Agenda Document Pack - Perth and Kinross Council - 04/12/2024
Perth and Kinross Council · 4 December 2024
Back to Perth and Kinross Council — 4 December 2024 and its agenda
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Securing the future… • Improving services • Enhancing quality of life • Making the best use of public resources Council Building 2 High Street Perth PH1 5PH 27/11/2024 A hybrid meeting of Perth and Kinross Council will be held in the Council Chamber on Wednesday, 04 December 2024 at 10:30. If you have any queries please contact Committee Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Provost X McDade Depute Provost A Parrott All Bailies All Councillors Page 1 of 454
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Perth and Kinross Council Wednesday, 04 December 2024 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 30 OCTOBER 2024 FOR APPROVAL (copy herewith) 7 - 22 4 NOTICE OF MOTION 4(i) MAJOR ELECTRICITY DEVELOPMENT APPLICATIONS & COMMUNITY ENGAGEMENT (copy herewith) 23 - 24 5 OUTSTANDING BUSINESS STATEMENT (copy herewith 24/344) 25 - 26 6 ANNUAL CLIMATE ACTION REPORT AND ACTION PLAN UPDATE Report by Strategic Lead - Environment and Infrastructure (copy herewith 24/345) 27 - 124 7 SOUTH KINROSS FLOOD PROTECTION SCHEME Report by Strategic Lead - Environment and Infrastructure (copy herewith 24/346) 125 - 146 8 CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 2023/24 Report by Chief Social Work Officer (copy herewith 24/347) 147 - 232 9 PERTH AND KINROSS CHILD PROTECTION COMMITTEE STANDARDS AND QUALITY REPORT 2023-24 Report by Chief Social Work Officer (copy herewith 24/348) 233 - 348 10 PERTH AND KINROSS ADULT PROTECTION COMMITTEE BIENNIAL REPORT 2022-24 Report by Chief Social Work Officer (copy herewith 24/349) 349 - 406 Page 3 of 454
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11 MEDIUM TERM FINANCIAL PLAN 2025-31 Report by Strategic Lead - Finance and Business Support (copy herewith 24/350) 407 - 454 12 UPDATE TO SCHEME OF ADMINISTRATION Section 48 - Strategic Lead - Environment and Infrastructure Section 48.5, 2nd bullet point to be amended as follows: 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 contains 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. 13 COMMITTEE TIMETABLE 2025 (i) Council is asked to agree that the meeting of the Executive Sub- Committee of the Learning and Families Committee on 2 April 2025 to now be a meeting of the Learning and Families Committee. (ii) Council is asked to agree that the meeting of the Kinross- shire Committee of 21 August 2025 to now take place on 18 September 2025, and the meeting of 27 November 2025 to now take place on 20 November 2025. 14 APPOINTMENTS TO COMMITTEES/OUTSIDE BODIES Council is asked to: 1. appoint two Members to Planning and Placemaking Committee 2. appoint one Member to the Employee Joint Consultative Committee 3. appoint a Member to the Perth and Kinross Sport Council 15 ELECTED MEMBERS BRIEFING NOTES Council is asked to note the following Elected Members Briefing Notes that have been issued to elected Members since the previous Council meeting: 1 October 2024 HSCP Financial Recovery Plan 8 October 2024 Industrial Action in Schools 8 October 2024 Street Weeds 8 October 2024 Flood Insecurity Fund 10 October 2024 Strategic Lead - Education and Learning 11 October 2024 Pay Award/Industrial Action 11 October 2024 Industrial Action in Schools Update Page 4 of 454
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22 October 2024 Vacant and Eyesore Property Taskforce Update 21 October 2024 Industrial Action in Schools 1 November 2024 Rent Level Options Consultation 2025/26 4 November 2024 Air Quality Consultations - Perth and Crieff 6 November 2024 Christmas Lights Switch-On 2024 6 November 2024 Love Local, Eat Local, Buy Local Campaign 8 November 2024 Community Planning Partnership Update 14 November 2024 Update on Soutar House Disposal (issued by Perth City South Ward members) 19 November 2024 CAMHS Waiting Times 20 November 2024 New Contractor for Double Dykes Improvement Project 22 November 2024 Preparations for Storm Bert 23 November 2024 Storm Bert Update 24 November 2024 Further Update on Impact of Storm Bert 24 November 2024 Update on Flood Warnings Page 5 of 454
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PERTH AND KINROSS COUNCIL Minute of hybrid meeting of Perth and Kinross Council held in the Council Chamber, 2 High Street, Perth on Wednesday 30 October 2024 at 10.30am. Present: Provost X McDade, Depute Provost A Parrott, Bailies C Ahern, A Bailey, R Brock, C McLaren and M Williamson, Councillors K Allan, H Anderson L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, K Harvey, D Illingworth, I James, N Khogali, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, C Stewart, G Stewart, A Watt, R Watters and J Welch. In Attendance: T Glen, Chief Executive; C Mailer, Depute Chief Executive; G Boland, Strategic Lead – Strategic Planning, People and Performance; S Walker, Strategic Lead – Finance and Business Support; E Ritchie, Strategic Lead – Housing and Communities; S Devlin, Strategic Lead – Education and Learning, J Pepper, Director/Chief Officer Health and Social Care Partnership, C Jolly (Health and Social Care Partnership) ( from Item 7), P Smith, M Lynch, C Hendry (all Strategic Planning, People and Performance), D McPhee, D Stokoe (both Housing & Communities), G Fogg, S Hendry, A Brown and M Pasternak (all Legal and Governance). Also in Attendance: Shaheena Din (PKAVS), Gareth Ruddock (Giraffe) (for Item 6). Provost X McDade, Presiding. Provost led on Items 1-6 and 9-15, and Depute Provost led on Items 7-8. 1. WELCOME AND APOLOGIES Provost McDade welcomed all those present to the meeting, particularly newly elected Councillors Carol Mair and Alan Watt and congratulated them on their recent election success. There were no apologies submitted. 2. DECLARATIONS OF INTEREST In terms of the Councillors’ Code of Conduct, Bailie McLaren declared a connection in relation to Item 4(i) on the agenda. 3 Page 7 of 454
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URGENT BUSINESS ITEMS (i) Payment of Real Living Wage In terms of Standing Order 9.3(b), the Provost ruled that he was accepting the following urgent item of business as the announcement on the real living wage had taken place after the deadline for notices of motions. Motion by Councillors G Laing and Bailie A Bailey The Council notes that an increase in the Real Living Wage from £12 per hour to £12.60 per hour was announced by the Living Wage Foundation on 23 October 2024. Perth and Kinross Council is committed to support Fair Work First and is an accredited Living Wage employer and would normally apply the new Real Living Wage from 1 April 2025. I am recommending that we apply the announced new rate from 1 December 2024 rather than waiting until 1 April 2025. This would demonstrate the commitment from Council to ensuring all our lowest paid staff benefit from this change on the earliest possible date. The Council also agrees that in future years any uplift in the Real Living Wage will be implemented at the earliest possible date. There are currently 43 employees who would benefit from introducing the Real Living Wage early at a cost of £13.5K including employer on-costs in this financial year will be contained within existing budgets or supplemented from the Modern Apprentice Reserve Fund. Resolved: In accordance with the Motion. (ii) Crisis Grants In terms of Standing Order 9.3(b), the Provost ruled that he was accepting the following urgent item of business as if Council didn’t approve the monies at today’s meeting then the Council would have to close the rural hardship payments the following day. Motion by Councillors P Barrett and G Laing Council notes: 1) Crisis grant spend is likely to increase significantly for 2024/25 compared to 2023/24. Crisis Grant applications have increased by 13% over the first 6 months of 2024/25. 2) Based on Quarters 1 and 2 Crisis grant spend is on course to exceed 2023/24 level by £100k, taking the winter months increase in crisis applications this figure is likely to rise even further. Page 8 of 454
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3) PKC Welfare Fund Team is taking steps to manage the Community Care Grant budget by reducing quality of floor coverings and transferring removals costs to the Discretionary Housing Payments budget. 4) Without augmenting Crisis Grant funding PKC will be forced to close the rural hardship payments provided through the Financial insecurity fund. Council agrees: To augment the Crisis Grant budget for 2024/25 by £150k on a non-recurring basis from the anti-poverty reserve. Resolved: In accordance with the Motion. 3. MINUTE OF PERTH AND KINROSS COUNCIL OF 4 SEPTEMBER 2024 FOR APPROVAL The minute of meeting of Perth and Kinross Council of 4 September 2024 was submitted and approved as a correct record. 4. NOTICE OF MOTIONS 4(i) Motion on UK Government’s Plans to add VAT to School Fees Motion by Councillors A Forbes and D Illingworth This Council recognises the benefits of having a number of private sector schools within our area, not only do these schools relieve pressure from the state education system, but they stimulate the local economy by providing well paid jobs for teachers, school staff, grounds staff and other support staff, not to mention the contribution by using local trades people for a variety of services. The UK Government's plans to add VAT to school fees is counterproductive, we have already witnessed one school close citing this decision as a contributing factor and we would anticipate more to follow. Families who can and are willing to pay for their children’s education should be supported and not punished. Council instructs the Leader of the Council to write to the Prime Minister asking him not to proceed with this policy. 1st Amendment by Bailie A Bailey and Councillor G Laing To reject the proposals in the Motion. Page 9 of 454
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2nd Amendment by Bailie C McLaren and Councillor P Barrett In accordance with the Motion but with the following changes: First paragraph, delete “not to mention the contribution by local tradespeople for a variety of services.” Replace with “Council further recognises the positive economic contribution that local private schools make through direct employment and via the local supply chain for goods and services.” After "Families who can and are willing to pay for their children's education should be supported and not punished" insert new paragraph: "Perth and Kinross Council notes that there are legal challenges to the government’s proposals, alleging breach of Article 2 of the First Protocol of the European Convention on Human rights (access to educational facilities) or of Article 14 of the Convention (arbitrary discrimination in the enjoyment of educational facilities) with respect to special educational needs. The Mover and Seconder of the Motion agreed to incorporate the changes set out in the 2nd Amendment into the Motion. The 1st Amendment therefore became the substantive Amendment which was then put against the Revised Motion. In terms of Standing Order 21.1, a roll call vote was taken 19 Members voted for the Motion, as follows: Bailies C Ahern and C McLaren, Councillors K Allan, H Anderson, L Barrett, P Barrett, B Brawn, A Chan, J Duff, A Forbes, N Freshwater, D Illingworth, I James, N Khogali, W Robertson, C Shiers, F Smith, C Stewart and A Watt. 19 Members voted for the Amendment, as follows: Provost X McDade, Depute Provost A Parrott, Bailies A Bailey and M Williamson, Councillors S Carr, S Donaldson, E Drysdale, M Frampton, K Harvey, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, G Stewart, R Watters and J Welch. 2 Members abstained as follows: Bailie R Brock and Councillor D Cuthbert. In terms of Standing Order 21.2, Provost X McDade exercised his casting vote in favour of the Amendment. Page 10 of 454
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Resolved: In accordance with the Amendment. 4(ii) Motion on Winter Fuel Payment Reform Motion by Councillors J Duff and I Massie Council firmly believes that all pensioners, irrespective of their income, should be supported during the winter months to ensure they can adequately heat their homes and maintain a decent standard of living. The Winter Fuel Payment has historically been a vital lifeline for many elderly individuals in our community, helping to mitigate the risks of cold-related health issues and ensuring their wellbeing during harsh winter conditions. This Council opposes and condemns the UK Government’s cuts to the Winter Fuel payment passed by the House of Commons on 10th September 2024 in withdrawing this assistance from approximately 860,000 Scottish pensioners, including over 32,000 pensioners in Perth and Kinross. This Council believes that the Winter Fuel Payment should remain a universal benefit to those of pension age. This Council agrees that the Leader of the Council and a representative from each of the political parties represented on the Council, together with a representative of the independent councillors, write jointly to The Chancellor of the Exchequer as a matter of urgency, expressing this Council’s strong opposition to the means-testing of the Winter Fuel Payment and encouraging the Government to reverse this decision. The letter should also be signed by the Council’s Older Peoples Champion. Furthermore, in the likely event that this Council’s appeal is not successful, this Council welcomes the dissemination of targeted literature towards the pension-age population of Perth and Kinross encouraging the maximum uptake of Pension Credit and offering assistance and guidance on how to apply for it. This Council hopes that this action will go some way to mitigate the harshness of these welfare cuts this winter. Resolved: In accordance with the Motion. Note: In terms of Standing Order 22.1, Bailie Bailey requested that his dissent to the decision be recorded and confirmed that he would not be signing a joint letter. 5. OUTSTANDING BUSINESS STATEMENT The Outstanding Business Statement was noted, and it was agreed to remove the completed actions. Page 11 of 454
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THERE FOLLOWED A SHORT BREAK AND THE MEETING RECONVENED AT 12.00PM. 6. PROVISION OF FEEDBACK FOR ANTI-POVERTY TASK FORCE’S TACKLING POVERTY STRATEGY 2024 to 2030 There was submitted a report by Strategic Lead – Strategic Planning, People and Performance (24/299) providing the draft Tackling Poverty Strategy prior to approval by the Anti-Poverty Task Force on 14 November 2024. Resolved: (i) The draft Tackling Poverty Strategy, be noted. (ii) Adoption by the Anti-Poverty Task Force of the social contract developed by the Poverty Strategy Commission, as set out in the report, be endorsed. (iii) The additional clause added to the strategy by the Anti-Poverty Task Force, as noted below, be endorsed: • The Anti-Poverty Task Force members should invest in partnership co-ordination to streamline service provision by adopting the “no wrong door” approach enabling greater collaboration to the benefit of those in need. Ensuring efficiency, and effective use and deployment of collective resources which can be deployed for poverty alleviation and building sustainable livelihoods. (iv) The Council’s commitment to the Anti-Poverty Task Force, as set out in the report and strategy, be renewed. THERE FOLLOWED A BREAK FOR LUNCH AND THE MEETING RECONVENED AT 2.00PM. 7. 6TH LOCAL CHILD POVERTY ACTION PLAN There was submitted a report by Strategic Lead – Strategic Planning, People and Performance (24/300) presenting an update on actions taken during 2023/24; the new Child Poverty Action Plan for 2024/25 and an update on progress with the Child Poverty Delivery Plan for 2022 - 2026. Resolved: (i) The contents of the reportbe noted. (ii) Council confirms its continued commitment to the following strategic aims set out in the child poverty strategy: a. To raise awareness about the causes and consequences of child poverty b. To foster social cohesion and reduce stigma surrounding poverty for children and families Page 12 of 454
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c. To reduce the negative effects of living in poverty for children and families d. To enable children and families to prepare themselves for a life free from poverty. (iii) Council re-affirms its commitment to the objectives of the Child Poverty Delivery Plan 2022 – 2026 to work with NHS Tayside and the Community Planning Partners to: • Provide opportunities and support to enter, sustain and progress in work (employability and skills, housing and economic opportunity, connectivity and childcare) • Maximise the support available to families to lead dignified lives and meet their basic needs (person-centered support, social security and income maximisation) • Support the next generation to survive and thrive • Deliver a one council, whole family, whole community approach to connecting children and families to the help and support they need to mitigate and move beyond poverty. 8. PERTH AND KINROSS ANNUAL PERFORMANCE REPORT 2023-24 There was submitted a report by Strategic Lead – Strategic Planning, People and Performance (24/301) providing an overview of how Council has performed against its priorities, actions and associated key performance indicators in the period from April 2023 to March 2024, as set out within our Corporate Plan 2022-2027. Resolved: (i) The Annual Performance Report for 2023/24 be approved. (ii) It be noted that the report was also considered by the Scrutiny and Performance Committee on 18 September 2024. 9. INTEGRATION JOINT BOARD ANNUAL PERFORMANCE REPORT 2023- 24 There was submitted a report by Chief Officer of the Integration Joint Board (24/255) (1) setting out performance in relation to the National Core Suite of Integration Indicators and (2) providing an overview of progress in meeting the Integration Joint Board’s (IJB) strategic delivery plans focusing on the impact and the experiences of people who use health and care services. Resolved: (i) The Integration Joint Board Annual Performance Report 2023/24 (Appendix 1) be noted. (ii) It be noted that the report had also been considered by the Scrutiny and Performance Committee on 18 September 2024. Page 13 of 454
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THERE FOLLOWED A SHORT BREAK AND THE MEETING RECONVENED AT 3.30PM. 10. ARMED FORCES COVENANT PROGRESS REPORT There was submitted a report by Strategic Lead – Housing and Communities (24/302) providing a progress report in relation to the Council’s commitment under the Armed Forces Covenant. Resolved: (i) The content of the report, be noted. (ii) The continued work in relation to the Council’s commitment to the Armed Forces Covenant, as set out in the report, be approved. 11. COMMITTEE TIMETABLE 2025 Resolved: The timetable of Committee meetings for 2025, as attached to the agenda, be agreed. 12. UPDATE OF GOVERNANCE ARRANGEMENTS 12(i) UPDATES TO SCHEME OF ADMINISTRATION Resolved: The proposed changes to the Scheme of Administration, as set out on the agenda, be agreed, with exception of the proposed change to Section 48 and the Strategic Lead – Environment and Infrastructure, which is deferred for further discussion at the next Council meeting on 4 December 2024. 12(ii) FINANCIAL REGULATIONS There was submitted a report by Strategic Lead – Finance and Business Support (24/303) seeking approval to update the Council’s Financial Regulations to reflect the revised organisational structure. Resolved: (i) The contents of the report be noted. (ii) The updated Financial Regulations, as set out in Appendix 1, be approved. Page 14 of 454
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13. APPOINTMENTS TO COMMITTEES/OUTSIDE BODIES Resolved: • The updated membership list for Committees/Sub-Committees and Other Bodies (as set out in Appendix 1 of this minute), be agreed. • Bailie C McLaren be appointed to Live Active Leisure Board. • Councillor I Massie be replaced by Councillor C Mair as Older People’s Champion. • Bailie A Bailey be appointed to Friends of Bydgoszcz – Management Committee. • Councillor S Donaldson be appointed to Crieff and Strathearn Museum Group. • Remaining vacancies for committees and outside bodies to be submitted to the next Council meeting on 4 December 2024. 14. ELECTED MEMBERS BRIEFING NOTES Resolved: The Elected Members Briefing Notes, issued since the previous Council meeting and as set out on the agenda, be noted. 15. VALEDICTORY – SHEENA DEVLIN, STRATEGIC LEAD – EDUCATION AND LEARNING The Provost, Councillors J Rebbeck, J Duff and P Barrett passed on their best wishes on behalf of all elected members to Sheena Devlin, Strategic Lead – Education and Learning who was leaving the Council in November 2024 after holding a number of different roles since joining the Council in 2002. Page 15 of 454
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MEMBERSHIP OF COMMITTEES / SUB COMMITTEES / OTHER BODIES MEMBERSHIP OF LEARNING AND FAMILIES COMMITTEE 1 Convener John Rebbeck 2 Vice-Convener Steven Carr 3 Vice-Convener Michelle Frampton 4 Opposition Spokesperson Caroline Shiers 5 Councillor Ian Massie 6 Councillor Iain MacPherson 7 Councillor Grant Stewart 8 Bailie Chris Ahern 9 Councillor Neil Freshwater 10 Councillor Noah Khogali 11 Councillor John Duff 12 Councillor Alan Watt 13 Councillor Liz Barrett 14 Councillor Dave Cuthbert 15 Provost Xander McDade MEMBERSHIP OF HOUSING AND SOCIAL WELLBEING COMMITTEE 1 Convener Tom McEwan 2 Vice-Convener Sheila McCole 3 Councillor Jack Welch 4 Opposition Spokesperson Bob Brawn 5 Bailie Mike Williamson 6 Councillor Carol Mair 7 Councillor Iain MacPherson 8 Bailie Chris Ahern 9 Councillor Angus Forbes 10 Councillor Ian James 11 Councillor Frank Smith 12 Councillor Colin Stewart 13 Councillor Peter Barrett 14 Bailie Rhona Brock 15 Bailie Claire McLaren 3 Page 17 of 454
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MEMBERSHIP OF ECONOMY AND INFRASTRUCTURE COMMITTEE 1 Convener Eric Drysdale 2 Vice-Convener Jack Welch 3 Opposition Spokesperson Angus Forbes 4 Councillor Steven Carr 5 Councillor Ken Harvey 6 Councillor Grant Laing 7 Councillor Stewart Donaldson 8 Councillor Hugh Anderson 9 Councillor John Duff 10 Councillor Noah Khogali 11 Councillor Frank Smith 12 Bailie Rhona Brock 13 Councillor Alan Watt 14 Councillor Colin Stewart 15 Councillor Willie Robertson MEMBERSHIP OF PLANNING AND PLACEMAKING COMMITTEE 1 Convener Ian Massie 2 Vice-Convener Grant Stewart 3 Councillor Ken Harvey 4 Councillor Richard Watters 5 Bailie Mike Williamson 6 Councillor Keith Allan 7 Councillor Bob Brawn 8 Councillor David Illingworth 9 Councillor Ian James 10 Councillor Dave Cuthbert 11 Bailie Claire McLaren 12 Councillor TBC 13 Councillor TBC Page 18 of 454
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MEMBERSHIP OF LICENSING COMMITTEE 1 Convener Mike Williamson 2 Vice-Convener Iain MacPherson 3 Councillor Steven Carr 4 Councillor Ken Harvey 5 Councillor Carol Mair 6 Councillor Bob Brawn 7 Councillor Keith Allan 8 Councillor Hugh Anderson 9 Councillor Andy Chan 10 Bailie Claire McLaren 11 Councillor Willie Robertson 12 Bailie Rhona Brock 13 Councillor Michelle Frampton MEMBERSHIP OF SCRUTINY AND PERFORMANCE COMMITTEE 1 Convener Colin Stewart 2 Vice-Convener Alasdair Bailey 3 Councillor Steven Carr 4 Councillor Michelle Frampton 5 Councillor Ian Massie 6 Councillor Jack Welch 7 Councillor Caroline Shiers 8 Councillor Keith Allan 9 Councillor Frank Smith 10 Councillor Angus Forbes 11 Councillor Willie Robertson MEMBERSHIP OF AUDIT AND RISK COMMITTEE 1 Convener David Illingworth 2 Vice-Convener Andy Chan 3 Councillor Ken Harvey 4 Councillor Iain MacPherson 5 Councillor Colin Stewart 6 Councillor Grant Stewart 7 Councillor Liz Barrett Page 19 of 454
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MEMBERSHIP OF FINANCE AND RESOURCES COMMITTEE 1 Convener Stewart Donaldson 2 Vice-Convener Grant Laing 3 Councillor Eric Drysdale 4 Councillor Tom McEwan 5 Depute Provost Andrew Parrott 6 Councillor John Rebbeck 7 Bailie Chris Ahern 8 Councillor Andy Chan 9 Councillor John Duff 10 Councillor David Illingworth 11 Councillor Caroline Shiers 12 Bailie Claire McLaren 13 Councillor Peter Barrett 14 Councillor Dave Cuthbert 15 Councillor Colin Stewart 16 Provost Xander McDade MEMBERSHIP OF CLIMATE CHANGE AND SUSTAINABILITY COMMITTEE 1 Convener Richard Watters 2 Vice-Convener Liz Barrett 3 Councillor Jack Welch 4 Councillor Grant Laing 5 Depute Provost Andrew Parrott 6 Councillor Noah Khogali 7 Councillor Hugh Anderson 8 Councillor Angus Forbes 9 Councillor David Illingowrth 10 Councillor Dave Cuthbert 11 Councillor Grant Stewart MEMBERSHIP OF PROPERTY SUB-COMMITTEE 1 Convener Grant Laing 2 Vice-Convener Tom McEwan 3 Councillor Stewart Donaldson 4 Councillor Andy Chan 5 Bailie Chris Ahern 6 Councillor Peter Barrett 7 Councillor Dave Cuthbert Page 20 of 454
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LOCAL REVIEW BODY 1 Convener Bob Brawn KINROSS-SHIRE LOCAL COMMITTEE 1 Convener Dave Cuthbert 2 Vice- Convener Richard Watters 3 Councillor Willlie Robertson 4 Councillor Neil Freshwater MEMBERSHIP OF LICENSING BOARD 1 Bailie Mike Williamson 2 Councillor Iain MacPherson 3 Depute Provost Andrew Parrott 4 Councillor Grant Stewart 5 Councillor Ian James 7 Councillor Hugh Anderson 8 Councillor John Duff 9 Chair (Board appointment) Peter Barrett 10 Bailie Rhona Brock JOINT NEGOTIATING COMMITTEE FOR TEACHING STAFF 1 Councillor John Rebbeck 2 Councillor Caroline Shiers 3 Councillor Steven Carr EMPLOYEES JOINT CONSULTATIVE COMMITTEE 1 Councillor Sheila McCole 2 Councillor John Rebbeck 3 Councillor Keith Allan 4 Councillor TBC Page 21 of 454
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AFFORDABLE HOUSING MEMBER/OFFICER WORKING GROUP 1 Councillor Tom McEwan 2 Councillor Bob Brawn 3 Provost Xander McDade 4 Councillor Peter Barrett 5 Bailie Alasdair Bailey Page 22 of 454
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Motion by Councillors K Allan and F Smith Major Electricity Development Applications & Community Engagement This Council: NOTES there are a number of major proposed electricity generation, storage and transmission developments, which have been or are likely to be presented to Perth & Kinross Council for planning permission, or for a response as a Consultee, in the near future. ACKNOWLEDGES that, without prejudice to future determinations, such major infrastructure developments are very likely to have significant scheme specific and cumulative environmental and socio-economic impacts upon communities and landscapes within Perth & Kinross. RECOGNISES it is desirable that communities across Perth & Kinross are fully engaged in the consultation and planning process and are suitably empowered to respond on an equal basis given the resources deployed by the developers, SSEN and statutory consultees. NOTES that these major development applications need to be considered in a Perth & Kinross Council wide context so that reference is made to the combined effects from the entirety of developments across Perth & Kinross, therefore achieving a better understanding of the cumulative impact on our communities and our environment. THEREFORE, this Council AGREES: (1) REAL TIME MAPPING - To produce a real time map subject to the following caveat on pre-application planning advice, publicly available online, showing all the major renewable energy related developments within the Council’s knowledge, existing and proposed, including those which are or will come to Council for planning, be they operational or otherwise. In so far as legally permissible and with regard to issues of confidentiality, to explore the anonymised inclusion of approaches made to Perth & Kinross Council for pre-application planning advice. This map will therefore present a holistic overview of the applications that are currently in the pipeline, including but not limited to, all proposed electricity generation, storage and transmission developments, grid connection, energy generation stations, Battery Energy Storage Systs (BESS), and wind farms. It is acknowledged that there may be some limitations with proposals which cross planning authority boundaries, but every effort will be made to capture and provide as much information as possible. (2) THE APPROACH TO APPLICATIONS (i) The Strategic Lead – Economy, Development and Planning will continue dialogue with the Scottish Government to ensure that the full cumulative aspect of developments, including the potential grid connection, is considered within the submission of an application under S36 of the Electricity Act for an energy 4(i) Page 23 of 454
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generation station, and for all BESS applications of whatever scale, with the Strategic Lead to keep Council updated regarding progress, and (ii) If an increase in the MW threshold for applications under S36 of the Electricity Act is implemented so that some additional generating stations would fall within the Town and Country Planning Acts, the Council will update its Planning Guidance for such developments to ensure that the cumulative impacts are considered in full, including the grid connection aspects of a development. (3) COMMUNITY COUNCIL MAJOR APPLICATION PLANNING TRAINING To take further action to better equip communities regarding the planning process and how to present their case, by continuing to provide and develop specific planning training to Community Councils regarding such major applications, including the use, where appropriate, of Planning Aid for Scotland or other external experts. (4) COMMUNITY ENGAGEMENT Without ever expressing a prior opinion on the determination of any application, to engage with our communities regarding the anticipated environmental and socio- economic impacts, given that some within our communities are concerned about a wide range of issues, and to review what actions the Council can legally take to further ensure that local community views are considered in the planning process and for Officers to present a paper to the Economy and Infrastructure Committee for consideration prior to the summer recess 2025. Page 24 of 454
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ERTH AND KINROSS COUNCIL OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 24/344) 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 21. 4 September 2024. Item 7. Perth City Integrated Investment Proposal. Elected Members to have early sight of changes to parking utilisation as a result of Thimblerow development, with regular monitoring of car parking usage in Perth to take place and any demand issues to be reported back to elected members. ONGOING Strategic Lead – Property Services ONGOING ONGOING 22. 30 October 2024. Urgent Business Item. Payment of Real Living Wage. Query on whether raising the living wage to £12.60 will include staff who are currently being paid more than £12.00. Email issued to all elected Members on 12 November 2024. Strategic Lead – Strategic Planning, People and Performance. COMPLETE November 2024 5 Page 25 of 454
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No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/ completed Action Expected 23. 30 October 2024. Item 6. Tackling Poverty Strategy 2024- 2030. Methodology to be shared with elected members in calculating poverty estimates (Appendix 1 of report). Elected Members Briefing Note issued Strategic Lead – Strategic Planning, People and Performance. COMPLETE November 2024. 24. 30 October 2024. Item 7. 6th Local Child Poverty Action Report More detail to be provided to elected members on the measurement of uncertainty in relation to statistics in section 3.1 of the report. Elected Members Briefing Note issued Strategic Lead – Strategic Planning, People and Performance. COMPLETE November 2024. 25. 30 October 2024. Item 4(ii). Motion on Winter Fuel Payment Reform Joint letter to be sent to the Chancellor of the Exchequer as a matter of urgency, expressing this Council’s strong opposition to the means-testing of the Winter Fuel Payment and encouraging the Government to reverse this decision. COMPLETE Members’ Support / Elected Members. COMPLETE November 2024 Page 26 of 454
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PERTH AND KINROSS COUNCIL 4 December 2024 ANNUAL CLIMATE ACTION REPORT AND ACTION PLAN UPDATE Report by Strategic Lead - Environment & Infrastructure (Report No. 24/345) 1. PURPOSE 1.1 This report is the third annual Climate Action Report. It provides the Council with an update on Perth and Kinross Council’s (PKC) progress delivering its Climate Change Strategy and Action Plan. 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 2024/25 and the associated resources required to deliver them. 2. RECOMMENDATIONS 2.1 It is recommended that Council: (i) approves the Climate Change Annual Report (Appendix A) and approve the associated detailed Action Plan for 2024/25 and the recommended 25 top priority projects. (Appendix B) (ii) notes that the resources required to take forward the priority actions will be included for consideration as part of the Revenue and Capital budget setting process. (iii) approves the changes to the Key Performance Indicators (Appendix C) (iv) 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. (v) requests all Members, the Strategic Leadership Team and Senior Managers to complete Carbon Literacy training by 30 September 2025. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Progress since November 2023 • Section 6: Proposal for action in Year 4 • Section 7: Conclusion • Appendices 6 Page 27 of 454
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4. BACKGROUND 4.1 In December 2019, Perth and Kinross Council approved an Interim Climate Emergency Report and Action Plan (Report No 19/362 refers). This highlighted the Intergovernmental Panel on Climate Change (IPCC) concerns in relation to keeping the global average temperature rise below 1.5°C, which has been also reflected at COP26.To keep the global average temperature rise below 1.5°C dramatic emissions reductions are required by 2030. 4.2 Perth and Kinross Council has a legal responsibility for emissions reductions and climate resilience both within the Council’s operations as well as across the entirety of Perth and Kinross. 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 to undertake for both areas. 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 are Transport, Buildings & Energy, Waste & Circular Economy, Business & Industry, Land Use, Resilience, Education& Engagement and Governance. 4.3 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 the Climate Change Action Plan. 4.4 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) 4.5 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 meeting quarterly since then. 4.6 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). 4.7 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 28 of 454
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Legislation and targets 4.8 The UK Climate Change Act 2008 sets the UK’s approach to climate change and commits the UK Government to reach net zero greenhouse gases 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. 4.9 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 and had set interim targets to reduce net emissions by at least 56% by 2020, 75% by 2030, and 90% by 2040 compared to the baseline year (1990) respectively. In April 2024, the Scottish Government announced a shift away from the interim targets to five-year carbon budgets. The net zero date of 2045 is unchanged. 4.10 The legislation to formally transfer from interim targets to carbon budgets, the Climate Change (Emissions Reduction Targets) (Scotland) Bill was passed on 5 November 2024. This requires the Scottish Government to set five-yearly national carbon budgets, with the requirement to be in place by 2026. There are no changes to the duties placed on public bodies under the draft Bill as introduced. 4.11 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. 4.12 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. 4.13 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). 5. PROGESS TO DATE 5.1 This report covers the progress made between October 2023 and September 2024. The Perth and Kinross Climate Change Update - 2024 (Appendix A) provides a full summary of progress, performance and next steps. The key points are summarised below. Page 29 of 454
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Key Achievements 5.2 There has been progress to note across the 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 includes: 1. Achieving Net Zero aligned with the Paris Agreement and the Scottish Government Targets, with the ambition of achieving them sooner. • Developing key decarbonisation strategies including our new Mobility Strategy (Transport) and the Local Area Energy Plan (Buildings & Energy) • Developing our Scope 3 Works, Purchased Goods & Services carbon emissions footprint to understand the full scale of the Council’s impact. We are one of the first local authorities in Scotland to have done this (Governance) • Achieving the prestigious CDP ‘A’ score for our approach to tackling area-wide emissions • The contract award and commencement of a long-term solution ahead of the ban on landfilling municipal waste. This has resulted this year in the diversion of approximately 39,000 tonnes of non-recyclable waste from landfill, reducing carbon emissions by an estimated 11,868 tCO2e. (Waste & Circular Economy) 2. Building a more resilient Perth and Kinross • We screened all 865 of our road bridges for Scour potential and completed the detailed assessment for the ten bridges considered most likely to have scour issues which have had a detailed scour assessment completed. (Resilience) • A contractor has been appointed to build the £40.8M Comrie Flood scheme designed to lower risk to 189 homes and businesses. (Resilience) • Developing a plan to address the significant risk of Ash Dieback to Perth & Kinross. (Resilience) 3. Delivering a fair transition and a green recovery • Directly improving the energy efficiency of struggling households, using ECO4 Funding of £3.1M to install 506 individual measures. These measures contribute to the decarbonisation of privately owned properties across the wider Perth & Kinross area. (Buildings and Energy) • Green Business Grants - 22 businesses have been paid a total of £380,000 from the Capital Green Recovery Grant scheme (Business & Industry); • Publication of the Perth & Kinross Council Design Guide for New Build housing in November 2023 to help ensure high quality and energy efficient homes are delivered. (Buildings & Energy) Page 30 of 454
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• Hosting the Perth and Kinross Circular Economy Business Opportunities seminar in June 2024, part of progressing the development of a Circular Economy Plan for Perth and Kinross for low carbon transitioning and economic. (Waste & Circular Economy) 4. Preventing an ecological emergency and enhancing biodiversity • The Council funded a restoration plan for the lower South Quiech Catchment to address high phosphorus runoffs into Loch Leven. • With our Nature Restoration Fund (NRF) allocation, 18 projects were successfully delivered in Year 3 by both the Council and our communities. • Grassland management (Grow Wild) trial area has been expanded out to 157 sites within central Perth and Kinross for Year 1. • Biodiversity Towns and Villages – Our innovative Biodiversity Towns and Villages programme received UK Shared Prosperity Funding this year to enable expansion of the initiative to up to 20 new communities and the Tayside Biodiversity Partnership has been shortlisted for the Nature of Scotland Award. 5. Engaging and empowering our children and young people • Hosting a successful third annual Youth Climate Conference in November 2024 (Education & Engagement). • Conducting Climate Change and energy workshops for learners in Madderty Primary School and Auchtergaven Primary School to encourage energy saving beyond retrofits through behavioural change and energy monitoring. (Education & Engagement). • Developing a video on Madderty Primary School’s energy-saving journey and the transition from electric storage heating to heat pumps. The Video was shared across schools to build awareness. (Education & Engagement). • Conducting school holiday Switch-off campaigns - Summer/October holiday switch-off posters were created and sent to all the schools to participate followed by energy audit and results poster shared across the schools (Business & Energy). 6. Empowering our communities • Expanding provision of home energy advice services with our partner SCARF to over 2200 households this year and supporting numerous others to access funding sources. (Buildings & Energy) • Continuing to work with communities to explore innovative ways of delivering Public Transport, building on the award winning Glenfarg Community Bus project which has provided new travel opportunities for residents in the Glenfarg and Kinross-shire area (Transport) • Delivery of the PKC Green Living Fund, a Participatory Budgeting (PB) process to support projects that tackle both the Cost-of-Living crisis and Climate Change. £226k was distributed across 38 Community Groups. Delivery Page 31 of 454
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5.3 As of 30 September 2024, 86% of actions showed good or some progress – this is made up of: 14% of actions were marked as complete; 27% of actions were classified as Green (on-track including recurring) and 36% as Amber (some progress, but not progressing as quickly as envisioned). When looking at the actions prioritised by Members as ‘Top 25’, all of these actions have progressed this year. Removed actions are primarily actions that have been consolidated into other actions this year to ensure consistency of what classifies as a ‘strategic’ or ‘supporting’ action across all the themes. Appendix A summarises progress by theme and Appendix B provides an action level update on progress. Figure 1 Status of Actions in the CCSAP at the end of Year 3 Challenges and barriers 5.4 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 three 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 Council’s overall budgets, and in particular of key capital and revenue programmes around waste & recycling, transport, fleet, flood risk management, property and housing. 5.5 Governmental and other funding sources are being and will 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 a revenue gap on projects. This positively has started to change, with the IUK and others supporting project development costs. For our on-going multi-year projects, the recent high levels of inflation have impacted the deliverability of capital projects and created potential capital pressures. 74, 36% 55, 27% 25, 12% 28, 14% 22, 11% Status of CCSAP 2023/24 Actions A G R Complete Removed Page 32 of 454
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5.6 Embedding climate change into decision making and across all Council decisions and operations - Since its formation, the Climate Change and Sustainability Committee by the Council has been a positive step towards helping to embed climate change into Council’s decision making. As climate change is cross-cutting and can be impacted by a wide variety of decisions the Council makes (e.g. school meals, locations of service provisions, large procurement decisions) there is need to ensure that climate change is one of the factors considered in decisions across all committees and by senior officers. Two actions have been taken to help address this: a) the rollout of climate literacy training to members and officers has led to more climate-informed decisions and has the ability to positively embed climate change into decision making. Current Climate Literacy completion rates of elected Members is currently at 42% and for the Senior Leadership Team at 13%. The target for next year is to get both of these figures up to the KPI target of 100% and set an additional target for the wider Strategic Leadership Forum of 50% next year and 100% the year after. b) Many officers are already using the refreshed Impact and Value Assessment Tool to screen all Council plans and proposals for climate impacts. Updates to the Council’s reporting template expected shortly will incorporate this formally into the reporting process to help. 5.7 Influencing others to take action - While we have a responsibility for overall climate emissions reductions across Perth and Kinross, the public sector is only directly responsible for 1% of area-wide emissions. We have means of having wider influence, through policies, planning and infrastructure provision that will get us part of the way there. 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. Shifting and uncertainty of government targets and regulatory requirements – In 2024 there was a shifting of targets by both the UK and Scottish Government level and delays to key pieces of legislation, such as the Heat in Buildings Bill and the target date for the Internal Combustion Engine phase-out. 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. 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 are 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. Page 33 of 454
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Performance 5.8 Seven high-level key performance indicators (KPIs) have been established to give an overview of the Council’s progress towards net zero. All KPIs positively showed year-on-year improvement. It should be noted that due to the lag of the data sources being published, the values reported range from 2022 to 2023/24, so many reflect only limited changes due to the implementation of the Climate Action Plan. Please see Appendix A for more details and analysis of the performance data and theme specific performance data. A summary of the key performance data is shown in Table 1. 5.9 For indicators No 1, 2, and 3, the values for 2022 were published by DESNZ in June 2024. For these three indicators the Council has Influence rather than Control and wider socio-economic have had a significant influence. The energy price spike in 2022 contributed to a fall in commercial and domestic energy emissions (19% and 13% respectively), while transport emission rose year-on-year as would expected due to the return to normality following the Covid restrictions in 2020 and 2021 (8% rise). Positively, transport emissions are still lower than 2019 levels. Overall emissions fell by 1.2 to 2.9% across these categories. To reach our 2030 and 2045 target, emissions need to fall by 7.8% annually now for the next 8 years. 5.10 PKC’s own emissions (Scopes 1,2 & 3) are shown in KPI 4 and showed a 30.8% year-on-year decrease with a total carbon footprint of 27,947 tCO2e recorded for 2023/24. This is largely attributed to a reduction in Scope 3 waste emissions linked with the introduction of twin-stream recycling and the new residual waste contract, but there also were proportionally smaller decreases in Energy and Transport emissions. 5.11 Positive performance was also demonstrated for KPIs 5, 6 and 7. The Carbon Disclosure Project City score an independently audited assessment of our progress in tackling climate change and our 2023 ‘A’ score has made us one of only 3 Scottish Local Authorities to reach that status. The level of grant funding received has nearly doubled year-on-year and KPI performance has significantly improved. Page 34 of 454
