain cooler. It is uncertain how likely this is to overheat. This was given a score of medium but more work is needed to understand this risk. 2 Mid to late century. Perth and Kinross currently experiences temperatures lower then the UK average with heat not being a significant risk. Only later in the century under RCP 8.5 does the summer temperatures begin to rise significantly - around 4 degrees. Before then and under lower scenarios the summer rise is projected to be below 2 degrees on average. Heatwaves are expected to increase though again this will rarely reach above 30degrees and will be less severe than other parts of the UK 1 2 TBC More research needed Medium 3- 4 years Monitor and review Page 167 of 230
Page 168
HCB7 Health, Communities and the Built Environment Temperature Risks to education from high temperatures Schools closure, risk of heat related illness to children or vulnerable adults (vulnerable to heat) or staff. Reduction in learning/cognitive performance. Building design of schools is key determinant of heat risks. Some naturally ventilated modern schools often have more problems with increased risk of overheating. Classrooms most at risk are south- facing and those with top-floor classrooms. People need to actually go outside more to feel these benefits, many factors influence this so the impact purely from climate change may not be high. Equally some summer days may be come to hot to encourage exercise. Children and adults with learning difficulties are highly vulnerable to heat and so if schools have overheating problems this could have serious impacts on their health, school closures have knock on economic impacts. Both loss of learning hours and parents needing to take time off work. However this is likely to be concentrated in schools with buildings likely to overheat and not widespread across Perth and Kinross. Due to only a smaller % of the population being impacted but those being some of the most vulnerable a impact core of 2 was given. 2 Mid to late century. Though Perth and Kinross's summer temperatures will increase they are not projected to be as high as other parts of the UK. However, some schools may be located in poorly designed buildings which will make this risk more likely. Additionally, schools are not open during 6 weeks of the warmest periods of the year. 1 2 TBC More research needed Medium 3- 4 years Monitor and review HCB12 Health, Communities and the Built Environment Temperature Risks from summer household energy demand Summer cooling Currently, the use of mechanical air conditioning in residential buildings is very low, although it is increasingly common in non- domestic buildings (offices and retail premises). Though an increases in cooling days are projected for the UK this is smaller for Scotland and negligible at +2 degrees scenario. Perth and Kinross's has both a lower baseline and lower projected summer temperature increases than other parts of the UK. Meaning, that air conditioning is less likely to be installed and so the impact on summer energy is not likely to be high and should impact less than 10% of the population. However, if it did occur, it could hamper the areas low carbon transition plans. 1 Late century Perth and Kinross not likely to experience extreme temperature and temperatures of above 30 until later in the century. Areas of London currently experience high temperatures above 30 in heatwaves, however air conditioning is not widespread there and so even by the end of the century it is unlikely that many people implement air conditioning in Perth and Kinross. 1 1 TBC Monitor risk Long term 5+ years Monitor and review Page 168 of 230
Page 169
Risk code Category Climate factor Risk Risk description Impact rationale Impact Score (1 Low - 3 High) Timescale Likelihood Rationale likelihood Score (1 Low - 3 High) Combined Score Action category Risk Owner Related CCAP actions to address risk Comment PKC6 Risk Precipitation Risks to housing and housing provision from flooding Climate change is expected to increase the number of houses affected by flooding as well as influence areas future houses can be built. The risk is assessed as high as the damage caused to housing may be very expensive, and the effect on people is very severe. 3 Currently happening, expected to increase through the century Flooding already affects Perth and Kinross and is expected to become more frequent/severe. 3 9 Action needed Housing & Flooding R21, R23, R24 Will be partially addressed by delivery of wider P&K flooding projects Housing team doing some property flood resilience work - very limited funds - applying resourcing PKC16 - New Risk All Budget and service pressure due to climate induced food inflation Climate induced food inflation in the UK is currently projected at between 25% (1.5C) to 34% (2C) in real terms by 2050, with spikes expected in specific food groups following climatic events. This is expected to impact on service budgets, especially Education and HSCP. This will also lead to service impacts due to food insecurity, food poverty and a potential reduction in nutrition of lower income groups. The impact will be medium to high - 25% of the school meals contract would be an annual increase of £1-2M in real terms by 2050 2 now to mid century It is a high likelihood that at least 25% inflation is already locked in due to emissions rises already occurred 3 6 Research need TBC Action to be developed in Year 5 (2026) linked with Good Food Nation work PKC2 Risk Precipitation Risks to active travel from flooding Active travel routes such as cycle paths can be damaged or made impassable due to flooding. The overall impact is assessed as medium as this may impact many people in a low- level way. There will also be a financial cost associated with repair and maintenance. 2 Currently happening, expected to increase through the century Flooding already affects Perth and Kinross and is expected to become more frequent/severe. 3 6 Monitor risk Duplicate with P&K risks PKC5 Risk Precipitation Risks to Perth and Kinross own estates from flooding Flooding can damage council estates and pose a risk to users, as well as require costly repair and maintenance. The risk is assessed as medium as the financial cost may be in the £1-10m range for costly repairs and it may affect a large number of people. 2 Currently happening, expected to increase through the century Flooding already affects Perth and Kinross and is expected to become more frequent/severe. 3 6 Monitor risk Flooding (Rick Haynes) & Property (Grant Key) R21, R23, R24 PKC7 Risk Precipitation Risks to council maintained community spaces from flooding Flooding can damage community spaces and pose a risk to users, as well as require costly repair and maintenance. The risk is assessed as medium as the financial cost may be in the £1-10m range for costly repairs and it may affect a large number of people. 2 Currently happening, expected to increase through the century Flooding already affects Perth and Kinross and is expected to become more frequent/severe. 3 6 Monitor risk Flooding (Rick Haynes) & Property (Grant Key) R21, R23, R24 Will be partially addressed by delivery of wider P&K flooding projects PKC8 Risk Precipitation Risks to leisure facilities from flooding Leisure facilities such as swimming pools may be closed due to flooding damage either directly to the facility or due to infrastructure they depend on such as water and drainage. The risk is assessed as medium as the financial cost may be in the £1-10m range for costly repairs and it may affect a large number of people. 2 Currently happening, expected to increase through the century Flooding already affects Perth and Kinross and is expected to become more frequent/severe. 3 6 Monitor risk Flooding (Rick Haynes) & Greenspace (Andy Clegg) Duplicate with P&K I15 PKC Operational Risks Page 169 of 230
Page 170
PKC1 Risk All Risks to council's key supply chains Climate change causing both extreme events or long term change can have significant impacts on goods which the council relies upon from around the world. The impact is highly dependent on where the good come from, what the supply is like from elsewhere in the world and weather there is an alternative option - there is much uncertainty in the scoring and it would very depending on the good , scarcity and importance to the council - due to this difficulty it is score medium. More research is needed. 2 now (if a specific disaster struck) to late century Supply chain risks are likely to occur due to projected climate change and globalisation - however, likelihood needs to be scored on individual goods taking into account the country of origin to have good levels of confidence. Which is beyond the scope of this work. 2 4 research need Procurement Duplicate with P&K I15 PKC10 Risk Temperature Risks to council maintained community spaces from higher temperatures Higher temperatures may cause problems for vegetation, new species may be needed, more water needed for maintenance. Requiring both more human resource and financial resources. Spaces might need to be more shaded for warmer summer, risk not being used or needing financial capital to redesign some spaces. Longer term council may need to invest in adapting outdoor spaces i.e. putting shading or additional vegetation. Maintenance schedules may need to change, e.g. more watering of plants etc. This cost is likely to be spread over several years if not decades and so would not exceed 10million in a short space of time - but the council owned green space is large in volume, therefore this risk is given an impact score of medium. 2 mid to late century Heatwaves later in the century could cause problems though more likely under a higher RCP. If combined with very dry summers drought may occur cause maintenance problems for vegetation in these areas. 1 2 Monitor risk Greenspace (Andy Clegg) Consideration of changing climate starting to be embedded in species selection and landscape design PKC12 Risk Temperature Risks to Perth and Kinross own estates from higher temperatures High temperatures causing's overheating, closures of buildings and malfunction of buildings or installation of air conditioning at high economic and energy costs. If multiple buildings need to be closed this could cause significant impacts for Perth and Kinross, however, if current patterns of working at home are maintained this impact might be reduced somewhat. Due to the fact many people work at home so the impact is less felt then in the past, yet some key equipment such as ICT systems would be at risk. Moreover, it is unlikely air conditioning would be installed in a large-scale so financial cost would be reduced. if overheating this risk is medium. 2 late century Higher temperatures will occur, particularly toward the end o the century under a higher RCP, though these will still be below the UK average. This is highly dependent on the type of building, the buildings characteristics, its use and its ventilation 1 2 Monitor risk Property (Grant Key) Page 170 of 230
Page 171
PKC13 Risk Temperature Risks to housing and housing provision from high temperatures The current and future social housing stock may be at risk of overheating due to not being designed for future summer extreme temperatures in the UK. The impact of this can cause discomfort for residents and increase there exposure to heat. This is particularly problematic for social housing residents are there more likely to be vulnerable to heat. Social housing provider may need to install fans or AC in some extreme cases increasing costs, this also puts a summer financial strain on residents who may already be in energy poverty. The current and future social housing stock may be at risk of overheating due to not being designed for future summer extreme temperatures in the UK. The impact of this can cause discomfort for residents and increase there exposure to heat. This is particularly problematic for social housing residents are there more likely to be vulnerable to heat. Social housing provider may need to install fans or AC in some extreme cases increasing costs, this also puts a summer financial strain on residents 2 late century Higher temperatures will occur, particularly toward the end o the century under a higher RCP, though these will still be below the UK average. This is highly dependent on the type of home, its built characteristics, its use and its ventilation and the residents and their vulnerability. 1 2 Monitor risk Housing (Nicola Lennon) PKC14 Risk Temperature Risks to road infrastructure from higher temperatures Road melt - Asphalt road surfaces begin to melt and suffer from rutting and melting at surface temperatures above 50 °C. The relationship between road temperature and air temperature is complex, and depends on incoming radiation, windspeed and surface properties, but it is not uncommon for road surface temperatures to exceed 50 °C when air temperature exceeds 25 °C (Chapman, 2015). Damage to roads during extreme heat would be costly however the cost per heatwave is unlikely to be above 10millsion - so this risk is scored as Medium. 2 late century Temperatures likely to melt roads are unlikely to regularly occur until later in the century. 1 2 Moniter risk Duplication with I7 PKC15 Risk Temperature Risks for Perth and Kinross staff from higher temperatures Indoor office staff: Risk of overheating in buildings, staff being uncomfortable and less productive on offices where there is no air conditioning installed. Or higher energy costs during the summer months for the council. Working from home: Risks to health of staff who are working in homes that might overheat during the summer months. Risks to their health and wellbeing and productivity at work. Staff working outdoors: Those who regularly work outdoors will be at increased risk of heat stroke or other heat related illness during the summer especially during extreme heat events. This might include, people working in waste collection The impact is likely to be highest on those most vulnerable and exposed - over age of 65 and outdoor workers, as this is not likely to make up a significant percentage of PKC's workforce this impact is scored as low. 1 late century Higher temperatures will occur, particularly toward the end o the century under a higher RCP, though these will still be below the UK average. This is highly dependent on individuals roles and vulnerability to heat. 1 1 Monitor risk Property (Grant Key) Page 171 of 230
Page 172
Risk code Sector Risk or opportunity Climate factor Opportunity Opportunity description Potential Benefit High level next steps HCBO1 Health, Communities and the Built Environment Opportunity Temperature OpportuniƟes from winter household energy demand Warmer winters: Excess winter mortality is prominent in the UK, model's estimate that milder winters will decrease this health burden, thought will remain significant. Many people in Perth and Kinross area live in fuel poverty which exacerbates this problem, and this is currently a significancy health risk for the whole of the UK. Medium More research could be undertaken to calculate the potential savings for this HCBO2 Health, Communities and the Built Environment Opportunity Temperature Opportunities for health and wellbeing from warmer winters Warmer winters: There are potential physical and mental health benefits of being able to spend more time and exercise outdoors. There is an established correlation between improved mental health and increased access to nature, blue and green spaces. Moreover, increased activity levels have a number of physical benefits. Finally, increased time outdoors may increase Vitamin D exposure which is important for bone health and the immune system. There is little evidence for Scotland specifically. Increased active travel in the winter due to warmer weather - this may be hindered by wetter weather however. Low Continue to promote Perth and Kinross on the go and other outdoor activity to increase levels of activity. HCBO3 Health, Communities and the Built Environment Opportunity Temperature OpportuniƟes for health and wellbeing from warmer summers Warmer summers: There are potential physical and mental health benefits of being able to spend more time and exercise outdoors. There is an established correlation between improved mental health and increased access to nature, blue and green spaces. Moreover, increased activity levels have a number of physical benefits. Finally, increased time outdoors may increase Vitamin D exposure which is important for bone health and the immune system. There is little evidence for Scotland specifically. Low Continue to promote Perth and Kinross on the go and other outdoor activity to increase levels of activity. IO1 Infrastructure Opportunity Precipitation Increased rain, increased opportunity to harness water flow for energy An increase in rain in certain periods e.g., winter, may lead to higher river flows and loch levels, which could provide an opportunity for energy generators such as hydroelectric installations. Low Data would have to be analysed to see if and how much of an actual benefit this could be. This benefit may be off set by less rainfall in the summer. NO1 Nature Opportunity All Opportunities from new species in terrestrial habitats colonisations. Climate change such as warmer temperature or changed to precipitation meaning new species which could be beneficial for biodiversity are able to establish themselves in new areas. Low Collaborate with organisations researching these impacts. E.g. James Hutton Institute. NO2 Nature Opportunity All Opportunities to freshwater species and habitats from new species colonisations Opportunities to freshwater habitats from new species colonisations can include enhanced biodiversity, which supports a range of ecosystem services, particularly cultural ones such as recreation (including angling, and enjoyment of wildlife). However, the opportunities from climate change are assessed as low for Scotland, both currently and in the future, as there is low evidence to date, and climate change is likely to a play smaller part in the benefits of colonisation compared to other factors. Many of the opportunities for freshwater species and habitats do not come directly from climate change, but from human activities and trade, thus they have a low magnitude score and sustaining current action is recommended. Low Collaborate with organisations undertaking research in this field to better understand the opportunities. PK O1 Perth and Kinross Council Opportunity Temperature Opportunities for road maintenance from warmer winters Less need for gritting during freezing weather saving on council resources. Due to rise in both the average and minimum winter temperatures expected under all scenarios, some reduction in gridding regimes required is likely to occur. Medium/ Low More research could be undertaken to calculate the potential savings for this PKC02 Perth and Kinross Council Opportunity Temperature Opportunities for active travel from increased temperature Warmer drier summers may encourage more active travel. Increase in active travel will help Perth and Kinross lower GHG emissions Medium/ Low Continue to promote Perth and Kinross on the go to increase levels of activity. Climate Opportunity Register Page 172 of 230
Page 173
PKCO3 Perth and Kinross Council Opportunity Temperature and precipitation Opportunities for low carbon energy Warmer temperature and increased winter precipitation may open opportunities for renewable energy to help reduce the councils carbon emissions and met their targets. Medium/ Low Data would have to be analysed to see if and how much of an actual benefit this could be. This benefit may be off set by less rainfall in the summer. BI1 Business and industry Opportunity Multiple climate variables Opportunities for business from changes in demand for goods and services As the climate changes, there is likely to be a change in goods and services required. An example of this is the market for air conditioning, which is expected to grow in the UK as summers are warmer. Another example may be the demand for solar panels. Finally, a change in climate may change the tourist market, if certain destinations become more attractive at certain times. These areas could provide opportunities for businesses in Perth and Kinross. Hotter drier summers will decrease the summer midge. IMPACT: Increasing hot temperatures will impact the demand for certain goods and services, therefore negatively affecting these businesses. OPPORTUNITIES: Whilst some products and services will be negatively affected, there is also great opportunity for many businesses to gain an advantage if they can anticipate the changing markets. Sectors relevant to PKC such as agriculture, forestry, tourism and constructions have particularly good opportunities for growth. Medium/Low Work with the business community to better understand how this coudl be an opportunity of the region Page 173 of 230
Page 174
Score Impact Likelihood 1 Low impact risks would include: Financial impact •Cost esƟmated at under 1 million. Number of people impacted. •Less than 10% of the populaƟon of PKC impacted. Health impact •Low impact would mean some inconvenience to people. Some minor health impacts for a smaller proportion of the population. Environmental impact Only small environmental impact – no significant damage, or small geographic area impacted Low likelihood refers to a situation where the risk is unlikely to occur either due to specific characteristics of Perth and Kinross Or the change in climate required to make the risk occur is an extreme case and only viable later in the century. 2 Medium impact risks would include: Financial impact •Cost esƟmated of over 1 million and up to 10million. Number of people impacted. •More than 10% and less than 50% of the populaƟon of PKC impacted. Health impact •Medium impact would mean significant inconvenience to people. Some major health impacts for a smaller proportion of the population. Or minor health impacts to a large proportion of the population. Environmental impact Only small environmental impact – some environmental damage, but a medium or multiple geographic area impacted Medium likelihood, climate change required for the risk is likely to occur below RCP 8.5. There are some vulnerabilities inherent in Perth and Kinross that makes the risk more likely to happen Page 174 of 230
Page 175
3 High impact risks would include: Financial impact •Cost esƟmated of over 10million. Number of people impacted. •50% or more of the populaƟon of PKC impacted. Health impact •High impact would mean significant inconvenience to many people. Major health impacts to a significant amount of those impacted and or some mortality. Environmental impact largescale environmental impact – significant environmental damage, Only a small amount of climate change is needed for the risk to occur. Or risk is already happening and will be enhanced by climate change. Specific characteristics make Perth and Kinross particularly prone to the risk occurring. Combine d Score Impact score x likelihood score Final score - categoris ation 1-2 = low 3-5 medium 5+ high 1 2 3 1 2 3 Page 175 of 230
Page 176
Column Description Risk code Number assigned and used in the technical report for easy cross-reference Sector Which sector the risk belongs too, sectors correspond to chapters in the technical report. Risk or opportunity Denotes which are risks and which are opportunities for easy filtering Climate factor Climate change factors/hazards which drive the risk Risk/Opportunity Name Risk/Opportunity description Short description Impact rationale A short justification around why the impact score was given Impact Score (1 Low - 3 High) impact score Timescale A rough indication of when in the century the risk is likely to begin to occur. Likelihood Rationale A short justification around why the Likelihood score was given Likelihood Score (1 Low - 3 High) Likelihood score Combined Score Impact x Likelihood score = overall score Action category each risk has been categorised to show how urgent the action is needed. Review cycle A rough guide to when these risks need reviewing High level next step suggestions High level suggestions on what actions could take place. Page 176 of 230
Page 177
DRAFT Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth & Kinross Council Date of Meeting: 25 February 2026 Report Title: ALEO’s Review (Strategic Alliance Terms of Reference) Report Number: 26/50 Report Author: Charlene Guild, Strategic Lead (Projects & Programmes) Organisational Lead: Thomas Glen, Chief Executive ___________________________________________________________________ 1. Purpose 1.1 This report seeks Council approval of the Strategic Alliance Terms of Reference (ToR) which has been developed in response to an action requested at full Council on 29 October 2025 (Report 25/279). Recommended by the ‘Option Appraisal for Arms’ Length External Organisations in Perth and Kinross September 2025’ Report, the Terms of Reference document (Appendix 1) establishes a formal partnership framework between Perth & Kinross Council (PKC) and its Arm’s Length External Organisations (ALEOs): Culture Perth & Kinross, Live Active Leisure, and Perth Theatre and Concert Hall. 1.2 It is intended for the Terms of Reference to provide a structured mechanism for strategic collaboration, evidence based decision making, and coordinated planning across ALEOs to support sustainable, high quality leisure, culture, and performing arts services for the people of Perth & Kinross based decision making, and coordinated planning across ALEOs to support sustainable, highquality leisure, culture, and performing arts services for the people of Perth & Kinross based decision making, and coordinated planning across ALEOs to support sustainable, high quality leisure, culture, and performing arts services for the people of Perth & Kinross-making, and coordinated planning across ALEOs to support sustainable, high 1.3 Approval of the Terms of Reference will allow the Strategic Alliance to commence joint planning from April 2026 and begin implementing the sustainability and efficiency recommendations identified in the Options Appraisal Report. 7 Page 177 of 230
Page 178
DRAFT 1.4 Sections 1. Purpose 2. Recommendations 3. Background and Context 4. Review Recommendations 2025 5. Terms of the Strategic Alliance 6. Conclusion 7. Impact Value Assessment 8. Appendices 2. Recommendations It is recommended that Council: 2.1 Approve the Strategic Alliance Terms of Reference as set out in Appendix 1 to enable the implementation of the Strategic Alliance model. 2.2 Agree that the Terms of Reference be adopted by all participating parties and form the basis of collaborative joint working from 1 April 2026. 2.3 Note that the Terms of Reference document will be reviewed every three years or earlier if required in line with the provisions to be set out within the Memorandum of Understanding (MoU) document and that annual progress reports will come to full council in October each year. 3. Background and Context 3.1 ALEOs remain a well-established feature of public service delivery in Scotland, with over 130 different bodies operating nationally and collectively across thirty-two local authorities and managing more than £1.3 billion in annual expenditure. These organisations are often structured as companies, charities, or trusts and are commonly used to deliver services in areas such as leisure, culture, social care, and economic development. While ALEOs offer flexibility, potential cost savings, and access to tax reliefs, they can also present governance challenges, particularly around accountability, transparency, and conflicts of interest. 3.2 However, over the past decade, the operating environment for ALEO’s has become increasingly more challenging. With the introduction of many new low cost private and online providers, there is more competition locally and nationally. In addition, people’s needs and expectations are changing and investment is constantly required for our venues to remain competitive, attractive, and safe. Coupled with the impact of the pandemic, increased costs of living and inflationary costs as well as the challenging financial situation of local authorities, there were many drivers for a review that considered the future sustainability of current levels of services and models of ALEO’s across Perth and Kinross. Page 178 of 230
Page 179
DRAFT 3.3 To oversee this work, an ALEO Review Working Group of senior Officers from PKC and ALEO Chief Executives was established in September 2024. The group was set up with the aim of producing an options appraisal report for full Council which detailed the financial and governance implications of different structural models. The group met on a six weekly basis to agree the options to be reviewed, the wider scope for the exercise and a tender process was carried out in early 2025. 3.4 The review was undertaken by external consultants, EKOS, Integratis and Creative Services Scotland. Each organisation has specific experience in the leisure, culture and performing arts sectors as well as a history of carrying out similar reviews across Scotland. Work began in April 2025 carrying out background research, financial modelling as well as engagement with employees and Board Members. A final workshop was held with the ALEO Review Working Group and other relevant officers to agree the draft Options Appraisal Review report in August 2025. 3.5 In October 2025, a full and detailed Options Appraisal Review Report of ALEO’s across Perth and Kinross was presented to full Council. The report recommended that no structural change was pursued due to implications in terms of costs, investment and disruption. There were, however, some recommendations for future sustainability of the current model. 4. Review Recommendation 2025 4.1 The main recommendation within the report was the establishment of a Strategic Alliance between Perth and Kinross Council (PKC), Culture Perth and Kinross (CPK), Perth Theatre and Concert Hall (PTCH), and Live Active Leisure (LAL). With the aim of providing a formal framework for collaborative working to deliver ALEO services across the area, this would require buy-in from all of the organisations and their Boards. Full Council instructed officers to develop a Terms of Reference for the Strategic Alliance to be returned to full Council for approval in early 2026. 4.2 The Strategic Alliance will provide a structured way for PKC and its ALEO’s to plan together, share resources, improve financial sustainability and coordinate service delivery without altering the existing ALEO structures. 4.3 In addition there was a further recommendation for additional Operational Measures and workstreams including: Income Growth: Exploring potential for income growth in all three ALEOs, particularly in LAL and PTCH, through pricing models, prioritisation of revenue-generating services, and fundraising efforts. Property Rationalisation: Considering property rationalisation as part of the move towards more integrated community facilities, particularly for the library estate and parts of the leisure estate. Workforce Planning: Undertaking detailed workforce planning to identify efficiencies in staffing structures. Page 179 of 230