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Table 1 2022/23 KPI Data KPI Target Current value % change over previous year Comment on performance 1. Perth and Kinross Area- wide territorial greenhouse gas emissions (kt CO2e) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 1258.2 (2022) 2.9% Decrease in comparison to 2021, however post- Covid transport recovery limited the decrease 2. Perth and Kinross Area- wide territorial greenhouse gas per Capita emissions (t CO2e) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 8.3 (2022) 1.2% As above, but changes in year-on-year decrease different from 1&3, due to Census Data publication that differed from the 2021 projection. 3. Perth and Kinross Area- wide CO2 emissions (kt CO2e) 376kt CO2e by 2030 (75% reduction on 1990 levels) 707.6 (2022) 2.8% As above 4. Perth and Kinross Council Scope 1,2, and 3 emissions (t CO2e) Net zero by 2045 27,947 (23/24) 31% Significant decrease due to changes in waste management 5. Carbon Disclosure Project (City Score) ‘A’ by 2024 A (2023) B Improvement from B in 2022 6. Percentage of Climate Change Indicators showing positive change* 100% 65.4% 41% In addition, new data was not available this year for 6.1% of indicators 7. Climate Change Grant Funding secured (£k) No target set £3,263 (23/24) 185% Note: excludes the Flooding grants from the Scottish Government and large capital building grants Perth and Kinross Climate Change Commission Update 5.12 The Perth and Kinross Climate Change Commission (now rebranded as SHIFT) was formed in October 2021 following selection by application and selection of an Independent Panel. The Commission was selected to have 21 Members, 6 of whom are young people in the age range of 15-24. The Convener and Vice-convener of the Climate Change and Sustainability Committee represent the Council on the Commission. Formerly, the Executive Director of Communities also sat on the Commission. Following their retirement and the leadership restructure, it has been agreed with the Commission that the Climate Change and Zero Waste Team will continue to provide Secretariat support to the Commission going forward, without an Officer formally sitting on the Commission. 5.13 Since its creation, some commissioners have resigned for different reasons, reducing the number of members. To address the situation, the Commission has carried out a review of its membership and activities. At a recent meeting, the Commission agreed to launch a new recruitment campaign to be as open, transparent and inclusive as possible as well as focusing on young people. Page 35 of 454
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The Commission also agreed to strengthen its identity via stronger online presence and its programme of activities by targeting key areas of interests and connections with local community and interest groups. 6. PROPOSED YEAR 4 ACTION 6.1 Appendix A contains an overview by theme of the priorities for climate action for Year 3 and highlights any significant additions or changes to actions from what has been previously approved. The detailed action plans with the current action status are contained in Appendix B. To ensure consistency between themes in the level of action being classified as a Strategic Action and Supporting Actions, there has been a proposed consolidation of actions for several themes. Selected new actions have also been added across all the themes to reflect changing policies or follow on from original actions (e.g. EV Strategy Development to EV infrastructure delivery) 6.2 Several key plans and thematic strategies have been completed in Year 3 or will completed by the end of the 2024. These include the Mobility Strategy, Domestic and Non-domestic estate decarbonisation strategy, and the Local Heat and Energy Efficiency Strategy (LHEES), EV Expansion Strategy and Flood Risk Management Cycle 2. This represents a shift in operational approach from planning to delivery – trying to realise the quick wins, while also developing the strategic, shovel- ready projects. This will lead to a significant shift in resource requirements over the coming years and external funding options and innovative funding mechanisms should be explored. 6.3 At a workshop with elected Members in October 2024, Members identified a refreshed list of the 25 top priority projects for the upcoming year. These span all themes of the Strategy and will be a delivery focus for the upcoming year. A similar workshop was run with SHIFT, and there was agreement with 8 of the 10 priorities between them. Resources 6.4 While the current UK and Scottish Governmental funding landscape is uncertain, there is still a significant quantity of climate change related external grant funding available that officers do not currently have the capacity to pursue. In addition, there is also the potential to explore more innovative partnership models to bring in private finance. 6.5 The resources to meet the identified needs have been estimated at £400k revenue funding and £6M of capital investment over the next three years for the Estate Decarbonisation Programme. These figures only reflect the immediate resources needed to meet the top 25 actions, but not the full extent of investment required particularly to deliver decarbonisation of domestic and non-domestic estate and of transport. It is hoped existing revenue funding can be used to fund some of the c£400k revenue costs however further funding, both revenue and capital, will be required to deliver the top 25 actions which will be put forward for consideration as part of the upcoming budget process. Page 36 of 454
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At this time, the full extent of the expenditure required is not yet known, however, it is likely to run into several hundreds of millions of pounds. 6.6 While the future challenges are significant, the Council is already investing significant resources in its revenue and capital budgets to adapt its estate to meet the demands of the climate change agenda. However, compared to the scale of investment required with the looming statutory intermediate targets, in or around 2030, there requires to be consideration by Council on the level of commitment and steps it is required to make to change our pace of action. 6.7 Funding the route map to net zero is perhaps the most significant of the challenges. Until there is greater clarity about the financial assistance available from Government and other sources, it will remain so. The response to the behavioural and cultural change required by residents and businesses is also a significant unknown but is key to the success of addressing and mitigating the impact of climate change. 6.8 Officers will pursue all available funding sources with current capacity. The Council will, however, continue to work with other Local Authorities and COSLA to highlight these areas to the Scottish Government and seek solutions. 7. CONCLUSION 7.1 The Council has continued to make steady progress in the third year of delivery of the Climate Change Strategy and Action Plan. However, to meet our statutory targets and organisational commitments and play an appropriate role in addressing the climate emergency, we need to increase our pace and scale of action next year and years going forward. This will require us to continue to change in the way we operate and make decisions across the Council. 7.2 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 current emergency. While there are other on-going crises and the Council is balancing many priorities, many of the actions in the plan have the ability to deliver wider benefit and address multiple priorities. For example, improving energy efficiency cuts both bills and emissions, improving public transport and active transport is the most equitable and cost-effective means and helping our businesses prepare for the green economy can help create attractive, well-paying jobs. Page 37 of 454
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Authors Name Designation Contact Details Divindy Grant Pete Leonard Team Leader, Climate Change and Sustainable Development Climate Change & Zero Waste Manager (01738) 475000 EPLCommitteeReports@pkc.gov.uk Approved Name Designation Date Fraser Crofts Strategic Lead, Environment & Infrastructure 22 November 2024 APPENDICES ▪ Appendix A: Annual Climate Change Progress Report ▪ Appendix B: Updated Climate Change Action Plan ▪ Appendix C: KPI Performance and Proposed Changes Page 38 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial No Workforce No Asset Management (land, property, IST) No Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance Yes Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement/Corporate Plan 1.1 Climate change clearly links to the Objective: ‘Creating a safe and sustainable place for future generations.’ It is also beneficial interlinked in multiple ways to all of the other priorities of the Community Plan and Corporate Plan. 1.2 Examples of the benefits are included below: (i) Giving every child the best start in life – Addressing fuel poverty (ii) Developing educated, responsible and informed citizens – Engagement and climate literacy (iii) Promoting a prosperous, inclusive and sustainable economy – Supporting the Development of green skills and jobs (iv) Supporting people to lead independent, healthy and active lives – Increased levels of active transport and improved air quality (v) Creating a safe and sustainable place for future generations – The overarching ambition of the Climate Action Strategy Page 39 of 454
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2. Resource Implications Financial 2.1 This report has no direct resource implications, but the Head of Finance has been consulted on the resource requirements for the delivery of this Strategy which would to be considered as part of the 2025/26 budget setting process. Workforce 2.2 This report does not directly have workforce implications. Asset Management (land, property, IT) 2.3 This report does not directly have asset management implications. 3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.2 This section should reflect that the proposals have been considered under the Corporate Equalities Impact Assessment process (EFIA) with the following outcome: (i) Assessed as relevant for the purposes of the EFIA (with both positive and negative likely effects): a. Equalities impacts were identified using the Integrated Appraisal Toolkit as part of the initial approved interim Climate Change Plan in 2019 and and EqIA was completed. The Climate Change Strategy and Action Plan 2021 built on the interim strategy and the assessment. It was agreed once the action plan was approved, actions would be periodically assessed as they progress, and if necessary, a full EFIA would be undertaken and appropriate mitigation taken. b. The report recognises that the most severe impacts of climate change are likely to be felt by people experiencing greater risks of poverty and disadvantage. It also recognises that by promoting future mitigation measures in the move towards zero carbon, certain groups may be disproportionately impacted. c. An EFIA was completed to reflect the proposed, updated Action Plan. Page 40 of 454
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Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.4 This section should reflect that the proposals have been considered under the Act and pre-screening has identified that the PPS will have no or minimal environmental effects, it is therefore exempt and the SEA Gateway has been notified. The reason(s) for concluding that the PPS will have no or minimal environmental effects is that the Strategy is unlikely to trigger the Act as will not lead to future development by itself but rather other sector and subject plans, programmes and strategies will provide the detail which if appropriate will be assessed at the time. Sustainability 3.5 The proposal has been considered under the provisions of the Climate Change (Scotland) Act 2019 and it has been assessed that: 3.6 A large number of positive climate change and sustainable development outcomes are likely as a result of this proposal being implemented, across all 3.7 All actions proposed are likely to contribute to the provisions of the Act and will be reported as part of the annual Public Sector Climate Change Duties Reporting process. Legal and Governance 3.8 The Strategic Lead, Legal and Governance has been consulted in the preparation of this report. Risk 3.9 Climate Change is recognised as the joint-top corporate risk to the Council. The proposals focus on addressing and reducing the risks that Climate Change poses. 4. Consultation Internal 4.1 The Council’s Climate Change Board and Climate Change Working Groups were consulted on the report and appendices. External 4.2 SHIFT were consulted via a workshop on 25 October 2024 about the prioritisation of the top 25 Climate Change Actions. Page 41 of 454
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5. Communication 5.1 Communication is addressed by the actions under the Education and Engagement theme action plan. 2. BACKGROUND PAPERS 2.1 This section should list the documents that have been relied on in preparing the report, other than those committee reports already referenced within the main body of the report. All documents must be kept available by the author for inspection by the public for four years from the date of the meeting at which the report is presented. Page 42 of 454
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[Year] Climate Change Annual Report YEAR 3 PERTH AND KINROSS COUNCIL Appendix A 6 Page 43 of 454
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Introduction This report highlights Perth and Kinross Council’s commitment to climate change and reports back on the delivery of third year of the Climate Change Strategy and Action Plan. This year we completed or are in finalisation of several of key pieces of work – our Mobility Strategy, our Local Heat and Energy Efficiency Strategy coupled with our Local Area Energy Plan, our estate decarbonisation plans. These provide the necessary roadmap for our just climate transition. Complementarily, our organisational approach has also matured. Over the three years of the strategy delivery, our approach to tackling area-wide emissions has progressed from a ‘CDP D’ score to a CDP ‘A’ score. This was two years ahead of our target. We have started to see the impact of the delivery actions too. The introduction of twin stream recycling and transition away from landfilling waste has reduced PKC’s emission footprint by 31%, we have provided free home energy advice to over 2,205 households, and we have improved the energy efficiency of over 250 social homes. While we are making progress, we recognise there are still many challenges to overcome. To meet our statutory targets and organisational commitments, there needs to be an increase in pace and scale of action next year and years going forward. 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 third year of delivery, from October 2023 – September 2024. 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. Action Plans An action plan split into eight key climate action sectors updated annually Council Commitments 27 commitments by the Council necessary to achieve the outcomes Long-term Outcomes 6 overarching objectives Page 44 of 454
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Table 1 Objectives and commitments Perth and Kinross Council’s Climate Change Strategy 1. Achieving Net Zero aligned with the Paris Agreement and the Scottish Government Targets, with the ambition of achieving them sooner. 2. Building a more resilient Perth and Kinross 3. Delivering a fair transition and a green recovery 4. Preventing an ecological emergency and enhancing biodiversity 5. Engaging and empowering our children and young people 6. Empowering our communities • Decarbonising our operations • Aligning our investments • Allocating appropriate capital and revenue funding • Delivering on our priority themes • Continuing to develop our base evidence • Reviewing our climate change plan annually • Demonstrating our collaborative working • Mainstreaming climate resilience into asset reviews • Managing climate change risks proactively • Assessing and reviewing the strategic climate risk assessment • Continuing to raise awareness with communities • Promoting land use practices that contribute to natural flood management • Taking action to reduce fuel, food and transport poverty • Ensuring climate action addresses rural and urban climate challenges • Improving the energy efficiency of social housing • Working with businesses to identify and address skills shortages to support the green economy • Declaring an ecological emergency, as well as a climate one, and sign the Edinburgh Declaration • Accelerating PKC biodiversity strategies and actions to keep pace with the UK and Scottish Government Biodiversity Strategies and Action Plans • Strengthening our capacity to implement nature-based solutions • Monitoring the impact of a changing climate on our ecosystems and take appropriate action • Listening to our young people, encouraging them to have their say and acting on their views, ideas and priorities • Continuing to ensure the curriculum supports learning about climate change • Leading by example through, minimising emissions through best practice in energy, waste and transport • Utilising school grounds to promote biodiversity, food growing and healthy eating • Working in partnership with our residents, businesses and community partners to support them to make transformational change • Acting as an enabler for community-based climate change • Providing and signposting our communities to trusted sources of advice and funding Overarching Objectives Council Commitments Page 45 of 454
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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 shown in Table 1. 1. Achieving Net Zero aligned with the Paris Agreement and the Scottish Government Targets, with the ambition of achieving them sooner. • Developing of key decarbonisation strategies including our new Mobility Strategy (Transport) and the Local Area Energy Plan (Buildings & Energy) • Development of our Scope 3 Works, Purchased Goods & Services carbon emissions footprint to understand the full scale of the Council’s impact. We are one of the first local authorities in Scotland to have done this (Governance) • Achieving the prestigious CDP ‘A’ score for our approach to tackling area-wide emissions • The contract award and commencement of a long-term solution ahead of the ban on landfilling municipal waste. This has resulted this year in the diversion of approximately 39,000 tonnes of non-recyclable waste from landfill, reducing carbon emissions by an estimated 11,868 tCO2e. (Waste & Circular Economy) 2. Building a more resilient Perth and Kinross • We screened all 865 of our road bridges for Scour potential and completed the detailed assessment for the ten bridges considered most likely to have scour issues have had a detailed scour assessment completed. (Resilience) • A contractor has been appointed to build the £40.8m Comrie Flood scheme designed to protect 189 homes and businesses. (Resilience) • Developing a plan to address the significant risk of Ash Dieback to Perth & Kinross. (Resilience) 3. Delivering a fair transition and a green recovery • Directly improving the energy efficiency of struggling households, using ECO4 Funding of £3.1M to install 506 individual measures. These measures contribute to the decarbonisation of privately owned properties across the wider Perth & Kinross area. (Buildings and Energy) • Green Business Grants - 22 businesses have been paid a total of £380,000 from the Capital Green Recovery Grant scheme (Business & Industry). • Publication of the Perth & Kinross Council Design Guide for New Build housing in November 2023 to help ensure high quality and energy efficient homes are delivered. (Buildings & Energy) • Hosting the Perth and Kinross Circular Economy Business Opportunities seminar in June 2024, part of progressing the development of a Circular Economy Plan for Perth and Kinross for low carbon transitioning and economic. (Waste & Circular Economy) 4. Preventing an ecological emergency and enhancing biodiversity • The Council funded a restoration plan for the lower South Quiech Catchment to address high phosphorus runoffs into Loch Leven. Page 46 of 454
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• With our Nature Restoration Fund (NRF) allocation, 18 projects were successfully delivered in Year 3 by both the Council and our communities. • Grassland management (Grow Wild) trial area has been expanded out to 157 sites within central Perth and Kinross for Year 1. • Biodiversity Towns and Villages – Our innovative Biodiversity Towns and Villages programme received UK Shared Prosperity Funding this year to enable expansion of the initiative to up to 20 new communities. 5. Engaging and empowering our children and young people • Hosting a successful third annual Youth Climate Conference in November 2024 (Education & Engagement). • Conducting Climate Change and energy workshops for kids in Madderty Primary School and Auchtergaven Primary School to encourage energy saving beyond retrofits through behavioural change and energy monitoring. • Developing a video on Madderty Primary School’s energy- saving journey and the transition from electric storage heating to heat pumps. The Video was shared across schools to build awareness. • Conducting school holiday Switch-off campaigns - Summer/October holiday switch-off posters were created and sent to all the schools to participate followed by energy audit and results poster shared across the schools. 6. Empowering our communities • Expanding provision of home energy advice services with our partner SCARF to over 2200 households this year and supporting numerous others to access funding sources. (Buildings & Energy) • Continuing to work with communities to explore innovative ways of delivering Public Transport, building on the award winning Glenfarg Community Bus project which has provided new travel opportunities for residents in the Glenfarg and Kinross-shire area (Transport) • Delivery of the PKC Green Living Fund, a Participatory Budgeting (PB) process to support projects that tackle both the Cost-of-Living crisis and Climate Change. £226k was distributed across 38 Community Groups. Climate Action Plan Progress Our Climate Action Plan for meeting our Strategic Commitments has 204 actions spread across the eight thematic areas. The status of these is shown in Figure 1. There is an improvement on September 2023, with nine actions moving out of the red category and 19 additional actions being completed (Note: a large portion of the actions are on-going or long multi-year actions so would not be expected to reach a complete status.) The Removed Actions are primarily actions that this year have been consolidated into other actions to ensure consistency in what is classified as a strategic or supporting action across all the themes. Page 47 of 454
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Figure 1 Full PKC CCSAP Action RAG Status as of 30 September 2024 To ensure that the most important actions were prioritised, the Council designated 25 top priority actions. These focus on achieving area-wide emissions reduction, the Council’s emissions reduction and building resilience to climate change. 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 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. • 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. This positively has started to change recently in recent funding schemes from IUK and others. 74, 36% 55, 27% 25, 12% 28, 14% 22, 11% Status of CCSAP 2023/24 Actions A G R Complete Removed 10, 40% 11, 44% 4, 16% Top 25 Actions RAG Status Green Amber Complete Page 48 of 454
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• 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. • 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. • How do we accelerate our pace of action and increase our scale of impact to meet the necessary targets, while dealing with the above challenges. 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 2022, the first year of the action plan, so reflect only limited changes due to implementation of the Climate Action Plan. Our performance data has highlighted is 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. Table 1 2023 KPI Data KPI Target Current value % change over previous year Perth and Kinross Area-wide territorial greenhouse gas emissions (kt CO2e) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 1258.2 (2022) 2.9% Perth and Kinross Area-wide territorial greenhouse gas per Capita emissions (t CO2e) 75% reduction on 1990 levels by 2030 and zero net emissions by 2045. 8.3 (2022) 1.2% Perth and Kinross Area-wide CO2 emissions (kt CO2e) 376kt CO2e by 2030 (75% reduction on 1990 levels) 707.6 (2022) 2.8% Perth and Kinross Council Scope 1,2, and 3 emissions (t CO2e) Net zero by 2045 27,947 (23/24) 31% Carbon Disclosure Project (City Score) ‘A’ by 2024 A (2023) B % of Climate Change Indicators showing positive change 100% 65% (23/24) 41% Climate Change Grant Funding secured (£k) No target set £3,263 (23/24) 185% Page 49 of 454
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Perth and Kinross Area-wide territorial greenhouse gas emissions (ktCO2e) Figure 3 shows recorded greenhouse gas emissions between 2005 and 2022. This shows a 2.9% decrease in emissions year on year, which continues the downward trend since 2005, the first year comparative data is available. This matched the overall Scottish trend. There were decreases in Commercial emissions (19%), domestic energy emissions (13%). While some of this will be attributed to lasting property improvements and behavioural change, it is also partially attributed to affordability of energy linked to the 2022 energy and cost of living crisis. There was a 7.9% rise in transport emissions linked to further increases in travel and commuting post-Covid, but it is still below 2019 transport emissions levels. While emissions in 2022, the emissions 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 43% reduction on 1990 levels. It is important to note that as the Council’s climate change action plan was approved in December 2021, so any changes attributed to this plan are likely to only minorly be reflected in the data. 1 Note: as the Scottish government has not yet released the Perth and Kinross 1990 baseline for either the full suite of GHGs or CO2, a Perth and Kinross target figure for 2030 has been estimated for these Figure 3 GHG Territorial Emissions for Perth and Kinross, BEIS 20241 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 follows the trend for Scotland but have continued to remain higher than the Scottish average as would be expected for a local authority with a more rural population. two indicators assuming Perth and Kinross followed the Scottish trends1 between 1990 and 2005 when data first became available. Data is released by BEIS approximately 18 months after year end, so 2022 is the most recent data available. 0 500 1000 1500 2000 2005200720092011201320152017201920212023202520272029 Perth and Kinross Area-wide territorial greenhouse gas emissions (kt CO2e) actual 2030 75% emissions reduction target trajectory Page 50 of 454
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Figure 4 Per Capita GHG Emissions (BEIS, 2024) Perth and Kinross Area-wide CO2 emissions (ktCO2e) Figure 5 shows a steady reduction in recorded CO2 emissions from 2005 until the Covid recovery bump in 2021, back into a 2.8% decrease in 2022. With decreases similarly linked to commercial and domestic energy decreases as overall emissions. Emission levels are currently 19% higher than they would need to be on trajectory for a 75% reduction by 2030. Figure 5 Perth and Kinross CO2 emissions (BEIS,2024) Perth and Kinross Council Scope 1,2, and 3 emissions (tCO2e) As can be seen in Figure 6, in 2023/24 a carbon footprint of 27,947 tCO2e was recorded. This shows a 30.8% year-on-year decrease. This largely attributed to Scope 3 waste emissions linked with the introduction of twin-stream recycling and the new residual waste contract, but there were smaller decreases in Energy and Transport emissions. 0 5 10 15 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 tCO2e Per Capita Perth and Kinross territorial greenhouse gas emissions tCO2e Perth and Kinross Scotland 0 200 400 600 800 1000 1200 1400 1600 1990 1995 2000 2005 2010 2015 2020 2025 2030 Perth and Kinross Estimated and Target CO2 levels (ktCO2e) Target CO2 levels Actual CO2 levels Page 51 of 454
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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. There were no changes to the reporting scope for 23/24, but beyond this one year it is hard to compare emissions trends. Figure 6 Perth and Kinross Council Combined Scope 1,2 and 3 emissions Carbon Disclosure Project (CDP) City Score PKC reached the illustrious ‘A’ ranking in 2023 (2024 data not yet released), one year ahead of target. 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. In 2022, Perth and Kinross Council was assessed as having a city score of ‘B – Management level’. % of Climate Change Indicators showing positive change 65% of the Climate Change indicators show positive change. This is a significant improvement on Year 2, when only 46% showed positive impact. In addition, a further 6.1% not expected to change due to data publication timeframes. Climate Change Grant Funding secured (£k) In 2023/24 the Council secured £ 3.26M of Climate Change related grant funding. This is nearly double the £1.77M received in 2022/23. A significant percentage of this was the £2.36M from the Recycling Improvement Fund which enabled our Twin-Stream recycling transformation. Additional funding covered nature restoration, unlocking barriers to climate action, 0 10000 20000 30000 40000 50000 Perth and Kinross Council Scope 1, 2 and 3 emissions (tcO2e) Scope 1 Scope 2 Scope 3 Page 52 of 454
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air quality improvements, energy efficiency improvements, active travel, etc. While there some uncertainty over the funding landscape, further efforts should be made to increase this amount to help meet our aspirations. Looking ahead We are looking forward to delivering Year 4 of the action plan. Due to the completion of several key strategies over Years 2 and 3, the focus of our work has shifted to delivery– trying to realise the quick wins, while also developing the strategic, shovel-ready projects. This will lead to a significant shift in resource requirements over the coming years. Much of this need the Council is currently not in a position to independently resource. External funding options – both traditional routes and innovative funding mechanisms will be explored to help us realise our ambitions. To ensure we are concentrating are efforts on the most important and impactful efforts, the Council has identified 25 Top Priority Actions for 2025. These have been selected to balance our need to address area-wide emissions, the council’s own emissions and the need to build resilience and adapt to future changes. Page 53 of 454
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Governance Strong climate change governance within the Council provides the necessary foundations for achieving our climate action ambitions and embedding climate action into business as usual within our operations. The 2023/24 PKC corporate restructure has provided clearer accountability and management responsibility for climate action. Our governance theme focuses on six key areas: • Accountability • Business and Performance Management • Decision Making • Finance • People • Procurement Highlights Highlights this year include: • Embedding climate change into the job family Behaviour Requirements for over 4,000 staff. PKC use the job family framework to identify Knowledge & Skills and Behaviours required for all non-education based roles in the Council. To monitor delivery on this, Climate Change and Biodiversity have also become embedded as a question of the new Performance and Development Discussion Framework. • Development of our Scope 3 Works, Purchased Goods & Services carbon emissions footprint to understand the full scale of the Council’s impact. We are one of the first local authorities in Scotland to have done this and have been sharing our learning with other public bodies as well as using the results to influence our action plan priorities. • Continued rollout of our Impact and Value Assessment Toolkit to enable early identification of climate change, sustainable development, equalities, finance and legal risks and opportunities. • Publication of our first Sustainable Procurement Strategy to help embed climate action and wider sustainability in our operations. Page 54 of 454
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Delivery The 2023/24 Action Plan identified 25 Governance Actions. As of 30 September 2024, 80% of the actions can be classified as Complete, 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. Review of Top Priority Actions From PKC’s Top 25 climate priorities, three are associated with the Governance Theme as follows: Action No Action RAG Status Comments G2 Mainstream climate change into committee procedures and council operations Mainstream climate change into committee procedures and council operations G The introduction of the IVA will play a key role in mainstreaming climate change in the committee process. Additionally this year, we embedded climate mitigation and adaptation into the new Corporate Asset Management Framework. G7 Measure and develop action plan for our Scope 3 carbon footprint tackling single use items. Complete Footprint was completed in early 2024 and a briefing paper was taken to the CC&S Committee in October 2024. G20 Build capacity of procurement and contract management staff around ensuring climate change is appropriately considered in procurement and delivery processes A Sustainable Procurement Strategy was a necessary first key step, and all Procurement Staff will have completed Carbon Literacy Training by December 2024. Outcomes As Governance is an enabler to other delivery focused themes, it is more challenging to identify direct outcomes. However, two positive outcomes as a result of Delivery of the Climate Action Plan Actions include: • PKC being assessed as ‘A’ Grade by the CDP, one of only three local authorities in Scotland to Achieve this top grade. • Embedding climate change into key major contracts including the new Residual Waste Contract and the Cross Tay Link Road. Page 55 of 454
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Progress against Statutory Targets There are no statutory targets applicable to the Governance Theme. PKC has completed the statutory Public Bodies Climate Change Reporting Duty every year since 2015. Key Performance Indicators The Key Performance Indicators for Governance are shown in the table below. As indicated in the table – two new targets have been set. With contractual arrangements, it is not currently feasible to modify job profiles for school-based staff, so have been excluded from the target setting. KPI Previous Value Current Value Target and comment Scope 3 Emissions – Procured goods and services and capital works 125,945 (2021/22) 152,126 (2022/23) On a three-year footprinting cycle so not yet calculated for 2023/24 % of Members and senior officers who have undertaken Climate Literacy training 21% Elected Member 18% ELT 42% Elected Members 13% SLT 100% of Elected Members by September 2023 Proposed to extend target to 50% of Strategic Leadership Forum by September 2025 and 100% by September 2026 % of staff who have climate change included in job description 1% (2022/23) 71% (2023/24) Proposed target: 100% of non-school staff (71% overall staff) Climate Change Assessment Tool (CCAT) Overall Score (%) 69% (2022/23) 71% (2023/24) 74% by 2024 85% by 2026 Performance improved, but below KPI target. Plan in place to get back on target in 2025. Looking ahead Our Scope 3 supply chain emissions are the largest emissions source for the council. As such, one of our main focuses for the year is delivering our Sustainable Procurement Strategy and embedding climate action into our procurement and contract management operations. Ensuring our leaders and decision makers fully understand the climate implications of their roles is important, so we will be focusing our carbon literacy training to reach elected members and our strategic leadership forum members. Two Governance Actions are within the Council’s top 25 priority actions for next year: • G2 Mainstream climate change into committee procedures and council operations • G22 Develop category strategies for high emission categories that consider climate change. Page 56 of 454
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Education & Engagement In 2023/24, the Education & Engagement theme has been strengthened through improved internal and external communication. This has been done through a mix of in-person and online events including networking such as the Staff Climate Café and Induction Markets, community events such as the Summer Biodiversity Market and training through the Carbon Literacy programme. Highlights Highlights this year include: • Continued roll-out of our Carbon Literacy programme with an additional 108 staff and 8 elected members now certified Carbon Literate. • Delivery of the PKC Green Living Fund, a Participatory Budgeting (PB) process that transferred the decision- making of how public money is spent to local people. The fund was themed to support projects that tackle both the Cost-of-Living crisis and Climate Change and £226k was distributed across 38 Community Groups. • Successful second annual Youth Climate Conference in October 2023, with 80 pupils from 9 local secondary school attending. The students expressed their worry and concern about climate action, but also that they were determined, optimistic and passionate about taking action. • Securing Phase 2 funding from Innovate UK to further explore rural transport challenges and to develop a retrofit one-stop-shop home retrofit service for Perth and Kinross in partnership with Nicki Souter Associates, the HEAT Project and University of Edinburgh. • Redevelopment of our Schools & Youth Engagement working group with the inclusion of teachers, a business manager and representatives working with young people not in education. Page 57 of 454
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Delivery The 2023/24 Action Plan identified 26 Education and Engagement Actions. As of 30 September 2024, 63% of the actions can be classified as Green or Amber in terms of progress. The main challenges associated with delivering Education and Engagement are: • Finding availability for elected members and senior officers to complete in carbon literacy training has been challenging. • Engagement levels across the wider learning estate are varied and further work is required to develop a more structured approach to climate related action. • Internal and external engagement and behaviour change with those less interested in climate change and/or with less capacity to engage due to other pressing issues. Review of Top Priority Actions From PKC’s Top 25 climate priorities, two are associated with the Education & Engagement Theme as follows: Action No Action RAG Status Comments E9 Review school operations and practices to ensure G The ECS contracts team added to schools sub- group; Practices to be our schools lead by example reviewed. Funding secured for a waste minimisation officer to have a dedicated focus on schools. E13 Deliver community and householder education and engagement G • Supporting Local Communities Team through the Green Living Fund application process • Continuing to engage via different mediums. • Supporting the setup of Climate Connect, the community climate hub for P&K. • Hosting summer biodiversity market in Civic Hall. • Sharing community events and information. • Enabling networking of groups in environment sector Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: • Securing of funding for Innovate UK Pathfinders Project (our share £53k) to engage and co-design community- based projects. Page 58 of 454
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• Over 2,000 members of the public voted to award money to 38 community projects through the Green Living Fund application process, helping to establish a new crop of climate based, cost-of-living projects. Progress against Statutory Targets There are no statuary targets related to our Education and Engagement Theme. Key Performance Indicators The Education and Engagement KPIs are shown in Table 2. Views on the webpage and social media were down year-on- year linked to reduced staff capacity for engagement during 23- 24 and prioritisation of staff on project delivery. Table 2 Education and Engagement KPIs KPI Previous Value Current Value Target and comment Views on Climate Change Webpage 22,000 (2022/23) 15,900 (2023/24) Increase website reach by 10% annually (financial year) – 24200 by March 2024 Views on Social Media channels - Facebook 39,511 (2022/23) 35,600 (2023/24) Increase social media reach by 10% annually (financial year) – 43462 by March 2024 KPI Previous Value Current Value Target and comment Views on Social Media channels - Twitter 16,300 (2022/23) 3,991 (2023/24) Increase social media reach by 10% annually (financial year) – Views on Social Media channels - Instagram 11,451 (2022/23) 6,655 (2023/24) Increase social media reach by 10% annually (financial year) – Number of community groups active on climate change related projects 140 (2022/23) 142 (2023/24) No target Number of PKC owned schools with eco-school’s green flag status 27 (2022) 27 (2023) Target of 45 schools by April 2024 Staff who have completed the climate change eLearning module 1824 (2022) 1990 (2023) All staff (5111 FTE in 2023/24) Staff who have undertaken Carbon Literacy Training N/A 119 Year on year improvement Page 59 of 454
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Focus for upcoming year The focus areas for the upcoming year are: • Expand public engagement - Continue to utilise communication platforms and keep them up to date with relevant and engaging material. • Support the development and expansion of the Perth and Kinross Climate Change Commission (SHIFT) and Climate Hub. • Deliver community and householder education and engagement. Continue to find ways to engage existing and new audiences. Ensure multiple mechanisms are used, e.g. online, in-person, through community groups and organisations, through leaflets, videos and guides. • Develop an engagement plan and platforms for schools and young people. Continue building relationships with the school communities to embed Climate Change in the curriculum. Continue to give young people a voice via Youth Climate Conference and youth positions on SHIFT. • Continue to make links of co-benefits giving tangible results which benefit our communities. • Create and deliver one-stop-shop for home retrofit in Perth and Kinross - Continue with the appraisal of potential models for one-stop-shop and work to develop the local supply chain and green growth opportunities. Launch a PKC Knowledge Hub as part of IUK project ensuring it fits with requirement under LHEES. Two Education & Engagement actions are within the Council’s top 25 priority actions for next year: • E13 Deliver community and householder education and engagement. • E9 Review school operations and practices to ensure our schools lead by example. Page 60 of 454
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Energy & Buildings Energy makes up the largest share of PKC’s own direct emissions (44%) and 12% of Perth & Kinross’s overall emissions. Our work is focused on both the Council’s own domestic and non-domestic estate and helping our residents and businesses to decarbonise and drive the energy transition. 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 including: • Setting out the Local Heat and Energy Efficiency Strategy (LHEES) and Local Area Energy Plan (LAEP) for the wider Perth & Kinross area • Improving energy efficiency in housing stock area wide • Developing a high-level decarbonisation plan 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 wider theme, a few highlights of the year include: • Supporting over 2,205 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. SCARF will also continue to provide support in delivery of programmes relating to HEEPS-ABS and ECO4. • ECO4 workstream delivering energy efficiency measures utilised ECO Funding of £3.1M and installed 506 individual measures. These measures contribute to the decarbonisation of privately owned properties across the wider Perth & Kinross area. • Completion, adoption and final publication of LHEES and LAEP documents in July 2024. Several delivery actions are already underway including the Heat Network Support Unit funded strategic Heat Network development, exploration of Strategic Energy Partner. These actions continue to support the detailed planning for decarbonising the Council’s Non- Domestic & Domestic estate. • Publication of the Perth & Kinross Council Design Guide for New Build housing in November 2023. • PKC allocated an additional £2M of capital funding to further accelerate the decarbonisation of our non-domestic estate. Works are progressing for several projects using this funding stream including a joint funded project with the Scottish Government's at Auchtergaven Primary School. This project involved replacing the oil-fired heating system with a new non-direct emissions air source heat pump. The project team secured £324.5k through the Public Sector Heat Decarbonisation fund. • Secured £100k of external funding for an 18 month Innovate UK project working in partnership with Integrated Environmental Solutions (IES), Edinburgh University and the HEAT project to develop and deliver a decarbonisation toolkit. This project is of particular interest as it showcases the needs and benefits of public/private partnership working. • Completion and occupation of Perth and Kinross Council’s (and Scotland’s) first certified Passivhaus primary school - Riverside Primary School in North Muirton. Recent analysis Page 61 of 454
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has shown that the schools energy performance is currently 40 kWh/sqm/pa which is well below the energy target of 67 kWh/sqm/pa for core use. Construction is also underway for a further two Passivhaus projects for the replacement of Perth High School and Blairgowrie Recreation centre. Delivery The 2023/24 Action Plan identified 23 Energy and Buildings actions as of 30 September 2024. • 1 (4.3%) is Complete, • 6 (26.1%) are Green Status, • 12 (52.2%) are Amber status and • 4 (17.4%) are classified as Red. In terms of progress, 82.6% of the actions can be classified as Complete, Green or Amber. 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 – known 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 at this time. Page 62 of 454
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Review of Top Priority Actions There were six Top Priority Actions for 2023/24 from the Buildings and Energy Theme. Action Number Action RAG Status Comments B1 Develop and deliver the Local Heat and Energy Efficiency Strategy (LHEES) G LHEES completed and adopted 27 November 2023; submitted for Scottish Government review and final version of LHEES and LAEP was published July 2024. Several delivery actions already underway including strategic heat network development, exploring a Strategic Energy Partner, establishing governance and digital publication of evidence B2 Develop and deliver a programme to ensure all existing Council houses are brought up to EPC B by 2032 G Draft Report on workstream was provided in August 2024. Review of report is ongoing and an Action Plan will be prepared. Pilot projects are being developed for two archetypes from the existing housing stock to trial potential measures to decarbonise these. 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. B11 Develop options, costs and funding avenues for PKC Estate Portfolios to reduce greenhouse gas emissions A Lot 4 work with ARUP is also covering the PKC non- domestic properties and information relating to these will be picked up through the reporting on this in November 2024. B12 All non - domestic buildings considered for refurbishment must have improved energy efficiency and performance, adopting the 'fabric first' approach and Complete This action is complete as the improved energy performance of refurbishment projects is a requirement for updated Scottish Building Standards, Heat in Buildings Bill and identified as part of the LOT 4 decarbonisation plan. Any Page 63 of 454