Page 180
DRAFT Other Efficiency Measures: Exploring greater collaboration across the three ALEOs for efficiencies in areas like procurement and purchasing, with a specific suggestion for establishing an agency agreement with PKC for utility payments to reduce irrecoverable VAT. 4.4 It is expected that the Strategic Alliance consider these additional recommendations once up and running. 4.5 In addition to Council’s request for the Strategic Alliance Terms of Reference, there was also a further action to be undertaken. This was to consider the financial and governance costs and implications of bringing the current library services within Culture PK back into the Council. This review is currently included within the ongoing Libraries Review which will report into full Council on 17 June 2026 with a range of options considered and recommendations for moving forward. 5. Terms of the Strategic Alliance 5.1 The Strategic Alliance aims to improve physical and mental wellbeing, contribute positively to the local economy and support communities to be more resilient, sustainable and socially connected. The Alliance will also support and contribute to the joint Community Partnership Plan and to our corporate vision of ‘a Perth and Kinross where everyone can live life well, free from poverty and inequality’. 5.2 The Terms of Reference sets out the key principles, aims and remit of the Alliance and is intended to create a formalised framework to support strategic alignment, collaborative planning and strengthened partnership between the four organisations. Initial key objectives have been set out as follows: Implement the October 2025 Options Appraisal Review recommendations. Align strategic priorities and commissioning intentions to maximise public value and community outcomes. Foster innovation across all organisations and create joint initiatives for efficiency savings, income growth, and improved service quality. Support robust and joint resource planning, management, and workforce development. Promote joint activities between ALEO’s as well as achievements locally and nationally to attract investment and enhance service delivery. Support and promote the long-term sustainability of ALEO’s across Perth and Kinross. 5.3 Realising these objectives will require commitment and ‘buy in’ from all of the organisations and their Boards. Further to the Terms of Reference, it is proposed that the Strategic Alliance develop a Memorandum of Understanding (MoU) signed by the Chief Executives and Chairs of each organisation and senior PKC officers, which sets out the practicalities of meetings, confirms shared intent, commitment and accountability for achievement of the objectives. Page 180 of 230
Page 181
DRAFT 5.4 Elected Members will continue to play an active and ongoing role in the work of the Strategic Alliance. Progress, key development and any requests for directions or decisions will be reported annually to Committee as part of the formal governance arrangement. In addition, an annual informal engagement session will be held to provide Members with the opportunity to explore the work of the Strategic Alliance in greater depth, including emerging challenges, achievements, areas where activity has not been taken forward and future priorities. Relevant updates on the Strategic Alliance’s progress will also be reflected within the routine reporting provided by individual ALEO’s, ensuring Members receive a comprehensive view of the outcomes and impacts delivered through collaborative working. 6. Conclusion 6.1 The Strategic Alliance Terms of Reference provides a clear, structured and sustainable framework for partnership working between PKC and its ALEOs. It sets out clear aims and principles and focussed objectives to be delivered. Formal approval will ensure collaborative, strategically aligned delivery of culture, leisure and theatre services, consistent with the findings of the Options Appraisal Review and the Council’s wider transformation agenda. 6.2 A Memorandum of Understanding will be agreed and monitored by all parties to set out practical arrangements for meetings, responsibilities and shared decision making. Reporting to Committee will be carried out on an annual basis with individual exceptions agreed by the Alliance. 7. Impact and Value Assessment Impact and Value Assessment 8. Appendices Appendix 1 - Strategic Alliance Terms of Reference Page 181 of 230
Page 182
Page 182 of 230
Page 183
Appendix 1 Strategic Alliance – PKC & ALEOs Terms of Reference – January 2026 Context and Purpose This Strategic Alliance is established between Perth & Kinross Council (PKC) and the ALEOs: Culture Perth & Kinross (CPK), Live Active Leisure (LAL), and Perth Theatre and Concert Hall (PTCH). It implements the recommendations of the October 2025 Options Appraisal Review and provides a framework for collaborative working to enhance the sustainability, efficiency, and impact of ALEO services across Perth & Kinross. The Alliance aims to improve physical and mental wellbeing, contribute positively to the local economy and support communities to be more resilient, sustainable and socially connected. The Alliance will also contribute to the Community Plan and Council’s corporate vision of ‘a Perth and Kinross where everyone can live life well, free from poverty and inequality’. Principles Each ALEO Board retains full governance and operational autonomy in line with its charitable status. Each of the partners are committed to a collaborative approach with a focus on improving the efficiency, effectiveness and outcomes of leisure and culture activities across Perth & Kinross. Actions taken by the Strategic Alliance are evidence-based and outcome-focused. All activities must comply with statutory responsibilities and legal obligations, including data protection and charitable status. Objectives The aims of the Strategic Alliance are to: Implement the October 2025 Options Appraisal Review recommendations. Align strategic priorities and commissioning intentions to maximise public value and community outcomes. 7 Page 183 of 230
Page 184
Foster innovation across all organisations and create joint initiatives for efficiency savings, income growth, commercialisation and improved service quality. Support robust and joint resource planning, management, and workforce development. Promote joint activities between ALEO’s as well as achievements locally and nationally to attract investment and enhance service delivery. Support and promote the long term sustainability of ALEO’s across Perth and Kinross. Scope and Remit The Strategic Alliance will: Provide a structured forum for strategic collaboration, enabling joint planning and delivery where this adds value. Identify and progress opportunities for shared services, joint procurement, and aligned investment. Monitor and report on achievement of agreed outcomes, including efficiency gains, service improvements, and community impact. Explore opportunities for realignment of resources and funding to maximize collective impact. Ensure ALEO Boards and Elected Members are kept informed of progress and strategic risks/opportunities. Governance and Accountability The arrangement will be formalised through a Memorandum of Understanding (MoU) signed by the Chief Executive of PKC and each ALEO. The MoU will respect the individual governance requirements of each organisation, reflect the objectives, scope, and remit as agreed here. The MoU will also set out the terms of membership, meeting frequency, reporting arrangements, and provision for review. Page 184 of 230
Page 185
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: 25 February 2026 Report Title: Update on Perth and Kinross Projects Under Tay Cities Region Deal Programme - Update on Local Growth Fund and Regional Economic Partnership Arrangements Report Number: 26/51 Report Author: Steve MacDonald, Economic Development Manager – Business, Place and Investment Organisational Lead: Serge Merone, Strategic Lead – Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to give an update on the process of Reshaping the Tay Cities Deal (TCD), including the status of existing projects and possible new projects. The report also seeks to position Perth and Kinross Council in relation to forthcoming regional investment decisions associated with the Local Growth Fund, announced by the UK Government in January 2026 and evolving Regional Economic Partnership arrangements. 1.2 Sections 1. Purpose 2. Recommendations 3. Main Issues 4. Proposals 5. Conclusion 6. Impact Value Assessment 7. Appendices 8 Page 185 of 230
Page 186
2. Recommendations It is recommended that the Council: 2.1 consider and comment on the contents of the report including the scale of funding opportunities from Tay Cities Deal Programme Strand 2 and Local Growth Fund. 2.2 agree that Council priorities are clearly articulated and promoted through the Tay Cities Regional Economic Partnership in relation to Strand 2 projects, taking into account Tay Cities Deal and Local Growth Fund criteria. 2.3 agree that the Leader of the Council and the Chief Executive engage with Tay Cities partners and other local authorities to understand and assess the implications of emerging Scottish and UK Government approaches to Regional Economic Partnerships for local authorities, the Tay Cities Regional Economic Partnership and Perth and Kinross Council. 2.4 agree that Strategic Lead – Economy, Development and Planning provide a further update on projects at a future meeting. 3. Main Issues Tay Cities Regional Deal Programme 3.1 This report presents the Perth and Kinross Tay Cities Deal projects which we are required to appraise under the ‘Reshaping the Tay Cities Deal Programme’. This was considered by the Council on 7 May 2025 (Report 25/111) and on 10 September 2025 (Report 25/223). 3.2 The Tay Cities Region Deal Joint Committee has agreed an approach to reshape the Tay Cities Programme at this halfway stage. This involves an assessment of all projects currently in development within each local authority area. This means confirming with project owners whether the projects continue unchanged (Strand 1A), projects continue with agreed changes (Strand 1B) and new projects replacing decommitted funding (Strand 2). 3.3 A new refreshed programme will be agreed with partners and governments between June and September 2026 for the last four years of the programme. The process and the agreed timetable are outlined in more detail in Appendix 1 of this report. 3.4 Officers have engaged with partners and project owners for the projects being proposed in Perth and Kinross over the past months to assess the viability of projects (Strand 1A and Strand 1B) to allow this to be fed into the overall review of the programme. 3.5 All existing Strand 1A and Strand 1B projects have now been assessed by the Tay Cities groups and actions and milestones have been identified. Page 186 of 230
Page 187
3.6 A summary of the current position of the Strand 1A and Strand 1B projects after assessment is given below. PROGRAMME/PROJECT FUNDING (000’s) STRAND 1A & 1B (by 28 February 26) Funding reallocated to STRAND 2 Perth Bus and Rail Station (PKC) 15,000 Y Low Carbon Transport Active Travel Hub (Phase 2) (PKC) 1,265 Y Regional Skills Programme 16,500 Y Perth Innovation Highway (PKC) 5,000 Y Innerpeffray Library (IL Trust) 100 Y Aerospace Kinross (Aerospace Kinross) 1,600 Y Project Beacon (Binn Eco Park) 5,200 Y Low Carbon Transport - Hydrogen Refuelling Station (Phase 3) (PKC) 1,446 N 1,446 Aviation Academy for Scotland 8,100 N 8,100 Crieff International Highland Centre 1,000 N 1,000 Tay Adventures Pontoons/Accommodations 1,067 N 1,067 Total Strand 1 retained 44,665 Total reallocated to Strand 2 11,613 3.7 The following projects were deemed at Stage 1A on track to continue as entered in the Deal: - Perth Bus and Rail Station – Options Appraisal carried out and Outline Business Case being developed. - Low Carbon Transport (Phase 2 - Active Travel) – Integrated to Perth Bus and Rail Station Outline Business Case. - Innerpeffray Library – Business Justification Case due for submission. - Perth Innovation Highway – Integrated to Perth Eco-Innovation Park project at Perth West with detailed design and planning application currently being developed. - Regional Skills Programme – Revised programme approved. 3.8 The following projects were deemed at Strand 1B to be on track to continue as agreed in the Deal with change requests due to various alterations in the projects: - Project Beacon (Plastics Recycling). Issues related to subsidy control – new delivery model and Outline Business Case being developed to inform change request. - Aerospace Kinross. Change of location site – new site agreed with PKC and change request in progress. 3.9 All Strand 1A and Strand B existing projects have been given the deadline of 28 February 2026 to demonstrate progress towards agreed actions and milestones to remain in the programme. Page 187 of 230
Page 188
3.10 The following projects were deemed not on track to continue as entered in the Deal and have been decommitted: - Low Carbon Transport (Phase 3 - Hydrogen Refuelling Station). Change of location and public accessibility did not align anymore with the agreed Low Carbon Travel Programme funded by the Scottish Government. - Aviation Academy for Scotland. The project was led by UHI Perth and linked closely to Air Service Training which went into liquidation. No alternative project has been identified. Funding was provided by UK Government for a capital project, supporting skills development in a specific sector. - Crieff International Highland Centre. The project had a funding gap which was not resolved, and the project promoter withdrew the project. - Tay Adventures (pontoons and accommodation projects). The project promoter, Tay and Earn Trust, withdrew the projects due to land ownership and deliverability issues. 3.11 In total, it is estimated that £30m has been decommitted at regional level and will be available across the region for new projects under Strand 2. Local Growth Fund 3.12 The UK Government set up the Local Growth Fund, a £140 million initiative supporting economic growth across the UK. It has been presented as a replacement of the UK Shared Prosperity Fund (UKSPF) running alongside the Pride in Place Programme and the existing City Region Deals. 3.13 On 8 January 2026, the UK Government announced the funding allocation for the Local Growth Fund for Scotland from 2026 to 2029. The funding is allocated through the Regional Economic Partnership and Tay Cities Regional Economic Partnership will receive £19.5m over the three years, split between revenue £6.045m (31%) and capital £13.455m (69%). For information, UKSPF was allocated at local authority level and the Perth and Kinross allocation for 2025/26 was £1.877m split between Capital £532K (28%) and Revenue £1.345m (72%). 3.14 The UK Government has still to provide detailed information on the new investment themes and interventions framework, as well as governance and delivery arrangements - including how delivery through Regional Economic Partnerships is expected to work in practice. However, it is understood that the funding would not be split between local authorities but would support regional programme and activities. 3.15 Discussions have taken place between UK Government officials and officers within the Tay Cities region. The shift from local authority-allocated UKSPF funding to regionally-managed Local Growth Fund investment represents both a risk to locally delivered revenue programmes and an opportunity to secure investment in Perth and Kinross. There is a risk of reduced revenue funding to employability activities at local authority level. Page 188 of 230