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incorporating non- direct emissions heat sources residual items have been adsorbed into other actions within the Buildings and Energy area of this Action Plan. B13 Develop and invest in local district heat/communal heat/electricity networks where viable which use alternative non- direct emissions heat sources A Strategic Heat Network Unit funding (Scottish Government) awarded to build a programme and work to support the procurement of a partner to deliver heat networks within a wider energy system to be delivered by May 2025. B21 Replace all Oil- fired heating systems with non- direct emissions heat source, A Secured £2M of internal funding which has been phased between 2023 to 2025 to undertake initial non- direct Emissions heat source projects. External SG funding has also been secured from Public Sector Heat Decarbonisation fund in 24/25. for one of these projects. 2 There was a refresh of EPC certificates at the same time, so the numbers may reflect some properties where the EPCs were just out of date. Outcomes The following positive outcomes as a result of Priority Actions include: • Over 3,500 households have received Council-funded free home energy advice over the first three years of the plan. • Reduced Scope 1 and 2 emissions within the Non-Domestic PKC estate, including a 22% reduction in heating oil used. • Reduction in number of PKC Domestic properties at EPC Bands E and F by over 200 and increase in properties with EPC Bands B and above by over 70 helping to reduce the energy burden on our tenants and residents2. 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: needs acceleration - 24% reduction from 2020 levels, with a 0.4% reduction in 2023/24 from 2022/23 II. Decarbonisation of the Public Sector Estate by 2038: 13.2% reduction in 2022 from 2021 levels across all public bodies in Perth & Kinross (DESNZ, 2024). III. Social housing to be EPC D by 2026 and EPC B by 2032: on-track. Page 64 of 454
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• Increase in EPC Band B and above properties from 6.2% in 2022/23 to 7.07% of housing stock in 2023/24. • Decrease in EPC Bands E, F & G properties from 6.5% in 2022/23 to 3.9% in 2023/24. IV. Development of Local Heat & Energy Efficiency Strategies (Strategy & Delivery Plan) by end of 2023: this target has been met. Key Performance Indicators KPI Previous Value Current Value Target and comment Total area-wide CO2 emissions from domestic sources (ktCO2e) 232.6 (2022) 253.4 (2021) Estimated 115 ktCO2e Based on 75% reduction in domestic emissions by 2030 in relation to 1990 levels Scope 1 and 2 emissions from Council Estate (tonnes CO2) 9,264 (2022/23) 9,226 (2023/24) Annual emissions of 4,396 tonnes CO2 by 2030 There was an increase in energy emissions factors this year that masks a decrease in energy consumption. Heating oil consumption in PKC non-domestic estate (kWh) 1,943,066 (2022/23) 1,806,372 (2023/24) All sites with oil as a heat source to be removed by 2030 Renewable energy generated across the PK estate, including from Low Carbon Heat Sources (MWh) 2226.43 (2022/23) 2381.08 (2023/24) Renewable energy shall be installed where feasible to maximise production % of Council housing meeting the Energy Efficient Standard 2 for social housing (minimum EPC B) 6.6 (2023) 7.07 (2024) EESSH2 standards of 100% of Council Housing to meet EPC B by 2032 Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded) 884 (2022/23) 2205 (2023/24) 2023/24 - 500 Target significantly exceeded Focus for upcoming year The focus for the upcoming year is the delivery of the actions in the plan that will include the following: • Transition LHEES delivery plan into focussed implementation of the actions. Page 65 of 454
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• Provide a detailed and costed decarbonisation plan for the Council’s Domestic and Non-Domestic Estate; plan should take into account lessons learned from pilot project delivery. • Comply with Heat Network Regulations and identify areas suitable for the development of heat networks, designating heat network zones (HNZ) where favourable. • 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. PKC has received external funding to help deliver our future work: • HEEPS-ABS grant funding award of £1.94M received from Scottish Government for 2024/25 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 £50k to undertake a Feasibility Study to develop a project for a pioneering green heat solution. • Strategic Heat Network Unit funding of up to £100,000 has been awarded by the Scottish Government to PKC to procure a partner to deliver heat networks. Five Buildings & Energy actions are within the Council’s top 25 priority actions for next year: • B2 Develop and deliver a programme to ensure all existing Council houses are brought up to EPC B by 2032 • B1 Transition LHEES delivery plan into focussed implementation of the actions • B11 - Develop options, costs and funding avenues for PKC Estate Portfolios to reduce greenhouse gas emissions. • B13 Comply with Heat Network Regulations and identify areas suitable for the development of heat networks, designating heat network zones (HNZ) where favourable. • B21 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. Page 66 of 454
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Transport Progress continues to be made with key transport related projects. Crucially, the Council’s Climate Change and Sustainability Committee approved the Council’s first Mobility Strategy and Action Plan on 23 October 2023. This provides a pivotal step in shaping the future of transportation and mobility in our area and offers a comprehensive proposal to guide the management and development of our transport network over the next 15 years, including contributing to achieving ambitious climate change related targets. Two of the fundamental Transport Planning Objectives of the strategy directly relate to taking Climate Action which will ensure that future actions and projects are appraised against these objectives. Figure 7 Mobility Strategy Priorities In addition to the completion of the Mobility Strategy, there continues to be ongoing work across the Council and through collaborative work with partners to deliver on key areas: • Increasing active transport across Perth and Kinross • Accelerating the EV transition • Improving public transport provision • Reducing vehicles in town centres • Ensuring resilient transport systems. Highlights There were several Transport highlights this year, which include: • Approval of the Council’s first Mobility Strategy and Action Plan setting the delivery framework for key transport interventions over the next 15 years. The Mobility Strategy aligns closely with national and regional strategies as well as the Council’s Climate Change Strategy and Corporate Plan. • Continuing to work with communities to explore innovative ways of delivering Public Transport, building on the award winning Glenfarg Community Bus project which has provided new travel opportunities for residents in the Glenfarg and Kinross-shire area. Page 67 of 454
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• Collaborative working with other Local Authorities and key agencies to progress the expansion of the public EV charging network across the Council area in partnership with the private sector. This work aims to secure multi-million- pound funding that will enable the continued transition to low carbon vehicles. • Work on the Perth Transport Futures Cross Tay Link Road progressing with an expected opening in Spring 2025. This transformational capital project is a key enabler for reducing vehicles in Perth, proposals for which will be developed through the Perth Circulation Plan. Delivery The main challenges associated with delivering transport related projects are primarily around ongoing resources constraints both to develop and deliver projects. Ongoing changes to national funding arrangements have yet to be fully implemented leading to uncertainty on future priorities. Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Transport sector as follows. I. Transport Sector emissions reduced by 75% by 2030: Offtrack emissions have reduced by 9.3% between 2005 and 2022. Year on emissions rose this year, attributed to post-covid travel increases (2022 data). Significant increase in progress will be required to meet targets. II. 20% reduction in vehicle km by 2030 (against 2019 levels) Offtrack- Vehicle km rose again year-on-year in 2023, with vehicle kms now down only 6% against 2019 levels. Key Performance Indicators Several of the Transport indicators showed negative progress this year – this is largely attributed to the societal re-mobilisation post- Covid. KPI Previous Value Current Value Target and comment Transport emissions CO2 (kt CO2e) 458.7 (2021) 498.3 (2022) 75% reduction in Transport emissions by 2030 % journeys to school by active transport 49.9 (2022) 49.8 (2023) To be set as part of the P&K Mobility Strategy Monitoring & Evaluation Framework (under development) % journeys to work by sustainable mode of transport 20 (2021) 22 (2022) To be set as part of the P&K Mobility Strategy Monitoring & Evaluation Framework (under development) Total car kms (millions) 1718.6 (2022) 1759.4 (2023) 20% reductio on 2019 levels by 2030 – 1496 million km Public EV charging devices per 100,000 population 125.5 (2023) 133.9 (2024) 23/24 target set in PKC Corporate Plan of 469 – longer term targets to be set Council fleet vehicles that are zero direct-carbon (%) 4% (2023) 4% (2024) 100% new light fleet from 2025 and heavy fleet from 2030 Number of public road closures due to flooding or other climate change impacts 99 (23/24) 45 (22/23 No target set Page 68 of 454
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Focus for upcoming year The focus for the upcoming year is to look to secure external funding to deliver key projects and start to deliver the actions within the approved Mobility Strategy. Five Transport actions are within the Council’s top 25 priority actions for next year: • T18 Further development of the Park and Choose at Bertha Park, Walnut Grove • T3 Update the existing Active Travel Strategy that works for everyone in line with Transport Scotland’s Active Travel Strategy Guidance and develop comprehensive active travel network in association with mobility strategy. • T7a Deliver the P&K wide EV Charging Expansion Programme • T32 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. • T10 Develop and implement a strategy to transform the Council’s fleet to electric and alternative fuel vehicles. Page 69 of 454
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Waste and Circular Economy The Council’s waste and recycling services undertook a major service change within 2023/24 with the twin stream recycling roll enabling wider service provision, out along with the procurement, award and mobilisation of the residual waste contract both of which are pivotal undertakings to meet our climate goals going forward. Within Perth & Kinross Council, work against the key waste related themes identified in the Climate Change Strategy has progressed over the past year in relation to: • Recycling Services • High Carbon Materials • Asset Management • Circular Economy Highlights Highlights this year include: • Residual Waste Contract Award: The award of a long-term solution ahead of the ban on landfilling municipal waste before December 2025. This has resulted in the diversion of approximately 39,000 tonnes of non-recyclable waste being sent to landfill, reducing carbon emissions, by an estimated 11,868 tCO2e, in the first year of the contract. On completion of the new Energy from Waste facility at BINN EcoPark, this will also generate energy, adding capacity to the existing private renewable energy grid and deal with waste in the local area. • Twin Stream Roll Out: The Council secured a successful bid for £2.72m from the Scottish Government (Recycling Improvement Fund) resulting in a 4th bin being rolled out to 73,000 households. This has resulted in a more equitable service, better quality materials, less contamination and additional waste materials being collected kerbside for recycling. • Asset Management: Production of the Strategic Business Case to provide an assessment of PKC’s operational infrastructure to provide a programme which seeks to develop sustainable, affordable and fit for purpose facilities to support Operation and Waste provisions/activities going forward. • Circular Economy Business Opportunities: Commencement of work being undertaken to progress the development of a Circular Economy Plan for Perth and Kinross for low carbon Page 70 of 454
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transitioning and economic regeneration and in line with the Circular Economy, including hosting the Perth and Kinross Circular Economy Business Opportunities seminar in June 2024 (Scotland) Act 2024. Delivery The 2023/24 Action Plan identified 21 Waste and Circular Economy Actions. As of 30 September 2024, 67% of the actions can be classified as Green or Amber in terms of progress, with two marked as complete, 9%. The main challenges associated with delivering Waste actions are that national priorities and implementation dates have changed over the period. This has resulted in a considerable level of abortive work for Council staff and the wider waste industry. Recent examples include the Deposit Return Scheme (DRS), Extended Producer Responsibility (EPR) and potential changes to Garden Waste collections. This uncertainty also impacts on financial and resource planning considerations. Review of Top Priority Actions The Top Priority Actions for 23/24 were: Action No Action RAG Status Comments W12 Develop & Maximise Recycling Services by (1) expanding PKC recycling services to include flexible plastic packaging, aluminium Complete Twin Stream Roll out complete January 2024 to 73,000 households throughout Perth & Kinross. foil and hard rigid plastics (2) Expand recycling services (Food/DMR) in Perth City Centre W15 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. A Within the existing Scotland Excel Framework responses from catering suppliers included a commitment from recommended bidders to collect and recycle 95% of packing and 100% of delivery packaging comprising recycled material. Outcomes Positive outcomes as a result of the delivery of the Climate Change Action Plan include: • PKC being awarded the ‘Striving for Excellence’ Bronze (APSE) award in the Waste & Recycling category for the efforts in delivering the twin stream roll out. • The collection of flexible plastics and foil means less materials going into the green residual waste bin, and the volume of non-recyclable waste thereby reducing by 3.2%. • Contamination rate in the blue bin prior to twin stream was 18.7%, with this now averaging at around 2.9%. Page 71 of 454
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• Perth & Kinross’s general waste moving from a landfill to an Energy from Waste contract meaning the amount of methane gas has reduced from emissions from landfill. The contract will also bring added Community Benefits with the creation of a Community Benefit Fund and the creation for local jobs. • Working with Third Sector organisations relating to the development of reuse activities. We currently have 4 (public bring-to) reuse containers situated at our Recycling Centres which has diverted 137 tonnes from landfill by entering the reuse network. Along with this there were 41 tonnes of bicycles which were either repaired and sold or stripped for reuse or recycling. Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Waste sector as follows. • The target of recycle 60% of household waste by 2020 progressing to 65% of municipal waste by 2035 has been dropped in 2024 by the Scottish Government, however PKC’s figure for 2023 was 51.7%. • Recycle 70% of all waste (includes commercial & industrial) by 2025 - • Ban on biodegradable waste going to landfill (date was 2021, now 2025) – Met through the new EfW refuse contract. • No more than 5% of waste going to landfill by 2025 – Met through the new EfW refuse contract. Key Performance Indicators KPI Previous Value Current Value Target and comment Area-wide territorial GHG emissions estimates – Waste (ktCO2e) 82.7 (2021) 73.7 (2022) TBC Total household waste generated (tonnes) and household waste generated per person (kg) 70,604 459 (2022) 71,373 473 (2023) By 2025, reduce tonnes of total waste arising to 15% against 2011 baseline (69,730) Total household waste recycled/composted as % of all household waste. Note this KPI has now been removed by the Scottish Government. 49.2 (2022) 51.7 (2023) Recycle 70% of all waste by 2025 Carbon impact of household waste per person (tonnes CO2e) 1.1 (2022) 0.90 (2023) Reduce carbon impact to 0.7 tonnes CO2e per person by 2026 Whole Life Cycle Emission for Perth and Kinross Council 138.9 (2022) 135.6 (2023) Baseline 160,780 tonnes CO2e (2020) Page 72 of 454
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Collected Waste (ktCO2e) Quantity of food waste collected in residual waste (Kg/HH/week) 1.64 (2022) 1.67 (2024) Reduce food waste by 33% from the 2013 baseline by 2025 Dry Mixed Recycling contamination rate (%) 22.6 (2022/23) 16.05 (2023/24) Reduce to minimum of 20% by 2022/23 and 15% by 2023/24 Focus for upcoming year The focus for the upcoming year is: • Develop a Circular Economy Strategy, incorporating the Waste Management Plan updates, along with a Fly-tipping Strategy (this year and priority for next year). This will be in line with the Circular Economy (Scotland) Bill 2024 • Review the Food Waste Action Plan and reinstate working group (this year and priority for next year). • Continue to progress with actions relating to the development of the Asset Management Plan (this year and priority for next year). • Commence the Recycling in Schools Project (this year & priority for next year). • Continue with the work being undertaken in conjunction with the Resource Management Association Scotland to progress the Circular Economy Business opportunities (this year and a priority for next year). • Review bin collection schedules to ascertain optimal collections for waste streams. Two Waste & Circular Economy actions are within the Council’s top 25 priority actions for next year: • W21 Develop a Waste & Circular Economy Strategy to align with the Circular Economy Bill. • W17 Undertake an Asset Management Review of Waste & Recycling Infrastructure. Page 73 of 454
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Business and Industry Emissions from business and industry is an area that the Council has limited direct influence over, but plays an enabling and influencing role. Positively overall CO2 emissions from industrial and commercial sources in Perth and Kinross are reducing. Our work this year had a significant focus on collating information and targeting key emitters. Key actions included: • Collating information on carbon reduction plans from key employers; • Promoting advice, tools and grants to SMEs wishing to reduce carbon emissions; • Promoting joint strategic projects with the Transport Group to decarbonise transport; • Promoting joint strategic projects with the Building and Energy Group to decarbonise fixed and mobile assets; Highlights Highlights this year include: • Promoting a Race to Zero campaign with local businesses • Promoting the Perth Eco-Innovation Park as a net zero exemplar • Identifying and promoting green job opportunities with key employers and their supply chains Delivery The 2023/24 Action Plan identified 17 Business and Industry Actions. As of 30 September 2024, 70% of the actions can be classified as Completed or Green and 30% as Amber. The main challenges associated with delivering Business and Industry 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. Review of Top Priority Actions There was one Top Priority Action for 23/24 from the Business & Industry Theme: Action No 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 Perth Innovation Highway Outline Business Case which is part of the funding sources has been approved in July 2024. Design works have started in September 2024. Negotiations are progressing with landowners. Page 74 of 454
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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 2023/2024, 22 businesses have benefited for an amount of over £380,000 from the PKC Green Capital Fund financial support. • Heightened awareness of the need to take action though initiatives like the ‘Race to Zero’ campaign Progress against Statutory Targets There are several statutory targets in relation to the decarbonisation of the Business and Industry sector as follows. Key Performance Indicators KPI Previous Value Current Value Target and comment Total area-wide CO2 emissions from industrial and commercial sources (ktCO2e) 142.6 (2021) 129.5 (2022) No target set Number of registered businesses in energy (including renewables) growth sector 145 (2022) 140 (2023) +10% per year target This 4% decrease is above the Scottish Average of 7% decrease % of businesses (250+ employees or largest energy demand (+0.5MW) with a set target for reducing carbon emissions 17 (2022) 17 (2023) 100% by 2027 Number of businesses supported through PKC Green Recovery Capital Fund 24 (2022/23) 22 (2023/24) c. 20 per year Focus for upcoming year The focus for the upcoming year is: • To continue with the design and development of the Perth Innovation Highway; • To continue to engage with business and industry through co-optees to the Group so that it can benefit from ‘real world’ experience • Target work areas around the priority sectors in terms of CO2 emissions • Provide further support to smaller businesses to help reduce emissions. One Business and Industry action is within the Council’s top 25 priority actions for next year: • B14 Develop Perth West and Perth Eco-Innovation Park as a national net zero exemplar. Page 75 of 454
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Land Use Land Use Land Use Change and Forestry (LULUCF) is a major emissions source and sink across Perth and Kinross. It accounted for 53.6% (675kt CO2) of the total area-wide greenhouse gas emissions while it was responsible for sequestering -834kt CO2e. (2022 – latest data) Also falling under the category of land use, agriculture accounted for 21% of total area wide carbon dioxide emissions (150.2 kt CO2e). There was a 7.8% reduction in agriculture emissions between 2021 and 2022. 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: • Reviewing existing policy framework – The Council prepared and consulted on a series of 31 background Topic Papers covering the suite of national planning policies in NPF4, which have a stronger focus on tackling the dual climate and nature crises. These papers set out the data and information the Council will use to help produce our Local Development Plan (LDP3), along with a summary of likely implications of that evidence on the development of the Proposed Plan. • Nature Restoration Fund – With our Nature Restoration Fund (NRF) allocation, 18 projects were successfully delivered in Year 3. Projects include restoring riparian habitats to reduce flooding and erosion risks, creating green corridors that enable species to move and adapt to changing climates, and enhancing greenspaces to improve urban cooling in the face of rising temperatures. • Food Growing Strategy – An annual allotment report has been produced, and progress is being made on allotment regulations and working with a number of community groups. Page 76 of 454
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• Open Space Audit – A survey of over 500 accessible open spaces has been carried out to inform the Council’s Open Space Quality Audit (OSQA). The surveyed sites are those open spaces within or adjacent to settlements or designated for open space in LDP2. The next steps are the review and confirmation of the survey results to allow the OSQA to be finalised and used to inform the development of the Council’s Open Space Strategy. • Grassland Management Trials - Trial area has been expanded out to 157 sites within central Perth and Kinross for Year 1 with the view to expand to all sites excluding burial grounds in Year 2. Mapping of the main sites has been completed and uploaded onto the website. Interpretation signage for our main sites is being worked on currently. Smaller site mapping will be carried out but there is currently no timeframe on this. New machinery bought following a successful Nature Restoration Fund bid is being used to cut existing “No Mow” locations across the trial area. • Biodiversity Towns and Villages – Our innovative Biodiversity Towns and Villages programme received UK Shared Prosperity Funding this year to enable expansion of the initiative to up to 20 new communities. Delivery The 2023/24 Action Plan identified 21 Land Use Actions. As of 30 September 2024, 76% of the actions can be classified as Green or Amber in terms of progress. A number of the measures within the land use, land use change and forestry sector take many years to deliver their full benefits. The actions which are currently not on track are mainly linked to staff resourcing and capacity challenges. In particular, the Planning (Scotland) Act 2019, its associated Regulations and Guidance, and National Planning Framework 4 have introduced a significant number of new additional asks of planning authorities in the preparation of their Local Development Plans. A large number of the asks are major projects in their own right, which require significant staff resources to deliver, and all at the same time, which is going to continue to be a real challenge over the next 2–3 years. Page 77 of 454
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Review of Top Priority Actions The Top Priority Actions for 23/24 were: Action Number Action RAG Status Comments L1 Develop a landscape scale pilot project in conjunction with partners (Perthshire Nature Connection Partnership (PNCP)) to support private landowners to facilitate and encourage afforestation and peatland restoration. A • PNCP work ongoing with a focus on three priorities. • Work continuing between PNCP and PKC Developer Obligations Officer, along with a consultant to develop a potential methodology to allow developer contributions linked to nature solutions to be sought. L11 and L14 Review existing planning policy framework and prepare a suite of enhanced policies for inclusion in LDP3. 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. Work is now Action Number Action RAG Status Comments progressing on Evidence Report to be submitted to Scottish Ministers early 2025. Outcomes Positive outcomes as a result of the delivery of the Climate Action Plan Actions include: • The Council was able to plant over 2,500 new trees this year. • Increased community volunteering, with nearly 2000 hours this past year. • Grassland Management Trials have been extended to 157 sites across the Perth and Kinross Area. • The Council’s planning policy framework has been reviewed and is being brought into alignment with the new suite of national planning policies in NPF4, which will bring a stronger focus to tackling the dual climate and nature crises across the PKC Area. • A Draft PKC Tree Strategy is due to be published for internal circulation during Autum 2024. Progress against Statutory Targets 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, with the Council having varying degrees of influence over them. However, local authority action will be required to meet these targets. Page 78 of 454
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The national targets include: • Creation of 18,000 Hectares of new woodlands annually by 2032 - Perth and Kinross is currently at 18.5% which is the same as our baseline year value (2018). • 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. • At least 80% of designated natural site features to be in favourable condition by 2016 – Not met but improving: 76.5% of protected biological and mixed SSSIs site features, and 78% of protected nature site features. Key Performance Indicators KPI Previous Value Current Value Target and comment % of the total land area of Perth and Kinross covered by woodland 18.5% (2019/20) 18.5% (2020/21) National target to increase forest and woodland cover to 21% of total area of Scotland by 2032 Total LULUCF emissions (ktCO2e) 679.6 (2021) 675 (2022) Target still to be set Total LULUCF sequestration (ktCO2e) -841.1 (2021) -834.4 (2022) Target still to be set Total Agriculture emissions (ktCO2e) 162.9 (2021) 150.2 (2022) Target still to be set Amount of land protected for nature within Perth and Kinross Council boundary 33.5% (2022/23) 33.5% (2023/24) National target for protection of at least 30% of Scotland (land and sea) by 2030. % Of Protected Biological and Mixed SSSI Sites in Favourable Condition 75.3 (2023) 76.5 (2024) National target for at least 80% by 2016. % Of Protected Nature Site Features in Favourable Condition 75.5 (2023) 78 (2024) National target for at least 80% by 2016 Number of trees planted on Council land and maintained open space 670 (2022/23) 2512 (2023/24) Number of community volunteering hours in biodiversity related projects 1786.5 (2023) 1934 (2024) Area grassland managed for biodiversity improvement objectives (ha) 21.72 (2022/23) 21.72 (2023/24) Vol. of Herbicide Used (L – undiluted quantity 1216 (2022/23) 1182 (2023/24) The Council’s commitments within the Edinburgh Declaration require a national reduction of 50% by 2030 (547 litres) Page 79 of 454
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Focus for upcoming year Actions this year will primarily focus on continuing our work on: • Progressing work on the development of our new Local Development Plan (LDP3) and embedding the necessary spatial and policy framework to support our on-going climate action ambitions. This includes reviewing our Forest and Woodland Strategy and publishing our draft Open Space Audit and Strategy for consultation. • Publication of a Draft PKC Tree Strategy for consultation, with a view to publishing a final strategy in 2025. • Continue to monitor Grassland Management Trials – Grow Wild implementation. • Complete site survey programme for Local Nature Conservation Sites to enable designation to take place. • Continue to work in partnership with Perthshire Nature Connections Partnership to develop methodology for seeking developer contributions towards nature-based solutions. • Deliver our innovative Biodiversity Towns and Villages and Green Industrial Parks Projects to increase community involvement in biodiversity. Five Land Use actions are within the Council’s top 25 priority actions for next year: • L11/L14 Review existing LDP planning policy framework and prepare a suite of enhanced policies for inclusion in LDP3. • L24 -Review and revise our Forestry and Woodland Strategy for incorporation within LDP3 (now a statutory requirement under the Planning (Scotland) Act 2019) • L22 Identify and develop Nature Networks for Perth & Kinross • L10 Biodiversity Villages, Neighbourhoods and Towns Initiative – work with local communities to develop Biodiversity Action Plans, supporting biodiversity and climate change mitigation and adaption • L9 - 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. Page 80 of 454
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Resilience and Adaptation The climate is already changing in Perth and Kinross – precipitation patterns have started to alter; temperatures have risen, and more extreme weather events have an increased likelihood of occurring. The Council is working to build resilience to future events 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 of our Resilience work this year include: • The Council’s structures team are making steady progress on identifying and quantifying the risks posed to PKC owned bridges due to scour action. Ten bridges considered most likely to have scour issues have had a detailed scour assessment completed, with a further thirteen assessments underway. As expected, these have identified bridges where scour protection works will be required and the first major scour protection scheme is expected to be implemented in 2025. • A contractor has been appointed to build the £26.8m Comrie Flood scheme designed to protect 189 homes and businesses. The scheme will significantly reduce the flood risk from three rivers; the River Earn, the River Lednock and the Water of Ruchill. • The Council funded a restoration plan for the lower South Quiech Catchment to address high phosphorus runoffs into Loch Leven. This was part of the Council supporting the Loch Leven LENS project, which aims to be investment ready by the end of 2024 with projects starting to be delivered mid-2025. Delivery The 2023/24 Action Plan identified 33 Resilience and adaptation Actions. As of 30 September 2024, only one action can be classified as Red, while 29 actions (85%) can be classified as Green or Amber in terms of progress. Two actions have been marked as complete and two new actions have been added. There are several challenges associated with delivering our 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. The multi-million-pound cost identified this year to address ash dieback is also a significant new pressure. 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 Page 81 of 454
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individuals to play their part by taking property level action. 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. Review of Top Priority Actions The Top Priority Actions for 23/24 were: Action Number Action RAG Status Comments R6 Undertake a strategic climate change risk and opportunity assessment for Perth and Kinross Council Area Completed • Completed in 2023 • Council is currently developing an online StoryMap to make the data more accessible to the wider public. R11 Develop updated roads development guide to resolve conflicts with adoption criteria for SUDS with roads maintenance requirements as well as providing wider resilience benefits G Delivery was initially delayed, but the roads development guide has now been drafted and is currently going through internal consultation R12 Develop and implement scour bridge protection programme G All of PKC’s bridges have been screened at a high level and this year 10 no. of the highest risk bridge scour assessments have been completed. Continuing contribution and support to the delivery of Nature Rich Leven and other catchment management approaches G The Council funded the development of a catchment management plan for the South Queich catchment to address phosphorus pollution in Loch Leven R24 Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects A Mixture of projects on track (e.g. Comrie Flood scheme & SWMP development) and projects delayed due to previous staffing shortages and uncertainty about funding (e.g. Scone, Milnathort, South Kinross). Outcomes Positive outcomes as a result of Delivery of the Climate Action Plan Actions include: • The Council continues to support and develop community resilience forums - the number of community resilience groups increased this year from 27 to 33, resulting in proactive and preventative measures. • As a result of the Nature Restoration Fund (NRF), 18 projects were successfully delivered in Year 3. Projects Page 82 of 454
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include restoring riparian habitats to reduce flooding and erosion risks, creating green corridors that enable species to move and adapt to changing climates, and enhancing greenspaces to improve urban cooling in the face of rising temperatures. Progress against Statutory Targets Under the Climate Change (Scotland) Act 2009, Perth and Kinross Council (as a listed public body) 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 sets the vision for a well-adapted and climate resilient Scotland by introducing the following 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; 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 December 2022, we assessed 85% of the PKC actions in the flood risk plan are completed or on track. The next progress report is due in 2025. Key Performance Indicators The Resilience KPIs are shown in the Table below. Improvement was seen for all three KPIs that new data was available for. A new target was added this year for Bridge Scour Assessments, a target of 100 assessments by 2030 is proposed. This is based on a high-level review of scour susceptibility indicates that there are approximately 400 bridges (out of a total of 865) where scour may be a problem, however, it is not expected that all these bridges will be high risk or require a detailed scour assessment to be carried out. At present it is estimated that detailed scour assessments will be required on approximately 100 bridges however this target will be reviewed as work continues. KPI Previous Value Current Value Target and comment Annual Scotland Adapts Capability Framework score 8.2/16 (2022/23) 9/16 (2023/24) Mature organisation – 12/16 by 2026 On track Number of community groups engaged in proactive climate resilience work 27 (2022) 33 (2023) 53 (a minimum of one per Community Council Area) Percentage of PKC’s flood risk management plan actions classified on track or completed 85% (2019) 85% (2022) Will be next reported on in 2025 Number of Bridge Scour Assessments Undertaken 0 11 New target: 100 completed scour assessments by 2030. Page 83 of 454
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Focus for upcoming year This year we will continue with our important and established programmes of work on scour, flooding and nature restoration, but will also expand to some new focus areas including the development and implementation a landslip assessment programme to identify the risks that these potential pose to our infrastructure and communities and addressing ash dieback. In line with SNAP3’s focus on Regional Partnerships, the Scottish Government have funded Scotland Adapts to assist us in the development of Tayside Adapts – a Tayside adaptation partnership together with Angus Council and Dundee City Council. Three Resilience actions are within the Council’s top 25 priority actions for next year: • R24 Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects. • R12 Develop and implement scour protection programme for key Council assets. • R20 Support community resilience groups to build proactive resilience. Page 84 of 454
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1 2 3 4 5 6 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 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. Ongoing 1. Formal Statutory Proposals from SG. 2. Complete LHEES process. 3.Identify heat decarbonisation measures across P&K. Climate Change and Zero Waste Estimate £500k T T Feasibility/desig n only P&K G Final version of LHEES and LAEP published July 2024. Includes Short term routemap including ongoing and near term delivery actions developed with stakeholders and Steering Group. Ongoing Delivery Actions Progress report to Committee October 2024. Several delivery actions already underway including HNSU funded strategic HN development, exploring Strategic Energy Partner, establishing governance and digital publication of evidence via LENZA etc 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. Immediate - by March 2022 Climate Change and Zero Waste Scottish Govt grant funding awarded (£44250) to procure consultancy support to deliver project this financial year N/A N/A Available P&K Complete Complete 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 Long - between 2027- 2045 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 Not yet identified T T Feasibility/desig n only PKC G Report on Phase 1 of consultancy project with ARUP was received; ARUP were then further appointed to take forward a more detailed review of the potential for the housing stock to be decarbonised - classed as 'Lot 4' along with the non-domestic workstream. Progress has been made through regular meetings, workshops, surveys and interview types of engagement with team members across PKC. Report on workstream is expected in July 2024. Consideration will then be needed for the report and an Action Plan developed. Pilot projects are being developed for two archetypes from the existing housing stock to trial potential measures to decarbonise these. 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. 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. Medium - by March 2027 Review of Design Guide for New Build affordable housing Planning and Development Estimate at £4m Potential SG grant funding for this in the region of £1.5m (for 20 units) M M Available PKC (but with the potential to influence wider to P&K) 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. 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. Immediate - by March 2022 Agreement and issue of Energy Guide for Tenants for 2021 Joint between Planning and Development and Housing Estimate at £10k H H Available PKC (but with the potential to influence wider to P&K) 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. Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded - HEAT or SCARF) in 2022-23: 884 and in 2023-24: 2205. This has resulted in savings for residents, reductions in carbon emissions and removed some residents from fuel poverty. 6 Page 85 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 7 8 9 10 11 12 13 14 Buildings and Energy B5 Domestic - Private Work with local Housing Associations to maximise the number of social rented homes achieving EPC B by 2032. Long - between 2027- 2045 Planning and Development Not yet identified H H Still to be identified P&K A Aligned to LHEES action - target social housing with immediate potential for heat pump retrofit in line with LHEES delivery plan; Updates have been requested from RSLs on the number/percentage of social rented homes that have been upgraded to EPC B. This information is expected by end of Oct 2024. Buildings and Energy B6 Domestic - Private 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. Long - between 2027- 2045 Joint between Housing and Legal and Governance Services Not yet identified M M Still to be identified P&K R Until there is clarity around the legislation and minimum standards for the PRS it will be difficult to establish what supports are required. The numerous delays to this legislation will make it increasingly difficult to engage private landlords until the legislation is confirmed. It will also be difficult to know what demand will be and what resources are required until it is known what the minimum standards will be, although it is likely to mirror social housing standards. Buildings and Energy B7 Domestic - Private 1. Develop support for private landlords to work towards the required housing energy standards where there are issues with the co-ordination of multi owners. 2. Monitor likely demand and consider options for resourcing this service including charging on a cost recovery basis Long - between 2027- 2045 Joint between Housing and Legal and Governance Services Not yet identified M M Still to be identified P&K R Until there is clarity around the legislation and minimum standards for the PRS it will be difficult to establish what supports are required. The numerous delays to this legislation will make it increasingly difficult to engage private landlords until the legislation is confirmed. It will also be difficult to know what demand will be and what resources are required until it is known what the minimum standards will be, although it is likely to mirror social housing standards. 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) Short - by March 2023 Joint between Climate Change and Zero Waste and Housing Not yet identified H H Feasibility/desig n only P&K G Ongoing - climate change funding to Scarf has been awarded since 2022 and is secured until March 2025. The Council has received InnovateUK funding to explore the feasibility of developing a One-Stop-Shop retrofit model to be completed early 2025. 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. Short - by March 2023 Planning and Development £30k H H Available P&K A 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 Sector by 2022. 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. Immediate - by March 2022 Housing Not yet identified H H Feasibility/desig n only PKC G Lot 4 work with ARUP is also covering the PKC non-domestic properties and information relating to these will be picked up through the reporting on this in July 2024. 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. Short - by March 2023 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 Not yet identified T T Feasibility/desig n only PKC A Lot 4 work with ARUP is also covering the PKC non-domestic properties and information relating to these will be picked up through the reporting on this in November 2024. 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 indicated in the Property Services Energy Policy. These measures will also align with wider Scottish Government targets and LHEES duties to improve EPC ratings and meet future Net Zero emissions targets. Ongoing 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/Communities/ ECS Improvements to PKC estate to meet Net Zero targets will be significant and are as yet not fully identified. T N/A Still to be identified PKC Complete This action is complete as the improved energy performance of refurbishment projects is a requirement for updated Scottish Building Standards, Heat in Buildings Bill and identified as part of the LOT 4 decarbonisation plan. Any residual items have been adsorbed into other actions within the Buildings and Energy area of this Action Plan. Page 86 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 15 16 17 18 19 20 21 22 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. Short - by March 2023 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/Housing/ Property Services. Unknown at this time. T T Still to be identified P&K A Awaiting detailed zoning guidance from the Scottish Government Strategic Heat Network Unit funding (Scottish Government) awarded to build a programme and work to support the procurement of a partner to deliver heat networks within a wider energy system to be delivered by May 2025. Deliverables include:1.Perth city-scale Heat Network Design and Delivery and 2. Commercial Delivery Models for Heat Networks and Energy Projects. Wider heat networks and energy projects to be considered as part of the market prospectus. 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 fabric, glazing, installation of LED lighting, replacing inefficient heating systems with non- direct emissions heat sources, improving Building controls systems and include local energy generation as standard. Immediate - by March 2022 1.To be identified and aligned with annual expenditure programmes. 2. To align with investment blueprint. 