Page 189
The role of the Regional Economic Partnership and related governance arrangements to channel the Local Growth Fund are not yet known. There would be a need for early influence the focus of the Local Growth Fund which seems to be driven by investment themes around Infrastructure, Business support and Skills and how these relate to the Tay Cities Regional Economic Strategy and Perth and Kinross Economic Action Plan. Regional Economic Partnerships 3.16 The Scottish Government has signalled its intention to strengthen the role of Regional Economic Partnerships (REPs), including potential future legislation to be introduced in the next Parliament, subject to the election outcome, to expand their strategic capacity and devolved competencies in areas such as skills, economic development and planning. 3.17 This approach reflects UK Government expectations that REPs lead the development of tailored regional investment plans as promoted through the Local Growth Fund. 3.18 The Tay Cities Regional Economic Partnership was established in 2021 as part of the Scottish Government REP framework. It is the collaborative regional body responsible for driving inclusive, sustainable economic growth across the Tay Cities Region, covering Angus, Dundee City, North-East Fife, and Perth & Kinross. Through a Joint Committee, it brings together local authorities, the private sector, universities and colleges, enterprise and skills agencies, and the third sector to align investment and delivery around shared regional priorities. The Council is represented by three elected members on the Joint Committee. 3.19 The Partnership builds on the Tay Cities Region Deal agreed in 2020, a £700 million long term investment programme jointly supported by the Scottish and UK Governments, aimed at creating more and better paid jobs, boosting productivity, and reducing inequalities across the region. The partnership provides the strategic leadership and governance needed to coordinate this investment and maximise its economic impact. 3.20 It is guided by the Tay Cities Regional Economic Strategy (2019–2039) and the Prospectus for Regional Growth (2025-2035) which focuses on growing a knowledge led economy, increasing innovation, supporting business growth, and improving access to opportunity and fair work. Key opportunity areas include life sciences, advanced manufacturing, clean energy and the net zero transition, food and drink, research and innovation, and digital and creative industries. 4. PROPOSALS Tay Cites Regional Deal Programme 4.1 It is proposed that officers continue to work with the Strand 1A and 1B existing project owners. Page 189 of 230
Page 190
4.2 Following the Tay Cities Joint Committee meeting on 12 December 2025, a call for new projects was launched under Strand 2. Interested parties have been asked to submit a Strategic Outline Case by 13 March 2026. They have also been asked to register an interest with their local authority to discuss their proposals. The minimum funding ask from Tay Cities Deal is £5m and it is for capital-only. 4.3 The Tay Cities Deal Strategic Outline Case guidance and template (TCRD - Strategic Outline Case Guidance) state several criteria against which proposals will be assessed. The main ones are detailed below: - This funding opportunity is for new projects only and not for current projects or to extend current projects within the Deal. - The prospective new projects should align with the aims and vision of the Deal Document, the Tay Cities Regional Economic Strategy and Region Prospectus for Regional Growth. There are 10 key commitments for the Deal, although projects may have identified additional outputs and benefits in addition to these. All Projects are expected to contribute to the delivery of at least one of the agreed key commitments/benefits. These are: - New Jobs - Construction Jobs - Jobs Protected - Training Places - Journey Time Savings - Development Space Unlocked - Number of Visitors - Start-Ups - SME’s Supported - Leverage - In addition, subsidy control, deliverability and the use of HMRC 5 case model methodology will also be key assessment criteria. 4.4 Officers have engaged with interested external parties while also developing Council-led proposals. These proposals are progressing at different stages and are being led by a mix of private and voluntary sector organisations. They cover several sectors, including food and drink innovation, clean growth innovation, mobility or culture and tourism. 4.5 In addition, under the existing Tay Cities Tourism programme, a Tourism Challenge Fund may be launched. The Council will support this approach, including the development of the criteria that would underpin the fund. 4.6 It is proposed that the Council notes the Tay Cities Deal criteria and associated commitments which will be used to assess proposals. As it is an open call, the Council cannot prevent interested parties from applying. Page 190 of 230
Page 191
However, it is proposed that Council’s support for the development or delivery of any project would be guided by the Tay Cities Deal criteria outlined above, alongside the Council’s corporate priorities. The Council asks that officers continue to work with interested parties to bring forward Strategic Outline Cases under Strand 2, and to support interested parties, including through any Tourism Challenge Fund, should it be approved. Local Growth Fund 4.7 It is proposed that officers continue to liaise with UK Government officials and with their local authority counterparts either directly or through established Tay Cities groups to maximise benefits to Perth and Kinross. 4.8 Officers will also work to create a strong pipeline of projects aligned with Tay Cities Regional Economic Strategy and Prospectus and Perth and Kinross Economic Action Plan to maximise funding opportunities from the Local Growth Fund. Regional Economic Partnerships 4.9 It is proposed that the Leader of the Council and the Chief Executive engage with Tay Cities partners and other local authorities to understand and assess the implications of emerging Scottish and UK Government approaches to Regional Economic Partnerships for local authorities, the Tay Cities Regional Economic Partnership and Perth and Kinross Council, and to report back to the Council. 5. Conclusions 5.1 The Reshaping of the Tay Cities Deal process is a necessary exercise to ensure that both UK Government and Scottish Government funding and any leverage are used efficiently and effectively and contribute to deliver the agreed economic, environmental and social outcomes. 5.2 The Deal was signed on 17 December 2020. The circumstances of individual projects and organisations have changed over this period. Therefore, a reshaping exercise is being carried out. Project promoters and the Council are working hard to retain the funding allocated to Perth and Kinross area either through existing projects or new projects. 5.3 The UK Government has announced a Tay Cities allocation of £19.5m for the Local Growth Fund over three years to be channelled through Tay Cities Regional Economic Partnership. Further details are expected to understand how this funding would be used and will be shared in due course. 5.4 Both Scottish and UK Governments are intending to strengthen the role of Regional Economic Partnerships (REPs) and this would have implications at national, Tay Cities and Perth and Kinross levels. Page 191 of 230
Page 192
6. Impact and 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: Reshaping the Tay Cities Deal – activities and timetable Page 192 of 230
Page 193
Appendix 1 Reshaping the Tay Cities Deal – activities and timetable Key Activities and Actions for the Reshaping of the Tay Cities Region Deal Programme Deadline Date Approach presented and agreed at March Management Group. 6th March Partnership approach shared with both Governments. 14th March Partnership Annual Conversation with both Governments. 20th March Approach and Annual Performance Report presented to Joint Committee Members for consideration and approval. 21st March Updated approach, reshaping timetable and supporting documentation to be shared at April Management Group for consideration and approval. 17th April Output commitments workshop with Partners (Management Group (inc. Heads of Economic Development Group Chair) and Finance Directors Group). 24th April Development of Approach All key documentation to be shared with the local authority leads and Thematic Boards. 30th April The lead local authority Directors to obtain and submit assurance that the Programmes, Fund and Projects can be fully delivered as entered into Deal, following liaison with the relevant Thematic Boards. 23rd June 2025 Assessment and Recommendations from Strand 1A presented in a report to Management Group and Finance Directors Group. 28th August 2025 Strand 1A Assurance of Existing Projects Joint Committee informed of progress of Strand 1A work. 3rd October 2025 The lead local authority Directors will identify and submit substantive changes, via change request process, for existing projects following liaison with the relevant Thematic Boards. 15th October 2025 Review and assessment by Partnership Review Panel. w/c 17th November 2025 Assessment and Recommendations from Strand 1A and 1B existing projects presented in a report to Management Group and Finance Directors Group. 27th November 2025 Joint Committee informed of progress of Strand 1A and 1B work and agreed Strand 2 process and call for new projects. 12th December 2025 Strand 1B Substantive Changes to Existing Projects Existing projects from Strand 1A and 1B to complete agreed actions. 28th February 2026 New Projects SOC submission. 13th March 2026 Review and assessment by Partnership Review Panel. 13th April 2026 Report provided to Finance Directors Group ahead of Management Group. 14th May 2026 Assessment and Recommendations from Strand 2 presented to Management Group. 28th May 2026 Partnership engagement with Governments with outcome of Strands June 2026 Strand 2 New Projects Update to Joint Committee on outcome of reshaping work. 19th June 2026 8 Page 193 of 230
Page 194
The revised Programme, and any new projects identified in Strand 2, will need to seek and secure Ministerial approval. It has been indicated that this would typically take 8-12 weeks. The Partnership will need to provide a formal submission with supporting evidence for this request. The detailed breakdown will be set out in a later version of the timetable. Formal Engagement with Governments to Confirm New Programme Report to Joint Committee (potential for special Joint Committee date if Partnership are in a position to have an agreed Programme earlier). June - September 2026 (Ministers - subject to availability) *pre-election end of March - May and Summer recess June - end of August will impact on Government Civil Servant and Ministerial availability Page 194 of 230
Page 195
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: 25 February 2026 Report Title: Holiday Proposal for World Cup Report Number: 26/52 Report Author: Pauline Johnstone, People & Culture Manager Organisational Lead: Greg Boland, Strategic Lead, Strategic Planning, People and Performance ___________________________________________________________________ 1. Purpose 1.1 This report is to establish if the Council wish to support the Bank Holiday on Monday 15 June 2026 to mark Scotland’s participation in the men's football World Cup finals. If this is supported it is proposed that this be as an additional day’s annual leave for all employees, recognising the operational impact and any issues around the different Terms and Conditions for Teachers and other staff groups. 1.2 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Main Issues/Proposals 6. Conclusion 7. Impact Value Assessment 8. Appendices 2. Recommendations It is recommended that: 2.1 Council considers the contents of the report and determines whether it wishes to make Monday 15 June 2026 a bank holiday for all Council staff; 2.2 If agreed, one additional annual leave day is granted to all employee groups to be taken on Monday 15 June 2026 or, for those required to work on that date at a suitable alternative time. 9 Page 195 of 230
Page 196
2.3 If agreed, Council applies to the Scottish Government for exemption to the required teaching days to allow schools to be closed on 15 June 2026. 2.4 If agreed, essential services to be maintained to allow the capacity to respond to emergencies in our communities. 3. Background/Context 3.1 The first World Cup match involving the Scottish national football team is scheduled to take place at 02:00 hours on Sunday 14 June 2026, the first time the national team has qualified since 1998. The First Minister proposal for a Bank Holiday for Scottish Government employees has received Royal Proclamation. As is the case with other bank holidays in Scotland, there is no law requiring other employers or businesses to close. 4. Main Issues/Proposals 4.1 It is proposed that if the Council wishes to recognise this day that it awards an additional day’s leave on Monday 15 June 2026 to all employee groups. 4.2 Leave taken on this day would be subject to operational service requirements. Essential services will remain operational to ensure appropriate response to any emergencies in our communities such as homelessness, housing; staff working on Monday 15 June 2026 may take the extra day off later by mutual agreement with their Line Manager. 4.3 For employees not contracted to work on Monday 15 June 2026, Time Off in Lieu (TOIL) would ordinarily be applied. However, Education settings have historically been unable to accommodate TOIL operationally. In such cases, a pro-rata compensatory payment would be required, consistent with arrangements made for previous national events. 4.4 Scottish Government (SG) would require to approve any request for an exemption to reduce the statutory school teaching year from 190 to 189 days. 4.5 For staff due to work on Monday 15 June 2026, they will be paid as normal which is already fully budgeted for within existing staff costs. There will, however, be a loss of productive working hours arising from awarding an additional day’s leave. 4.6 To ensure equity and fairness staff who are not ordinarily contracted to work a Monday will require either TOIL or, where this is unachievable, full payment for the additional day, which again will result in a loss of productive working hours or where relevant financial compensation. The notional cost of granting an additional annual leave day for those working in education settings where compensation may be required is estimated to be: Teachers £31,000 School Support Staff £13,000 Page 196 of 230
Page 197
4.7 If the day was designated as a public holiday, these costs would be higher because of enhanced payments in line with the particular terms and conditions of that staff group. 4.8 The position of other Local Authorities is not yet finalised. 4.9 Subject to approval by Council, the agreed position will be shared with trade unions and employees. 5 Conclusion 5.1 This report invites Council to consider whether it wishes to recognise this historic event and, if so, whether to align with the Scottish Government’s decision to grant a bank holiday/additional day’s leave on Monday 15 June 2026. This would involve extending equivalent provision to all Perth and Kinross employees, in order to ensure fair and equitable treatment. 6. Impact and Value Assessment 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 – Estimated Costs Page 197 of 230
Page 198
Page 198 of 230
Page 199
APPENDIX 1 Further to the report provided to Council in relation to the Holiday Proposal for the World Cup (Report No 26/52), officers have received a query regarding loss of productivity and any other additional incurred costs that may arise. The report presented includes figures that may arise for those in school settings who are contracted to work on 15 June but might be unable to take the day at an alternative time and will require to be paid a compensatory payment to ensure fair and equitable treatment of all employees. The estimated cost arising from loss of productive time should the additional day’s holiday be supported are set out in the table below. These do not include other costs which may be incurred on the day due to existing contractual or other commitments, such as the cost of school transport, which we would continue to be required to be paid but not utilised on this day. If approved, officers would require to discuss with operators the costs associated for a blanket withdrawal of all home school transport service. Whilst early notice would normally result in no costs being incurred in relation to an individual route. The withdrawal of all bus services would need to consider the overall operating costs and impacts for the operators. Financial Implications For staff due to work on Monday 15 June 2026, they will be paid as normal and this has already been fully budgeted for within existing staff costs. The figures below outline the “notional” cost value of lost productivity associated with granting of an additional day across our workforce. Staffing Group Estimated lost productivity hours* Estimated cost of lost productivity hours** Estimated cost of lost productivity hours inclusive of Employer On- Costs Single Status, Craft & Chief Officers 26,862 £521k £677k Teachers 10,281 £417k £585k *It should be noted that working patterns are not held for part-time teachers and 147 single status employees the productivity hours have been estimated by distributing contracted hours evenly across the five working days. ** For Teachers records this incorporates daily rate of pay plus the holiday accrual as their annual salary is made up of 195 working days and 40 days annual leave. 9 Page 199 of 230
Page 200
Essential Services Cover Costs Where services continue to operate, there are no additional staffing costs incurred as staff will take time off at a later date. Other financial implications arising from contract arrangements not needing to be delivered are as follows: Tayside Contracts Until the position of each of the three Local Authorities is known, Tayside Contracts are unable to confirm what arrangements will be applied to their staff groups. Page 200 of 230
Page 201
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: 25 February 2026 Report Title: Treasury and Investment Strategy and Prudential Indicators 2026/27 – 2031/32 Report Number: 26/53 Report Author: John Jennings, Senior Accountant Organisational Lead: Scott Walker, Chief Finance Officer ___________________________________________________________________ 1. Purpose 1.1 This report details the Council’s proposed Treasury Strategy for 2026/27 to 2031/32, the Investment and Property Strategy for 2026/27 and Prudential Indicators for 2026/27 to 2031/32. 1.2 This report is structured over the following sections: Section 1 – Purpose Section 2 – Recommendations Section 3 - Background Section 4 - The Council’s Current Treasury Position Section 5 - Prospects for Interest Rates Section 6 - Capital Requirements and Borrowing Strategy 2026/27 to 2031/32 Section 7 - Investment Strategy 2026/27 Section 8 - Investment Properties 2026/27 Section 9 - Debt Rescheduling Section 10 - The Prudential Code Section 11 - Prudential Indicators 2026/27 to 2031/32 Section 12 - Conclusion Section 13 – Impact value Assessment Section 14 - Appendices 2. Recommendations It is recommended that the Council: 2.1 notes the contents of this report. 10 Page 201 of 230
Page 202
2.2 approves the six-year Treasury Strategy for 2026/27 to 2031/32, as detailed in this report, which is submitted in accordance with the Council’s approved Treasury Management Practices (TMP). 2.3 approves the Permitted Investments and Investment Strategy for 2026/27 outlined at Section 7 and detailed at Appendix III of this report. 2.4 approves the Property Investment Strategy for 2026/27 outlined at Section 8 and detailed at Appendix IV of this report. 2.5 approves the proposed Prudential Indicators for 2026/27 to 2031/32, including increasing the Council’s Authorised Limit for Borrowing from £1.3 billion to £1.355 billion, as outlined at Section 11 and detailed at Appendix V of this report. 3. Background Historic Information/Context 3.1 The Treasury and Investment Strategy details the expected activities of the Council’s treasury function for the relevant financial years. Its submission to the Council is a requirement of the Council’s approved Treasury Management Practices (TMPs) and is also a requirement under the CIPFA Code of Practice for Treasury Management. The Investment Strategy details the Permitted Investments of the Council, and outlines the risks associated with the expected investment activities. The submission of an annual Investment Strategy is a requirement of the Local Government Investments (Scotland) Regulations 2010. 3.2 In determining the Treasury Strategy, the Council is required to review its Prudential Indicators. The Council will consider the Composite Capital Budget for the six years to 2031/32 at its meeting on 4 March 2026, therefore this report is based on the current approved budget to 2030/31 and an assumed level of capital expenditure to 2031/32. This Treasury Strategy report also proposes updated Prudential Indicators for the six years 2026/27 to 2031/32 in line with the assumed level of capital expenditure in the six-year Capital Delivery Programme to be approved by the Council. 4. The Council’s Current Treasury Position 4.1 In order to put the proposed treasury strategy into context, the Council’s current treasury position at 13 February 2026 is shown below: Page 202 of 230
Page 203
PRINCIPAL AMOUNT (£million) AVERAGE RATE (%) Fixed Rate Public Works Loan Board (PWLB) 677.8 2.80 Market Bonds 0.0 0.00 677.8 2.80 Variable Rate Short Term Market Loans 55.5 4.10 Market Bonds 53.2 4.57 Local Loans 6.1 3.55 114.8 4.29 PFI/PPP PFI/PPP Contracts 99.9 4.93 TOTAL GROSS DEBT 892.5 3.23 TOTAL SHORT-TERM MARKET INVESTMENTS (17.9) (3.86) TOTAL NET DEBT 874.6 3.22 4.2 The projected Borrowing Requirement for each of the next six years, which is a significant determinant of treasury activity, is summarised below. This is based on the Capital expenditure within the Council’s Composite and Housing Investment Programme Budgets which is to be funded by new borrowing. £ million 2026/2 7 2027/2 8 2028/2 9 2029/3 0 2030/3 1 2031/3 2 Total Borrowing Requirem ent 247.7 229.1 159.3 81.9 110.8 59.9 888.7 4.3 The above figures are based upon the approved Composite Capital Budget and the Housing Revenue Account Capital Investment Programme to 2030/31. Estimates for 2031/32 for both programmes have also been included. The above figures also take account of maturing debt, less a provision for the annual repayment of debt, as well as the estimated annual borrowing requirement to be carried-forward between years to match cashflow requirements. With most of the Council’s recent borrowing being for shorter terms, and often on Equal Instalments of Principal (EIP) terms, the level of maturing debt in the above figures is much higher than in previous years. The figures above also highlight the front loading of the Council’s planned Capital expenditure over the next six years. 5. Prospects for Interest Rates 5.1 The Council’s treasury adviser, MUFG Corporate Markets Ltd, assists the Council in formulating a view on interest rates. Appendix I shows forecasts of the Bank Base Rate (or short-term/variable rates) and longer-term PWLB fixed interest rates, whilst Appendix II shows the forecast in graphical form. As can be seen, further reductions in the Bank Base Rate are expected in Page 203 of 230
Page 204
2026/27, whilst longer-term rates are expected to fall gradually, subject to short term fluctuations. 5.2 The Monetary Policy Committee (MPC) has steadily reduced the Bank Base Rate since its peak of 5.25% in August 2023 to its current level of 3.75%. The reductions in the Bank Base Rate had been due to steadily falling inflation and subdued economic growth. UK economic growth in 2024 was low at 0.7% and has fallen further throughout 2025 to around 0.1%. Therefore, it is anticipated that if inflation continues to fall the MPC will further reduce the Bank Base Rate during 2026 and levelling off at around 3.25%. However, it should be noted that rates had fallen at a more gradual rate than originally expected as inflationary pressures remained persistent and other economic uncertainties emerged. 5.3 Longer-term interest rates are expected to follow a similar pattern of gradually reducing over the next few years before levelling off, with only a slight downwards bias. In particular, longer-term rates are currently above the Bank Base Rate and expected to remain so for the remainder of the forecast period. However, the differential between the rates is expected to gradually narrow. It should also be noted that there are increasing economic and political global uncertainties, and it is therefore anticipated that short term volatility will increase throughout the coming year. 5.4 The Council’s borrowing is predominantly with the Public Works Loan Board’s (PWLB) whose interest rates are determined by the yield on UK Government gilts. Gilt yields have remained at high levels throughout the last year, primarily due to expectations that there remained some inflationary pressures and uncertainties for the UK economy. This has recently become exacerbated over concerns for the UK economic outlook for growth and high levels of debt. The longer-term rates during 2026/27 are therefore expected to remain higher than previously forecast despite being anticipated to gradually fall. 5.5 As with any forecast, the above interest rate projections are subject to variation. The main sensitivities of the above forecast are likely to be as follows: A sharper fall in long term rates which could occur, for example, if economic growth or inflation was lower than forecast. This could arise if economic demand was subdued, or if the impact of UK budget or external factors do not lead to inflationary pressures. A further rise in both long and short-term rates could occur if, for example, inflation remained high due to factors such as high wage growth or global uncertainties affecting commodities and trade. 5.6 Interest rate forecasts throughout the period covered by the Capital Programme must be considered, particularly when determining the most appropriate timing for new borrowing. This is particularly the case as the Council has a significant Borrowing Requirement, much of which is required in the earlier years of the current six-year programme. Page 204 of 230
Page 205
5.7 The current forecasts indicate that short term borrowing will be less expensive than longer term borrowing over the next few years. However, longer term borrowing gives budget certainty and reduces the refinancing risk in later years. Therefore, longer-term borrowing may be considered in the latter part of the current programme as future interest rate expectations evolve. 6. Capital Requirements and Borrowing Strategy 2026/27 to 2031/32 6.1 The Council requires significant levels of new borrowing over the next few years to fund the Capital Budget. With the investment balances in recent years having now been fully applied, new borrowing will be required throughout 2026/27 and in subsequent years. Significant short-term temporary borrowing has also been used to meet immediate cashflow requirements during periods of volatility where long-term borrowing rates were higher than forecast, with the longer-term borrowing deferred until rates are more favourable. This strategy will continue to be considered in 2026/27 in light of prevailing interest rates. 6.2 The lower interest rates (compared to commercial borrowing) and long-term cost certainty provided by fixed rate PWLB borrowing make this the most cost- effective source of longer-term financing of capital expenditure. However, given the recent increases in PWLB rates, other institutions and market instruments available to the Council may be used where appropriate. Market instruments may also allow borrowing to be agreed in advance and drawn down at prescribed future dates (usually up to three years ahead). Therefore, alternative sources of borrowing will be evaluated and considered where they offer savings or other advantages over prevailing PWLB borrowing. 6.3 The Council’s Treasury Strategy is based on being “risk-aware" and the Council will actively seek to manage its treasury risks. The Council’s borrowing strategy will be continuously reviewed and may change if there are unexpected movements in interest rates. The actual borrowing position will continue to be reported on an ongoing basis as part of the Treasury Activity and Compliance reports. 6.4 The Prudential Code requires authorities to detail their strategy on gross and net debt where there is a significant level of both investments and borrowing. It is not possible nor desirable to have no investments due to the daily variations in the Council’s cashflow position or following the borrowing of long- term debt. The level of investments may also increase where there are significant levels of short-term Reserves. However, the Council’s level of investments has reduced significantly over the last few years and is currently at levels consistent with day-to-day cash flow variations. Therefore, it is unlikely that the Council will have any significant investment balances. 7. Investment Strategy 2026/27 Page 205 of 230
Page 206