3. Reduce annual emissions. Property Services Still to be fully identified but should be considered alongside Strategic Business case submitted for Climate Change - Energy and Buildings for additional £2M per annum. H H Available P&K A This is currently work in progress and is being considered as part of the current Capital Plan for the Property estate. Buildings and Energy B15 Non- Domestic - P&K Explore and secure alternative funding streams to assist the transition to zero carbon and meet Scottish Government Climate Change targets. Ongoing To identify and secure funding as it becomes available. Communities - exact Service to be determined.(Corporate Resource) £120k M M Still to be identified Both A Secured funding in 24/25 as part of Public Sector heat decarbonisation fund and Innovate UK project. Further funding bids to be made in future years as they become available. PIN notice also published for Strategic Energy Partnership to explore Public Sector interest and investment. Funding secured from Scottish Government Heat Network support Unit and EU Scalable Cities. Note: funding received is still minimal with the scale of the challenge 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. Medium - by March 2027 1. Assist with targets for reduction in CO2 emissions by rationalising the estate portfolio. Property Services/ Communities/Estates Unknown at this time. H H Feasibility/desig n only Both A This is currently ongoing and Pitlochry Asset review has been approved and smarter working is also progressing with Pullar House through potential collaboration and co-location with other Public Sector bodies. 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. Short - by March 2023 1. Capitalise and improve partnership working to achieve area wide Net Zero targets. Property Services/ Communities Unknown at this time. H H Feasibility/desig n only Both 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. To include existing energy resource demand for heat and transport; energy storage potential; building stock (domestic and non-domestic). Potential to include LHEES in this process in line with Local and National targets set by the Scottish Government. Medium - by March 2027 1.Identify heat decarbonisation measures across P&K Planning and Development £100k M M Feasibility/desig n only P&K Complete Local Area Energy Plan (2024-45) completed, integrating LHEES building decarbonisation pathways in a wider whole energy approach. The LAEP identifies medium term (2030) and longer term (to 2045) priority intervention areas to achieve the objectives of the proposed future energy system and recommended pathways across including measures for heat, transport and local renewables energy generation and supply. LHEES and LAEP near term delivery actions combined into a shared delivery plan to assist delivery and engagement. 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. This will reduce the Council’s expenditure and assist Partner organisations including Scottish Water to reduce greenhouse gas emissions. Medium - by March 2027 1. Decrease water consumption 2. Reduce Scope 3 indirect greenhouse gas emissions Property Services £50k H H Still to be identified PKC A This is currently progressing through a Water Audit of all PKC Non- Domestic buildings. This exercise is being undertaken by a 3rd party and is it anticipated this will mean cost avoidance for PKC and carbon emission reductions for partner organisations. Buildings and Energy B20 Non- domestic - PKC Review ECO school certification and status Ongoing 1.Decrease Energy consumption and emissions 2. Improve energy awareness. Education & Children's Services Not yet identified H H Available PKC A Ongoing, update required from ECS. Page 87 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 23 24 25 26 27 28 29 30 31 32 33 34 35 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. Ongoing 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 £210 T T Still to be identified PKC A Secured £2M of internal funding which has been phased between 2023 to 2025 to undertake initial Non-Direct Emissions heat source projects. External SG funding has also been secured from Public Sector Heat Decarbonisation fund in 24/25. for one of these projects. 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. Ongoing 1.Decrease Energy consumption and emissions for PKC and wider P&K. Property Services None H H Available Both 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. 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. Ongoing 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 Not yet identified H H Still to be identified New This action is currently in early stages of development due to the reporting template still being discussed with SG. Transport T40 Accelerate the EV transition Explore embedding EV vehicles in Council Taxi procurement Medium - by March 2027 Communities Public Transport M M Still to be identified R No update Transport T1 Increase active transport across Develop comprehensive Mobility Strategy for Perth and Kinross Ongoing 1.Extend the representation of the Mobil ity Board to ensure co- production of the Mobility Strategy with partners and stakeholders. Planning and Development T N/A Available P&K Complete Mobility Strategy and Action Plan (167 actions) approved at Climate Change & Sustainability Committee on 23 October 2024. This incorporated the feedback from public consultation that took place in Summer 2024. Transport T10 Accelerate the EV transition Develop and implement a strategy to transform the Council’s fleet to electric and alternative fuel vehicles Short - by March 2023 Cross service working Fleet Manager N/A T T Feasibility/desig n only P&K A Work ongoing by Fleet Services including the trial of HVO fuelled vehicles Transport T11 Accelerate the EV transition Develop the low carbon and active travel hub’s project Ongoing cross service working Planning and Development Estimate at £500k H H Feasibility/desig n only P&K Complete Broxden LCH operational 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 Ongoing Head of Environmental & Consumer Services M H Available PKC R Mobility Strategy Action 60 - to be delivered post adoption - to update PKC's Corporate Travel Plan - this will include the LiftShare platform to encourage carpooling to work. Transport T15 Remove vehicles from town centres Review options for workplace parking (including workplace parking levy), as a means to support more sustainable tran sport choices to disincentivise use of cars. Property M M Feasibility/desig n only A Following purchase of Kinnoull Street Car Park, review of PKC staff parking policy under review with draft due for publication in early 2025 Transport T16 Improve public transport provision Bid for Smarter Choices, Smarter Places (SCSP) funding to support discounted bus fare initiatives targeting young peo ple. Parking, Public Transp ort and Civil Contingen cies Manager H H Still to be identified Complete SCSP fund ended. Transport T17 Improve public transport provision Expand the potential demand for responsive transport and c ommunity transport schemes Parking, Public Transp ort and Civil Contingen cies Manager M H Still to be identified P&K G PTU transformation review underway which is looking at difference options for deliveyr of public transport across the area Significant support for the Glenfarg and Aberfeldy community transport schemes Transport T18 Reduce vehicles in town centres Investigate options and develop plans for future park + ride sites at Bertha Park, Walnut Grove and Bridge of Earn. Short - by March 2023 Planning and Development £70k design (have budget) £8M Capital On-going revenue £250k/yr. per line T T Feasibility/desig n only P&K A See Mobility Strategy Actions 7 and 86 for delivery post-adoption, to expand extent and capacity of existing park-and-ride sites and to ensure that land identified as having potential for park-and-ride development is safeguarded in the Development Plan. Transport T19 Improve public transport provision Identify options and costs to establish an annual “Sustainab le Transport Week as an incentive to raise the profile of public transport by bus an d promote public transport. Immediate - by March 2022 Parking, Public Transp ort and Civil Contingen cies Manager L L Still to be identified P&K R SCSP funding ended 24/25 for Local Authorities, restricting our resources to deliver behavioural change initiatives, this now lies with Tactran (RTP's) but also we should highlight our free bus Saturday scheme. Page 88 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 36 37 38 39 40 41 42 43 44 45 46 47 48 Transport T2 Increase active transport across Perth and Kinross Maximise the potential utilisation of Smarter Choices, Smart er Places (SCSP) fund to deliver sustainable and active tra vel. Ongoing Cross service working Planning & Housing Str ategy Manager Dependent on SG Grant Funding H H Feasibility/desig n only P&K G SCSP funding has ended with new active travel funding streams in place. PKC is working with TACTRAN on the active travel master plan for the Perth cluster. Transport T20 Improve public transport provision Explore operating registered school buses within Perth City for non entitled pupils attending their catchment secondary school to reduce school run journeys. Short - by March 2023 Parking, Public Transp ort and Civil Contingen cies Manager L L Still to be identified P&K A PTU transformation review underway which is looking at difference options for deliveyr of public transport across the area Transport T21 Improve Prepare Impact Analysis and costings to identify funding for Immediate - by Parking, Public Transp H H Feasibility/desig P&K A Ongoing 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. Medium - by March 2027 Traffic and Network Manager N/A N/A Feasibility/desig n only P&K A Mobility Strategy Action 84 - to be delivered post adoption - to continue to develop and implement bus priority measures. Integrating bus priority measures into active travel schemes where possible. Transport T23 Improve public transport provision Perth Bus/Rail Interchange Project: Working with Transport Scotland /Network Rail Short - by March 2023 Planning and Development £15M H H Available P&K R Mobility Strategy Action 80 - seeks to encourage efficient interchange provision to support the broader public transport strategy (strategic action 188) Transport T24 Reduce vehicles in town centres Apply for Scottish Government funding for air quality projects in 2023/24 which include cross service projects to tackle air quality and climate change. Short - by March 2023 Regulatory Services Manager H H Available P&K G SG funding cut by 50% from 24/25 onwards, received £191k total with the majority going towards regular AQ monitoring Transport T25 Reduce vehicles in town centres Continue to monitor the need for and potential benefits for Perth City and Crieff AQMAs to identify if the creation of Low Emission Zones (LEZs) or alternative vehicle access re strictions could reduce emissions. Short - by March 2023 Regulatory Services Manager H H Available P&K G Crieff AQMA will be revoked during 24/25 due to continued low levels and will no longer need be considered for a future LEZ. TPO 11 of the Mobility Strategy - achieving revocation of AQMAs, associated actions to be delivered post-adoption Transport T26 Reduce vehicles in town centres Investigate options for further air quality related regulatory measures which support climate change mitigation. Short - by March 2023 Regulatory Services Manager M M Available P&K R Perth AQAP out for consultation in late 2024, containing new air quality improvement measures for implementation from 25/26 onwards Various Mobility Strategy actions relate to air quality improvements -to be delivered post-adoption. Transport T27 Resilient transport systems Roads maintenance to adapt to climate change Medium - by March 2027 Road Maintenance Partnership Major poss. excess £20m M M Still to be identified P&K R Mobility Strategy Action 32: Continue to inspect, maintain and improve road structures across Perth and Kinross to retain climate resilient networks - to be delivered post-adoption 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 Short - by March 2023 Planning and Development £10m + N/A H Feasibility/desig n only P&K A Link with Moblity Strategy Action 2: Work commencing on Perth Circulation Plan (PTF4) October 2024 using existing revenue budget. Additional resource will be required to progress additional modelling and appraisal work in FY25/26. Paramics Discovery base model developed (2022), however there is still a requirement to develop future year scenarios (including post CTLR) along with continued data collection. Transport T29 Reduce vehicles in town centres Explore supporting the establishment of car clubs and bike sharing schemes across Perth and Kinross Planning and Development M M Feasibility/desig n only P&K G Lift share license extended for 2024, plans to promote to PKC staff are underway. Car clubs might not directly be a LA project, unless we have adequate resource and budget available, but such initiatives can be supported through various planning arrangements. 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 mobility strategy Ongoing Cross service working Develop plan for expansion of bike storage Planning and Development 40 H T Still to be identified P&K A Active Travel Strategy to be developed as part of Mobility Strategy delivery. Brief to collate existing AT strategies/places has been developed but no 24/25 budget identified. Kinrosshire Active Travel Plan is underway. 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. Parking Services M M Feasibility/desig n only P&K A Action to be adopted as part of the adoption of the Mobility Strategy (October 2024 - #35). Parking surveys to support this work have been undertaken in September and October 2024. Page 89 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 49 50 51 52 53 54 55 56 57 58 Transport T31 Reduce vehicles in town centres SURFLOUGH Programme - Distribution and logistics Planning and Development M M Still to be identified P&K A Ongoing - led by private sector development 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. Short- by March 2026 Strategy will support and respond to the ongoing PT transformation project. Planning and Development H T Still to be identified P&K New Mobility Strategy action likley to be progressed once the PT transformation projects has concluded. 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. Ongoing 1. Promotion of e-bikes Planning and Development N/A H Still to be identified P&K New Mobility Strategy action - will require funding to be identified. Transport T4 Increase active transport across Perth and Kinross Develop detailed design and construction of active travel route by 2025/26 as part of an integrated sustainable transport corridor along the Dunkeld Rd as agreed phase one of the Perth People Place for a city-wide network of enhanced sustainable transport and active travel improvements in and around Perth. In parallel, additional resources will be sought from Sustrans and other funding partners for accelerated design and development of 7 remaining identified primary corridors based on established engagement, procurement, and policy frameworks Ongoing 1. Dunkeld Road Corridor Planning and Development CWSS Funding H H Feasibility/desig n only P&K A No confirmed funding for 24/25 has resulted in design work being paused. Work on going with Tactran to integrate bus prioirty measures into the DRC project. Transport T5 Increase active transport across Perth and Kinross Lobby Scottish Government to include sustainable transport and active travel in the school curriculum. Short - by March 2023 Cross service working Planning and Development N/A M M Available P&K R No update Transport T6 Increase active transport across Perth and Kinross Explore measures to increase walking and cycling to schools and improve air quality Planning and Development H H Feasibility/desig n only P&K G The Traffic and Network team deliver the approved annual CWSR programme. Actions also identified within the Mobilty Strategy Action Plan: Action 98 - supporting and promoting a toolkit for schools and parent councils to set-up and coordinate bike-trains and walking-buses, see Action 115 improving active travel routes to schools (incl. behaviour change measures) , see Action 76 on cycle training, Action 97 on school travel plans, Action 101, 102 - the intention is that these are delivered post-adoption of the Mobility Strategy, and delivery will depend on securing the funding. Transport T7 Accelerate the EV transition Develop a strategy for the expansion of EV charging infrastr ucture Short - by March 2023 Cross service working Planning & Housing Strategy Manager T N/A Available P&K Complete Collaborative project with Angus Council seeking circa £1.9m in funding from Transport Scotland to fund EV expansion plan for Perth and Kinross and Angus. This will enable the Council to bring in a private sector operating partner in 2025. Transport T7a Accelerate the EV transition Deliver the P&K wide EV Charging Expansion Programme 10 years 1. Selection of private sector partner 2. Infrastructure rollout Planning and Development £1.9M N/A T Available P&K New Collaborative project with Angus Council seeking circa £1.9m in funding from Transport Scotland to fund EV expansion plan for Perth and Kinross and Angus. This will enable the Council to bring in a private sector operating partner in 2025. Transport T8 Accelerate the EV transition Work with Taxi Operators to accelerate the transition to elec tric vehicles Medium - by March 2027 Cross service working Communities Public Transport No Funding at this stage M M Available P&K R Mobility Strategy Action 46 - support taxi and private hire fleets to decarbonise and move towards low carbon fleets - this is to be delivered post adoption Transport T9 Accelerate the EV transition Work with Transport Scotland to deliver the Electric A9 proj ect Short - by March 2023 Cross service working Planning and Development N/A H H Available P&K Complete Completed Page 90 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 Transport T35 Accelerate the EV transition Develop an EV awareness and behaviour change campaign Planning and Development M M Available P&K R No update. SCSP funding has ended. Behaviour change campaigns for EV uptake can be taken forward through Mobility Strategy actions. Transport T36 Reduce vehicles in town centres Raise awareness of alternative approaches to attending me etings across Council employees; including tele/video confe rencing and provide training on using ICT equipment to red uce transport emissions Ongoing Head of Corporate IT N/A N/A Available PKC Complete Completed during Year 1 & 2 Transport T37 Accelerate the EV transition Publish and promote to Council employees the car lease sc heme currently being developed for electric vehicles. Ongoing Human Resources M M Available PKC G On intranet site - reminders in managers briefings and ERIC news as relevant Transport T38 Improve public transport provision Explore the potential for EV bus chargers across the Council Area Planning and Development H H Feasibility/desig n only P&K A Early engagement with EV coach operators on potential location of charging facilities at South Inch funded via Transport Scotland Transport T39 Improve public transport provision Explore community transport priming - re-establish community transport forum Community Public Transport H H P&K A Mobility Strategy 43 - to be implemented post adoption, seeks to encourage, support, and promote community bus partnerships and transport services across PKC Business and Industry B1 Data & Strategic targeting Collate key info and carbon targeted reduction plans from key employers and industry bodies Short - By March 2025 Information from 100 top employers and main energy users collated Economy, Development, Planning Existing staff H H Available P&K G Visits and contacts have been organised with identified businesses and information is being collected. We anticipate to have completed the activity by March 2025. KPI has not been increased from last year, but will be updated when the work is completed. Business and Industry B6 Strategic Actions Promote advice and support tools for SMEs to reduce carbon, access funding/green finance, ensure business continuity and measure progress. Short - By March 2025 Signposting to sectoral and representative bodies' online resources and advice in place Economy, Development, Planning Existing staff H H Available P&K G In 2022/2023, 24 businesses have benefited from PKC Green Capital Fund financial support for an amount of over £435,000. In 2023/2024, 22 businesses have benefited for an amount of over £380,000. In 2024/2025 (part), 6 businesses have benefited for an amount of over £125,000 Business and Industry B10 Strategic Actions Develop joint strategic projects to decarbonise Transport (goods and people) with key employers in close liaison with the Transport Group Immediate - by March 2022 Joint initiatives agreed Planning and Development 2FTE H N/A Available P&K Complete Business and Industry B11 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 Short - by March 2023 Joint initiatives agreed Planning and Development Existing staff H N/A Available P&K Complete Business and Industry B2 Engagemen t, Empowerm ent and Awareness Identify and meet with key employers/businesses Immediate - by March 2022 Meetings with SSE, Aviva, Stagecoach and Highland Spring organised Planning and Development Existing staff N/A N/A Available P&K Complete Business and Industry B3 Strategic Actions Agree with key employers/businesses for them to lead/champion the Race to Zero campaign at local level Immediate - by March 2022 Agreement reached with SSE, Aviva, Stagecoach, Highland Spring Planning and Development Existing staff/private led N/A N/A Available P&K Complete Business and Industry B4 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. Immediate - by March 2022 Agreement on developing joint actions on Transport/travel, asset energy efficiency and skills/job opportunities Planning and Development Existing staff H N/A Available P&K Complete Business and Industry B5 Strategic Actions Promote with key employers/businesses/business organisations the Race to Zero campaign to local businesses. Immediate - by March 2022 Joint announcement at Zero emission Tour Bus 26.10.21 event Planning and Development Existing staff H N/A Available P&K Complete Business and Industry B7 Strategic Actions Develop public/private learning business forums via existing partnerships/networks Medium - By March 2027 Tay Cities Clean Growth Cluster launched Economy, Development, Planning Existing staff M M Available P&K G There are 140 registered businesses in energy growth sector (Dec 23) which is slight reduction(3%) against a higher reduction in Scotland (-7%). More than 40 organisations are member of the Tay Cities Clean Growth Initiative (116 in total) and 6 projects (20 in total). We are working to increase these numbers. Business and Industry B8 Skills/jobs Identify and address skills shortage in business and industry including with key employers and their supply chain Short - by March 2025 Joint initiatives agreed Economy, Development, Planning Existing staff H H Available P&K A More work needs to be carried out to support skills development including with Perth UHI and Tay Cities Engineering Partnership. Business and Industry B9 Skills/Jobs Identify and promote green job opportunities in business and industry including with key employers and their supply chain Short - By March 2025 Joint initiatives agreed Economy, Development, Planning Existing staff H H Available P&K A Visits and contacts have been organised with identified businesses and information is being collected. We anticipate to have completed the activity by March 2025. 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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 75 76 77 78 79 80 81 82 83 84 85 Business and Industry B12 Strategic Actions Identify and share business continuity plans with key employers in close liaison with the Resilience Group Medium - By March 2027 Plans identified and liaison established Economy, Development, Planning Existing staff/private led M M Available P&K A Visits and contacts have been organised with identified businesses and information is being collected. However, this information is more complex and more difficult to collect. Business and Industry B13 Measuring performanc e Agree with key employers/businesses key indicators and measure performance Short - By March 2025 Indicators agreed Economy, Development, Planning Existing staff M M Available P&K G To be reviewed when business carbon reduction plans have been analysed. Business and Industry B14 Strategic Actions Develop Perth West and Perth Eco-Innovation Park as a national net zero exemplar for decarbonisation of transport and energy Medium - By March 2029 Business Case agreed Economy, Development, Planning Existing staff/private led T T Available P&K A Perth Innovation Highway Outline Business Case which is part of the funding sources has been approved in July 2024. Design works have started in September 2024. Negotiations are progressing with landowners. Business and Industry B15 Strategic Actions Transport: Facilitate Business engagement in the development of PK Mobility Strategy, Wider EV infrastructure, Active Travel & Public Transport Dunkeld Corridor Short - by March 2023 Effective engagement Planning and Development 2FTE H N/A Feasibility/desig n only P&K Complete Business and Industry B16a 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 Medium - By March 2025 Effective engagement Economy, Development, Planning Existing staff H H Available P&K G Options to establish a Strategic Energy Partnership are been appraised with good business sector engagement and key anchor projects are being developed e.g. Perth City Heat Network. Business and Industry B16b Strategic Actions Develop carbon reduction actions on large emitters employment/industrial sites in Perth City - Inveralmond/North Muirton Medium - by March 2027 Priorities and actions agreed Economy, Development, Planning Existing staff/private led H H Available P&K A Zoning, technical and commercial opportunities work on Perth City Heat Network has started to be completed in May 2025 and work on commercial delivery models has also started. Waste & Circular Economy W1/SA7 Data & Strategic Targeting Conduct a more detailed greenhouse gas assessment of the Waste projects and activities, to prioritise future climate change activities. Ongoing 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 Existing Staff H H Available P&K G Figures updated September 2024. 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 Short - by March 2025 Building on initial Material Flow Analysis (MFA) and industry sectoral study, a current state analysis will be conducted. Planning and Development Consultant (£10k) H H Available P&K G Joint seminar targeting industry to identify Circular Economy Business Opportunities (Circular materials, bioeconomy, decommissioning, repurposing, refurbishment, retrofit) with RMAS organised on 14th June 2024. Further work is being carried out to focus on specific material. A first analysis indicates that removing plastics from material which could be resused, recycled or transformed to generate added value could be a focus for Perth and Kinross. This could establish Perth and Kinross as a leader in that circular economy niche. 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 Short - by March 2025 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. Waste Services Existing resources H H Available P&K A Food Waste Action Plan has been drafted, to be reviewed in line with development of Circular Economy Strategy. Additional Food Waste Hubs were distributed to Perth City Centre Summer 2024, further work to be undertaken to identify further areas for 2025 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 Short - by March 2023 Public Consultation. Action Plan to be developed Waste Services Existing resources H H Still to be identified P&K R To be incorporated into the Circular Economy Strategy due to be drafted in 2025. 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. Short - by March 2025 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 To deliver Twin Stream Recycling - £2.36M capital, £255k revenue (Communication s & staff resources) Applied to ZWS for the £2.615M capital H H Available P&K R EPR awaiting registration information and notification of payments with go live date now expected to be March 2026. DRS expected date now October 2027. Page 92 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 86 87 88 89 90 91 92 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) Short - by March 2023 Watching brief on national consultations Model service requirements if required Waste Services TBC H H Still to be identified PKC A The Scottish Government made a commitment to consult on requirements to separately collect garden waste (by 2023) for textiles & hazardous elements of household waste (by 2025). Awaiting this information and will be incorporated into the Circular Economy Strategy once known. 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. Medium - by March 2027 Watching brief on national consultations Model service requirements if required Waste Services TBC H H Still to be identified PKC A The Circular Economy Bill passed in June 2024. The implications of the bill will be incorporated as part of the Circular Economy Strategy. 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. Short - by March 2023 Attend Stakeholder engagement Sessions Watching Brief on national consultation (March 2022) Waste Services TBC H H Still to be identified PKC A Awaiting updates from Circular Economy Route Map and will incorporate into the Circular Economy Strategy. Waste & Circular Economy W9 Thematic Action Plan for High Carbon Materials Develop a Food Waste Action Plan Short - by March 2025 Public Consultation. Action Plan Developed. Waste Services Existing Staff H N/A N/A P&K Removed Recommend deletion - Combined with Actions 3 and 10. Waste & Circular Economy W10 Thematic Action Plan for High Carbon Materials Review interim Food Waste Action Plan in 2022 following the evaluation of the National Food Waste Reduction Plan Short - by March 2025 Watching brief on national consultations Model service requirements if required Waste Services H N/A N/A P&K Removed Recommend deletion - Combined with Actions 3 and 9. Awaiting National Food Waste Plan 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. Medium - by March 2027 Incorporate as part of the Good Food Strategy & Action plan Performance & Business Support H H Still to be identified P&K A Working to develop a Community Food Network. In early stages, but to include community food larders/foodbanks/community cafes/community gardens. Vision is to get these to work closely together to share information & resources to prevent wastage. Currently organisations collect surplus food from supermarkets or get deliveries from Fareshare to minimise waste. Waste & Circular Economy W12 Thematic Action Plan for High Carbon Materials Develop & Maximise Recycling Services by (1) Implementing in Nov 2023, expanding PKC recycling services to include flexible plastic packaging and hard rigid plastics (as market conditions allow) (2) Implementing Nov 2022 Expand recycling services (Food/DMR) in Perth City Centre Immediate - by March 2024 Action Plan for Twin Stream Recycling Service change including Contract Strategy development. Action Plan for Perth City Centre Waste Services Existing resources T N/A Available P&K Complete Complete - Food Waste Hubs distributed 2022 with twin stream complete January 2024 which has had benefits including residual waste reduction and a reduction in contamination. Page 93 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 93 94 95 96 97 98 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 Short - by March 2023 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 Technical procurement panel funded by Scottish Government H N/A Available Municipal local authority waste only. Review currently underway into whether the ban should extend to biodegrada ble non- municipal waste which has impacts for private waste managem ent sector. Complete Complete - Residual Waste Contract Awarded in May 2023, commenced 1st August 2023. Waste & Circular Economy W14 Promote a rapid transition to the Circular Economy Develop a Circular Economy route map including an action plan for Circular Textiles & Sustainable Fashion Short - by March 2025 Public Consultation. Route map developed. Waste Services Existing resources H N/A N/A P&K Removed Recommend deletion - Combined with Action 4 - Action plan still to be developed as conflicting priorities, extend date to 2025. Will be reviewed within Team Plan. 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 Short - by March 2023 Embed Sustainable Procurement Duty and promote sustainable procurement tools. Investigate Circular Procurement opportunities. Corporate Procurement Team T Available PKC A Within the existing Scotland Excel Framework responses from catering suppliers included a commitment from recommended bidders to collect and recycle 95% of packing and 100% of delivery packaging comprising recycled material. Once the Procurement Strategy has been to Full Council in June work will commence to determine the resource(s) required. Waste & Circular Economy W16 Leading by Example Development of a Resource Management Plan for Education & Children's Services Short - by March 2023 Plan Agreed Waste Services Approx £103k H H Available P&K G Approval from ISCAM to proceed with recycling in schools project. Initial meetings due to commence October 2024. Waste & Circular Economy W17 Leading by Example Asset Management Review of Waste & Recycling Infrastructure Ongoing Building Condition & Suitability Surveys including Climate Change Action Audit, Options Appraisal Waste Services £60k - Big request once study complete H T Still to be identified P&K G Asset review underway, SBC produced (final report to be approved at Committee). Project Officer left and post was not replaced. Work undertaken by existing staff in the interim. Decision required re this project to ascertain how this will progress going forward with regards to staffing. Property progressing with short term H & S depot issues. Opportunities to review land acquisition possibilities at 2 depots. 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 Immediate - by March 2024 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 to single use products Waste Services Existing Staff M Available Both PKC and P&K wide A Sustainable procurement policy to be reviewed with regards to single use items. Thesoon.re is due to be a tax of £0.25 on disposable cups coming Page 94 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 99 100 101 102 103 Waste & Circular Economy W19 Cross Cutting Theme/Strat egic Action Develop a Good Food Partnership and prepare a Good Food Strategy & Action Plan for Perth & Kinross. Short - by March 2025 Elected Member & Stakeholder Engagement & Public Consultation Performance & Business Support TBC H Still to be identified P&K A Action plan drafted and is being progressed. Plans are underway to form a Good Food Steering Group for P & K after a successful event bringing stakeholders together from across the food system. This resulted in commitment in principle from 26 organisations to be part of the wider food partnership, 20 of which said they would be keen to be on the steering group, however the Officer has since left, therefore work to undertake this has paused, although external consultants are currently preparing the post event write up. Waste & Circular Economy W20 Cross Cutting Theme/Strat egic Action Work with the Resources Management Association (RMAS) to decarbonise sector and liaise with the Business & Industry Group Ongoing Plan agreed Planning and Development Existing staff/private led H N/A N/A P&K Removed Recommend deletion - Combined with Action 2. Work on a joint seminar targeting industry to identify Circular Economy Business Opportunities (Circular materials, bioeconomy, Decommissioning, repurposing, refurbishment, retrofit) with RMAS, JHI - date of event 14th June 2024. Waste & Circular Economy W21 Cross Cutting Theme/Strat egic Action Develop a Waste & Circular Economy Strategy to align with the Circular Economy Bill. Immediate - by March 2024 Establish a Stakeholder Advisory Group Review existing activities falling under the Circular Economy and align with internal & national policy. Develop strategy and action plan Waste Services Existing staff H T Still to be identified P&K R Still to be actioned. 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 Medium - by March 2027 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 Existing Staff T T Available PKC 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. Work is now progressing on Evidence Report to be submitted to Scottish Ministers early 2025 which sets out the data and evidence we plan to use to prepare our Proposed LDP3 in alignment with NPF4. 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). Medium - by March 2027 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 Existing Staff M Still to be identified PKC R Page 95 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 104 105 106 107 Land use L24- New Enhance landscape scale sequestratio n. 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. Medium - by March 2027 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 Existing Staff M T Still to be identified P&K A Work for the LDP3 process including Topic Paper, Consultation comments and Evidence Report is all valuable data that will incorporated into the revised FWS. Woodland consultation responses are proving very useful to inform the FWS. Land use L25 - New Improving our open spaces. Undertake an Open Space Audit and produce an Open Space Strategy Medium - by March 2027 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 Existing Staff H Available PKC A Work for the LDP3 process including Topic Papers, and Evidence Report. There is a Draft Open Space Quality Audit. A survey to inform an Open Space Quality Audit has been carried out of over 500 accessible open spaces within or adjacent to settlements including all designated open spaces. The results of this are to be revised and confirmed to finalise the OSQA and inform the Council’s Open Space Strategy. Topic papers consulted on July 2025, and submission of Evidence Report to Scottish Government expected early 2025. Land use L23 - New 1. Halting biodiversity loss. 2. Protecting and enhancing habitats and species. 3. Peatland Restoration and Identify Strategic Green Networks wholly and partially within Perth and Kinross and opportunities for their enhancement. Medium - by March 2027 Identify Strategic Green Networks wholly and partially within Perth and Kinross and opportunities for their enhancement. Planning and Development Existing Staff H Available P&K R Required for LDP3 Evidence Report - currently programmed for submission the first quarter of 2025. Progress and delivery times dependent on timetabling and resourcing of other requirements for production of Evidence Report. Initiated conversations with NatureScot and Sustrans regarding the SGN identified in LDP2. The focus at present is the NCN77 link from Perth to Dundee. Further work is required to coordinate efforts from key external stakeholders, community groups and Transport Planning regarding ongoing projects for various segments. AECOM CivTech 8.3 Tool can be used to guide green network creation. Land use L18 Halting biodiversity loss. Protecting and enhancing habitats and species. Peatland restoration and enhanceme nt. Identify and protect sensitive areas (including LNCS) from development for biodiversity resilience, providing connectivity and ensuring planting is not counterproductive. Identify which of these sites (especially peatland) would benefit from restoration/enhancement and provide support/ incentive for landowners to do so. Medium - by March 2027 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 Still to be identified P&K A Graduate Ecologist is surveying sites currently. Data will be passed to the Landscape Scale Restoration Officer re peatland restoration. Page 96 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 108 109 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 Medium - by March 2027 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 pollinators to Council and community projects. Community Greenspace Approximately £105k H Available for tree planting only but reducing PKC A PKC Tree Strategy (not just native trees) draft due to be completed Autumn 24 for internal circulation. Annual tree planting has continued linked to projects and the Grow Wild Initiative. Westbank Nursery currently growing native and other trees and shrubs from cuttings and seeds. Polytunnel procurement complete. Should be on site end of September. Large area allocated for tree production. Small Christmas trees will be bought this year and kept in the Nursery for reuse, when they get too big they will be offered to communities for their Christmas trees to plant or plant them in other suitable locations. Nursery used to distribute over 7000 plants to communities. Tree Officers work together when assessing planning applications and the Tree Enforcement Officer implements enforcement. 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. Medium - by March 2027 1. Audit of existing assets, including carbon credentials (if available). 2. Identification of procurement checklist to inform any replacement purchases. Operations H H Still to be identified PKC A Initial battery machinery was due for replacement. These machines were found to be underpowered and limited operational capability. Trials of replacement machinery identified significant improvements in both power and operating times but significant increase in purchase costs ( 3 to 4 times the cost of the initial purchase price) As we are significantly reducing the volume of handwork undertaken by our squads over the next 3 years we decided to remain within budget and purchase fewer replacement machines. These will be evaluated over their lifespan to assess their reliability and practicality in a professional environment. Page 97 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 110 111 112 113 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. Short - by March 2023 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. Operations H H Still to be identified PKC A With the cessation of spraying around trees and obstacles within Perth city, has commenced resulting in a reduction of approximately 50% of chemical use. In addition all sports pitch marking using chemicals has ceased. significant reduction in chemical volumes during 2024. We continue to spray hard surfaces and within burial grounds. This policy is due to be rolled out to landward areas and expanded generally during 2025/26 Land use L6 Reducing emissions linked to maintenanc e. 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. Medium - by March 2027 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 Available PKC A Trial area has been expanded out to 157 sites within central Perth and Kinross for year 1 with the view to expand to all sites excluding burial grounds in year two. Mapping of the main sites has been completed and uploaded onto the website. Interpretation signage for our main sites is being worked on currently. Smaller site mapping is going to be carried out by IT but we currently have no timeframe on this. Amazone Profihoppers now being used to cut existing no mow areas all around the trial area. 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. Medium - by March 2027 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 H H Available for phased enhancement programme. Still to be Identified for Play Strategy review. PKC A Tree planting, pollinator planting and sustainable materials are being considered for all design reviews for site upgrades. Grow wild is being incorporated on the site changes and communities consulted in advance of changes. Land use L17 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 Medium - by March 2027 Climate Change and Zero Waste H H Still to be identified PKC G As a result of the Nature Restoration Fund (NRF), 18 projects were successfully delivered in Year 3. Projects include restoring riparian habitats to reduce flooding and erosion risks, creating green corridors that enable species to move and adapt to changing climates, and enhancing greenspaces to improve urban cooling in the face of rising temperatures. This year, the council has been awarded £175,000 via the NRF for 2024-2025. Over 20 projects are being considered. Proposals put forward by Community Greenspace for Year 4, include to support Grow Wild with pollinators and wildflower seed, action days with communities and invasive species removal following on from ecology reports. Volunteer days will follow on for seed collection and replanting of recommended species in conjunction with the Rangers. Page 98 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 114 115 116 Land use L8 Expand Council's Food Growing Strategy into a comprehensive "Good Food Nation" project. Medium - by March 2027 1. Council Approval of Food Growing Strategy. 2. Develop a "Good Food Nation" project and implementation plan. 3. Deliver strategy and specific projects in conjunction with partners and communities. Community Greenspace Good Food Nation Project Officer H H Available P&K G Annual allotment report produced, update on action plan given to CC&S Convenors and progress being made on Allotment regulations and working with a number of community groups. The Community Food Growing officer is taking forward the Food Growing Strategy 2021, which highlighted areas in Perth and Kinross with a high demand for allotments or other type of community food growing site. The priority actions of the Community Food Growing officer is to assess the current demand for community food growing and whether existing provision meets that demand, identify any areas that are suitable for community food growing, and to understand what type of community food growing is needed, e.g. allotments, community gardens, orchards, etc. Public consultations are currently open for Meigle and Ardler and Pitlochry with Coupar Angus soon to go live as well, to help PKC assess and meet any demand. The Allotment Regulations are also in the process of being implemented which will help support our current allotment associations. Land use L1 Enhance landscape scale sequestratio n. Work with Perthshire Nature Connections Partnership to identify and develop landscape scale pilot projects with partners. Short - by March 2023 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 JHI Contract £25k from Climate Change Transformation Fund Nature Connections pilot estimate at £500k T H Feasibility/desig n only P&K A PKC's three-year funding commitment to the PNCP finished in March 2024, but we have remained on the PNCP steering group. Work continuing between PNCP and PKC Developer Obligations Officer to identify a pilot methodology for seeking contributions linked to nature solutions on the River Almond Headwaters Project. 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. Medium - by March 2027 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. Community Greenspace M T Still to be identified P&K A The Incorporating Biodiversity into Local Services Guide continues to be the main document, together with the LBAP itself, to assist staff in achieving their Biodiversity Duty targets. The Biodiversity Ambassadors continue to meet and learn and staff numbers have expanded. PKC Greenspace are maximising opportunities to include biodiversity into their ongoing management of sites. Page 99 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 117 118 119 120 121 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. Medium - by March 2027 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 H T Still to be identified P&K A Project awarded Shared Prosperity Fund allocation for 2024/25. to allow expansion to communities across Perth and Kinross. Suite of core projects being introduced to the communities (including pollinator stepping stones, hedgehog highways/Mind the Gap, swift, youth engagement (Champhibians and BeeWild), community and school orchards, etc. Community mapping sessions complete - Errol, Crook of Devon, Stanley and Portmoak Village Cluster, plus Kettins and Kinross. About to take place: Abernethy, Aberdalgie rural cluster, Guildtown and Wolfhill, and Auchterarder. Follow up meetings are being planned up to and including Dec 2024. The toolkit is being revised over this period. 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. Medium - by March 2027 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 TBC M M Still to be identified P&K R UK Shared Prosperity Funding received for 24/25.Projects are currently being worked up. Land use L16 Progress a "What's Going On?" mapping project Short - by March 2023 Planning and Development N/A N/A P&K Complete Projects and groups were mapped on the PK Climate Action Website. A more extensive mapping exercise is taking place as part of the nature networks development. Land use L12 Halting biodiversity loss. Protecting and enhancing habitats and species. Perth Biodiversity Capital of Scotland Project - explore what role PKC and Tayside Biodiversity Partnership can have in the development and delivery of this Perth Leadership Forum project. Short - by March 2023 1. Establish scope of project, actions, targets and delivery partners. 2. Identify programme for delivery. 3. Council approval. 4. Branding and launch. TBC H N/A N/A P&K Removed Proposed deletion Project was initiated and led by the Perth Leadership Forum and Nature Scot. PKC were invited to discussions as a consultee, but no further progress made on our role in the project before it stalled early 2022 due to Nature Scot lead retiring and not being replaced. Land use L21 Improving our open spaces. Consider opportunities for Park Power as they arise. Medium - by March 2027 Assist with scheme development as they arise. Buildings & Energy Group action Community Greenspace N/A N/A Still to be identified PKC R No longer a LU Theme Action - has been moved to B&E theme actions list Page 100 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 122 123 124 125 126 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. For example: expanding the tree planting project at Perth Grammar to more school grounds; encourage communities and schools to enhance climate change mitigation in their local school grounds and greenspaces using Community Investment Fund (PKC funded). Immediate - by March 2022 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 M M Feasibility/desig n only P&K G The main LUWG Action was to help schools do this by creating a ‘How To sheet’ which has been completed and circulated to schools. It has also been promoted elsewhere New Tree Planting Guidance for Schools (pkclimateaction.co.uk) A template for developing a Schools Climate Action Plan has been developed and shared with schools. The PK Climate Action website, has compiled significant resources for schools to use. PKCT are rolling out their A Tree for Every Child project which complements this action and several schools have applied for NRF funding. PKC Land Restoration Officer exploring opportunity to take forward biodiversity enhancement and flood alleviation works at Perth Academy with Scottish Water. Land use L22 (new) Halting biodiversity loss. Protecting and enhancing habitats and species. Identify and develop Nature Networks for Perth & Kinross 2023-2030 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 N/A T Available P&K New We are currently utilising our Nature Restoration Funding to help create nature networks. PKC officers have received onboarding session with naturescot to advise on using AECOM nature networks tool, available free to all local authorities until October 2025. PKC have undergone initial engagement consultation to inform our approach on nature networks mapping. In person engagement sessions for mapping are beginning to be planned in collaboration with PKCT for 2024-2025. Climate Resilience R1 Resilient organisation s Build organisational capacity around climate adaptation and mainstream it into project development, procurement and delivery processes Ongoing 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 Still to be identified PKC G The need and importance of climate change adaptation was embedded into the Council's updated Asset Management approach and individual management plans developed or refreshed this past year. Staff awareness on climate action is improving through the rollout of Climate Literacy and Climate Awareness Training Climate Resilience R2 Resilient organisation s Continue to work with Tayside Local Resilience Partnership to implement local risk reductions measures and develop contingency plans Ongoing 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. Communities H H Available P&K 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. Climate Resilience R4 Resilient organisation s Review the Scottish Snap Adaptation Programme 3 (SNAP3) (2025-29) when published and identify appropriate local actions Mar-25 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 H H Feasibility/desig n only P&K G The Scottish National Adaptation Plan 3 (SNAP3) was published by the Scottish Government on 25 September 2024 and is in the process of being reviewed by officers with a suitable action plan to be developed this year. Key Actions R34 and R35 have been added to support SNAP3 delivery. PKC responded to the Scottish Government Consultation in summer 2024 Page 101 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 127 128 129 130 131 132 133 Climate Resilience R6 Resilient organisation s Undertake a strategic climate change risk and opportunity assessment for Perth and Kinross Council Area Short - by March 2023 CCROA Complete Risk assessment shared and communicated Climate Change and Zero Waste £50k T N/A Feasibility/desig n only Both Complete CCROA has been completed and available on the Climate Change Website for public viewing. A story map of the results is currently under development to make it easier for our stakeholders and communities to understand future changes. This is expected to be published in Autumn 2024 Climate Resilience R8 Resilient infrastructur e Develop and implement green solutions for protecting open space and core paths to protect from flooding and erosion Medium - by March 2027 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 Feasibility/desig n only PKC A Projects have incorporated measures to try and make assets more resilient where possible and success of measures to be assessed. Training programmes to be instigated as capacity permits. Buckie Braes not being taken forward as we do not own the land. Staff resourcing and capacity pressures - two staff down (Sick & savings) and structural engineering beyond current skillset savings Climate Resilience R9 Resilient infrastructur e Explore the potential for green-blue infrastructure for Perth, working in strategic partnership with Scottish Water. Medium - by March 2027 1. Develop structure of potential partnership. 2. Undertake concept study. Climate Change and Zero Waste No resources for leading L L Not available P&K R There was no staff capacity to take this project forward in 2023/24 - we will explore the potential for taking this forward as opportunity arises in 2024/25. Climate Resilience R10 Resilient Ecosystems Develop overarching environmental advice to developers by linking all current objectives, including on green infrastructure Medium - by March 2027 1. Arrange meeting with LDP team 2. Draft Note and circulate to DM for comments. Planning and Development Time required more than money N/A N/A N/A P&K Removed Action moved to Land Use as part of 2023 Reporting Process Climate Resilience R11 Resilient infrastructur e 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) Mar-25 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 £60k T H Available P&K G The PKC Roads Development guide is currently progressing through internal consultation. Key officers have been engaged for each chapter to ensure that local policy and knowledge is reflected in the final draft. Once internal consultation is complete, formal approval processes are expected to commence early in the new year Climate Resilience R12 Resilient infrastructur e Existing: Develop and implement scour bridge protection programme Proposed wording: Develop and implement scour protection programme for key Council assets Medium - by end of 29/30 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 Available PKC G 10 no. of the highest risk bridge scour assessments have been completed to a cost of £240k, with proactive works identified, ranked and costed in structures high priority backlog. Another 13 scour assessments are underway this financial year and another 20 planned for next financial year to inform identification and prioritisation of proactive bridge scour mitigation works. Current allocation for Scour assessment capital spend is typically £250k per year from years 2 through 6, totalling £1.25m projected spend. This is estimated to result in the completion of appx 70 further scour assessments by end of year 6. Further scour assessments will be programmed in terms of addressing the highest risk structures first, which tend to be larger and more complex muti-span bridges. It is considered that the current capital allocation noted above is sufficient to address the remaining scour assessments required to be undertaken to fully inform the work bank. Community Greenspace - will start to gather data on scour risk with existing resources and if a more comprehensive assessment is required we will identify the resources needed to do it Climate Resilience R13 Resilient ecosystems Explore the potential for an integrated catchment management approach for the River Tay catchment to improve the water environment and reduce flood risk Medium - by March 2027 Planning and Development Still TBC - potentially around £100k for plan development N/A N/A N/A P&K Removed Combined into action R21 as part of the 2023 Annual Reporting Process Page 102 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 134 135 136 137 138 139 Climate Resilience R14 Resilient ecosystems Continuing contribution and support to the delivery of Nature Rich Leven and other catchment management approaches Ongoing Explore the feasibility of a pilot natural flood management site in the Upper Leven Catchment. Planning and Housing T H Available P&K G Loch Leven LENS aims to be investment ready by the end of 2024 with projects starting to be delivered mid 2025. As a contribution to this a separate study to deliver an erosion reduction intervention on the South Quiech was funded through the climate change budget and will be ready to start later in 2024 subject to NRF funding. This will make a significant difference to the phosphorus entering the loch and could be completed by end 2025. Additionally, the South Kinross Flood Scheme includes an NFM Report. This has been finalised and is available for use. 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 - Short - by March 2023 Planning and Development Implementation resources to be developed as part of the plan H N/A Feasibility/desig n only P&K Complete N/A - Completed in 2022/23 Climate Resilience R16 Resilient ecosystems Working with partners to make Perth a biodiversity exemplar and climate resilient city Medium - by March 2027 PCLF Annual conference (Dec 21) PCLF / Nature Scot/Planning and Development M N/A N/A P&K Removed Proposed deletion - This particular action was linked to PKC supporting a wider externally led consortium on a project and no action in the last two years. Several of the remaining actions will achieve the same objectives of this action Climate Resilience R19 Resilient and empowered communitie s Develop and build a public awareness campaign promoting the behavioural changes identified in the SCCAP2 Medium - by March 2027 1. Campaign developed 2. Implementation and M&E of impact Climate Change and Zero Waste £50k H N/A Still to be identified P&K Complete Campaign launched and completed in November 2023 in line with COP28 and the outcomes of the CCROA for Perth and Kinross. Climate Resilience R20 Resilient and empowered communitie s Continue to support and develop Communities Resilience Forums and other community groups and support them to develop proactive preventative measures Ongoing 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 Community groups will need support accessing funds H T Feasibility/desig n only P&K A The number of community resilience groups increased this year from 27 to 33. £20k funding provided to bloom groups in 24/5 to boost resilience. Climate Resilience R21 Resilient and empowered communitie s Promote natural flood management and work with riparian landowners and communities on addressing climate change and implementing actions of new catchment management plans Ongoing 1. Local place plans use these as a tool to work with communities on climate impacts 2. Continue to support Perthshire Nature Connections Project Planning and development H H Still to be identified P&K A PKC co-funded the Perthshire Nature Connections Partnership through March 2024 and has continued on as key steering group partner. PKC staff worked with the PNCP on the innovative Almond Headwaters projects, which explored the feasibility of attractive private finance for ecosystem restoration. Page 103 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 140 141 142 143 144 145 146 147 Climate Resilience R23 Flood risk manageme nt Use planning system to avoid an increase in flood risk Medium - by March 2027 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 risk policy to supplement NPF4. 3. Provide flood risk advice on proposed development through planning process (on-going) (increase in Flooding Team resources required for this). 4. Consider need/potential for BS to input at planning application stage regarding flood resilient materials and constructions methods. (Resource issue, alternative is to seek changes to Building Standards review) 5. 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). This would Planning and Development H H Feasibility/desig n only P&K A Work for the LDP3 process includes consultation on a Topic Paper on flood risk and water management, and drafting of Strategic Flood Risk Assessment. Submission of Evidence Report to Scottish Government expected early 2025. Climate Resilience R24 Flood risk manageme nt Continued delivery of Flood Risk Management Cycle 1 Projects and commence Cycle 2 projects. Medium - by March 2027 Flooding Team T T P&K A Mixture of projects on track and delayed - those delayed due to Covid (incl staff redeployments), major flooding in Aug 2020, Oct 2023 and staff vacancies. See actions below for details about individual schemes Climate Resilience R24a Flood risk manageme nt Implement Flood Protection Schemes (FRM Cycle 2) Long - between 2027- 2045 Flooding Team £15,100k (Pitlochry £2,700k; Aberfeldy £5,300k; Blackford £7,100k) H H Still to be identified P&K G Awaiting on outcome of Scottish Govt/COSLA funding review group. Climate Resilience R24b Flood risk manageme nt Implement the Comrie Flood Protection Scheme Medium - by March 2027 Flooding Team £26,800k H H Available P&K G Advanced works consisting of utility diversions, tree clearance, and erosion protection were completed in 2022. Detailed design of the main works was completed in 2023. The Main works were awarded to Balfour Beatty in August 2024, with construction due to commence in Oct 2024 until autumn 2026. Climate Resilience R24c Flood risk manageme nt Implement the Milnathort (Surface Water) Flood Protection Scheme Medium - by March 2027 Flooding Team £1,900k H H Available P&K G Currently in outline design; delays experienced due to Covid (incl staff redeployments), major flooding in Aug 2020, Oct 2023 and staff vacancies. Project to recommence later this year. Climate Resilience R24d Flood risk manageme nt Implement the South Kinross Flood Protection Scheme Medium - by March 2027 Flooding Team £3,300k H H Available P&K G Currently in outline design; delays experienced due to Covid (incl staff redeployments), major flooding in Aug 2020 and staff vacancies. Climate Resilience R24e Flood risk manageme nt Implement the Scone (Annaty Burn) Flood Protection Scheme Medium - by March 2027 Flooding Team £800k H H Available P&K A Consultant to be appointed in 2024; outline design yet to commence. Delays experienced due to Covid (incl staff redeployments), major flooding in Aug 2020 and Oct 2023, Scottish Government enforced pause of project, and staff vacancies. Climate Resilience R24f Flood risk manageme nt Implement the Bridgend Flood Protection Works Medium - by March 2027 Flooding Team £300k H H Feasibility/desig n only P&K A Detailed design been completed. Delays experienced due to staff vacancies. No funding to progress currently Page 104 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 148 149 150 151 152 153 154 155 156 157 158 159 160 161 Climate Resilience R24g Flood risk manageme nt Complete On-going Flood Studies - FRM Cycle 1 Immediate - by March 2022 Flooding Team £30k H H Available P&K A On-going; final study in Scone to be completed. This study has been delayed due to Covid, major flooding in Aug 2020 and Oct 2023, staff vacancies, but will be tendered by end of 2024. Climate Resilience R24h Flood risk manageme nt Undertake Surface Water Management Plans - FRM Cycle 1 Medium - by March 2027 Flooding Team £500k H H Available P&K A On-going (Perth SWMP on-going; Blairgowrie SWMP complete and being reported to Oct 2024 CC&S committee, and Scone SWMP to commence by end of 2024) Climate Resilience R24i Flood risk manageme nt Undertake Flood Studies - FRM Cycle 2 Medium - by March 2027 Flooding Team £500k H H Available P&K A Cycle 2 Local FRM Plans were published in Dec 2022. Delayed due to staff vacancies. Bridge of Earn at tender stage. Luncarty, Blair Atholl, Methven to follow as per cycle timeline Climate Resilience R24j Flood risk manageme nt Undertake Surface Water Management Plans - FRM Cycle 2 Medium - by March 2027 Flooding Team £500k H H Available P&K A Cycle 2 Local FRM Plans were published in Dec 2022. Yet to commence for Cycle 2 due to staff pressures. Scopes being developed for Comrie and Kinross. Aberfeldy to follow as per cycle 2 timeline. Climate Resilience R25 Flood risk manageme nt Bodies of Water - Inspection, Assessment and Clearance & Repair Works Ongoing Flooding Team Approx. £75k/year H H Still to be identified P&K G Inspections were previously carried out by 4 temporary students; 2 permanent staff are due to start shortly (to replace the students). As a result of the transition to permanent staff there is a minor backlog in inspections. Climate Resilience R26 Flood risk manageme Review climate change impacts on existing flood protection schemes Long - between 2027- Flooding Team N/A N/A Still to be identified P&K G FRM Cycle 3 (post 2028) Climate Resilience R27 Flood risk manageme nt 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) Short - by March 2023 Flooding Team M M Still to be identified P&K A Raised a future agenda item for the FRM Lead Authority Forum. Climate Resilience R28 Flood risk manageme nt Surface water management - seek increased collaboration from Scottish Water; address separate funding mechanisms; seek improvements in legislation. Short - by March 2023 Flooding Team H H Still to be identified P&K 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 manageme nt Address funding gap for intermediate size flooding projects (greater than annual revenue budget but smaller than formal flood schemes) Medium - by March 2027 Flooding Team H H Still to be identified P&K A Paper will be required to go before Strategic Lead (but no staff resources at present) Climate Resilience R30 Flood risk manageme nt 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. Immediate - by March 2022 Flooding Team H H Still to be identified P&K A No resources to progress. Might be worth considering a Property Flood Resilience fund to allow residents to apply for a grant. This is subject to outcome of ScG/CoSLA review of flood scheme funding arrangements as they may start a nation wide grant system. Climate Resilience R31 Resilient and empowered communitie New - Support community action on climate resilience- e.g. rain gardens Year 2 (2023/24) Planning and Development N/A N/A N/A P&K Removed Combined with other action Climate Resilience R32 Resilient ecosystems Deliver Nature Restoration Fund projects that support climate resilience and support community groups to do the same Medium - by March 2027 Climate Change and Zero Waste H H Available P&K G 18 projects successfully delivered in Year 3, and Year 4 projects currently being awarded for delivery. Projects include restoring riparian habitats to reduce flooding and erosion risks, creating green corridors that enable species to move and adapt to changing climates, and enhancing greenspaces to improve urban cooling in the face of rising temperatures. Climate Resilience R33 Resilient ecosystems Develop and deliver proactive resilience programme to address ash dieback and storm damage Medium - by March 2027 1. Finalise Ash Dieback Plan Community Greenspace M M P&K G Policy drafted and due for internal circulation Autumn24 Climate Resilience R34 -New Resilient organisation s Develop the Tayside Adapts Partnership together with Dundee and Angus Councils Sep-25 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 N/A H Feasibility/desig n only P&K New New action for Year 4 Aligned with the priorities of SNAP3 Scottish Government are funding work into the development of the partnership until 31.3. 2025. Page 105 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 162 163 164 165 Climate Resilience R35- New Resilient infrastructur e Develop and implement a land slip risk screening programme for Perth and Kinross's infrastructure and greenspaces Sep-25 •Draft and share landslip risk/inventory log with suggested guidance on risk definitions (Structures Team) •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. •RMP & CGS liaise with Structures to arrange & attend initial inspections as required, •Relevant teams to meet and agree actions to address identified high-risk landslips including raising budget / resource pressures via asset management reporting etc. •Engage specialist consultants to identify further as yet unidentified high- risk landslips for all significant embankments / cuttings across relevant road / path networks, taking into account existing risks Structures Team N/A H Feasibility/desig n only Both PKC and P&K wide New New action for Year 4 Aligned with the priorities of SNAP3 and the CCROA Governance G1 Accountabili ty Produce annual progress report and action plan updates Ongoing Progress throughout the year monitored by the Climate Change and Sustainability Group Climate Change and Zero Waste H H Available PKC G Year 3 Report and Action Plan Update Completed Governance G2 Accountabili ty Mainstream climate change into committee procedures and council operations Sep-25 Review remit of the Climate Change Board following completion of the organisation transformation and publication of the Climate Change Audit New: 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 Available PKC G Board review complete - rebranded as the Climate Change and Sustainability Group chaired by the Climate Change and Zero Waste Manager. Audit approved at committee with recommendations to be actioned Governance G4 Accountabili ty Organise for the Chief Executive and Leader to do a PKTV focus on climate change Suggested amended wording for 24/25: Increase visibility of the executive's team commitment to Climate Action Immediate - by March 2023 Organise for the Chief Executive, Strategic Lead and Leader to do a PKTV focus on climate change (Nov - 24) New Action Legal & Governance M M PKC R Was scheduled for November 2023 - delayed and now rescheduled for November 2024 to coincide with the PKC Youth Climate Conference and COP29. Proposed expansion of the action to reflect role of whole executive team. Page 106 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 166 167 168 169 170 171 172 173 174 175 176 177 Governance G5 Accountabili ty Establish the Climate Emergency as bi-annual agenda item for the SLT meetings Immediate - by March 2023 Communities H H PKC A Strategic lead to get this added to the agenda going forward. Governance G6 Business and performanc e Embed climate change into annual business planning process Short - by March 2023 Performance Team H H Available PKC G Governance G7 Business and performanc e manageme nt Measure and develop action plan for our Scope 3 carbon footprint Short - by March 2023 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 footprinting our Scope 3 emissions Climate Change Team T H Available PKC G Consultancy work completed by CO2A looking at emissions from procurement. Summary report sent to CC&S Committee on 23 October 2024. Footprinting to next be done in 2026 to align with revised Public Bodies Climate Change Duty Reporting Governance G8 Business and performanc e Ensure CC considerations are embedded at the outset of and during the life cycle of strategic planning process. Short - by March 2024 Performance H H PKC G This is being achieved through the focus on Electronic IVA created. Awaiting update of committee report template to include this so an IVA awareness raising campaign can start Governance G9 Business and performanc e manageme nt 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 Short - by March 2024 Performance H H PKC R Not started - delayed by wider programme delays to the rollout of PK Performs Governance G10 Business and Develop tool for whole life carbon decision making Short - by March 2024 Property H H PKC R Not progressed this year 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 Immediate - by March 2023 Awareness raising with staff about the tool and ensuring compliance Develop monitoring procedure Legal &Governance/Climate Change H H PKC G In discussion with CDS regarding the new format. Awareness raising among staff to start when committee report template is approved Governance G12 Decision making Identifying a climate change champion in each Service or key Team Short - by March 2024 ? Performance H H PKC G Representatives for each key service and team have been identified Governance G13 Finance Develop Cumulative Climate Impact Assessment of Budget to be taken to CC&S Committee Immediate - by March 2023 Finance Team H H PKC R Draft template produced October 23, no progress since then Governance G14 Finance Reduce unnecessary end of year IT purchasing though December 31 spend ban Immediate - by March 2023 Finance Team N/A N/A PKC Complete Governance G15 Finance Develop detailed costed route map with targets to enable decision making and funding actions identified Short - by March 2024 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 Team H H PKC R Route map contingent on key strategies developed in 2024 - LHEES, Mobility, Estate Decarbonisation plan and procurement of ClimateVIew by the CIS. Plan to integrate these into a combined plan by Spring 2025 Governance G16 People Values and behaviour – embed Climate Change into HR job families and include Climate Change in leadership competencies Short - by March 2024 1. Embed climate change into corporate job profiles 2. Internal comms campaign 3. Explore options for School staff HR H H PKC G Job families modified to include climate action for all staff grades GE1 to TL12 This covers all non-education roles in the Council (approximately 4100 staff). Page 107 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 178 179 180 181 182 183 184 185 186 187 Governance G17 People Share and make visible CC priorities (e.g. values) Offer and promote CC E-learning module Short - by March 2024 Climate Change Team H H PKC G This has been progressed in several ways including: - Attendance at staff induction forums - ERIC news articles - Carbon literacy training - Staff Climate Café Governance G18 People Roll out Carbon literacy across all staff and elected members Short - by March 2024 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 Team H H PKC G Continue roll out this year, with 1-2 training courses offered every month Governance G19 Sustainable Procuremen Engagement with existing suppliers on their climate ambitions Short - by March 2023 Procurement Team N/A N/A N/A PKC Removed Replaced by action G24 Governance G20 Sustainable Procuremen t Build capacity of procurement and contract management staff around ensuring climate change is appropriately considered in procurement and delivery processes Medium - by March 2027 Procurement Team T H Still to be identified PKC A Sustainable procurement Strategy published June 2024. All of procurement team to complete Carbon literacy training by end of 2024. Governance G21 Sustainable Procuremen t Undertake a review of Council procurement with respect to climate and environmental considerations Medium - by March 2027 Procurement Team H N/A Still to be identified PKC Complete Sustainable procurement Strategy published June 2024. All of procurement team to complete Carbon literacy training by end of 2024. Workshop planned for October to draft a team plan to support delivery of the strategy. Governance G22 Sustainable Procuremen t Develop category strategies for high emission categories that consider climate change Medium - by March 2027 Repeat Flexible Framework Assessment Toolkit (Nov 24) and use prioritisation fool to develop target categories Procurement Team H T PKC A Test of Change project for category approach ongoing. Digital Category is being used as test of change. Governance G23 Sustainable Procuremen t Develop standard specifications and tender questions for climate change Medium - by March 2027 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 specialist support Procurement Team H H PKC R Procurement team have joined a sector wide groups to allow us to learn from other organisations best practice. Technical experts from Services required to input. Consultancy may be required. Governance G24 Sustainable Procuremen t Undertake a supplier review to identify key Tier 1 suppliers and engage with Tier 1 suppliers about what they are doing (green credentials) by December 2025 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 PKC R Not started - delayed until after approval of Sustainable Procurement Strategy. Work expected to commence in early 2025 Governance G25 Sustainable Procuremen t Investigate how we can consolidate spending to reduce number of deliveries by December 2025 Explore whether a PECOS hold can be put in Procurement Team M M PKC A This was explored this year 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 Procuremen t Develop new procurement strategy that includes climate change by February/Marc h 2024 Procurement Team H N/A PKC Complete Published June 2024. Page 108 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 188 189 190 191 192 193 194 195 196 197 Engagement & Education E1 General engagemen t Develop and maintain public engagement mechanisms (platforms to launch and communicate messaging) Ongoing 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 Available P&K G Continued to utilise communication platforms and keep them up to date with relevant and engaging material. Continued to look for new opportunities for engagement and engagement platforms Engagement & Education E2 General engagemen t Develop and launch comprehensive Climate Change website We developed and launched the website on 16/02/22 Four months after the launch the key milestones are: Climate Change Team N/A N/A Available P&K Complete Complete Engagement & Education E3 General engagemen t Develop and support Perth and Kinross Climate Change Commission and Climate Hub Ongoing from June 2022 PKCCC creating a website - due to launch 2024 (PKC are the contract owner) Now runs autonomously but with support from Climate Team H H Available P&K A Continue to support the PKCCC to operate autonomously. Branding workshop held to establish new name "SHIFT". Website developer commissioned and site construction underway. Focus on new recruitment as some members have stepped down. Assisting with creating a representative group of commissioners with respect to age, minority background and PKC area Engagement & Education E4 Council Elected Members and Staff Refresh Member induction process to include Carbon Literacy Immediate - by Spring 2025 Member services H H Available P&K A 8 elected members trained in the last year. Finding times suitable has proven extremely difficult. By ensuring CLT sits in the induction training, this should result in all elected members receiving critical climate training Engagement & Education E5 Council Elected Members and Staff Develop annual programme for staff training and engagement Ongoing 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 Available P&K G Consideration given to using RSGS training, but this is cost prohibitive. CLT will continue to be delivered in-house with a refreshed and relaunched eLearning module Engagement & Education E6 Council Elected Develop internal climate change resources hub for staff Short - by March 2023 Climate Change Team N/A N/A Available PKC Complete Completed in Year 1 Engagement & Education E7 Schools and young people Develop engagement plan and platforms for young people Summer 2025 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 museums and RSGS Engagement and education working group H H Available Both G Inclusion of teachers, a business manager and representatives working with young people not in education to Schools sub working group (now called “Schools & Youth Engagement” working group). Successful 2023 Youth Climate Conference. Suggestions, options for setting up internal bins, signage and presentation templates all provided to support schools and janitorial staff with changes to waste and recycling arrangement in line with new 4 bin system. Advice not taken, and no proactive works carried out despite recommendations. Additional operational works were needed to collect and deliver bins which could have been avoided if advice had been followed. Moving forward, a plan with a dedicated officer resource being considered to aid waste reduction Engagement & Education E8 Schools and young people Ensure climate change is embedded in school curriculums Ongoing All HT's issued with CC Briefing and Climate Action Plan Template as a tool to use in school in September 2023 Education & Children's Services H N/A N/A PKC Removed Combined and listed under E7 Engagement & Education E9 Schools and young people Review school operations and practices to ensure our schools lead by example Medium - by March 2027 Climate change working groups T T Available PKC A ECS contracts team added to schools sub group; Practices to be reviewed Engagement & Education E10 Community groups and Establish regular update and engagement sessions for community groups Ongoing Engagement and education working H N/A N/A P&K Removed Combined and listed under E13 Page 109 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 198 199 200 201 202 203 204 205 206 207 208 209 210 Engagement & Education E11 Community groups and organisation s Mapping and sharing of community groups involved in climate action Ongoing 2200 views of the community groups and projects map (286 groups and projects displayed) Climate Change Team H N/A N/A P&K Removed Combined and listed under E13 Engagement & E12 Residents Explore expansion of in-person climate change advice Short - by Climate Change Team H N/A N/A P&K Removed Combined and listed under E26 Engagement & Education E13 Residents Implement thematic specific engagement as outlined in the Buildings, Transport, Land Use, Waste and Resilience Road Maps Deliver community and householder education and engagement Ongoing 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 Engagement and education working group T T Available P&K G Supporting Local Communities Team through the Green Living Fund application process ensuring a new crop of climate based, low carbon projects are up and running. Continuing to engage via different mediums. Supporting the set up of Climate Connect, the community climate hub for P&K. Hosting summer biodiversity market in Civic Hall. Sharing community events and information. Enabling networking of groups in environment sector Engagement & Education E14 General engagemen t Create social media platforms Apr-22 Communications plan and working group developed to create social media content Climate Change Team N/A N/A N/A P&K Removed Combined and Listed under E1 Engagement & Education E15 General engagemen t Create a dedicated landing page for climate change engagement activities and consultations Launched Feb 2022 Consultation Hub survey published to ask all community groups how they would like to engage Climate Change Team N/A N/A N/A P&K Removed Combined and Listed under E1 Engagement & Education E17 General engagemen t Provide support on the corporate PKC cost-of-living campaign Sept 22 - March 23 Cost of living support page published on PK Climate Action Website (links to corporate campaign added). This will be promoted on the CC/PKC and partners social media platforms. The information will also be promoted at all community events/meetings. Climate Change Team H N/A N/A P&K Removed Combined and Listed under E13 Engagement & Education E19 Schools and young Youth Conference Autumn each year Climate Change Team H N/A N/A P&K Removed Combined and listed under E7 Engagement & Education E20 General engagemen Send out monthly newsletter to subscribers Ongoing (monthly) Over 500 subscribers (as of May 2024) M N/A N/A P&K Removed Combined and Listed under E13 Engagement & Education E21 General engagemen t Deliver information at public events (in person) Community Markets (themed) Hosting stalls at PKC events Hosting stalls at nature events Hosting community litter pick events Climate Change Team M N/A N/A P&K Removed Combined and Listed under E14 Engagement & Education E22 Schools and young people Explore and enhance connections between culture and education. Coordinate with museums and RSGS. Climate Change Team M N/A N/A P&K Removed Combined and listed under E7 Engagement & Education E23 Council Staff Deliver sector specific business engagement and resources 2025 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 Team L L Still to be identified P&K A Engagement & Education E24 General engagemen t Community markets at Civic Hall Annual Earth Day Market and Canny Cycle held in 2023. Nature Market in collaboration with Tayside Biodiversity Festival held in June 2024. Climate Change Team H H Available P&K G https://www.pkclimateaction.co.uk/blog/nature-market-2024 Listed under E1 Engagement & Education E25 Staff engagemen t Expand the PKC Staff Climate Cafe 73 members as of June 2024 Climate Change Team M N/A N/A P&K Removed Combined and now listed under E5 Page 110 of 454
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1 A B C D F G H K L M N O P S Delivery Theme Action No Sub-Goal Strategic Action Timescale Milestones/ Supporting actions Lead Department/ Service Value of delivery resources (£k) total (and required) Prioritisation 2023/24 (T,H, M, L) Proposed prioritisation 24/25 (T,H, M, L) Availability of resources (Year 4) Focus of action (PKC vs P&K) Progress (RAG) Progress 2024 211 212 Engagement & Education E26 Staff engagemen t Innovate UK Pathfinders - Accelerating Net Zero Living in Perth and Kinross Create and deliver a One-stop-shop for Home Retrofit in P&K March 2024 - July 2025 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 Team H H Available P&K G Workshop with local businesses in the retrofit sector and advocacy groups conducted. Report and business case created with information on how a one-stop-shop could be operated in P&K. High level report from Changeworks on operating in P&K received with both to be appraised by University of Edinburgh to establish best fit for purpose model to use. Start made to creating a knowledge hub which can potentially be hosted on PKCA website Engagement & Education E28 Community groups and organisation s Delivery of the Green Living Fund Participatory Budgetary Project May 2024 - Dec 2024 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 M N/A Available P&K Complete Delivery of the PKC Green Living Fund, a Participatory Budgeting (PB) process that transferred the decision-making of how public money is spent to local people. The fund was themed to support projects that tackle both the Cost-of-Living crisis and Climate Change and £226k was distributed across 38 Community Groups. Page 111 of 454
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KPIs Proposed for Removal Theme Indicator Reason Land Use % Of Total area (Ha) of Perth and Kinross approved for woodland creation (Forestry Grant Scheme Options) that has been claimed Indicator PKC only has influence over - data published this year follows different methodology and no way to cross-reference with previous values Energy and Buildings Total domestic electricity consumption (GWh) - Local Authority Area Indicator PKC only has influence over - not directly linked to the Action Plan Energy and Buildings Average electricity consumption by floor area (GWh/m2) - Local Authority Area Indicator PKC only has influence over - not directly linked to the Action Plan Energy and Buildings Average gas consumption by floor area (GWh/m2) -Local Authority Area Indicator PKC only has influence over - not directly linked to the Action Plan Energy and Buildings Total domestic gas consumption (GWh)- Local Authority Area Indicator PKC only has influence over - not directly linked to the Action Plan Education and Engagement TikTok - Views on Climate Change Webpage and Social Media channels PKC closed TiKTok Account 6 Page 113 of 454
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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 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Perth and Kinross Area-wide territorial greenhouse gas emissions (kt CO2e) 555.6 kt C02 e in 2030 and 0 by 2045 Positive Calendar Year Influence 1990 2222.5 1552.4 1476 1403.2 1398.9 1371.2 1325.6 1193 1295.4 1258.2 Perth and Kinross Area-wide territorial greenhouse gas per Capita emissions (t CO2e) Net zero by 2045 Positive Calendar Year Influence 2018 9 10.4 9.8 9.3 9.2 9 8.7 7.8 8.4 8.3 Perth and Kinross Area-wide CO2 emissions (kt CO2e) 388kt CO2e by 2030 (75% reduction on 1990 levels) Positive Calendar Year Influence 1990 1482 976 919 856 836 804 758 630 727.6 707.6 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 38704.6 39859 37713 35981 37104.5 34605.2 36,008 40,471.63 27,931.48 Carbon Disclosure Project (City Score) A' by 2024 Positive Calendar Year Influence 2019 D D - C B A % of Climate Change Indicators showing positive change 90% Positive Calendar Year as part of annual progress reportn/a 46 65.4 Climate Change Grant Funding secured (£k) No target set Positive Financial Year Influence 2019/20 964 964 390 646 1,768 3412.5 Overall Climate Change Strategy and Action Plan KPIs Baseline (actual) ValuesValue over Years Page 114 of 454
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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 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Total area-wide Carbon dioxide emissions (kt CO2) from industrial and commercial sources Net Zero by 2045 Positive Calendar Year Influence 2005 253.4 211.5 219.7 169.9 147.1 140.9 140.8 122 104.4 142.6 129.5 Number of registered businesses in energy (including renewables) growth sector +10% per year Negative Calendar Year Influence 2020 140 75 90 110 125 130 145 140 140 140 145 140 % 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% Number of businesses supported through PKC Green Recovery Capital Fund c. 20 per year Negative Financial Year Direct 2021 3 3 24 22 Business and Industry KPIs Value over Years Baseline (actual) Values Page 115 of 454
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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 yearControl Reporting period Baseline Year Baseline Value 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 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 451.30 394.2 336.0 321.3 293.6 282.0 277.0 269.7 255.5 263.4 232.6 Scope 1 and 2 Emissions from Non -Domestic Council Estate (tonnes CO2e) Annual emissions of 4,396 tonnes CO2e by 2030 Negative Control Financial Year 2020/21 10111 20039 18460 17992 16391 15057 12334 12091 10111 10658 9,226 9,264 Energy Consumption (kWh) reduction target 2021/22 baseline year 3% saving year on year Positive Control Financial Year 2021/22 57324460 70,825,192 64,895,508 65,695,620 62,332,255 63,161,680 56,925,398 57,955,247 53,308,142 57,324,460 50,631,959 50,481,051 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 4,660,761 4,025,449 4,378,696 3,982,354 3,470,604 3,156,649 2,923,457 2,321,081 2,040,341 1,943,066 1,806,372 Renewable energy generated across the PKC estate, including from Low Carbon Heat Sources (MWh) Renewable energy shall be installed where can maximise production. Positive Control Financial Year 2015 4035.04 4035.04 4060.212 3444.906 3,717 2991.762 2972.193 2534.71 2226.43 2,831.08 Perth and Kinross CO2 emissions estimates from Industry sources Add target Negative Influence Calendar Year 2020 40.3 67.2 64.5 69.7 55.9 48.8 49.1 47.9 40.3 45.2 47.6 Perth and Kinross CO2 emissions estimates from Commercial sources Add target Positive Influence Calendar Year 2020 64.1 147.0 150.0 114.0 98.3 91.8 92.8 79.1 64.1 97.4 81.9 Perth and Kinross CO2 emissions estimates from Public Sector Add target Positive Control Calendar Year 2020 32.6 58.4 55.0 46.4 40.7 40.3 37.3 35.0 32.6 34.9 30.3 % 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 Positive Control Yearly in March 2022 6.10% 6.10% 6.60% 7.07% Percentage of households in fuel poverty 5% by 2040 Positive Influence Calendar Year The survey though is a snap shot in 2017-19 25 25% 25% Covid: stats uncomparable 63.0 32% Percentage of households in extreme fuel poverty 1% by 2040 Positive Influence Calendar Year The survey though is a 2017-19 18 19% 18% Covid: stats uncomparable 40.5 27% 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 Positive Control Financial Year 2020-21 519 386.0 519 424 884 2205 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 70.0 61.5 61.7 62.1 59.6 60.6 60.1 58.9 57.5 55.3 Baseline (actual) ValuesValue over Years Energy and Buildings KPIs Page 116 of 454
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Yellow indicates information still needed Indicates no previous data available Green indicates PKC Corporate Plan KPI KPI Target Reporting Period Positive or negative % change on previous year Control Baseline Year Baseline Value 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Scope 3 Emissions – Procured goods and services and capital works Not set due to impact of wider Council projects Annual emissions compiled externally every three years Negative - primarily due to large construction activities Control 2019/20 136455 136,455 120,598 125,945 152,126 % of Members and senior officers who have undertaken Climate Literacy training 100% of Elected Members 100% of the Strategic Leadership Forum Annually in September Positive improvement overall, negative trend for SLT due to restructure Control 2021 0 18% 32% % of staff who have climate change included in job description All non-education staff Annually in September Positive Control 2021 <1% 1% 1% 71% Climate Change Assessment Tool (CCAT) Overall Score 85% by 2026 Annually in July Positive Control 2015/16 47% 47% 47% 47% 49% N/A N/A 51% 61% 69% 71% Baseline (actual) Values Value over Years Governance KPIs Page 117 of 454