7.1 The requirement to set an annual Investment Strategy is determined by the Local Government Investments (Scotland) Regulations 2010. These requirements include specifying the Permitted Investments of the Council and setting an annual strategy, identifying the risks associated with the strategy and the reporting requirements. 7.2 The proposed Permitted Investments of the Council for 2026/27 are shown at Appendix III, which remain unchanged from those approved for 2025/26. These reflect low risk investment products and, together with the application of the approved Lending and Investment Policy (TMP4, Schedule 4.6 Approved Lending and Investment Policy), ensure investments are only made with low-risk counterparties. 7.3 It is not proposed to make any changes to the Permitted Investments, including the range of investment instruments or monetary limits. The current limits ensure that the Council always maintains sufficient liquidity and a spread of investments, whilst the specific counterparty list is reviewed continuously by the Chief Finance Officer in light of credit-rating changes and other market information. The Council generally only invests short-term cashflow surpluses. Such investments in total are unlimited, as they are determined by cashflow balances. However, investments are limited with each counterparty to ensure any risk is spread. 7.4 Details of how investments are managed are contained in the Treasury Management Practices (TMPs). The TMPs and the treasury policies are reviewed continuously in light of prevailing economic and market conditions. 7.5 Longer term investments may arise where the Council has significant cash- backed reserves or following borrowing in advance of need within the determined Capital Financing (Borrowing) Requirement. Longer term investments potentially carry greater counterparty risk and a higher market risk of adverse movements in interest rates. Therefore, such investments are limited to £45 million in total and up to a maximum of three years and are only undertaken after consideration of cashflow and interest rate forecasts to determine the optimum duration. However, such opportunities have not arisen over the last year. With the increased need for new borrowing over the coming years, no investments for more than one year are anticipated in 2026/27. 7.6 The total level of investments at the start of the 2026/27 financial year is estimated to be around £10 million or less, subject to daily variations. The level of investments varies over the course of each month but remain at around the same level by the end of each month. The level of investments will fluctuate around this “core” level dependant on the timings of new borrowing, debt repayments and capital expenditure. However, it is anticipated that the level of investments will be lower than last year, and therefore investment returns will also be lower. This will be compounded by lower interest rates throughout 2026/27. Page 206 of 230
Page 207
7.7 It is anticipated that the following type of investments will be used by the Council in 2026/27: Money Market Funds (MMFs), Bank deposits on instant access or notice terms, Other local authority lending, Fixed deposits with banks. Bank and MMF Deposits 7.8 Fixed deposits are generally used for cashflow surpluses which are not required within the next month, whilst investment in MMFs, instant access or notice accounts vary in line with daily fluctuations in the Council’s cashflow in order to meet more immediate needs. The amounts in each are dependent on several factors, such as changes in cashflow, including long term borrowing, available rates and market opportunities which may arise. It is anticipated that any fixed deposits undertaken in 2026/27 will be for short durations (i.e. three months or less), with most investment activity involving MMFs or instant access or short notice bank facilities. Local Authority Lending and Borrowing 7.9 In common with most Councils, Perth and Kinross Council undertakes both short-term borrowing from, and lending to, other local authorities across the UK as Permitted Investments. Local authorities are not immune from financial difficulties, however, unlike commercial entities, the winding-up of a local authority in England or Scotland can only be authorised by the UK or Scottish Parliament respectively. This statutory underpinning means that local authorities cannot go bankrupt and, therefore, present a very low to negligible counter-party investment risk. In 2026/27, it is anticipated that any such lending to other local authorities will be limited and for short durations, however borrowing from other local authorities may be appropriate where longer term PWLB borrowing is deferred. Loans to Third Parties 7.10 The Permitted Investments also include loans to third parties. Such loans will be constrained by virtue of the Service having to meet all costs related to such loans. All individual loans to third parties must be approved by Council. 7.11 The submission of Treasury Activity and Compliance reports to the Finance and Resources Committee (and elected member briefing notes) provide elected members with updates on the Council’s Treasury and Investment activities and an opportunity to exercise scrutiny over the Council’s Treasury Management arrangements throughout the year. 7.12 The Common Good Funds operate with relatively small cash balances and with no other financial investments. The Common Good Committees also Page 207 of 230
Page 208
have authority to grant loans to third parties, and these are included as Permitted Investments. However, the granting of such loans in practice is rare, with each individual proposed loan requiring the specific approval of the relevant Common Good Committee. It is proposed that investments with the Perth and Kinross Council Loans Fund, together with third party loans, remain the only Permitted Investments for the Common Good Funds. It is not proposed to change the terms under which the Common Good Funds place deposits with the Loans Fund. 7.13 In addition, the Common Good Funds hold various properties which generate rental income, and which are therefore deemed to be Investment Properties, and covered by the investment regulations. 7.14 Investments made by any charity or trust administered by the Council are not within the scope of the Investment Regulations and this Strategy. However, any other Council funds that are managed by external investment managers would be covered by this strategy, and the investment manager would therefore be bound by this Investment Strategy in relation to those funds. It is not proposed to use any external investment manager during 2026/27, other than for the Council’s charitable funds. 8. Investment Properties 2026/27 8.1 Properties held solely to earn rental income and/or for capital appreciation and not used by the Council for service delivery or administrative purposes, are also covered by the Investment Regulations. Accordingly, an additional permitted investment category of “Investment Property” has been included in the list of Permitted Investments. The Council’s initial limit was established as “unlimited”, and this remains unaltered. 8.2 Budgeted gross income from the portfolio in 2025/26 is £1.866 million. The strategy action plan for the rationalisation of the commercial property portfolio remains on programme. Accordingly, the projected income for 2026/27 is £1.857 million. 8.3 The Annual Property Investment Strategy 2026/27 is attached at Appendix IV and covers property purchased or managed for the following purposes: Socio Economic e.g. precinct shops and community facilities Economic development e.g. Industrial Estates and workshop units. Revenue generation e.g. St Johns Centre head lease 8.4 The overall aim of the attached Property Investment Strategy for Perth and Kinross Council is to support the objectives of the Corporate Plan 2022 - 2027 and in doing so, it meets the requirements of the Regulations. 9. Debt Rescheduling Page 208 of 230
Page 209
9.1 Debt rescheduling involves prematurely repaying existing loans and replacing them with new loans at current interest rates. Any savings in interest costs, however, must be assessed against the premium payable to the lender to compensate for their loss of interest. The amount of premium payable to the PWLB is calculated based on the difference in the interest rate on the existing loan and the prevailing interest rates for new borrowing, and the number of years remaining on the existing loan. A discount on premature repayment may arise where current interest rates are higher than the interest rate on the debt being repaid. 9.2 The main benefits of undertaking rescheduling include: Generating interest savings, without exposing the Council to additional risk, Ensuring a better-balanced maturity profile and volatility ratio in the portfolio, Reducing the level of investments, where no replacement borrowing is undertaken. 9.3 The PWLB’s premature repayment terms mean that any early redemption of existing PWLB loans is likely to be prohibitively expensive and unlikely to generate savings. Further, the low average rate and maturity profile of the Council’s long-term debt mean that it is unlikely that the current portfolio will offer any further significant opportunities. Consequently, there is unlikely to be any debt rescheduling undertaken in 2026/27. The position will, however, continue to be monitored to identify any opportunities which may arise. 10. The Prudential Code 10.1 The Prudential Code requires the Council to set Prudential Indicators for at least the next three years to ensure that the Council’s plans are affordable, sustainable and prudent. To improve longer term strategic and forward planning, the Council maintains Prudential Indicators for the entire period of the approved Capital Budget, which will be the six years to 2031/32. 10.2 The Council has a statutory duty (under the Local Government in Scotland Act 2003) to determine, and keep under review, how much it can afford to allocate to Capital expenditure. The level of Capital Financing Costs (Loan Charges) strongly influences the level of capital expenditure funded by borrowing and, therefore, the size of the ongoing Capital programme. Effective and proactive Treasury Management aims to minimise these costs and their impact on the overall finances of the Council, whilst not exposing the Council to undue risk. Adverse movements in interest rates, for example, would directly impact on the level of Capital expenditure which is affordable and sustainable. 10.3 As part of the Council’s Capital Funding strategy, the Council approved ring- fencing 1.25% of future Council Tax income to be applied to the Loans Charge budget each year in perpetuity from 2025/26. This additional funding supports the Capital Budget and extends the period that the Capital Fund can Page 209 of 230
Page 210
support the programme and increase investment capacity. Therefore, the Council’s Capital programme remains sustainable and affordable. 10.4 Following a period of delays in delivering the Capital Programme, the resultant Loan Charges are lower than originally anticipated. In addition, pro-active Treasury Management, including the delaying of new borrowing in light of these delays, as well as during the recent period of high interest rates, has resulted in lower interest charges estimated in the Loans Fund. There has also been some debt restructuring by prematurely repaying some higher rate debt, funded with short term and temporary borrowing. As well as realising a discount from the Public Works Loan Board (PWLB), this has also resulted in lower interest charges over the next few years. The change in the annuity basis for the annual repayment of borrowing has also removed the impact of increasing loan charges in future years. 10.5 The above factors have together resulted in the Capital Fund balance increasing significantly in the last few years, and is currently estimated to be £39 million at 31 March 2026. 11. Prudential Indicators 2026/27 to 2031/32 11.1 The principal means of monitoring and controlling adherence to the Council’s capital and treasury plans, and ensuring that they remain affordable, sustainable and prudent, is the determination and monitoring of Prudential Indicators. These Indicators must relate to, and be consistent with, the Council’s approved Capital Budget and Treasury Management Strategy. 11.2 The proposed Prudential Indicators for 2026/27 to 2031/32 are shown at Appendix V. These are based upon the revised six-year Composite Capital Budget approved by the Finance and Resources Committee on 4 February 2026 (Report No. 26/37 refers) and the five-year Housing Capital Investment Programme approved by the Housing and Social Wellbeing Committee on 21 January 2026 (Report No. 26/21 refers). Assumptions for 2031/32 for both programmes have also been included in the Prudential Indicators. 11.3 The ratio of estimated Loan Charges to Net Revenue Stream is a measure of the proportion of the Revenue Budget required to be set aside to meet ongoing borrowing costs in future years. These costs are on a gradual rising trend, reflecting the increased level of borrowing and the interest rate forecast over the period. Estimates for the General Fund show these increasing from their current level of 8.81% and peaking at 10.40% in 2030/31, whilst on the Housing Investment Programme they are estimated to rise from 24.14% to 28.27% by 2031/32, and close to their Prudential Limit of 30%. 11.4 The Indicators also include estimates of the Council’s estimated capital expenditure and the underlying need to borrow for a Capital purpose (Capital Financing Requirement or Borrowing Requirement) and ensure that the borrowing periods are consistent with the type of Capital expenditure being funded. Page 210 of 230
Page 211
11.5 The maximum level of external borrowing that the Council can incur, known as the Authorised Limit, is currently £1.3 billion for each year from 2025/26 to 2030/31. It is based on total gross external borrowing and long-term liabilities under PPP/PFI arrangements. The level of borrowing approved by the Council, particularly within the Housing Investment Programme, means that this limit needs to be increased. It is therefore proposed to increase the Authorised Limit to £1.355 billion, based on the estimated peak of the Council’s debt, and applied across each year of the six-year approved programme. This limit includes some extra capacity and therefore gives flexibility over the timing of any new borrowing. The limit also remains consistent with the funding strategy for the Council’s Capital plans, Loans Fund estimates and the Medium-Term Financial Plan. 11.6 All the Indicators comply with the CIPFA Code of Practice for Treasury Management in the Public Services and will continue to be included and monitored through the Treasury Activity and Compliance reports. 12. Conclusion 12.1 Treasury operations are undertaken within a dynamic and volatile environment, which can significantly affect both the cost of borrowing and returns from investment. Net annual interest charges in 2025/26 are approximately £25.9 million (General Fund and Housing Revenue Account combined) and are projected to rise significantly to around £44.1 million by 2031/32. This increase reflects the increased level of borrowing and higher interest rates over the period and will be managed using the Council’s Capital Fund (Composite Programme) and Housing Rent Strategy (Housing Programme). The setting of an appropriate strategy is, therefore, essential in ensuring that the Council is not exposed to undue risks and costs. The strategy outlined in this report is designed to ensure that the Council achieves the best possible returns on its borrowings and investments, whilst seeking to minimise risk in light of prevailing and forecast market conditions. 12.2 The Investment Strategy outlined in this report covers all matters required by the Investment Regulations and lists the proposed Permitted Investments for 2026/27. These will be reviewed on an ongoing basis as the economic environment changes and/or new investment products are introduced into the financial markets. However, at this time, the proposed Permitted Investments remain unchanged and there are no proposed changes to investment limits, nor to the definition of approved counterparties. 12.3 The Investment Strategy, in conjunction with the Treasury Management Practices (TMPs), also includes references to the various risks associated with investments, how these will be controlled, and the considerations and procedures to be followed. Security and liquidity of sums invested remain the primary objectives over investment income. The proposed Permitted Investments carry a low level of risk. 12.4 The report also outlines the link between Treasury Management and the Capital Budget. Page 211 of 230
Page 212
Accordingly, the report proposes revised Prudential Indicators for the years 2026/27 to 2031/32 consistent with the Council’s current Capital Budget. The Prudential Indicators include the Council’s Authorised Limit for borrowing, which it is proposed to increase from £1.3 billion to £1.355 billion. 13. Impact and Value Assessment 13.1 This is an operational report, and as such, an impact and value assessment in not required. 14. Appendices Appendix I – Outlook for Interest Rates (table). Appendix II – Outlook for Interest Rates (graph). Appendix III – Permitted Investments 2026/27. Appendix IV – Property Investment Strategy 2026/27 Appendix V – Prudential Indicators 2026/27 to 2031/32 Page 212 of 230
Page 213
APPENDIX I Outlook for Interest Rates MUFG Corporate Markets - Forecast of Interest Rates (%) Current* Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 Mar-28 Jun-28 Sep-28 Dec-28 Mar-29 Bank Rate 3.75 3.75 3.50 3.50 3.25 3.25 3.25 3.25 3.25 3.25 3.25 3.25 3.25 3.25 5 Yr PWLB 4.72 4.60 4.50 4.30 4.20 4.10 4.10 4.10 4.10 4.10 4.10 4.10 4.10 4.10 10 Yr PWLB 5.32 5.20 5.00 4.90 4.80 4.80 4.70 4.70 4.70 4.70 4.60 4.60 4.60 4.70 25 Yr PWLB 5.98 5.80 5.70 5.60 5.50 5.50 5.40 5.30 5.30 5.30 5.20 5.20 5.20 5.20 50 Yr PWLB 5.80 5.60 5.50 5.40 5.30 5.30 5.20 5.10 5.10 5.10 5.00 5.10 5.00 5.00 * current rates taken as at 13 February 2026 (am) * forecast produced 22 December 2025 APPENDIX I 10 Page 213 of 230
Page 214
Page 214 of 230
Page 215
APPENDIX II 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Current* Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 Mar-28 Jun-28 Sep-28 Dec-28 Mar-29 Interest Rate (%) Date Forecast for Interest Rates (MUFG Corporate Markets Ltd) Base Rate 5 Yr PWLB 25 Yr PWLB 50 Yr PWLB 10 Page 215 of 230
Page 216
Page 216 of 230
Page 217
PERTH AND KINROSS COUNCIL PERMITTED INVESTMENTS 2026/27 Total Individual Treasury Management Investment Type Limit Limit Objectives Counterparty Market Liquidity Fixed Deposits with approved Banks and Unlimited per Guaranteed investment Low risk applied in Risk of increase in Low risk of tied-up Building Societies up to 1 year policy returns Treasury Policy interest rates funds Instant Access Deposits with approved Banks Unlimited per Maximise liquidity Low risk applied in Risk of fall in interest No risks and Building Societies policy Treasury Policy rates Variable Rate deposits with approved Banks 35% per Maximise returns Low risk applied in Risk of fall in interest Low risk of tied-up and Building Societies up to 1 year policy Treasury Policy rates funds Fixed Deposits with approved Banks and £45M per Guaranteed longer term Increased risk applied Risk of increase in Higher risk of tied-up Building Societies over 1 year up to 3 Years policy investment returns in Treasury Policy interest rates funds Variable Rate deposits with approved Banks Lower of per Maximise longer term Increased risk applied Risk of fall in interest Higher risk of tied-up and Building Societies over 1 year up to 3 years 35% or £10M policy investment returns in Treasury Policy rates funds Certificates of Deposit, Fixed Bonds and other fixed Unlimited per Maximise returns and Low risk applied in Risk of increase in No risk as commercial paper issued by approved Banks and policy counterparty diversification Treasury Policy interest rates negotiable Building Societies, up to 1 Year Certificates of Deposit, Fixed Bonds and other fixed £45M per Longer term investment Low risk applied in Risk of increase in No risk as commercial paper issued by approved Banks and policy returns and counterparty Treasury Policy interest rates negotiable Building Societies, over 1 Year up to 3 Years diversification Floating Rate Notes and other variable commercial Unlimited per Maximise returns and Low risk applied in Risk of decrease in No risk as paper issued by approved Banks and Building policy counterparty diversification Treasury Policy interest rates leading negotiable Societies, up to 1 Year to loss in capital value Floating Rate Notes and other variable commercial £10M per Longer term investment Low risk applied in Risk of decrease in No risk as paper issued by approved Banks and Building policy returns and counterparty Treasury Policy interest rates leading negotiable Societies, over 1 Year up to 3 Years diversification to loss in capital value Risk Assessment APPENDIX III 10 Page 217 of 230
Page 218
PERTH AND KINROSS COUNCIL PERMITTED INVESTMENTS 2026/27 Total Individual Treasury Management Investment Type Limit Limit Objectives Counterparty Market Liquidity Risk Assessment AAA rated Short Term and Standard Money Market Unlimited per Maximise returns and Low risk applied in No risk as instant No risk Funds, including Low Volatility Net Asset Value policy liquidity on smaller Treasury Policy access (LVNAV) Funds. deposits Fixed Rate deposits with Local Unlimited per Maximise security on Low risk applied in Risk of increase in Low risk of tied-up Authorities, up to 1 Year policy fixed returns Treasury Policy interest rates funds Fixed Rate deposits with Local £45M per Longer term investment Low risk applied in Risk of increase in Higher risk of tied-up Authorities, from 1 Year up to 3 Years policy returns and counterparty Treasury Policy interest rates funds diversification Variable Rate deposits with Local 35% per Maximise security on Low risk applied in Risk of fall in interest Low risk of tied-up Authorities policy variable returns Treasury Policy rates funds Loans to third parties, including "soft loans" To be Subject to For operational Service Higher risk High risk, often given Higher risk of tied-up reviewed approval requirements on intrest-free terms, funds upon each by the but met by Service. application Council Investment Properties (controls and limits per Investment Property strategy document) Notes: 1. All investments to be made in sterling 2. The policy refered to above is defined in TMP4, Schedule 4.6 (Approved Lending & Investment Policy) 3. Individual limits apply to all investment types in aggregate 4. Variable rate limit (excluding instant access accounts) applies to all investment types in aggregate 5. The limit for amounts invested over 1 year refer to the remaining period to maturity of investments APPENDIX III Page 218 of 230
Page 219
Property Investment Strategy 2026/27 1. Introduction The Local Government in Scotland Act 2003 included specific powers (Section 40) for local authorities to invest money in accordance with regulations approved by Scottish Ministers. Under these powers, the Local Government Investments (Scotland) Regulations 2010 were approved by Scottish Ministers on 1 April 2010, and came into effect from that date. Each Council is granted the freedom to determine what types of investments they may make, and the level of risks acceptable to each Council in making investments must be explicitly stated. These must be approved by the Council in advance of each financial year. The properties within the Council’s commercial investment property estate which are held solely to earn rental income and/or capital appreciation fall within the scope of the regulations. The requirements outlined for financial investments therefore apply to these Council property investments. The Council is required to approve an Investment Strategy before the start of each financial year. This paper is the Council’s Property Investment Strategy for 2026/27, which forms part of the Council’s requirement for an annual overall Investment Strategy. 2. Context The Council does not normally acquire property solely for investment purposes. New property acquisitions generally support one of the functions noted below and do not therefore fall within the scope of the Local Government Investments (Scotland) Regulations 2010; direct service provision e.g. new school sites and land for road junction improvements, or Socio economic or economic development e.g. land and buildings held on the Commercial Property Investment Programme (CPIP) to support a supply of land to businesses and industry. The Regulations do, however, cover those parts of the commercial estate which are generally held to provide rental income. Predominantly these properties would have initially been acquired to meet a socio economic or economic development need, but having met that need at some time in the past, are now retained for the rental income they produce. The portfolio has therefore been developed over a long period and includes properties such as shops, offices, small workshop units, industrial and commercial ground and land purchased to facilitate development etc. Appendix IV 10 Page 219 of 230
Page 220
3. Strategic Vision for the Property Investment Portfolio To move from the historic legacy of a portfolio of properties acquired or developed over many years, to a more balanced sustainable portfolio to meet the future financial and corporate objectives of the Council. 4. Corporate Aims and Objectives The overall aim of the Property Investment Strategy is to support the objectives of the Corporate Plan. The Property Investment Strategy supports corporate objectives by seeking to: Maximise and enhance socio economic and economic development opportunities to the benefit of local communities and businesses. Encourage new business take up, retain and enhance existing businesses and opportunities. Maximise community benefit through the provision of land and premises. Clearly identify the primary purpose for holding individual assets (and groups of assets) and apply appropriate management, retention and disposal policies, and procedures relevant to the asset categories by completing a review of the commercial property portfolio. Optimise financial return and best value. 5. Current Portfolio Perth and Kinross Council’s commercial portfolio currently consists of approximately 215 properties together with land held for future investment, infrastructure or disposal; The properties currently held for income generation are managed through the use of lease agreements and the number of leases per asset type is approximately; 32 Shops 9 Offices 39 Industrial premises 120 Ground leases 15 Miscellaneous properties The budgeted gross income for the financial year 2026/27 is £1,856,716 and regular appropriate monitoring and reporting of the current position is being carried out. The Council holds a number of town and village halls, leisure facilities etc which are “let” to management committees, community groups. As these assets are effectively managed to provide functions which would otherwise be provided by the Council, they are not classified as investment properties and, therefore, lie outwith the remit of the regulations. Page 220 of 230
Page 221
6. Categorisation In developing a strategy for managing the commercial investment property portfolio it is necessary to define the reasons for retaining non-operational properties, to categorise the individual properties, and to apply criteria to ensure that the appropriate return (financial, economic or community benefit) is achieved from each property. The portfolio can be split into the following categories, with each requiring a different approach when deciding future management and retention policies. The categories adopted are: Socio economic Economic development Operational occupation Revenue generation (Investment) Housing Revenue Account (non-Housing - includes investment) 7. General Strategic Principles There will be a presumption against the acquisition of new heritable properties solely for financial investment purposes. Heritable property and land will only be acquired to support the Council’s strategic objectives, with the property’s investment potential being secondary to securing Council objectives. Existing Council owned properties which become surplus to operational requirements will be disposed of in line with the Disposal of Land and Buildings Policy. There will be a presumption against the retention of surplus property assets for financial investment purposes unless the retention supports Council strategic objectives. As with new acquisitions, the assets investment potential is secondary to securing Council objectives There are a number of general principles that will be applied to the management of the retained investment portfolio; Day to day decisions on the management of the portfolio should support the efficient & effective delivery of the Council’s strategic and operational objectives. The portfolio should reflect strategic and operational objectives by clearly differentiating between those held for the benefit of the community (economic development and socio economic) and those retained purely as investment opportunities. Page 221 of 230
Page 222
“Added value” principles should apply – investment and expected returns should be on the basis of what is “best for communities” rather than concentrating on purely financial return. 8. Specific Strategic Principles The Council will use the portfolio to support corporate objectives by adopting the following principles in the future management of the various categories of commercial properties: Socio Economic Portfolio – Held primarily for promotion or enhancement of the Council’s five strategic objectives for securing the future. Revenue generation for this category, although important and justifiable, is secondary to supporting Council objectives. Economic Development Portfolio - Held primarily to support strategic objectives but with an emphasis on supporting Objective (iii) - a prosperous, sustainable and inclusive economy. The portfolio will be used to safeguard, control and promote the use of land for economic development and regeneration. There will be a presumption in favour of disposal of these assets if a case is brought forward that receipts will be allocated to further support investment into the Commercial Property Investment Programme (CPIP) o Business Opportunity enhancement – Land and buildings acquired or provided to facilitate and encourage business opportunities in local communities where the private sector has failed to provide infrastructure due to market conditions. There is a general presumption that this provision will be made available at sustainable market levels but with an acceptance that provision may have to be subsidised to generate development in certain areas. As part of this proposed approach the intention is to focus on strategic sites with development potential partnering with the private sector via Memorandums of Understanding intended to explore and exploit development and incoming-producing opportunities o Start-up Workshop Units – units should be held to encourage new and expanding businesses to locate and flourish. Such units, where available, should be on short term lets with flexible terms to assist firms to become established. There will be a presumption in favour of disposal of these assets to provide income generation for further expansion of the CPIP if required. Commercial Investment Property – Properties will generally only be held for rental income generation whilst generating an adequate and competitive return. There will be a presumption in favour of disposal of poorly performing properties. Examples of this include units which are difficult to let or expensive to manage or generally struggling to create an adequate market return. Page 222 of 230