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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 Value2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 No change Influence Financial year 2018 99219.93 99219.93 99219.93 99219.93 No change Influence 2018 18.50% 18.5% 18.5% 18.5% 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 768.6 700.8 701 696.8 689.3 686.3 685.4 679.6 675 Total area-wide LULUCF sequestration (incl. Forest land & Grassland) ktCO2e Negative Influence Calendar Year -821.7 -849.5 -852.9 -866.6 -863.6 -847.3 -841.1 -834.4 Total area-wide agriculture emissions (incl.electricity, gas, other, livestock and soils) ktCO2 Postive Influence Calendar Year 2020 149.5 147.3 151.5 142.3 150.2 143.4 149.5 162.9 150.2 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 No change Influence Snapshot taken annually in September 2020 33.5% 33.50% 33.50% 33.50% 33.50% % Of Protected Biological and Mixed SSSI Sites in favourable condition National target for at least 80% of designated ‘features’ in favourable condition by 2016 Positive change Influence snapshot taken annually in June 2019 74.1% 74.1 75.3 75.3 76.5 % Of Protected Nature Site Features in Favourable or Recovering Condition National target for at least 80% of designated ‘features’ in favourable condition by 2016 Postive in terms of favourable condition, but negative % change in relation to % of features no recorded with an unfavourable condition status. Influence snapshot taken annually in June 2019 74.7% 74.7 75.5 75.5 78 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. Negative Direct Financial Year 1031 670 2512 1842 Number of community volunteering hours in biodiversity related projects Positive Influence Calendar Year (data captured in October) 172 1420 1786.5 1934 Land use KPIs Baseline (actual) ValuesValue over Years % 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 Page 118 of 454
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% 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 21% 25% % 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 33% 37% Area grassland managed by PKC for biodiversity improvement objectives (ha) No change Direct Financial Year 2021 21.72 21.72 Vol. of Herbicide Used by PKC (L – undiluted quantity, including Friarton) Net reduction Positive Direct Financial Year 2019 34.16 1211 1095 1117 1216 1182 Page 119 of 454
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Yellow indicates information still needed Indicates no previous data available Green indicates indicator in the new Corporate Plan KPI Target Reporting period Positive or negative % change on previous year Control Baseline Year Baseline Value 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 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. Calendar year, data available in June Negative Influence 2005 549 520 532 547 563 549 539 423 458.7 498.3 % journeys to work by sustainable mode of transport To be set as part of the P&K Mobility Strategy (under development) Calendar year Positive Influence 2019 27 22 27 38 28 33 27 20 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) Calendar year Negative Influence 2021 50 50.5 49.9 48.5 47.2 48.1 46.9 49.4 50.3 49.9 49.8 % journeys to work by walking/cycling To be set as part of the P&K Mobility Strategy (under development) Calendar year Positive Influence 2019 18 14 18 23 16 23 18 16 19 Walking and Cycling Trips - DESTINATION (work, school, shopping - adults only) (Perth) To be set as part of the P&K Mobility Strategy (under development) Calendar year Positive 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) Calendar year Positiive Influence 2021 1500 1500 2149 Total car kms (millions) 2095 Million km from the Government target of 20% reduction on 2019 levels by 2030. Calendar year Negative Influence 2019 1870 1722 1738 1821 1915 1915 1870 1336 1477.3 1718.6 1759.4 Total number of public EV charging devices To be set as part of the P&K EV and Mobility Strategies (under development) Available Quarterly - Taken in July Positive Direct 2022 134.0 134 188 Number of public EV rapid charging devices To be set as part of the P&K EV and Mobility Strategies (under development) Available Quarterly - Taken in July Positive Direct 2022 46 46 59 Public EV charging devices per 100,000 population To be set as part of the P&K EV and Mobility Strategies (under development) Calendar year Positive 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 Calendar Year No Change Direct 2019 3% 3% 5% 5% 4% 4.00% % 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) Calendar Year No Change Influence 1% 1% Baseline (actual) Values Value over Years Transport KPIs Page 120 of 454
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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 Calendar year, data available in July No change Influence 2004 11.0 14 10 13 6 2 0 0 1 1 1 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 Assessment (ongoing) Financial Year Negative Direct 2018 3.0 3.0 4.0 20.0 45.0 99.0 Page 121 of 454
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Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Reporting Period Positive or negative % change on previous year Control Baseline Year Baseline Value 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Area-wide territorial GHG emissions estimate - Waste (kt CO2e) Calendar year Positive Influence 2018 75.50 74.8 75.9 74 82.7 73.7 Whole Life Cycle Emissions for PKC Collected Waste (kt CO2e) Calendar year Positive Influence 2021 154.4 154.4 138.9 135.6 Total household waste generated (tonnes) By 2025, reduce tonnes of total waste arising to 15% against 2011 baseline Calendar year Negative Influence 2011 79918 74949 76187 78730 74789 71815 74293 77535 77340 70604 71,373 Household waste generated per person (kg) By 2025, reduce kg household waste generated per person by 15% against 2011 baseline Calendar year Negative Influence 2011 534 503 508 522 495 475 489 510 510 459 473 Total household waste landfilled as % of all household waste Reduce the percentage of all waste sent to landfill to 5% by 2025 Calendar year Positive Influence 2021 42 42.3 43.5 27.10% Total household waste recycled/composted as % of all household waste Recycle 70% of all waste by 2025 Calendar year Positive Influence 2021 50 52.7 49.4 50 49.2 51.70% Carbon impact of household waste per person (tonnes CO2e) Reduce carbon impact to 0.7 tonnes CO2e per person by 2026 Calendar year Positive Influence 2021 1 1.02 1.1 0.899 % of households with access to food waste collection 82.2% of households Calendar year Positive Direct 2013 79.6 n/a 80.70% n/a 80.70% n/a 80.30% 80.80% 81.20% 84.40% 80.9 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) Calendar year Negative Influence 2013 2.77 n/a 1.82 1.61 1.69 1.69 1.80 1.52 1.69 1.64 1.67 % Residents satisfied with their local refuse collection service At least 90% satisfaction per year Calendar year Not available Direct 2020 81.4 89.3 86.7 84.7 81.7 81.4 82.7 82.3 % of households served by twin stream recycling 98% of PKC households by 2025 Calendar year Negative Direct 2021 96.1 96.1 95.6 94.60% Dry Mixed Recycling contamination rate (%) Reduce to maximums of 20% by 2022/23 and 15% by 2023/24 Financial year Positive Influence 2021/22 21.1 21.2 22.6 16.05 Baseline (actual) Values Waste KPIs Page 122 of 454
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Yellow indicates information still needed Indicates no previous data available Green indicates proposed indicator for the new Corporate Plan KPI Target Reporting Period Positive or negative % change on previous year Control Baseline Year Baseline Value 2019/20 2020/21 2021/22 2022/23 2023/24 Annual Scotland Adapts Capability Framework score Mature organisation - minimum score 9 by 2026 Financial year Positive Direct 2021 2.33 2 3.33 8.20 9.00 Number of community groups engaged in proactive climate resilience work 53 (a minimum of one per Community Council Area) Calendar year Positive Influence 2019 24.00 24 27 27 33 Red/amber/green (RAG) status of flood risk management actions every 3 years N/a 2019 85% 85% 85% Number of Bridge Scour Assessments Undertaken 100% over 5 years (TBC) Financial year N/a Control 2022 11 Baseline (actual) Values Value over Years Resilience KPIs Page 123 of 454
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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 Views on Climate Change Website PK Climate Action Website - Increase website and social media reach by 10% annually Negative Financial Year Direct 2022 n/a 4200 22000 15900 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 Negative Financial Year Direct 2022 n/a n/a 39511 35600 Views on Climate Change Twitter (X) Twitter - achieve a reach of 34,560 by April 2023 Increase website and social media reach by 10% annually (financial year) Negative Financial Year Direct 2022 n/a n/a 16300 3991 Views on Climate Change Instagram Instagram - achieve a reach of 11268 by April 2023 Increase website and social media reach by Negative Financial Year Direct 2022 n/a n/a 11451 6655 Number of community groups active on climate change related projects Positive Financial Year Influence 2022 139 139 140 142 Number of PKC owned schools with eco- schools green flag status No Change Calendar year Influence 2022 27 27 27 27 Staff who have completed the climate change eLearning module All staff including elected members to undertake the module by March 2025 Positive Calendar year Direct 2020 0 1233 1824 1990 Staff who have undertaken Carbon Literacy Training 100% SLT 2025 100% SLF by 2026 N/A Calendar year Direct 2024 1990 n/a n/a 119 Users of Climate Change Resource Hub on Eric Steady increase annually N/A Calendar year Influence 2024 1291 n/a n/a 1291 Number of PKC Staff Climate Cafe members Increase by 5% annually N/A Calendar year Influence 2024 73 n/a n/a 73 Baseline (actual) Values Engagement KPIs Page 124 of 454
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Perth And Kinross Council Council Committee 4 December 2024 SOUTH KINROSS FLOOD PROTECTION SCHEME Report by Strategic Lead – Environment and Infrastructure (Report No. 24/346) 1. PURPOSE 1.1 This report provides an update on the progress of the South Kinross Flood Protection Scheme and proposes that the Council takes a preliminary decision under the Flood Risk Management (Scotland) Act 2009 to confirm the proposed Scheme without modification. 2. RECOMMENDATIONS 2.1 It is recommended that Council: (i) Notes the valid objections and the Environmental Impact, as outlined in this report; (ii) Makes a preliminary decision to confirm the proposed South Kinross Flood Protection Scheme without modification as outlined in this report; and (iii) Authorises the Strategic Lead - Environment and Infrastructure to carry out all necessary steps to progress the statutory process, including: a) Giving notice of the preliminary decision to confirm the Scheme to those landowners who submitted an objection and to the Scottish Ministers; b) Participating in a public local enquiry or to arrange a local authority hearing as directed by the Scottish Ministers. c) Bringing a further report to Committee once b) has been concluded. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background/Main Issues • Section 5: Proposals • Section 6: Conclusion • Appendices 7 Page 125 of 454
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4. BACKGROUND / MAIN ISSUES 4.1 The approach to tackling flooding in Scotland has changed in recent years. Under the Flood Risk Management (Scotland) Act (the 2009 Act), SEPA and lead local authorities publish Flood Risk Management (FRM) Plans and Local FRM Plans. These documents set out a range of actions that SEPA and responsible authorities will take to manage and, where possible, reduce the risk of flooding over the following six-year period. 4.2 Although public authorities are expected to take a proactive role in managing and, where achievable, lowering flood risk, the primary responsibility for avoiding or managing flood risk still remains with land and property owners. The 2009 Act does not alter this. Individuals, businesses and communities must, therefore, play a critical role in making themselves more resilient and helping to reduce the impact of flooding. 4.3 The Climate Change & Sustainability Committee approved the publication of the updated (or Cycle 2) Forth Estuary Local FRM Plan on 19 December 2022 (Report 22/307 refers). The published Forth Estuary Local FRM Plan can be viewed at the following link: http://www.pkc.gov.uk/frmplans 4.4 Since the publication of the FRM Plans and Local FRM Plans, the Council has been moving forward with the implementation of the actions set out therein. 4.5 The 2009 Act provides local authorities with discretionary powers to promote new flood protection schemes. Only those flood schemes which have been included in the published FRM Plans, the Local FRM Plans, and the national priority list will be taken forward in each six year period. 4.6 One of the key actions included within the Forth Estuary Local FRM Plan is to implement a flood protection scheme in South Kinross. The flood scheme was included as the 28th highest scheme on the national priority list. 4.7 The Scheme, therefore, attracts capital grant assistance. In general, the Scottish Government will provide 80% of the project cost (at tender stage) with the Council contributing the remaining 20%. 4.8 The Scottish Government and COSLA have set a funding deadline for flood protection schemes. All Cycle 1 flood schemes must have a contractor appointed by 31 March 2026 to continue to attract capital grant assistance. However, Schemes that are subject to objection/s will not be disadvantaged from the point a preliminary decision is notified to Scottish Ministers. The clock will stop at this stage until the conclusion of either a public local enquiry or local authority hearing; a contractor will only need to be appointed as soon as practicable after the valid objections have been addressed. Flood Risk Management in South Kinross 4.1 Kinross is located in the River Leven catchment within Potentially Vulnerable Area (PVA) 02/10/03. Page 126 of 454
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There are three watercourses in this area - the South Queich, the Gelly Burn and the Clash Burn – which all flow into Loch Leven to the east. There has been a history of flooding in the town, and it is estimated that 194 businesses and residential properties are currently at risk of flooding. 4.2 Perth and Kinross Council engaged consulting engineers to investigate and promote a flood protection scheme for South Kinross. The progress of the Scheme has been periodically reported to the former Environment, Enterprise and Infrastructure Committee and more recently the Environment and Infrastructure Committee. A full list of relevant committee papers is provided at the end of this report. 4.3 On 27 November 2023, the Council’s Climate Change & Sustainability Committee was provided with an update on the progress of the South Kinross Flood Protection Scheme (Report 23/332 refers). Amongst other matters, the Committee approved that: i) The recommended proposals were adopted as the Council’s preferred flood scheme ii) The recommended scheme be published under the Flood Risk Management (Scotland) Act 2009 and, subject to obtaining statutory approval and funding remaining in place, progress to detailed design and construction. Preferred Flood Scheme 4.4 The preferred scheme involves the construction of flood walls and embankments along the South Queich, culvert improvements on the Clash Burn and a flood storage embankment adjacent to the M90 motorway services at Turfhills. Property flood resilience measures will be adopted for a small number of properties next to Loch Leven. 4.5 The preferred scheme has been designed, as a minimum, to protect existing properties up to the predicted 1 in 200-year flood event (the flood that has a 0.5% chance of occurring in any one year). 4.6 A plan of the preferred flood scheme is shown in Appendix A and as published, can also be viewed on the Council’s website at https://www.pkc.gov.uk/southkinrossfloodschemedocs 4.7 A public exhibition was held in Kinross on 28 September and 5 October 2023 and the local community was invited to view details of the flood scheme proposals and record their views. A total of 41 people attended the public exhibition, and 12 comment forms were submitted. The response to the community public exhibition was generally positive with the majority of the community being supportive of the proposed outline design for the flood scheme. Further details are provided in the Section 4 of Annex in this report. Page 127 of 454
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Scheme Publication 4.8 The notice for the South Kinross Flood Protection Scheme was published under the Flood Risk Management (Scotland) Act 2009 on 26 March 2024. 4.9 Those affected by the Scheme were notified and information (including an Environmental Impact Assessment Report (EIAR)) was made available for public inspection on 26 March 2024. The 2009 Act requires that a period of 28 days from the date of publication is allowed for objections; this period being slightly increased to 30 days in relation to the EIAR. It is important to note that late objections can still be submitted where it is ‘reasonable’ for the objection to be made after the deadline. 4.10 Two valid objections and three submissions were received. The three submissions were from statutory consultees providing technical advice on the EIAR and outlining any future environmental requirements or considerations. The objections (both from landowners) were received by the Council within the 28-day period. 4.11 Officers have held extensive discussions with the two landowners, but their objections have not been withdrawn. 5. PROPOSALS 5.1 As stated above, the Council has received two valid objections to the South Kinross Flood Protection Scheme. Therefore, the Council must make a decision under Paragraph 5 of Schedule 2 of the Flood Risk Management (Scotland) Act 2009 to either: - a) Confirm the proposed Scheme without modification, b) Confirm the proposed Scheme with modifications, or c) Reject the proposed Scheme. 5.2 Prior to making the above decision, the Council must consider: - a) the valid objections – these can be viewed in Appendix B. b) The scheme’s environmental impact as set out within the EIAR. The EIAR is available online at https://www.pkc.gov.uk/southkinrossfloodschemedocs 5.3 It is proposed that the Council make a preliminary decision to confirm the proposed Scheme without modification. Once the preliminary decision has been made, the Council is required to notify every person who submitted an objection and the Scottish Ministers. 5.4 Within 28 days, the Scottish Ministers will advise the Council if they will ‘consider’ the proposed Scheme (note that this period may be extended). If this proves to be the case, then a public local enquiry will be held. If not, then the Council will be required to hold a local authority hearing. Page 128 of 454
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5.5 This will either result in the Scottish Ministers or the Council taking a further final decision to either: a) Confirm the proposed Scheme without modification, b) Confirm the proposed Scheme with modifications, or c) Reject the proposed Scheme. 5.6 A notice of the final decision must be given to every person originally notified when the scheme was ‘published’, every relevant objector, and as otherwise required by the 2009 Act. 5.7 A period of 6 weeks is then allowed for an appeal to be lodged by any person affected by the confirmed Scheme. If no appeals are lodged, the Scheme would become operative after this 6-week period. If an appeal is lodged this would be presented to the Sheriff Court for litigation. The estimated timescale for the process to be concluded would be approximately 4-5 months from the date an appeal was lodged. It is anticipated that an appeal would be generally limited in scope to incorrect factual material or errors in law. 5.8 Subject to the Scheme being confirmed, consulting engineers will commence the necessary detailed design work. Opportunities will be sought to offset the delays addressing objections by undertaking limited detailed design work as soon as practicable. Construction is anticipated to commence beginning 2027 (earlier if possible), assuming no further delay to the statutory process and the detailed design programme. However, the lengthier statutory process set out above will delay this. 5.9 The 2009 Act does not require a separate planning application for flood protection schemes. If such schemes are confirmed under the 2009 Act, then the Scottish Ministers must also direct that planning consent is deemed to have been granted. 5.10 The proposal for a new formal Flood Protection Scheme is founded on the principle of protecting existing assets. Any proposed development is covered under planning legislation and is not considered in the determination of a proposed flood scheme. 5.11 It is, therefore, proposed that further work be undertaken when the Scheme is confirmed towards writing to the Scottish Government setting out proposed planning conditions and requesting that planning permission shall be deemed to be granted and be subject to those conditions. 6. CONCLUSION 6.1 The purpose of the flood protection scheme is to manage flood risk in Kinross. 6.2 The Scheme was published on 26 March 2024 and received two objections. The objections have not been withdrawn following consultation. Page 129 of 454
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6.3 This report proposes that the Council consider the valid objections, the Scheme's environmental Impact, and make a preliminary decision to confirm the proposed Scheme without modification. 6.4 The report also seeks the Council’s approval to authorise the Strategic Lead – Environment and Infrastructure to carry out all necessary steps to complete the statutory process. 6.5 A further report will be brought before Committee once the statutory process has been concluded. Authors Name Designation Contact Details Russell Stewart Rory Stuart Senior Engineer Engineer 01738 475000 EPLCommitteeReports@pkc.gov.uk Approved Name Designation Date Fraser Crofts Strategic Lead (Environment and Infrastructure) 25 November 2025 APPENDICES • Appendix A – Plan of the Proposed Scheme • Appendix B – Summary of Objections Page 130 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce Yes Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance Yes Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This report supports the following priorities within the Community Plan 2022- 27. (i) Mental and physical wellbeing (ii) Employability Corporate Plan 1.2 This report supports the following objectives within the Corporate Plan:- (ii) People and businesses are increasingly able to prosper in a local economy which support low carbon ambitions and offers opportunities for all; (iii) People can achieve their best physical and mental health and have access to quality care and support when they need it; (iv) Communities are resilient and physically, digital and socially connected; (v) Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations. Page 131 of 454
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2. Resource Implications Financial 2.1 The 2009 Act requires the Scottish Government to have regard to the FRM Plans and Local FRM Plans when allocating funds to SEPA and responsible authorities. The Scottish Government, CoSLA and SEPA agreed the distribution of capital funding to the actions identified nationally in the Cycle 1 FRM Strategies and Local FRM Plans. The following general arrangements currently apply: 1) Only works and schemes that are prioritised in the FRM Plans and Local FRM Plans are eligible for capital funding. 2) Flood protection schemes attract capital grant assistance of up to 80% of their estimated project cost at tender stage from the Scottish Government. Local authorities are required to fund the remainder of the cost of flood schemes. 3) The Scottish Government allocates capital funding to local authorities engaged in flood risk management across Scotland. 80% of this capital funding will continue to be allocated to flood protection schemes with the remaining 20% to other actions within the FRM Plans, as detailed in the Local FRM Plans. This 20% is distributed to the 32 Scottish local authorities based on the number of properties at risk of flooding and the estimated annual average flood damages. 2.2 At present, the allocated capital grant is adjusted as flood scheme proposals are developed. The estimated costs of flood schemes across Scotland will therefore continue to be reported to the Scottish Government by local authorities on an annual basis. 2.3 These arrangements will come to an end in 2026/27 and are currently under on-going review by the Scottish Government and CoSLA, due to the current projected costs of Cycle 1 flood schemes across the country, and the available funding. 2.4 In the meantime, the Scottish Government and COSLA Leaders introduced two deadlines to this process: • Any Cycle 1 schemes not published by 31 March 2024 will no longer be funded - the South Kinross Scheme was published on 26 March 2024 and met this deadline. • Any Cycle 1 schemes that haven’t appointed a main works contractor by 31 March 2026 will no longer be funded. However, Schemes that are subject to objection/s will not be disadvantaged from the point a preliminary decision is notified to Scottish Ministers. The clock will stop at this stage until the conclusion of either a public local enquiry or local authority hearing. Page 132 of 454
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2.5 The conclusion of the national review into capital funding for flood schemes is awaited. In the meantime, COSLA leaders have confirmed that it is expected that the Local Government General Capital Grant will continue to include resources allocated for flooding projects, and decisions on quantum and distribution will be taken by Scottish Ministers and COSLA Leaders nearer the time. 2.6 The South Kinross Flood Protection Scheme has been prioritised in the published Forth Estuary Flood Risk Management (FRM) Plan and Local FRM Plan. The flood scheme is therefore receiving Scottish Government capital grant assistance, and this will continue up to 80% of its value at tender stage (provided the above deadlines are met). The Council is required to fund the remainder of the cost of the scheme, assuming it remains economically viable. 2.7 It should also be noted that the implementation of the flood scheme will be some time away. On conclusion of the statutory process described above, the detailed design of the preferred scheme will be progressed before the necessary tender process to appoint a contractor to construct the scheme. Construction is anticipated to commence beginning 2027 (earlier if possible), assuming no further delay to the statutory process and the detailed design programme. However, the lengthier statutory process set out in this report may delay this. Capital 2.8 The estimated cost of the scheme increased from £3.713M to £15.027M, through the 2024/25 budget process and approved by the Perth and Kinross Council committee on the 28 February 2024. The uplift of £11.314M was approved with the expectation that the Scottish Government will fund 80% of the additional cost £9.051M, if the grant terms and conditions are met. Perth and Kinross Councils 20% match funding of £2.263M was approved at this time. 2.9 South Kinross FPS remains a Cycle 1 project with set timescales to secure the 80% match funding once the construction tender price is known, any delay due to the statutory process which impedes the Scottish Government Cycle 1 timescales, will impact upon the future of the scheme. Revenue 2.10 The on-going maintenance costs for the scheme are estimated at £0.038M per annum. 2.11 The additional cost will require to be considered through the Council’s budget process once the scheme has been completed. Page 133 of 454
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Workforce 2.12 The project management of the flood scheme will be undertaken by the Council’s Flooding Team. There will be a resource implication for Legal and Property Services for technical assistance required throughout the remaining duration of the project. Asset Management (land, property, IT) 2.13 In order to construct the proposed scheme, there will be a requirement to purchase land and/or provide compensation to relevant landowners. Estates have been consulted on the scheme and a landownership plan has been produced to inform future negotiations with relevant landowners. 3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. The Equality Impact Assessment undertaken in relation to this report can be viewed clicking here. 3.2 The proposals in this report have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as relevant and actions taken to reduce or remove the following negative impacts: • The construction works could temporarily have a greater impact of mobility impaired, sight impaired, blind people or disabled people, on children and the elderly and infirm, and on pregnant women or nursing mothers, in relation to adverse psychological, physical and health impacts. Appropriate mitigation measures will be adopted to minimise disruption, noise, dust and vibration and to ensure adequate safe access throughout the construction works. (ii) Assessed as relevant and the following positive outcomes expected following implementation: • The flood scheme will have the same positive impact for all equality groups as the reduction in flood risk to Kinross will provide benefits for all (improved safety, health & wellbeing through avoidance of flood impacts and damages) in the long-term. Page 134 of 454
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Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 2.4 The matters presented in this report were considered under the Environmental Assessment (Scotland) Act 2005 and no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. 2.5 As outlined in this report, an Environmental Impact Assessment Report (EIAR) was produced for the Scheme. The EIAR identified that the Scheme does not have any potentially significant impacts that would arise as a result of the construction and future use of the Scheme. The only recommendation from the EIAR was to consider construction time periods relative to the nesting bird season to minimise disruption. In addition, there is an outstanding action to identify and assess all groundwater abstractions within the extents of the Scheme. 2.6 At the time of publishing the notice for the flood scheme under the 2009 Act, the EIAR was submitted to statutory and non-statutory consultees for their consideration. Any additional requirements will be actioned in the timescales required or added as conditions into the deemed planning consent for action during the detailed design or construction of the Scheme. Sustainability 3.7 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 3.8 Following an assessment using the Integrated Appraisal Toolkit, it has been determined that the proposal is likely to contribute positively to the following corporate sustainable development principles: (i) Climate Change Efficient use of resources now and in the future in the built environment and service provision (e.g. energy efficiency, land, water resources, flood defence, waste minimisation) (Principle 2) Mitigation and adaptation to manage the impact of climate change & reduce the production of greenhouse gases (Principle 3). Page 135 of 454
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Justification: The flood scheme proposed in this report will significantly reduce flood risk in Kinross and will therefore help in tackling the effects of climate change. (ii) Fairer Communities Creating a sense of place (e.g. a place with a positive ‘feeling’ for people, and local distinctiveness) (Principle 22) Justification: The flood scheme will help to make the local community safer and more sustainable for residents, through a reduction in flood risk. This will help the community to thrive in the longer term despite the temporary construction impacts. 3.9 Following an assessment using the Integrated Appraisal Toolkit, it has been determined that the proposal is likely to contribute negatively to the following corporate sustainable development principles: (iii) Consumption and Production Efficient use of resources now and in the future in the built environment and service provision (e.g. energy efficiency, land, water resources, flood defence, waste minimisation) (Principle 2) Mitigation and adaptation to manage the impact of climate change & reduce the production of greenhouse gases (Principle 3) Justification: There will be a short term increase in the use of materials and resources during construction of the flood scheme, but a future reduction due to reduced flood risk. Mitigation: The Environmental Impact Assessment and eventual Construction Environmental Management Plan will consider energy consumption and waste management practices during construction. Legal and Governance 3.10 The Strategic lead – Legal and Governance has been consulted on this report. 3.11 Scheme of Administration authorises the Climate Change and Sustainability Committee delegated powers to exercise the Council’s functions in relation to matters concerning The Flood Risk Management (Scotland) Act 2009 for which this report is applicable. However, given the current circumstances this matter is brought to the Council for consideration. Page 136 of 454
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Risk 3.12 Risks associated with the proposal will be managed through appropriate communication and project management. 4. Consultation Internal 4.1 The Strategic Lead - Legal and Governance and The Strategic Lead – Finance and Business Support have been consulted in the preparation of this report. 4.2 At the time of publishing the notice for the flood scheme under the 2009 Act, all relevant sections of the Council were notified including, but not limited to: local elected members, Planning, Property, Land Quality, Environmental Health, Structures Team, Community Greenspace, the Council’s Biodiversity Officer and Legal. External 4.3 All relevant landowners and occupiers, SEPA, Kinross-shire Local Committee, Kinross Community Council, Kinross Flood Resilience Group, Loch Leven Fisheries, NatureScot, Transport Scotland, Historic Environment Scotland, the Public Utilities and all other relevant organisations were consulted during the development of the proposals. 4.4 A public exhibition was held in Kinross on 28 September and 5 October 2023. The aim of the public exhibition was to provide the community with further information on: • The risk of flooding in Kinross; • The Council’s proposals for the flood scheme; and • Other actions to raise awareness of flood risk and improve flood resilience. 4.5 A letter was issued to elected members, the Community Council and the Kinross Flood Resilience Group summarising the work carried out by the consulting engineers and how flood risk will be managed in the future. 352 letters were sent to local residents and businesses within the community to advertise the events, and posts were made on the council’s Social Media accounts. Approximately 41 people attended the public exhibition over the two days. 4.6 The public exhibition included a central display, a presentation and a series of plans of the scheme options. Representatives from the Council’s flooding team, design consultants (RPS), and the Scottish Flood Forum were available to answer questions and provide further information. Those attending were given an opportunity to record their views and questions on comment forms, or via the Council’s website and Consultation Hub. 12 comment forms were returned to the Council after the public exhibition. Page 137 of 454
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4.7 The response to the community public exhibition was generally positive with the majority of the community being supportive of the proposed outline design for the flood scheme 4.8 The Council issued a public consultation report to the local community to answer any questions raised during the public exhibition or on comment forms. 4.9 The public consultation materials used at the public exhibition and public consultation report can still be viewed on the Council’s website at http://www.pkc.gov.uk/southkinrossfloodscheme. 4.10 All relevant Landowners and occupiers, SEPA, Kinross-shire Local Committee, Kinross Community Council, Kinross Flood Resilience Group, Loch Leven Fisheries, NatureScot, Transport Scotland, Historic Environment Scotland, the Public Utilities and all other relevant organisations were notified of the flood scheme under the 2009 Act. 5. Communication 5.1 The communication arrangements to date were as noted in Section 4 above. 5.2 A newsletter is issued periodically to the local community and relevant consultees in order to update them on the progress of the Scheme. Full details of the scheme are also available to view on the Council’s website. http://www.pkc.gov.uk/southkinrossfloodscheme. 5.3 The Council will continue to communicate with the local community, statutory consultees, local landowners and other stakeholders as the detailed design of the scheme is developed. The above noted website will continue to be updated and further letters and newsletters will be issued to the local community as appropriate. 2. BACKGROUND PAPERS 2.1 The following background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in the preparation of the above report; • PKC – Enterprise and Infrastructure Committee – 24 October 2007, Flood Mitigation Schemes and Flood Studies (Report No 07/681) • PKC – Environment Committee – 30 January 2008, Biennial Report on Flood Prevention Responsibilities 2007 (Report No 08/41) • PKC – Environment Committee – 4 November 2009, Biennial Report on Flood Prevention Responsibilities 2009 (Report No 09/504) • PKC – Environment Committee – 21 March 2012, Biennial Report on Flood Prevention (Report No 12/135) • PKC – Environment Committee – 20 November 2013, Progress Report Flood Risk Management (Scotland) Act 2009 (Report No 13/544) • PKC – Environment Committee – 12 November 2014, The Flood Risk Page 138 of 454
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Management (Scotland) Act 2009, Short List of Potential Measures to Manage Flood Risk (Report No 14/483) • PKC – Environment Committee – 9 September 2015, The Flood Risk Management (Scotland) Act 2009, Selected Actions and Prioritisation (Report No 15/359) • PKC – Environment Committee – 1 June 2016, The Flood Risk Management (Scotland) Act 2009, Publication of Local Flood Risk Management Plans (Report No 16/241) • PKC – Environment and Infrastructure Committee – 23 January 2019, The Flood Risk Management (Scotland) Act 2009 Publication of Interim Report (Report No 19/16) • PKC – Climate Change and Sustainability Committee – 19 May 2021, The Flood Risk Management (Scotland) Act 2009: Second Cycle of Flood Risk Management Plans (Report No 21/60) • PKC – Climate Change and Sustainability Committee – 19 December 2022, The Flood Risk Management (Scotland) Act 2009: Publication of Final Reports (Cycle 1) & Local Flood Risk Management Plans (Cycle 2) (Report No 22/307) • PKC – Climate Change and Sustainability Committee – 27 November 2023, South Kinross Flood Protection Scheme (Report No 23/332) Page 139 of 454
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^`^`^` M90 Kinross Services A977 Hopefield Culvert Upgrades Clash Burn Diversion Culvert South Queich Hard Defences Clash Burn Diversion / Upgrade Culvert Storage Embankment Clash Burn Bund [ 0 0.25 0.5 0.75 10.125 Km© Crown copyright and database rights 2023 OS 100016971. Use of this data is subject to terms and conditions. Preferred Fluvial Option Storage Embankment South Queich Hard Defences South Queich Embankments Culvert Upgrades / Diversion Clash Burn Bund ^` Property Level Resilience River reach 7 Page 141 of 454
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Appendix B South Kinross Flood Protection Scheme 2024 Summary of Objections Two valid objections (both from landowners) were received by the Council within the statutory 28-day period. Officers held further discussions with both of the objectors, however they currently wish to uphold their objections. A summary of the two objections and the Council’s response is provided below. Both objectors have noted that they are not supportive of the flood scheme. Objector 1 The objection was in relation to a part of the flood scheme proposed to be constructed on their land. The landowner’s main concern was that access would be denied to heavy good vehicles which require entry into their land, and in more recent discussions a request for an alternative access point was made. They also believe that the Council were flooding their land deliberately by construction of the scheme. The landowner also raised concerns regarding loss of earnings due to the land take and impact of the flood scheme within their site. Perth & Kinross Council’s Response The Council had been in contact with the landowner prior to the public exhibition, but they did not attend. On receipt of the objection, the Council met with the landowner on 23 May 2024 and 19 September 2024 and have corresponded in writing on several other occasions. Assurances and evidence were provided to the landowner during this period that the area in question is part of an existing flood plain. It was explained that the scheme is designed to protect surrounding properties from flooding by constructing flood scheme on their land to intercept an overland flood route. The scheme will not introduce flood risk to their land, but it may temporarily increase flood depths during extreme flood events. However, the landowner is entitled to compensation under the Flood Risk Management (Scotland) Act 2009. The Council instructed their consulting engineers to review the design of the existing access to accommodate the use of heavy goods vehicles, and consider alternative access arrangements. Unfortunately, the alternative access arrangements were found to be more expensive and had the potential to conflict with the proposed flood scheme. Therefore, the landowner was advised an alternative access was not suitable, but the existing access would be upgraded to accommodate heavy goods vehicles. A preliminary compensation figure was presented (via Council’s Estates team) to the objector. This figure was considered a reasonable offer and was based on the overall purchase price of the land as a percentage of the extent required by the flood scheme. Unfortunately, the landowner has advised they do not agree with the initial compensation figure and declined the offer. The Council have offered the landowner the opportunity to provide a figure which they feel better represents the land value, however they have declined to participate in these discussions. 7 Page 143 of 454
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The Council will continue to liaise with the landowner, but at this time they wish to uphold their objection. Objector 2 The objection was in relation to a part of the flood scheme proposed to be constructed on their land. The landowner’s main issue was that flooding has never occurred across this area of Kinross and that the scheme modelling is incorrect or is focusing on the wrong watercourse within the area (Ury Burn as opposed to the South Queich). The landowner has also questioned the reasoning behind the chosen location for this portion of the scheme and why it couldn’t have been moved out with their land. The landowner is concerned that thousands of tonnes of their valuable topsoil will be used to construct the flood embankment. They also raised concerns regarding loss of earnings during both the construction period and loss of land (where the flood scheme is located) on completion of the scheme. The objection also suggested the costs of the scheme to be a misuse of public money in an area where, in their opinion, flooding is unlikely to ever occur. Perth & Kinross Council’s Response The Council originally made contact with the landowner prior to the consultation and publication phases in an attempt to discuss the scheme proposals and address any concerns or queries. The landowner declined to attend the public exhibition, however a site meeting was held on 12 December 2023. While discussions were somewhat positive, no more direct engagement was possible with the landowner, with a Land Agent and Solicitor being appointed by the landowner to be the main points of contact on their behalf. Several rounds of discussion were undertaken with the land agent, which were also of a positive nature, however this still ultimately led to an objection to the scheme being submitted. The Council have since engaged in several rounds of communication with the landowner’s solicitor in an attempt to satisfy concerns as outlined below: The landowner engaged a consulting engineer to provide specialist advice on flood risk. A copy of the scheme hydraulic modelling report, prepared by the Council’s design consulting engineers, was provided at their request. The Council commissioned report includes background information relating to the development of the hydraulic model and provides further details on the overland flood flow paths and depths through their land from the South Queich. The Council commissioned hydraulic modelling report has been reviewed and accepted by SEPA and also aligns with their indicative river flood maps that shows this area is at risk of flooding. The Ury Burn is not a source of flood risk in Kinross and although not the focus in the development of the flood scheme was represented in the hydraulic model. A number of queries were raised by the landowners consulting engineer after sight of the Council commissioned hydraulic modelling report and detailed responses Page 144 of 454
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provided. The response included information pertaining to the development of flood defences on their land as it was considered the most economically viable solution to intercept and attenuate an overland flood route predicted by the hydraulic model. To date (October 2024) we have not received any further queries in this regard. The landowner also raised concerns regarding loss of earnings both during and after scheme construction. The Council reiterated that landowners are entitled to compensation under the Flood Risk Management (Scotland) Act 2009 for loss of earnings during construction period and for land take as a result of the Scheme. A preliminary compensation figure was presented (via Council’s Estates team) to the objector. This figure was considered a reasonable offer and was based on the current value of the land as a percentage of the extent required by the flood scheme. We have received no response to this offer to date (October 2024). The Council also clarified concerns that any topsoil, outwith the land on which the flood scheme is proposed, would not be removed from the landowner’s property for use in the construction of the flood scheme. Any materials required to construct the flood scheme will be derived from offsite sources, with only regrading on surrounding land being undertaken to promote flow towards the Ury Burn. The South Kinross Flood Protection Scheme is a key action included within the Forth Estuary Local FRM Plan and is the 28th highest scheme on the national priority list. The flooding observed in South Kinross to date has affected many in the community and Perth & Kinross Council consider the development of the proposed scheme a significant and important step to mitigate flood risk to those affected areas. Unfortunately, the landowner wishes to seek further legal counsel and as such continues to uphold their objection. Page 145 of 454