Page 223
There will be a presumption in favour for the retention of ground lease assets unless they are poorly performing. There will be support to tenants to extend their ground leases to the maximum term allowed by statute to support business growth and investment. There is a presumption against properties held on the commercial estate being occupied by Council Services. Properties held for revenue generation may, however, be occupied by Council Services, with that service meeting the full cost of occupation, including payment of a market rent where appropriate. Commercial Property Investment Programme (CPIP) The Council’s CPIP is a comprehensive 10-year programme of employment land acquisition, servicing, and development to support the Council objectives of attracting investment and supporting businesses across Perth and Kinross. The programme which is funded through sales receipts from sites and properties sold to developers and businesses has delivered 9.15ha of business land to support company growth since inception. The revised programme approved by the SP&R Committee in November 2019 included a review of the approach to ensure effective delivery of corporate property development and investment activities. The CPIP is kept under regular review by the Estates & Commercial Investment Team and the Strategic Lead (Economy, Development and Planning) through the capital monitoring process with appropriate committee approval sought regarding land and property disposals with an impact on the revenue budget. A further update report is being prepared for Enterprise and Investment Committee to be presented in April 2026. Housing Revenue Account (non-housing) – There is no general presumption in favour of the disposal of investment properties held on the Housing Revenue Account (HRA) and the Strategic Lead (Property Services) is consulted prior to the consideration of disposal of any HRA assets to allow consultation in accordance with current Housing Legislation to be carried out. The same principles as applied to the rental income-generating portfolio will generally be applied to the HRA portfolio. 9. Portfolio Management Principles Socio Economic Portfolio: Clearly identify any “subsidy” level in leases to future socio economic and community lets. Only consider future lets on socio economic grounds where supported by a business case clearly identifying the community benefits and financial viability of the proposed let and having identified a sponsoring Service within the Council to provide support. Economic Development Portfolio: The sale or lease of land and premises held for economic development purposes will be considered against the economic benefit to the local community and the corporate objectives of the Council. Page 223 of 230
Page 224
Revenue generating portfolio: Always seek to maximise the return from the investment by applying market rents to all properties held in this category. Wherever practical, identify and allocate all running costs associated with the portfolio including “hidden” costs e.g. management costs. Monitor return on investment. Regularly review portfolio performance. Assess requests to sell from sitting tenants against the return on investment and the impact of sale on any remaining holdings in the immediate area. Manage the portfolio to maximise returns, balancing maintenance expenditure requirements against capital and rental growth potential. Support capital receipt generation (disposal of poorly performing assets) whilst seeking to achieve a balance between revenue and capital. Investigate options for investment to maximise and maintain revenue streams. HRA (non-housing) Portfolio: Unless identified by the Strategic Lead (Economy, Development and Planning) as a property held for socio economic or economic development purposes, manage the portfolio on terms consistent with the management of the general fund revenue generating portfolio. Consult with the Strategic Lead (Economy, Development and Planning) prior to agreeing to the disposal of investment properties, providing advice on whether disposal represents a good return on the investment. 10. Risk Management Risk of falling rental income A substantial unforeseen decrease in projected rental income could present a risk to the Council’s revenue planning. Rental forecasts are regularly reviewed and managed in consultation with the Head of Finance. The major risks affecting income potential are; Changing market conditions and Reducing rental income through disposal of investment properties. Taking investment property and moving it to socio- economic with the rent reductions that normally apply. Changing market Conditions – Low to Medium Risk The risk of a substantial unanticipated decrease in income resulting from changes in market conditions was previously considered to be “Low” as leases tend to terminate on set dates, with a relatively small proportion terminating within a single year. The risk element in the retail sector of the portfolio rose to Medium” for 2022/23 and 23/24 due to challenging economic conditions in light of the global pandemic (Covid-19) and the war in Ukraine that has caused many challenging economic circumstances as a result. This continues to be the case going into 2026/2027 and while inflation has steadied, interest rates have stayed higher than hoped to allow growth to feed through the market. There are additional risks in terms of rents being collected in the short to medium term within the commercial portfolio as a result of this. If leases terminate, even if unanticipated, the Council retains the capital asset Page 224 of 230
Page 225
which can be made available for re-letting or disposal. The current economic climate continues to make re-letting challenging. Disposal of investment properties – Low Risk Disposal of investment properties will result in a capital receipt, but the consequence of this will be the loss of rental income from the asset. Decisions to dispose of major assets will therefore affect income. Disposal will be discussed with the Strategic Lead of Finance, the Strategic Lead of Economy, Development and Planning and a programme agreed as appropriate to support the Council’s revenue budget and capital programme needs. Risk associated with new investment acquisitions Procedures are in place to assess and manage the risk attached to any new investment proposal as the acquisition will be subject to a full business case analysis and risk assessment by the appropriate corporate group and will require subsequent Committee approval. 11. Strategy Action Plan The portfolio is being transformed from the historic legacy to a more balanced sustainable portfolio to meet the Council’s current strategic objectives and the future financial viability of the commercial portfolio will be maintained through; the assessment and classification of each property as either socio-economic, economic development, investment or HRA (investment), regular review of the commercial estate to determine each property’s investment potential and viability, and by disposal of poorly performing investment properties and redevelopment/conversion of properties (e.g. conversion from retail to social housing). Page 225 of 230
Page 226
Page 226 of 230
Page 227
PERTH AND KINROSS COUNCIL PRUDENTIAL INDICATORS 2026/27 TO 2031/32 1 Financing Costs:Net Revenue Stream The ratio of Capital Financing Costs (Loan Charges) to the Council's net revenue stream shall not exceed the following limits, which are based on historic levels, and allow some headroom for movement in interest rates. The estimated Financing Costs below are based on the latest monitoring figures. 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Prudential Limit - General Fund 15.00% 15.00% 15.00% 15.00% 15.00% 15.00% 15.00% Estimated Ratio of Financing Costs to Revenue 8.81% 8.91% 9.27% 9.73% 9.99% 10.40% 10.34% Prudential Limit - HRA 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% Estimated Ratio of Financing Costs to Revenue 24.14% 24.41% 26.94% 27.68% 27.31% 27.67% 28.27% 2 Gross & Net Borrowing and Capital Financing Requirements For prudence, net external borrowing must not exceed the total capital financing requirement, thus ensuring that over the medium term, borrowing is only undertaken for capital purposes. The estimated total net borrowing and Capital Financing Requirement at the end of each of the years are as follows: Estimated Projected Projected Projected Projected Projected Projected 31-Mar-26 31-Mar-27 31-Mar-28 31-Mar-29 31-Mar-30 31-Mar-31 31-Mar-32 Net External Borrowing* 915,987,000 1,042,558,000 1,118,043,000 1,193,028,000 1,241,097,000 1,299,198,000 1,327,298,000 Gross External Borrowing* 925,987,000 1,052,558,000 1,128,043,000 1,203,028,000 1,251,097,000 1,309,198,000 1,337,298,000 Capital Financing Requirement 1,009,937,000 1,104,936,000 1,177,017,000 1,232,504,000 1,273,146,000 1,330,202,000 1,357,325,000 *For the purpose of this indicator, Borrowing includes the outstanding liability under PPP/PFI contracts. 3 Estimates of Gross Capital Expenditure The total estimated Capital Expenditure based on the Council's recent approved Budgets for each year is as follows. Gross Capital Expenditure 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Composite Programme 113,526,000 109,924,000 104,974,000 81,787,000 68,527,000 77,802,000 48,063,000 HRA Programme 46,695,000 24,011,000 15,975,000 10,698,000 9,423,000 21,044,000 21,500,000 Total Gross Capital Expenditure 160,221,000 133,935,000 120,949,000 92,485,000 77,950,000 98,846,000 69,563,000 4 Estimate of Capital Financing Requirement The estimate (as at February 2026) of the Capital Financing Requirement (ie new borrowing requirement for Capital Expenditure) for each year based on these plans is as follows: Capital Financing Requirement 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Composite Programme 96,674,000 91,220,000 72,259,000 62,656,000 50,602,000 56,088,000 31,063,000 HRA Programme 45,011,000 22,620,000 14,593,000 9,196,000 7,432,000 18,735,000 19,000,000 Movement in Estimated Capital Financing Requirement 141,685,000 113,840,000 86,852,000 71,852,000 58,034,000 74,823,000 50,063,000 10 Page 227 of 230
Page 228
PERTH AND KINROSS COUNCIL PRUDENTIAL INDICATORS 2026/27 TO 2031/32 5 External Debt (Gross and Net) - Operational Boundary and Authorised Limit Estimated Projected Projected Projected Projected Projected Projected External Borrowing 31-Mar-26 31-Mar-27 31-Mar-28 31-Mar-29 31-Mar-30 31-Mar-31 31-Mar-32 Public Works Loan Board 751,500,000 900,416,667 1,001,833,334 1,082,750,000 1,136,500,000 1,200,250,000 1,234,000,000 Market Bonds (LOBOs) 53,200,000 53,200,000 33,200,000 33,200,000 33,200,000 33,200,000 33,200,000 Special Loans 2,686,000 2,686,000 2,686,000 2,686,000 2,686,000 2,686,000 2,686,000 Temporary Loans/Other Borrowing 20,000,000 3,000,000 2,750,000 2,500,000 2,500,000 2,500,000 2,500,000 Other Long Term Liabilities (PPP/PFI) 98,601,472 93,255,328 87,573,783 81,892,238 76,210,693 70,561,570 64,912,447 Total Gross External Debt 925,987,472 1,052,557,995 1,128,043,117 1,203,028,238 1,251,096,693 1,309,197,570 1,337,298,447 Short Term Investments (10,000,000) (10,000,000) (10,000,000) (10,000,000) (10,000,000) (10,000,000) (10,000,000) Long Term Investments 0 0 0 0 0 0 0 Total Net External Debt 915,987,472 1,042,557,995 1,118,043,117 1,193,028,238 1,241,096,693 1,299,197,570 1,327,298,447 Note: Operational Boundary 926,000,000 1,053,000,000 1,129,000,000 1,204,000,000 1,252,000,000 1,310,000,000 1,338,000,000 Authorised Limit 1,300,000,000 1,355,000,000 1,355,000,000 1,355,000,000 1,355,000,000 1,355,000,000 1,355,000,000 * The Operational Boundary and Authorised Limit are based on Gross External Debt. 6 Principal Sums Invested Longer Than 365 Days The Upper Limit for sums invested for over 1 year up to 3 years is £45 million. There were no amounts invested within this period as at the start of the financial year. 7 MATURITY STRUCTURE The lower and upper limit for the proportion of the Council's total-long term debt which matures in each of the time bandings below, and is therefore subject to refinancing at the prevailing market rates, is as follows: Fixed Rate Borrowing Maturity Structure Lower Limit Upper Limit Estimated Under 12 months 0% 35% 5.14% over 12 months and < 24 months 0% 35% 10.99% over 2 years and < 5 years 0% 50% 19.22% over 5 years and < 10 years 0% 75% 3.73% over 10 years 10% 95% 60.93% The maurity profile for the Council's current long-term portfolio, measured from the start of the financial year, is as follows: Less 1 Year 1 - 2 Years 2 - 5 Years 5 - 10 Years 10 - 20 Years 20 - 30 Years 30 - 40 Years 40 - 50 Years Over 50 Years Total PWLB 41,083,333 73,583,333 156,583,334 3,750,000 5,000,000 0 87,500,000 384,000,000 0 751,500,000 LOBOs/Market 0 20,000,000 0 0 0 33,200,000 0 0 0 53,200,000 Other 0 0 0 0 0 0 0 0 0 0 PPP/PFI Liability 5,346,144 5,681,545 17,012,213 29,908,693 40,652,877 0 0 0 0 98,601,472 Total 46,429,477 99,264,878 173,595,547 33,658,693 45,652,877 33,200,000 87,500,000 384,000,000 0 903,301,472 Percentage 5.14% 10.99% 19.22% 3.73% 5.05% 3.68% 9.69% 42.51% 0.00% 100.00% Page 228 of 230
Page 229
PROPOSED CHANGES TO THE SCHEME OF ADMINISTRATION – 25 FEBRUARY 2026 47. STRATEGIC LEAD - ECONOMY, DEVELOPMENT & PLANNING 47.7 New Roads To grant consent under Part III of the Roads (S) Act 1984 except where the applicant objects to proposed conditions in respect of such consents. 48. STRATEGIC LEAD - ENVIRONMENT & INFRASTRUCTURE 48.5 Roads and Traffic To exercise the functions of the Council as roads authority in terms of the Roads (Scotland) Act 1984 and all related subordinate legislation, but with the following exceptions: (i) Roads Construction Consents under Part III (ii) Section 97 - Permitting trading on A class roads. The Strategic Lead shall have the power to propose and promote and, where fewer than six objections are received, confirm roads orders in terms of the Road Traffic Regulation Act 1984 and any subsequent legislation regulating the use of the Perth and Kinross Council roads network. Where roads orders cover locations in different streets or contain no other proposals located within 100 metres in the same street, the order can be made by the Strategic Lead for those streets within the order for which fewer than six objections have been received. If the proposal has received six or more objections from a household, business address or interest group, or an objection is received from either a statutory consultee or the relevant Community Council(s), or where all of the local elected ward members request, the order will be submitted to the Economy and Infrastructure Committee for consideration. To exercise the functions of the Council in terms of the Road Traffic Acts 1988 and 1991 and all related subordinate legislation. To exercise the functions of the Council in terms of the New Roads and Street Works Act 1991 and all related subordinate legislation. To exercise the functions under the Transport (Scotland) Act 2005. To carry out the naming and numbering of streets in terms of the Civic Government (Scotland) Act 1982. 11 Page 229 of 230
Page 230
Page 230 of 230