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Perth and Kinross Council 4 December 2024 CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 2023/24 Report by Chief Social Work Officer (Report No. 24/347) 1. PURPOSE 1.1 The Chief Social Work Officer (CSWO) Annual Report 2023/24 provides an overview of statutory social work duties delivered by social work and social care staff during the reporting period. The report focuses on key areas of progress across Children and Families social work, Adult social work, and Justice social work over the past year, providing assurance on key areas of public protection and frontline service delivery. 1.2 The report highlights the continued impact of the cost-of-living crisis on communities and service delivery, with significant inflationary pressures impacting both. The national social work and social care recruitment crisis also affected the delivery of frontline services, with positive evidence of workforce development initiatives, which commenced in 2022/23, beginning to take effect in 2023/24. 1.3 The report details the arrangements to enable the CSWO to fulfil the responsibilities outlined in Section 5 (1) of the Social Work (Scotland) Act 1968 (as amended). The report was submitted to the Office of the Chief Social Work Advisor at the Scottish Government on 30 October 2024. 2. RECOMMENDATION 2.1 It is recommended that Council: • Takes assurance from the CSWO Annual Report 2023/24 that overall performance in delivering high quality services for people who use social work and social care services has remained positive despite challenges. 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Proposals • Section 6: Conclusion and assessment of performance. • Appendices 8 Page 147 of 454
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4. BACKGROUND 4.1 The Social Work (Scotland) Act 1968 (as amended), requires every local authority to appoint a single CSWO. 4.2 Scottish Government ministers published statutory guidance in 2016 on the role of the CSWO for local authorities and partnerships which have certain social work functions delegated to them. The CSWO role was established to ensure the provision of appropriate professional advice in the discharge of the full range of the local authority’s statutory functions and the updated guidance sets out the importance of the CSWO role within Integrated Joint Boards. 4.3 The CSWO is accountable to elected members of the local authority and must be: • A qualified social worker, registered with the Scottish Social Services Council; • Designated as a ‘proper officer’ of the local authority; • Of sufficient seniority and experience in both the operational and strategic management of social work services; and • A non-voting member of the integration authority. 4.4 The CSWO is a role and function, rather than a specific job description, and is therefore, distinct from the post holder’s operational management responsibilities and from the role of the chief officer of the integration authority. It is for the CSWO to use their authority to challenge and intervene when proposals may have a detrimental impact on vulnerable citizens or to the workforce on whom they depend. In leading the social care and social work profession, the CSWO provides: • Professional independent advice to the Chief Executive and elected members in relation to the discharge of the local authority’s statutory functions as outlined in the Social Work (Scotland) Act 1968 (as amended); • Strategic and professional leadership in the delivery of social work services; • Assistance to local authorities and their partners in understanding the complexities and cross-cutting nature of social work services and the key role they play in meeting local and national outcomes; and • Support for performance management and the management of corporate risk. 4.5 Together with the CSWO, elected members have duties to oversee effective, professional, and high-quality social work and social care services are delivered to professional standards. The CSWO Annual Report and its consideration by Perth and Kinross Council and the Perth and Kinross Integrated Joint Board is one important way to accomplish this. The CSWO Annual Report is an opportunity to gauge the quality of performance of social work and social care services and to identify the challenges for continuing to meet the needs of local people and communities into the future. Page 148 of 454
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The Office of the Chief Social Work Adviser (OCSWA) uses all 32 CSWO Annual Reports to produce a national summary report, and this provides an opportunity to set our local social care and social work services in the wider national context. 4.6 During 2023/24, the CSWO role was carried out by the Chief Officer for the Health and Social Care Partnership. The then Interim Head of Adult Social Work and the Head of Services for Children, Young People and Families (who has since retired) deputised and provided cover when required. 4.7 Perth and Kinross Council approved a new Executive and Strategic Leadership Structure in June 2023. The statutory role of the CSWO was aligned to the Strategic Lead for Children, Families and Justice. The new Strategic Lead took up post on 29 January 2024 and assumed the role of CSWO on 1 April 2024, following a transitionary period. 4.8 Throughout 2023/24, social work services in Perth and Kinross faced numerous challenges, including the continued impact of the cost-of-living crisis both on the communities in which we work and our workforce, adding to inflationary pressures on baseline social work budgets. 4.9 Statistical analysis shows that while referral numbers to our front door services are stabilising, these are against historical highs, therefore, demand remains at unprecedented levels. Despite these challenges, the commitment and dedication of the workforce have been evident in their efforts to support the most vulnerable and at risk citizens in the community. 4.10 The report highlights that the triaging of referrals across service areas remains highly effective, with no overall increase in children, young people and adults being subjected to statutory protection measures, evidencing thresholds continue to be consistently applied. 4.11 Outwith public protection referrals, Children and Families social work and Adult social work have built on effective screening to provide early signposting and intervention to prevent escalation of presenting issues. For example, the Multi-Agency Screening Hub (MASH) is diverting families away from statutory to voluntary support, and the Family Support Team (FST) has played a crucial role in providing early intervention and prevention support to families, reducing the need for formal child protection processes and crisis intervention. The Adult social work Access team has significantly reduced the length of time to screen referrals, with most now screened within 48 hours. The duration between contact and assessment reduced from 20 to 10 days. In addition, the Early Discharge Project (EDP) has enabled individuals to return home from hospital more quickly, promoting independence and reducing delays in hospital discharge. 4.12 The report highlights the work undertaken within our Justice social work services, who have continued to play a vital role in the rehabilitation and reintegration of individuals in conflict with the law. Page 149 of 454
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The Community Justice and Safety Service (CJSS) has progressed several initiatives, including Bail Supervision, Diversion from Prosecution (DfP), and the Structured Deferred Sentence Right Track Service (SDSRTS), to address the underlying causes of offending behaviour and promote public safety. In addition, the One-Stop Women’s Learning Service (OWLS) and the EVOLVE Project have provided gender-specific support to individuals, addressing their unique needs, and promoting positive life changes. The Caledonian Programme has continued to address domestic abuse perpetrated by men, ensuring that the rights and needs of victims are respected and met. 4.13 Our data shows our ‘looked after’ population of children and young people continues to reduce year on year. Whilst the largest decrease over the past year relates to children and young people in statutory kinship placements, our overall kinship placements remain stable. We are instead working with families much earlier and supporting voluntary kinship arrangements. The redesign of services, as noted, has pivoted to providing early intervention supports to children, young people and families, to keep them together. The reduction in our looked after population is indicating a success of our approach, however, this does not imply a reduction in overall workload. The report outlines that whilst families present with the same complexities, there is a shift in the legal basis in which we are working with children and young people, away from statutory legal orders to statutory voluntary support. 4.14 Notwithstanding a reduction in our looked after population, the Council provided additional non-recurring funding of £1.952k in March 2023 to offset budget pressures for looked after children and young people in residential placements during 2023/24. This was a consequence of young people with complex behavioural problems, post Covid, struggling to manage in the community and requiring specialist residential care. This was coupled with staffing recruitment challenges to the REACH team which was established to provide intensive support to prevent the need for residential care for young people in crisis, evidencing the importance of early intervention services to mitigate higher costs to the Council. 4.15 Our high demographic of older people in Perth and Kinross shows that whilst on the whole older people live healthy and independent lives for longer, when they do need support, it is due to multiple comorbidities (having two or more medical conditions at the same time) resulting in the need for complex care. Our Adult social work teams continue to promote personalisation and self- directed support, offering individuals choice in how their care is delivered. There are occasions when options are limited due to the availability of providers locally. Our support to unpaid carers has branched out to carers support workers working directly in the Specialist Community Outreach and Prevention Engagement (SCOPE) team and integrated Drug and Alcohol Recovery Team (iDART), providing early intervention and prevention support to carers. Page 150 of 454
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4.16 Workforce planning is having a positive impact, witnessed through: • The increase of social work student placements offered to universities; • Support to newly qualified social workers; • Targeted recruitment and development to support social workers undertake Mental Health Officer training; and • To promoting social care as a career choice. 5. PROPOSALS 5.1 The key challenges going forward are: • Reviewing workforce pressures and recruitment challenges across social work and social care to maintain service quality and ensuring the wellbeing of our staff; • The impact of financial pressures and cost of living crisis on both the communities we serve and the costs of delivering services (eg children’s residential placements, nursing home placements and care at home contracts etc), with inflationary increases impacting on baseline budgets; • The increasing costs of support packages for children and young people who have additional support needs in the community. Medical intervention is increasing life expectancy, which requires complex care packages to meet their growing needs. Current budgets are unlikely to meet this demand; • The growing need of care packages for all age and client groups supported by Adult social work. Increasing levels of complex needs due to physical and/or learning disabilities; and complex care needs associated with physical and mental frailty of our aging population is placing exceptional pressures on social work budgets; • Recruitment and retention of carers, with challenges in recruiting foster carers, adoptive parents, and supported lodging providers. With risks that the lack of family-based placements may result in the need to access external residential placements at significantly higher costs; • Increasing self-directed support choice for families and adults by tendering for third sector providers; • Engaging with the local Judiciary and providing information on how community sentences are managed, which provide opportunities for reparation and rehabilitation; • Learn from local and national learning reviews, promoting partnership working and a shared understanding and responsibility of public protection across statutory and non-statutory partners; and • Risks to the Children, Families and Justice social work budget for savings which may result in cuts to early intervention provision, resulting in higher costs to the Council in the short, medium and long term. 6. CONCLUSION AND ASSESSMENT OF PERFORMANCE 6.1 The report highlights the achievements and contributions of social work and social care staff in Perth and Kinross, emphasising their compassion, ambition, and integrity in supporting those most in need. Page 151 of 454
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6.2 It is the CSWO assessment, that despite the challenges faced during the reporting period, social work services in Perth and Kinross have demonstrated resilience, adaptability, and a commitment to continuous improvement. The collaborative efforts of various teams, services and partnership working have ensured that statutory social work duties are delivered effectively, providing assurance on key areas of public protection and frontline service delivery. 6.3 Looking ahead, addressing workforce pressures, financial constraints, and the recruitment and retention of carers will be crucial to maintaining and improving the quality of social work services. The continued focus on early intervention, prevention, and collaboration with partner agencies will be essential in meeting the evolving needs of communities and ensuring positive outcomes for individuals and families. Author Name Designation Contact Details Arun Singh Chief Social Work Officer FBSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Chief Social Work Officer 26 November 2024 Page 152 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance Yes Risk Yes Consultation Internal Yes External None Communication Communications Plan None 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (i, iv and v). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. Page 153 of 454
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This report relates to Objective No. (i, iv and v). 1.3 The report also links to the Education and Learning; and the Children, Families and Justice Services Vision, Values and Priorities in respect of the following key Priority areas: • Best Start • Learning and Achievement • Health and Wellbeing • Care and Equity • Safe and Protected 2. Resource Implications Financial 2.1 There are no direct financial implications associated with this report. Workforce 2.2 The report highlights the workforce implications associated with the fulfilment of statutory social work duties and addressing increasing demand and complexity of need in caring for and protecting the most vulnerable and at-risk people in our communities. Asset Management (land, property, IT) 2.3 Not applicable. 3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. Page 154 of 454
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3.2.1 The proposals have been considered under the Act; however, no further action is required as it does not qualify as a PPS as defined by the Act and therefore exempt. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 Not applicable. Legal and Governance 3.4 The statutory role of CSWO was undertaken by the Strategic Lead - Children, Families and Justice from 1 April 2024. 3.5 Not applicable. Risk 3.6 Not applicable. 4. Consultation Internal 4.1 Consultation has taken place with the Council’s Executive Leadership Team and the Head of Integrated Health and Care. External 4.2 Not applicable. 5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing the above report: Page 155 of 454
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3. APPENDICES 3.1 Appendix 1 - Chief Social Work Officer Annual Report 2023/24 Page 156 of 454
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Chief Social Work Officer Annual Report 2023-2024 Chief Social Work Officer Annual Report 2023-24 A Perth and Kinross where everyone can live life well, free from poverty and inequality 8 Page 157 of 454
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Chief Social Work Officer Annual Report 2023-2024 1 A Perth and Kinross where everyone can live life well, free from poverty and inequality Introduction ............................................................................................................................... 2 1. Governance, Accountability and Statutory Functions ........................................................ 3 2. Service Quality and Performance ....................................................................................... 4 2.1. Children and Families Social Work Services (Child Protection) ................................. 4 2.2. Children and Families Fieldwork Services ................................................................ 14 2.3. Services for Children, Young People and Families ................................................... 17 2.4. Adult Social Work Services (Adult Protection) ........................................................ 20 2.5. Adult Fieldwork Services .......................................................................................... 22 2.6. Learning Disabilities and Autism Services ................................................................ 30 2.7. Mental Health Officer (MHO) Services .................................................................... 34 2.8. Justice Services......................................................................................................... 38 3. Scrutiny ............................................................................................................................. 46 4. Challenges and Improvements ......................................................................................... 47 5. Resources .......................................................................................................................... 50 6. Workforce ......................................................................................................................... 52 7. Training, Learning and Development ............................................................................... 54 8. Looking Ahead .................................................................................................................. 57 9. Glossary ............................................................................................................................. 59 10. Appendices........................................................................................................................ 61 Page 158 of 454
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Chief Social Work Officer Annual Report 2023-2024 2 A Perth and Kinross where everyone can live life well, free from poverty and inequality I am pleased to present the 2023/24 Chief Social Work Officer Report for Perth and Kinross Council. During this reporting period, the Chief Social Work Officer was Jacquie Pepper, who held the role since 2017. More recently, she also took on the role of Chief Officer for the Perth and Kinross Health and Social Care Partnership in 2022. An Executive and Strategic leadership review at Perth and Kinross Council, during 2023/24, aligned the role of Chief Social Work Officer to the Strategic Lead for Children, Families and Justice. I joined the Council at the end of January 2024 and, following a transitional period, took on the role of Chief Social Work Officer on 1 April 2024. I would like to take the opportunity to thank Jacquie for her stewardship of the social work and social care profession in Perth and Kinross by upholding the values of social justice, dignity, and anti- discriminatory practice for the past seven years. During that time, there has been, and continues to be, extensive change to the delivery of social work services. During 2023/24 we continued to see the impact of the cost-of-living crisis, not only in the communities we work, but also in the cost of delivering services, with significant inflationary pressures impacting on our baseline social work budgets. The multifaceted national social work and social care recruitment crisis also impacted on our delivery of frontline services, with our Care at Home services particularly effected. Workforce development initiatives that commenced in 2022/23 began to take effect in 2023/24. Of particular note has been a significant increase in the number of social work placements offered. In 2022, we were ranked 26th out of 31 local authorities in the number of placements offered. By 2023, this had increased to 5th. Proactive engagement with the universities has led to more social workers who had student placements in Perth and Kinross, choosing to work here once they graduated. This report gives an overview on how statutory social work duties were delivered by our social work and social care staff during 2023/24. The report focuses on key areas of progress across Children and Families social work, Adult social work, and Justice social work over the past year, providing assurance on key areas of public protection and frontline service delivery. I hope the report evidences the compassion, ambition, and integrity of our workforce as they go about their day-to- day work, supporting those most in need in our communities. Arun Singh - Chief Social Work Officer Introduction Page 159 of 454
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Chief Social Work Officer Annual Report 2023-2024 3 A Perth and Kinross where everyone can live life well, free from poverty and inequality The role of Chief Social Work Officer (CSWO) is a statutory requirement, and the functions include providing professional governance, leadership, and accountability for the delivery of social work and social care services. The CSWO reports to the Chief Executive, Elected Members, and provides professional advice to the Integration Joint Board (IJB). The CSWO had direct access to Elected Members, the Chief Executive, Executive Directors, Heads of Service, managers, and frontline practitioners both within the Council and Health and Social Care Partnership (HSCP), and with partner agencies in relation to professional social work issues. The CSWO discharged the requirements of the role on behalf of the Council as follows: • Oversight of a range of reports relating to social work and social care to Council committees. • Access to Elected Members, Chief Executive and Chief Officers as required. • Member of the Perth and Kinross Chief Officers Group for Public Protection. • Corresponding member of the Adult and Child Protection Committees. Non-voting member and professional advisor to the IJB which was performed alongside the Chief Officer role. • Non-voting member and professional advisor to the IJB Audit and Performance Committee. • Oversight of the Health and Social Care Partnership’s Care and Professional Governance Forum with delegation of the Co-chairing role to the Interim Head of Adult Social Work during the year. • Decisions in relation to the implementation of secure care orders for young people. • Overseeing guardianship orders on behalf of the Council. • Accrediting and validating Mental Health Officer training and practice requirements. • Leading on the submissions to the Scottish Historical Sex Abuse Inquiry. • Leading the PVG Panel for the Council to support safe recruitment ensuring proportionate decision making to protect service-users and the public while at the same time ensuring that the Council is an inclusive employer. The CSWO took part in the budget review process across all relevant services ensuring that the needs of vulnerable and at-risk groups’ needs were highlighted and considered. The CSWO was the lead signatory for the Scottish Social Services Council (SSSC) as the regulator of the social care workforce ensuring that the codes of practice are adhered to and acting as a point of contact when there are concerns about an employee’s fitness to practice. During the reporting period, the Heads of Service for Adult Social Work and Services for Children, Young People and Families, as senior social work leaders, supported the CSWO to have oversight of key local, regional, and national developments and considering the most appropriate local response. The Head of Services for Children, Young People and Families (who retired in March 2024) and the Interim Head of Adult Social Work deputised for the CSWO providing full-time cover for key decisions that cannot be delegated. Nationally, the CSWO deputes took part in meetings of all 32 CSWOs supported by Social Work Scotland. 1. Governance, Accountability and Statutory Functions Page 160 of 454
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Chief Social Work Officer Annual Report 2023-2024 4 A Perth and Kinross where everyone can live life well, free from poverty and inequality The role of social work in child protection is paramount to ensuring the safety, well-being, and development of vulnerable unborn babies, babies, children, and young people. Our social workers are uniquely positioned to identify and address the complex needs of at-risk children through comprehensive assessments, intervention strategies, and ongoing support. Their expertise in navigating the complex dynamics of family networks, legal frameworks, and community resources enables them to advocate effectively for the rights and best interests of children. Key to the protection of unborn babies, babies, children, and young people are collaborative relationships with other professionals and agencies. Social workers help create a robust safety net that not only protects children from immediate harm but also promotes their long-term resilience and healthy development. Our commitment is reflected in the Council’s Corporate Priority: Protecting and caring for our most vulnerable people. This section highlights the challenges of delivering highly effective services against a backdrop of increased demand as referenced in the CSWO report last year which has not abated. CPOs are emergency legal orders which are only granted by Sheriff Court when there is evidence that a baby, child, or young person is at significant and immediate risk of harm. The number of babies, children, and young people subject to CPOs has increased slightly but remains low at 15 in 2023/24 and 12 in 2022/23. Overall, the number of CPOs has reduced since 2019/20, details are provided in the chart below. This slight increase follows a decrease over the preceding two years and is driven by larger sibling groups requiring these measures of care and protection. Chart 1: Child Protection Orders 32 25 13 12 15 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Child Protection Orders (CPOs) 2. Service Quality and Performance 2.1. Children and Families Social Work Services (Child Protection) Child Protection Orders (CPOs) Page 161 of 454
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Chief Social Work Officer Annual Report 2023-2024 5 A Perth and Kinross where everyone can live life well, free from poverty and inequality A CCR is generated on the current social work database when a service, agency, or individual contacts the Child Protection and Duty team to raise a concern or an issue regarding an unborn baby, baby, child, or young person. As shown in the chart below, the majority of our CCRs continue to come from police, education, or health and account for 85% of all CCRs submitted, the number of CCRs by police has fallen for the first time in a number of years. Chart 2: Child Concern Reports by Source The needs associated with these referrals can range from significant child protection concerns to the need for early support. As noted above, where immediate protection is required and there is no consent from the primary care giver(s) to implement a safety plan, the social worker will apply for a child protection order. Demand for support from Children and Families social work has grown significantly year on year for the last five years (2019/20 to 2023/24), however the data is now indicating that despite the number of concern reports increasing marginally by 1.5% in 2023/24 compared to the previous year, the number of children referred has increased by 6%. Further details are provided in the chart below. Chart 3: Child Concern Reports (CCRs) Not all CCRs pertain to child protection concerns. Most relate to lower-level wellbeing concerns. Evidence suggests that fewer families are becoming unnecessarily involved in formal child protection processes which can be a traumatic experience for children and their families. For many families, 2895 2931 3056 3334 3520 5765 6242 6674 7946 8064 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Children Referred and CCRs No. of Children No. of Child Concern Reports Child Concern Reports (CCRs) Police Education Health0 1000 2000 3000 4000 5000 6000 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Child Concern Reports by Source Page 162 of 454
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Chief Social Work Officer Annual Report 2023-2024 6 A Perth and Kinross where everyone can live life well, free from poverty and inequality accessing support earlier has reduced the need for crisis intervention and more formal child protection processes including Initial Referral Discussions (IRDs), Child Protection Investigations and Child Protection Planning Meetings (CPPMs). An IRD is a multi-agency (social work, education, police, and health) discussion, where babies, children, or young people who have been suspected of, or subjected to, significant harm are discussed. The number of IRDs during 2023/24 reduced from 361 in 2022/23 to 295 in 2023/24 (a reduction of 18.3%) as detailed in the chart below. Chart 4: Inter-Agency Referral Discussions (IRDs) Although the number of IRDs convened has reduced, the number of children being discussed at these meetings remains consistent (481 in 2022/23, 484 in 2023/24). We have, over time, moved to a more proportionate, assessment-based approach involving supporting families at an earlier stage. This has resulted in better safety-planning, less intrusion with families, and better application of time and resources when assessing and responding to child protection concerns. A JII usually takes place as an action from an IRD – it is an interview of a child or young person conducted jointly by a police officer and social worker who are specifically trained to undertake this type of interview. The aim is to enable the child or young person to disclose concerns regarding any alleged harmful behaviour towards them. It takes place in a trauma-informed environment and aims to achieve the best evidence for the justice system, if the Crown Office and Procurator Fiscal Service pursues a criminal prosecution in respect to children and young people who have been victims of criminality. The chart below shows that the number of children and young people who have been jointly interviewed has fallen, to 159 in 2023/24 compared to 2021/22 which had the highest level in recent years of 262. This increase was deemed to be connected to the Covid pandemic and the impact of lockdowns. It is likely that the number of JIIs taking place is stabilising to previously more normal or expected levels. Inter-Agency Referral Discussion (IRDs) Joint Investigative Interviews (JII) 304 328 387 361 295 448 472 553 481 484 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Inter-Agency Referral Discussions Discussions Children Page 163 of 454
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Chief Social Work Officer Annual Report 2023-2024 7 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 5: Joint Investigate Interviews (JIIs) In 2023, we worked with the Scottish Government and our partners across Tayside to plan for and implement the SCIM, which will replace the JII above. The SCIM is a trauma informed, child-focused approach to interviewing children for the purpose of investigation; this is a holistic approach which is sensitive to the needs of individual children in complex situations. Its purpose is to reduce the need for children to have repeat interviews and prevent the need for them to give evidence in court by using their joint investigative interview as ‘Evidence in Chief.’ Two dedicated social workers from Perth and Kinross completed their 10-week training along with colleagues in Augus, Dundee, and police during 2023/24. We will be implementing the SCIM along with our colleagues across Tayside in May 2024. Across Tayside, an agreement has been reached to implement a soft border approach allowing for the specially trained staff to be available across borders to respond to the needs of local authorities for the SCIM. This will be evaluated in the coming year. Previously known as Child Protection Case Conferences, CPPMs are multi-agency meetings which are only convened following a child protection investigation (ordinarily the decision of an IRD) when it is believed that an unborn baby, baby, child, or young person has been significantly harmed or may be at risk of being significantly harmed. A CPPM is the mechanism through which an unborn baby, baby, child, or young person’s name may be added to the Child Protection Register (CPR) and a child protection plan be put in place for them. As shown in the chart below, the number of babies, children, and young people being considered at CPPMs continues to show a general downward trend. This has been consistent over the last five years (106 in 2019/20 reducing to 60 in 2023/24) while the proportion of these meetings that go on to be registered on the CPR remains high at 92% (for 2023/24, 55 out of 60 children considered went on to be registered). The Scottish Child Interview Model (SCIM) Child Protection Planning Meetings (CPPMs) 205 262 186 159 2020/21 2021/22 2022/23 2023/24 The number of Children and Young People Jointly Interviewed Page 164 of 454
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Chief Social Work Officer Annual Report 2023-2024 8 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 6: Child Protection Planning Meetings (CPPMs) Note: figures do not include pre-birth CPPMs This high conversion rate offers reassurance that the decision to take a child protection investigation of a baby, child, or young person’s case to a CPPM is being made robustly and that families are not being referred into this intensive process unnecessarily. The number of unborn babies being considered at Pre-Birth Child Protection Planning Meetings (PBCPPMs) shows a general upward trend over the last five years, though down from a high point in 2021/22. The proportion of unborn babies that are registered on the CPR remains high at 96%. Chart 7: Pre-Birth Child Protection Planning Meetings (PBCPPMs) The number of new registrations on the CPR has remained steady during this reporting period (82 in 2022/23, 84 in 2023/24), which offers further reassurance that only those unborn babies, babies, children, and young people deemed to be at the highest level of risk of harm are having their names added to the CPR. This ensures that focus can be retained on those living with high levels of risk. We are confident that our approach to having a consistent CPPM Chair has continued to apply continuity of thresholds when determining if child protection registration is required, and improved practice to scaffold families in need, in ways that previously did not exist. 90 (85%) 68 (93%) 49 (63%) 52 (85%) 55 (92%) 106 73 78 61 60 2019/20 2020/21 2021/22 2022/23 2023/24 The Number Of Children Considered at CPPMs and Registered No. of Children Considered No. & % of Children Registered 15 24 35 29 23 15 (100%) 24 (100%) 32 (91%) 29 (100%) 22 (96%) 2019/20 2020/21 2021/22 2022/23 2023/24 The number of children considered at CPPMs and Registered No. of Children Considered No. of Children Registered Page 165 of 454
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Chief Social Work Officer Annual Report 2023-2024 9 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 8: New Registrations on the Child Protection Register (CPR) The chart below shows the number of children and young people, whose names were on the CPR on 31 March 2024. This has remained at the lowest level since 2013 at 47, from a relatively high figure of 80 in 2020 (Covid related). This reduction coincides with a single Chair for CPPMs. Chart 9: Child Protection Register (CPR) as at 31st March 2024 All unborn babies, babies, children, and young people, whose names have been added to the CPR, become subject to a child protection plan (CPP) which is formulated, progressed, and reviewed by multi agency partners to keep them safe, in partnership with their parents or carers. This multi- agency plan is co-ordinated by the Lead Professional - Social Worker and contributed to by all relevant partner agencies. The CPP will be in place until such time as risks have reduced and it is possible to remove the unborn baby, baby, child, or young person’s name from the CPR. For most unborn babies, babies, children and young people, the period of registration will be less than 12 months and the number of children and young people who remain on the CPR for 12 months continues to reduce. 112 94 91 82 84 2019/20 2020/21 2021/22 2022/23 2023/24 The number of New Registrations on the CPR Child Protection Plan (CPP) 80 75 56 47 47 2020 2021 2022 2023 2024 No. of Children and Young People on CPR (as at 31st March) Page 166 of 454
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Chief Social Work Officer Annual Report 2023-2024 10 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 10: Child Protection Register – Length of Registration On 1 August 2023, we implemented the new timescales relating to CPPMs as laid out in the National Guidance for Child Protection in Scotland. This change allowed us to reduce the frequency of Review Child Protection Planning Meetings from 3 monthly to 6 monthly which is a much more realistic timescale for families to have made the necessary changes to reduce risk. As seen last year, the number of unborn babies, babies, children, and young people who are on the CPR for more than 12 months continues to gradually decrease. Due to the vulnerability of under 5’s, they are most likely to be represented on the CPR. The number of unborn baby referrals received in 2023/24 was 114, and has returned to previous levels, following a significant increase in 2022/23 of 147. The chart below shows referrals over a five- year period. Most unborn baby referrals continue to come from NHS Tayside; albeit any practitioner, service, or agency can raise such a referral. Chart 11: Unborn Baby (UBB) Referrals The proportion of children and young people whose names have been added to the CPR for a second period of registration remains static for the second year at 21% (detailed in chart below). This situation is being monitored and kept under review by the CPPM Coordinator. 0-5 months 6-11 months 12+ months0 10 20 30 40 50 60 70 2019/20 2020/21 2021/22 2022/23 2023/24 Num ber of Children Length Of Registration for Children on the CPR 112 122 112 147 114 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Unborn Baby Referrals Received Page 167 of 454
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Chief Social Work Officer Annual Report 2023-2024 11 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 12: Re-registrations During 2023/24 Children and Families social work applied for and was successful in becoming a pathfinder for the BH project along with Angus and Dundee. The BH is based on the Icelandic model of the Barnahus (child’s house). The Scottish Governments’ ambition for the development of the BH in Scotland is to ensure child protection processes are more child-centred and trauma-informed. The aim is to improve the right to justice, care and recovery for children and young people who are victims or witnesses of significant harm. As a pathfinder we have been awarded funds to upgrade our interview facilities to make them more child and family friendly and comfortable places to be. The BH is a multi-agency approach including social work, health, and police. The implementation of the BH is still in its infancy, but it links well with the ethos of the new SCIM approach to interviewing children. Please refer to Appendix for further details on Bairns Hoose. Our Child Protection Committee (CPC) has been instrumental in quality assuring the child protection response in Perth and Kinross. Our Child Protection Inter-Agency Co-ordinator (CPIC) retired after 14 years in the role in March 2024. The new CPIC was able to have a short handover, to ensure business continuity around a few key pieces of work. During 2023/24, we focussed on the following improvements: - consolidated some of the key improvements noted during the IRD Audit and progressing the Improvement Plan that followed Learning Reviews. - Completion of two key guidance documents to support and improve operational practice, the Care and Risk Management (CARM) Protocol for children and young people who are deemed to pose a significant risk to others or themselves and the Joint CPC and APC Guiding Principles for Transition. - In October 2023, the CPC completed a national self-evaluation exercise regarding the extent to which the National Guidance for Child Protection in Scotland 2021 - updated 2023 (pkc.gov.uk) had been implemented into practice. The self-evaluation was positive and the few areas that had been categorised as implemented ‘in part’ rather than ‘in full’ were already included in the CPC Improvement Plan for development. Bairns Hoose (BH) Child Protection – Continuous Improvement 19% 10% 9% 21% 21% 2019/20 2020/21 2021/22 2022/23 2023/24 The % of Children and Young People Re-Registered Page 168 of 454
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Chief Social Work Officer Annual Report 2023-2024 12 A Perth and Kinross where everyone can live life well, free from poverty and inequality In February 2024, the Centre for Excellence for Looked After Children in Scotland (CELCIS) published a composite report of the self-evaluations completed by all the CPCs in Scotland. The new CPIC will be undertaking further self-evaluation through a comparison exercise of how CPCs progress towards implementation contrasted with the national picture. Whilst the Scottish Government have indicated that they do not intend to request that CPCs repeat the self-evaluation exercise on a national level, it has been agreed locally that in Spring 2025, the self-evaluation exercise will be carried out again to ensure that those areas (implemented in part) are progressing as anticipated. The CPC in compliance with Scottish Government guidance, publishes an annual Standards and Quality (S&Q) report. This report is presented on an annual basis to Perth and Kinross’ Full Council Meeting and is usually considered alongside the CSWO Annual Report. A high-level infographic produced by the CPC is set out below. Page 169 of 454
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Chief Social Work Officer Annual Report 2023-2024 13 A Perth and Kinross where everyone can live life well, free from poverty and inequality CPC Standards and Quality Report 2023/24 Summary Page 170 of 454
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Chief Social Work Officer Annual Report 2023-2024 14 A Perth and Kinross where everyone can live life well, free from poverty and inequality In addition to the activity highlighted above in respect to child protection, our Fieldwork services work tirelessly to protect unborn babies, babies, children and young people from abuse, neglect, and exploitation, which do not meet the threshold for child protection measures. In 2023/24, we continued in our efforts to prioritise how we identify and respond timeously to situations not only where harm and abuse is identified but proactively engage with families to prevent an escalation in concerns. Over the last few years, Fieldwork services have concentrated on reorganising our resources and investing to support families at an earlier stage in need, particularly out-with normal working hours. We are aware that responding to the early need for support decreases the chance of crisis and reduces the need for formal child protection processes and the need to accommodate children in expensive resources, with potentially poorer outcomes. Providing opportunities for staff to work with families early improves relationship-based practice which in turn leads to better outcomes. As noted in the previous section, we are seeing the positive impact of this in our formal child protection processes. Performance information also shows a reduction in the number of children and young people being accommodated into our care. During 2023/24 there were approximately 2440 open cases to the service of babies, children, and young people. As detailed in the chart below, this support is primarily (1980 cases) provided on a voluntary basis via Section 22 Children (Scotland) Act 1995 (Voluntary Support and Guidance). The remainder cases (460) are subject to a range of legal orders. Chart 13: Legal Orders The 1980 cases supported on a voluntary basis are often a hidden part of the service, with statutory statistical returns focusing on legal orders. By working with families on a voluntary basis, we aim to prevent escalation into statutory measures of intervention, protecting the rights and autonomy for change of children, young people, and families. Our approach to meet the needs of babies, children, and young people at an earlier point in need, is evidenced in the increasing trend of Section 22 cases, with the focus being on support for wellbeing concerns. Our decline in statutory cases should be seen as a success of our approach, whilst not 1980 137 122 65 65 35 10 10 0 500 1000 1500 2000 Children (Scotland) Act 1995 - Sec 22 Children (Scotland) Act 2011 - Sec 83 Children (Scotland) Act 1995 - Sec 29 Adoption & Children (Scotland) Act 2007 - Sec 80 Children (Scotland) Act 1995 - Sec 25 Children (Scotland) Act 2011 - Sec 86 Children (Scotland) Act 1995 - Sec 23 Children (Scotland) Act 2011 - Sec 66 Legal Orders: The number of Children and Young People supported (where the no. of cases are 10 and above) 2.2. Children and Families Fieldwork Services Legal Orders Page 171 of 454
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Chief Social Work Officer Annual Report 2023-2024 15 A Perth and Kinross where everyone can live life well, free from poverty and inequality underestimating the work entailed in supporting families on a voluntary basis. Many of the children, young people and families supported under section 22 have the same complex circumstances as those on statutory legal orders, who are impacted by poverty and disadvantage. Families living in poverty, are likely to experience higher levels of stress which can lead to neglect or harm for children. Our early intervention approach engages with families, by offering voluntary support to reduce the stigma and understand the root cause of the concerns. As noted above, the year-on-year growth in concern reports into the service has driven the need for us to consider more creative ways in how we meet the need by both reorganising our resources and securing additional funding. In the last year we have worked closely across the partnership to meet the demand for family support earlier. Where appropriate, the needs of an increasing number of children, young people, and their families are now being considered at the Multi-Agency Screening Hub (MASH). The MASH is convened every 2 weeks to triage and allocate non urgent social work referrals. During the first full year (2023/24) of the MASH operating, 170 families and 217 children were triaged, and support made available. Data also indicates that 59% of the non-urgent referrals discussed were for children and young people aged between 9 -17 years old. Non urgent referrals come into our service primarily from health and education. The MASH will be evaluated during 2024/25. The number of CCRs in most age groups has remained relatively steady; with the number in the 5-10 and 11-15 age groups again being the largest. Of particular note are the children and young people in the 11-15 age group, which continues to increase and feature more prominently over the last three years. A further breakdown for the number of children and young people is provided in the chart below. Chart 14: Age of Children at time of Referral During 2022/23 we reorganised our resources to create the FST which became operational on 1 April 2023, with the aim of providing short term, early help for families on the cusp of children protection processes. In keeping with ‘The Promise’, we established this team from an existing statutory social work provision to shift the focus towards the provision of early help, prior to the need for crisis intervention. The FST complement the work of the Children and families who are Open to social Unborn 0-4 5-10 11-15 16+ - 500 1,000 1,500 2,000 2,500 3,000 3,500 2019/20 2020/21 2021/22 2022/23 2023/24 The num ber f CCRs The number of CCRs by Age Group Child Concern Reports – Wellbeing Family Support Team (FST) Page 172 of 454
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Chief Social Work Officer Annual Report 2023-2024 16 A Perth and Kinross where everyone can live life well, free from poverty and inequality work services for Planned interventions in the Evenings and weekends (COPE) team which was developed in April 2021 to provide support to families in their homes out with normal office hours. Please refer to Appendix for a case study on COPE. The FST takes referrals directly from the MASH. In the first year of operation the FST supported 119 children and young people and only 6 of these children have gone on to require longer term statutory social work support. On average each family is open for support for approximately 12 weeks or longer if required. Many families present have mental health difficulties, substance misuse, experience of domestic abuse and numerous other child behavioural difficulties and challenges. Workers have been very flexible and creative in how they engage with families and in how they sustain engagement to make a difference. The feedback from families to the team have been very positive. Please refer to Appendix for a case study on how the FST team used Talking Mats. In August 2023, we applied for funding to the WFWF to upscale the support available via our COPE team. This request was based on an evaluation of the families who had already benefited from COPE. Feedback showed that the wrap around support this team provided has prevented the need for children to be accommodated away from home. In addition, safety planning has enabled children and young people to be rehabilitated home. The bid for funding was successful and we recruited to the 3 posts in January 2024. This additional resource has allowed us to provide in home support for early mornings as well as extended hours at the weekends. We will evaluate the impact of this additional resource in 2024/25. First Steps are a multi-disciplinary team, which offers intensive family support and assessment of young children, and their families (pre-birth and post-birth) deemed to be in need, or at risk of abuse and neglect. Monitoring and understanding the voice of babies through their behaviours to help better inform assessments is an important part of their role. During the last year, the team have sought to increase their confidence in implementing ‘The Infants Voice’ best practice guidance and ‘The Infant Pledge.’ In doing so, they have had monthly consultations with the NHS Tayside’s Lead Clinician for Infant Mental Health. These consultations have included helping the team to implement the Lanarkshire Infant Mental Health Indicator Set into practice. This work has been pivotal in helping the team interpret and verbalise the behaviour of babies. It is now planned to broaden this knowledge across the other Fieldwork teams. Whole Family Wellbeing Fund (WFWF) First Steps Page 173 of 454
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Chief Social Work Officer Annual Report 2023-2024 17 A Perth and Kinross where everyone can live life well, free from poverty and inequality The vision within Perth and Kinross supports the ethos of ‘The Promise’ and promotes early intervention. Our Corporate Parenting Plan 21 -24 concluded in March 24 with a report to the Learning and Families Committee in January 2024. Improvements were noted in relation to the connections between brothers and sisters, the voice of children, and young people being heard and the developments of early intervention, some of which are described below. FEC provides focussed and holistic early intervention and prevention support for families using values of Community Learning and Development. The aim of FEC is to evidence a reduction in the number of families that are referred to social work, or where FEC will be the ongoing support following formal social work support concluding, providing support for as long as is required. During 2023/24, the project expanded from 2 to 5 localities across Perth and Kinross with funding from the WFWF used to upscale the project. Quantitative and qualitive measures were put in place during 2023/24 and will be evaluated in 2024/25. The Bail Supervision service for young people seeks to address the needs of young people aged 16- 25 involved in offending. In line with our early intervention approach, the service works with our Justice services, Scottish Courts, and other relevant organisations to get the right support at the right time for young people. The service has witnessed a steady increase in referrals for assessments from the courts. In 2023/24 there were 115 young people referred, 105 males and 10 females. We continue to provide a range of services supporting Looked After Children. We ensure that permanence decisions are made in a timely manner and monitor this through the established Permanence Tracking Meeting. During 2023/24, the average number of children being tracked was 64, with only a few who have been accommodated for over a year without a decision being made. The number of children with a permanence order has increased over a 4-year period from 47 in 2019/20, to 68 in 2023/24. Chart 15: Permanence Orders 47 47 56 56 68 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Children with a Permance Order (as at 31st March) 2.3. Services for Children, Young People and Families Families Empowering Communities (FEC) Bail Supervision Looked After Children and Young People Page 174 of 454
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Chief Social Work Officer Annual Report 2023-2024 18 A Perth and Kinross where everyone can live life well, free from poverty and inequality We are aware that delays were at the point of permanence order applications not being made timely and matching with permanent foster carers. The majority of children and young people are accommodated in community-based settings, the number of children and young people in residential care reduced from 19 in 2022 to 14 in 2024. The chart below provides a further breakdown: Chart 16: Looked After Children The Adoption team approved 2 new sets of carers, with 5 children waiting to be matched during the year. Three of these children will be matched with their current foster carers following approval. Against a backdrop of a national foster carer recruitment crisis, we managed to recruit 5 sets of new carers, albeit de-registered 6 due to retirement. Despite all the hard work and commitment from social workers we know that when children and young people enter our care, they can lose touch with the people who mean the most to them. LL supports children and young people to stay connected to, or reconnect with, people that are important to them in a planned, structured, and safe way. We continue to develop our LL service, and our ambition is to offer LL to every child or young person who is accommodated away from their family. LL training is now essential training for all social work staff in Children and Families services and has been extended to foster carers. The training has been used as a means of sharing the benefits of the process to promote better outcomes for our Looked After and Accommodated Children and young people. In 2023/24, the service received 31 new referrals, with 26 children and young people who were engaged in the process. We are currently working on a connections tool which will be used with children and young people when they first become involved with social work. The interactive tool will allow all those around the children and young people to know who is important to them and ensure that those connections are not lost. Please refer to Appendix for a case study on how the Lifelong Learning Co-ordinator supported a young person to find out more about their birth family and being part of a wider family network. Lifelong Links (LL) Page 175 of 454
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Chief Social Work Officer Annual Report 2023-2024 19 A Perth and Kinross where everyone can live life well, free from poverty and inequality FGDM is a strength-based approach which is designed to empower families to make a safe plan when there are concerns about a baby, child, or young person. It is a structured process that leads to a Family Group Meeting, helping families to identify their own strengths and solutions by mobilising resources and alliances. FGDM is recommended as an early intervention, where statutory processes may be required and it can also run alongside statutory processes, and can help families to prepare a plan, in advance of a CPPM, Looked After Review or Children’s Hearing. FGDM is entirely voluntary with referring social workers seeking the family’s consent before referring to the service. As part of quality assurance, a check on whether the family are adhering to the plan is carried out after 3 months. During the period, 61 children and young people were referred to the service; 46 engaged with the service, 33 agreed a family plan, and 30 where a family plan was put in place and were still working to it after a 3-month review. The REACH team provides intensive support to young people aged 12-18 years and their families, via a ‘one-stop’ multi-disciplinary approach, which is available 24/7/365. The team has had a positive impact on the reducing numbers of our Looked After population, especially those who are accommodated in residential placements. During 2023/24, temporary posts in the project were made permanent in light of the positive impact on reducing children in residential care. Our support to UASC is via the Children Alone Seeking Asylum (CASA) team. During 2023/24, we consolidated our approach to working with CASA by creating a dedicated Team Leader post to lead a team. Our approach has gained national attention, and we are often asked to share practice and offer support to other local authorities in development of services. During this reporting year, we have expanded our service to include community integration, educational programme – English for Speakers of Other Languages (ESOL), and housing support. Supporting integration into Perth and Kinross is one of our biggest achievements, with 43 out of 45 young people accommodated as CASA choosing to remain here. The young people have developed lasting relationships with our staff who have been called upon to offer support, including being asked to be witness at their wedding, birth partners and given invites to birthday parties for their children. The feedback we get from our young people indicates they value the support. An example of this is a message received when a young person received his status: Family Group Decision Making (FGDM) REACH (Resilient, Engage, Achieving, Confident and Healthy) Team Unaccompanied Asylum-Seeking Children (UASC) “Good news I got indefinite leave to remain, and I would like to say a big, big thanks for x and x were helping a lot I would not forget what you have done for everything my life again and again love you both of you”. Page 176 of 454
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Chief Social Work Officer Annual Report 2023-2024 20 A Perth and Kinross where everyone can live life well, free from poverty and inequality Social work plays a pivotal role in Adult Support and Protection (ASP), ensuring the safety, well- being, and dignity of vulnerable adults. Social workers are trained to identify and respond to signs of abuse, neglect, and exploitation, providing a critical safeguard for those at risk. Their expertise in person-centred care allows them to tailor support to the unique needs and preferences of each individual, promoting independence and enhancing quality of life. By advocating for the rights and needs of adults, social workers help navigate complex dynamics, ensuring access to essential services and empowering individuals to make informed decisions about their care. Moreover, social workers offer vital mental health support, addressing issues that may otherwise go unnoticed and untreated. They provide crisis intervention, offering immediate assistance during challenging times, and work to integrate adults into their communities, reducing isolation and fostering social connections. Their role extends beyond immediate care, as they also contribute to long-term planning and support, ensuring sustainable and comprehensive care solutions. The presence of social workers in ASP is indispensable, as they bring a compassionate, informed, and proactive approach to safeguarding vulnerable adults and promoting their overall well-being. In Perth and Kinross, we have increased the number of available Council Officers to undertake Adult Protection Inquiries from 40, in Jan 2021, to 61, in Jan 2024. This demonstrates a commitment to not only fulfilling our statutory responsibilities, but our ability to recruit, retain and support our social workers in developing a commitment to understanding current and future workforce planning. This is the reporting period that our data indicates that there is no significant increase in the numbers of Vulnerable Persons Reports (VPRs) received from police, in comparison to the previous year (2254 in 2022/23, 2262 in 2023/24). Further details on Adult Protection Concerns are provided in the chart below. A short life working group has been established to explore this data in comparison to previous trends. Our analysis shows that during the reporting years 2020 through to 2023, society and communities experienced a number of ‘shocks’, these included COVID, lockdowns, isolation, and a cost-of-living crisis. The direct continued impact of these had lessened during 2023/24, with the crisis response replaced by a levelling off, of referrals which has also translated to a slight reduction in Adult Protection Concerns as noted in the chart below. Responding early to any Adult Protection Concerns received is crucial. The earlier that services can respond to harm, the earlier services are able to intervene. Notwithstanding a levelling off, of Adult Protection Concerns, this is against a backdrop of historical high referrals. An average of 98.5% of concerns were screened by a social work team leader, or assistant team leader within 24-hours of these being received. 2.4. Adult Social Work Services (Adult Protection) Adult Protection Concerns Page 177 of 454
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Chief Social Work Officer Annual Report 2023-2024 21 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 17: Adult Protection Concerns We carry out an ASP inquiry where we need to inquire if harm exists. Where we know harm exists, we investigate what this is, who the harm is from and what needs to be done to mitigate the risk. Data for this reporting period shows a reduction in our use of an ASP inquiry but an increase in our use of ASP investigations. The number of inquiries reduced from 166 in 2022/23 to 114 in 2023/24, and the number of investigations increased from 140 to 148. ASP investigations are more detailed and tend to be used where risk and harm are more complex. Chart 18: ASP Inquiries and Investigations ASP investigations are more likely to be a multi-agency response to safeguarding. Therefore, as we see an increase in complexity in our case work, this is borne out in the number of investigations undertaken. We also see this complexity extending into how we use an ASP Case Conference to safeguard an adult who is at risk of harm, where we saw a 92% increase in our use of ASP Case Conferences. ASP Review Case Conferences are often used for those adults who have more than one diagnosis and are at risk from different and often multiple categories of harm. This data provides reassurance on how well the ASP legislation is used in Perth and Kinross to safeguard, particularly where complexity exists. 1427 1523 1819 2376 3081 3070 0 1000 2000 3000 4000 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 The number of Adult Protection Concerns Received Police Vulnerable Persons Report Adult Protection Concerns OOHS – Adult Protection TOTAL 142 180 212 166 114 63 69 106 140 148 205 249 318 306 262 0 50 100 150 200 250 300 350 2019/20 2020/21 2021/22 2022/23 2023/24 The Number of ASP Inquiries and Investigations No. of Inquiries No. of Investigations Total Adult Support and Protection (ASP) Inquiries and Investigations Page 178 of 454
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Chief Social Work Officer Annual Report 2023-2024 22 A Perth and Kinross where everyone can live life well, free from poverty and inequality The Access team is the first point of contact for Adult social work/care for anyone over the age of 16 who is not open to a social work team and is requiring a community care assessment and/or ASP response. We redesigned aspects of the team in 2022/23, with full implementation in 2023/24, leading to more streamlined pathways, reduced waiting times and improved experience. Key areas of improvement are, the reduction in the length of time of initial screening, with a target of two working days, and of those cases screened as meeting the criteria of the Access team will have assessments completed, agreed with client, and accepted by receiving team within 5 working days. During 2023/24, the number of open referrals waiting on initial screening reduced during 2023/24 and the average number of days between contact and assessment reduced from 20 days in 2022/2023 to 10 days in 2023/2024 as detailed in the charts below. Chart 19: Referrals waiting on initial screening. Chart 20: Average number of days between contact and assessment During 2023/24, we focused on collating demographic information to understand the profile of individuals contacting the Access team. We found an increase in younger people requesting support, or in need of a social work assessment. Whilst individuals over 65 still makes up approximately half of the workload of the team, the time spent with younger clients requires significantly more time due to the complex nature of their enquiries, which often do not result in the provision of care. The 2.5. Adult Fieldwork Services Access Team Page 179 of 454
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Chief Social Work Officer Annual Report 2023-2024 23 A Perth and Kinross where everyone can live life well, free from poverty and inequality chart below shows the % of clients below 65 years old across the Access team and localities between 2019/20 and 2023/24. Chart 21: Clients below 65 years old The Access team screened 1382 Vulnerable Adult Reports in 2023/24, a small reduction of 4 in comparison to 2022/23. As detailed in the chart below, in comparison to the previous year there was an increase in the % of mental health concerns, alcohol misuse and suicidal ideation/attempt whereas the number of reports for illicit drug use reduced. Chart 22: Vulnerable Adult Reports We are monitoring the increases in mental health concerns and suicide ideation/attempt and have adopted a mental health triage approach, linked with the third sector providers including the Neuk. The mental health assistants who are based in this service provide a support pathway for those who are impacted by their mental health. We are acutely aware of the impact on the bereaved of those who have taken their life by suicide. We have a person-centred approach ensuring each case is individually assessed and appropriate signposting/support is provided. 65% 24% 19% 19% 71% 27% 11% 28% Mental Health Concerns Alcohol Misuse Illicit Drug Use Suicidal Ideation/Attempt The % of Vulnerable Adult Reports by Concern 2022/23 2023/24 Page 180 of 454
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Chief Social Work Officer Annual Report 2023-2024 24 A Perth and Kinross where everyone can live life well, free from poverty and inequality Care at Home is an essential service in supporting people to remain living in the community. The majority of Care at Home in Perth and Kinross is commissioned by the HSCP on behalf of the Council from a network of independent providers. The Council also provides the services of the Home Assessment Recovery Team (HART). Providing Care at Home has been a challenge for several years, especially in the rural areas of Perth and Kinross, with a historical level of unmet need. During 2023/24, a number of initiatives have been implemented which have shown an increase in commissioned providers in the area. The Care at Home service has reduced unmet need by almost 20% compared with the previous financial year: Chart 23: Unmet Need for Care at Home During 2023/24, HART delivered an increased number of care hours (12.95%), in comparison to the previous reporting year (55,035 in 2022/23 and 62,164 in 2023/24). Rota optimisation in HART Perth City has resulted in an increase in the number of care hours provided during 2023/24, and once this is replicated across the North and South localities, we can expect to see a further increase, adding an extra 126 hours of provision per week to address the unmet need. In 2023, a Reablement/Care at Home Transformation Programme was initiated by the HSCP to drive greater efficiency, improve recruitment, and introduce alternatives to Care at Home, such as Technology Enabled Care (TEC). The Early Discharge Project (EDP) was established as a test of change project on 16 January 2023, with 28 staff employed. During 2023/24, the project has supported people to be re-abled within their own home and out with a hospital setting, enabling them to return home timeously, with their families and loved ones, minimising them being delayed in hospital. In the reporting year, the project supported 213 people home from hospital, with 45% being re- abled to regain full independence, and 27% being supported to return home via the EDP. A recruitment and retention workstream of the transformation programme has a few focused actions and improvements: Reablement and Care at Home Page 181 of 454
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Chief Social Work Officer Annual Report 2023-2024 25 A Perth and Kinross where everyone can live life well, free from poverty and inequality • 100 whole time employment social carer posts were required to meet current levels of unmet need for social care. Recruitment to these posts was supported by the Councils’ Communications team, where the HSCP allocated additional funding. The recruitment campaign resulted in a net increase of 22 social carers in 5 months and a total of 25 social carers across 2023/24. These campaigns are set to continue, on a rolling basis. • As well as the domestic market, we have also recruited an additional 6 social carers from overseas, as one of two local authorities selected to be part of the social care international recruitment work, led by Scottish Government. The international recruits will be starting in 2024/25. Our high demographic of older people shows that whilst on the whole older people live healthy and independent lives for longer, when they need support, it is due to multiple comorbidities resulting in the provision of complex care. As part of our workforce planning, we have been delivering ‘Get into Care’ courses across Perth College, schools, and youth services programmes to promote social care as a career. All SDS options continue to be embedded in the care pathways delivered in the three localities within Perth and Kinross. Support Choices (Community Brokerage) over the last year have continued to provide support to individuals to identify the social care interventions which are the right type, at the right time and in the right place for them. It is the aim of all integrated teams along with Support Choices to ensure individuals exercise autonomy in how their care needs are met with the opportunity to reach their full potential. This is done by supporting them to prepare for personalised assessments, the development of agreed support plans, understanding budgets, as well as helping individuals to access local support and activities within communities. The total number of Support Choices new referrals for 2023/24 was 214 (the chart below shows referrals over the 12-month period), this is an increase of 74 new referrals across all localities, compared to 2022/23 where the total was 140. Chart 24: Support Choices Referrals 11 9 14 23 13 20 27 13 14 25 23 22 0 5 10 15 20 25 30 Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar 2023/24 The Number of New Referrals for Support Choices Across All Localities Self-Directed Support (SDS) Page 182 of 454
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Chief Social Work Officer Annual Report 2023-2024 26 A Perth and Kinross where everyone can live life well, free from poverty and inequality Our staff promote wellbeing with the goal of achieving the best outcomes for individuals, which sometimes involves risk. We contextualise risk taking in the context of the wider population, recognising that positive risk taking can create positive outcomes for the service user, such as improved wellbeing and promotion of rights, independence, and dignity. SDS and personalisation are at the core of the work we undertake in our social work and social care teams to support individuals to meet their identified outcomes. We acknowledge that we often require to offer an option that is not the individual’s first choice but when we require to apply this approach it can be based on availability of service provision, centralised services (not often within rural localities) and the variation of community assets that may or may not be in existence. Table 1: Service Providers across all localities SDS Options 2022/23 2023/24 Option 2 Only 6 6 Option 2 and 3 11 11 Option 3 Only 0 0 TOTAL 17 17 Data source Commissioning Teams. As the above data implies, there has been no change to the 17 existing service providers, between 2022/23 and 2023/24 who offer a variation of Option 2 and Option 3. During 2024/25, we will work with our Contracts and Commissioning team to tender for more providers to offer greater choice to individuals. Individuals can choose which SDS option meets their outcomes after they have been assessed as meeting the partnerships’ applied eligibility criteria. This supports choice, control, and self- empowerment. If individuals do not meet the applied criteria, they are signposted to alternative interventions, Welfare Rights, Live Active, Befriending services, and Volunteering Support are some examples. SDS Option 1 The chart below reflects SDS Option 1 (Direct Payment) - utilised by individuals across all localities and shows the differences between client groups; older people and physical disabilities account for 60.5% of Direct Payments (Option 1), and carers (including one off respite) 26%. Personalisation and Self-Directed Support Page 183 of 454
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Chief Social Work Officer Annual Report 2023-2024 27 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 25: Adults SDS Option 1 Data Source: AIS System The following chart provides a breakdown of the ‘carer type’ used by individuals as part of their Option 1 support across all localities during 2023/24. Self-employed carers are the preferred carer type for South and North whereas for Perth City, personal assistants are the preferred option. Chart 26: Adults SDS Option 1 Formal Carer Type Data Source: AIS System Note: Personal Assistant (PA) - is employed by the individual/third party, there is a contract of employment in place. Self Employed Carer – works for themselves and is responsible for paying their own tax and national insurance contributions. SDS Options 2 and 3 The data below represents SDS Option 2 and 3 for 2022/23 and 2023/24. In 2023/24, SDS Options 2 and 3 totalled 6363, an increase of 3% compared to the previous year. The vast majority of SDS support over the two years was provided under Option 3, showing an increase of 4.2% in 2023/24, compared to the previous year. 83 28 3 29 15 147 15 9 38 8 204 36 7 63 33 OLDER PEOPLE & PHYSICAL DISABILITIES LEARNING DISABILITIES MENTAL HEALTH CARERS CARERS - ONE OFF RESPITE Adults SDS Option 1 by Client Group Perth North South 128 74 113 198 187 75 South North Perth City The number of SDS Option 1 by Carer Type Personal Assistant by locality Self Employed Carers by locality Page 184 of 454
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Chief Social Work Officer Annual Report 2023-2024 28 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 27: SDS Options 2 and 3 SDS Options: Option 2 - individuals direct the available support and hold no administrative responsibility. Option 3 – locality authority arranges support. Living Well Care is an in-house Option 3 Care at Home provider within the HSCP. The staff have extra duties and a wider criterion with their clients than other Care at Home services. The staff are a self- managed team which entails doing their own reviews, scheduling, rotas, screening of clients and other tasks such as strength and balance, referrals to social prescribing, and linking individuals with resources within their wider communities. They have a degree of flexibility over any extra time they might spend with clients to help them address isolation and re-engage with the community. The Living Well teams are focused within the rural areas of Blairgowrie, within the North locality, and Crieff, within the South Locality, supporting Community Hospital discharges. For individuals to be supported to reach their outcomes, having control to choose who can support them in their life, is critical, crucial, and empowering, and reflects what matters to them. Appendix provides further case studies of SDS options 1 - 4. Demand for carer support remains high at 1,045 referrals in 2023/24. Early intervention and prevention measures in communities also provide support to carers without recourse to formal services, which may account for a reduction of referrals of 16% from the previous year to the same level as 2021/22. Carers support workers continue to be an integral part of the three-locality Adult social work teams, Specialist Community Outreach and Prevention Engagement team (SCOPE) and Integrated Drug and Alcohol Recovery Team (iDART). This is supported by investment in our carers centre and other commissioned services to provide support for carers. The Joint Carers Strategy 2023-2026 was approved in June 2023. Our 2023/24 progress over the first-year highlights: • 490 Adult Carer Support Plans (ACSP) (increase of 10 on previous year) and 380 Adult Carer Support Reviews undertaken (increase of 52). 1027 997 5150 5366 6177 6363 2022/23 2023/24 The number of SDS Options 2 and 3 Options 2 Options 3 Total Living Well Care Personalised Lived Experiences Support for Unpaid Carers Page 185 of 454
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Chief Social Work Officer Annual Report 2023-2024 29 A Perth and Kinross where everyone can live life well, free from poverty and inequality • A reduction in the number of carers registered with the carers centre from 1672 to 1622 (in part due to preferences expressed by carers to opt-out of support). • Issuing 694 Carer Emergency Plans. • The percentage of people admitted to permanent care due to carer breakdown has remained largely consistent (17.3% in 2022/23, 17.5% in 2023/24). • 1,949 respite bed nights in care homes and 9,850 hours of home respite. There were also 360 grants awarded through the carers centre to enable carers to have a break. • Health and Care Experience (HACE) survey 2023/24 showed 62% carers indicated positively that they had a good balance between caring and other things in their lives (20% neutral), with over 30% saying that the support they received enabled them to continue caring (45% neutral). • Carers Voice, our local unpaid carers representation and participation group, currently has 147 members and carers that are represented at a number of strategic and working groups. • We reviewed and revised our information for carers for launch in Carers Week 2024/25. Appendix provides a case study of carers support. Page 186 of 454
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Chief Social Work Officer Annual Report 2023-2024 30 A Perth and Kinross where everyone can live life well, free from poverty and inequality The HSCP supported 515 clients with a learning disability and/or autism in 2023/24, of which 340 were open to the SCOPE team, which is a specialist team working with those who have complex care requirements, the remaining individuals assessed as non-complex, open to our locality social work teams. Of those individuals open to the SCOPE team, 24 young people were supported when leaving school in 2023. The team undertook a multi-disciplinary approach in supporting the young people, the chart below demonstrates the disciplines within the team who were actively involved in the transition journey. Chart 28: Transition Leavers The SCOPE team has continued to deliver a multi-disciplinary approach which is sustaining individuals in their own homes, reducing the need for admission into hospital or care provision. There were no admissions into long stay hospitals in 2023 and one person was discharged. SCOPE outreach workers have supported 25 service users over 2023/24 with transitioning to day opportunities, college and in some instances to new accommodation. The input from SCOPE’s outreach team along with the psychology service has also been crucial in offering additional support to prevent carer breakdown and providing care at home when there has been gaps in care provision, enabling service users to remain within their own home. Appendix provides a case study of the multi-disciplinary approach in the SCOPE team. In addition to the work undertaken by SCOPE, there have been ongoing developments within the other learning disabilities services including: the overnight responder service, employment support team, and day opportunities. During 2023/24, work was undertaken to deliver a 6-month ONRS test of change with 5 individuals who had a shared waking night service. This was a joint piece of work with the Community Alarm team, Supported Living team, St Catherine’s Road, Technology Enhanced Care team, and social work. The test of change delivered a positive outcome and evidenced that the ONRS service was meeting the overnight care needs of the individuals. It is envisaged that should the service continue to meet their needs; this will become a permanent service which can be rolled out wider across Perth and Kinross. 24 14 3 7 00 5 10 15 20 25 Total number of Young People who left school 2023 Social Worker Only Plus AFGDM Co-ordinator Plus Outreach Worker Input from All 3 The number of Transition Leavers during 2023 2.6. Learning Disabilities and Autism Services Overnight Responder Service (ONRS) Page 187 of 454
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Chief Social Work Officer Annual Report 2023-2024 31 A Perth and Kinross where everyone can live life well, free from poverty and inequality The HSCP’s EST has a strong record of supporting people with learning disabilities and/or autism, and mental health, who have the right to access meaningful activities and/or employment opportunities within their own communities. The team also support with job retention, early intervention, and crisis employer support. Four team members completed their Supported Employment qualification in 2023/24, with all team members now either holding this qualification, or scheduled to complete it. The EST currently support 129 people, with 157 people being supported in total across 2023/24, who have a variety of health conditions, illnesses, and disabilities to prepare for, alongside finding and maintaining paid employment. Of the current 129 people supported, 83 have a learning disability and/or autism. The EST have also delivered 2 work skills courses involving 13 people across 2023/24, one group had learning disabilities, and the other was for individuals with mental health concerns. This is of significant benefit in terms of supporting people through their journey to employment. We have sought to strengthen our response to positive outcomes of transitions to (learning disabilities) day opportunities. During 2023/24 we created the post of a transition worker to help streamline and improve the transition processes. This has ensured a consistent person works in partnership across education and SCOPE, in collaboration with parents and the young person, to navigate the pathway from Children to Adult services via day opportunities. This has improved open, honest, transparent communication and the building of trust. Empowering individuals, enabling problems to be identified, and resolved quicker. The role also identifies any gaps, or additional resources required before the young person transitions to Adult services. Our attendee numbers at Gleneagles and Kinnoull day opportunities have remained stable, with individuals leaving the service to progress towards identified outcomes such as independent living and further education, and new attendees joining. We have noticed an increase in complexity of individuals referred to the service, with work ongoing to clarify criteria and capacity within services to respond to this changing need. Gleneagles and Kinnoull Day Opportunities continue to improve and develop services through the inclusion and involvement of service users. Collaborative work with Health Improvement Scotland (HIS) which concluded in 2023 provided opportunity for stakeholders including those with lived experience to lead and direct the delivery of day opportunities. This led to a successful application to the Angel’s Share Fund having identified the need to improve the sensory room and garden area to create a more welcoming and safer environment that meets the needs of all who attend. Attendees and staff co-wrote the application and pitch video and presented the final in-person pitch to the Angel’s Share Panel. They pitched for just over £2000, but were offered an award of £5000, evidencing the strength of the application. Please refer to Appendix for further details on the project. Employment Support Team (EST) Day Opportunities Gleneagles and Kinnoull Day Opportunities Page 188 of 454
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Chief Social Work Officer Annual Report 2023-2024 32 A Perth and Kinross where everyone can live life well, free from poverty and inequality This commenced with the development of their accessible and sensory community garden in 2023/24. This has been achievable through community fund monies, with further funding being sought from the Helping Hands funding stream. Progress so far has been possible through partnership, working with Paths 4 All, who have provided professional input, and the Council’s social work Unpaid Work team who have provided physical support to clear grounds, prune, and general maintenance. FUN in Perth and Kinross is an initiative designed to provide social opportunities for people with learning disabilities. It offers a variety of activities such as discos, karaoke, meals out, theatre visits, cinema trips, dance, drama, and bowling. These activities help individuals develop friendships and lasting relationships. Unfortunately, our FUN Coordinator post has been vacant since October 2023, which we have struggled to recruit to. We are now examining alternative models, recognising that demand remains high for services. At present, there are 150 individuals registered with FUN. This service has shown continual growth over the last 4 years (an increase of 74.4%), as detailed in the chart below. Chart 29: Friend Unlimited Network (FUN) 86 92 103 138 150 2020 2021 2022 2023 2024 The number of people registered at FUN Blairgowrie Day Opportunities Friend Unlimited Network (FUN) Page 189 of 454
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Chief Social Work Officer Annual Report 2023-2024 33 A Perth and Kinross where everyone can live life well, free from poverty and inequality Overall, the total number of people accessing Day Opportunities for Kinnoull, Gleneagles, Blairgowrie and FUN increased compared to the previous year (245 in 2022/23 and 267 in 2023/24). As shown previously there has been a steady increase for FUN attendance levels since 2020. Chart 30: Learning Disabilities Day Opportunities 53 30 24 138 60 30 27 150 Kinnoull Day Opps Gleneagles Day Opps Blairgowrie Day Opps FUN The number of People Accessing Day Opportunities (as at 31st March) 2023 2024 Page 190 of 454
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Chief Social Work Officer Annual Report 2023-2024 34 A Perth and Kinross where everyone can live life well, free from poverty and inequality Demand for the MHO service has remained high throughout the reporting period, in relation to both the Mental Health Act and Adults with Incapacity Act. We have met this demand within our existing MHO resources. We have ensured that all patients who are subject to compulsory measures of care, under the Mental Health Act, have an allocated MHO to support them in their recovery journey, working with them from admission to hospital, throughout treatment and enabling them to return home with an appropriate level of support. Social Circumstances Reports (SCRs) are a key component of the patient journey, with a report being completed to explore the circumstances leading to compulsory admission to hospital under the Mental Health Act. This is a key tool in planning for safe and successful discharge for patients and ensuring that their health and social care needs are met in the longer term. In their annual monitoring report 2022/23 (latest reporting period), the Mental Welfare Commission noted that Perth and Kinross Council’s completion rate for SCRs was 84.5%, compared to a national average of 46.9%. This is a significant achievement, and we aim to ensure that this completion rate is improved on. Our goal is to complete a SCR for all patients who are subject to a Short-Term Detention Certificate, where one has not been completed in the past 12 months, or where circumstances have significantly changed. The service has recognised and responded to national pressures relating to recruitment and retention of MHOs. The SSSC Mental Health Officers (Scotland) Report 2023 noted that in 2023, 52% of MHOs nationally were over the age of 50. Similar demographics were observed in our own workforce and therefore succession planning has been central to our workforce plan. We are engaged in an ongoing process of recruitment and development to support social workers to undertake MHO training and to externally recruit MHOs. We are now seeing the benefits of this, with a stable MHO workforce, and with plans in place for further future development through continued training and development of our workforce. We plan to embed MHOs in locality social work teams to promote the role as an option for career progression and to ensure that this specialist knowledge is available within teams throughout the Council. The MHO team has close working relationships with HSCP Mental Health Service colleagues and are directly involved with transformation workstreams, including the development of a Primary Care Mental Health service and NHS Tayside service re-design of the Community Mental Health Team (CMHT) and in-patient pathways. The team is involved with providing training on aspects of MHO and mental health work to the wider HSCP workforce, on areas including legislation, mental disorder and issues relating to capacity. We have also developed links with local universities, providing regular input to social work training courses on aspects including report writing, mental health social work practice and preparing for interviews. Our MHO service operates an emergency duty rota, to ensure a prompt response to requests for MHO assessments, both within and out-with office hours. The chart below shows rates of MHO duty call outs over the reporting period, with rates for the previous 12 months shown for comparison. Total rates have remained relatively constant, with 286 calls in 2023/24, compared to 290 in 2022/23. 2.7. Mental Health Officer (MHO) Services Page 191 of 454
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Chief Social Work Officer Annual Report 2023-2024 35 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 31: Mental Health Officer Duty Calls The rates of Emergency Detention Certificates (EDCs) were relatively stable during 2023/24, the Short-Term Detention Certificates fluctuated over the 12-month period. Chart 32: Emergency Detention and Short-Term Detention Welfare Guardianship (WG) provides a legal decision-making framework for adults who lack capacity to make decisions about their welfare, but who have not appointed a Power of Attorney. This is particularly important when long-term care is being considered or when decisions required about the adult’s community care needs are complex. All applications for WG require a report from a MHO, commenting on the appropriateness of the proposed order and suitability of the proposed guardian. The chart below details rates of request for MHO reports, showing an increase for both Adults with Incapacity Case Conference and WG reports compared to the previous year. 0 10 20 30 40 50 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar The number of Mental Health Officer Duty Calls Recieved 2022-2023 2023-2024 0 10 20 30 40 50 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Rates of Emergency Detention and Short Term Detention Certificate during 2023/24 Emergency Detention Short Term Detention Page 192 of 454
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Chief Social Work Officer Annual Report 2023-2024 36 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 33: Mental Health Officer (MHO) Reports In this reporting period we have seen a small overall increase in total requests, from 223 in 2022/23 to 234 in 2023/24. During the reporting period, we did not operate a waiting list for this work, ensuring that applications were able to be lodged in court as soon as practicable and minimising delays in discharge from hospital or commencement of care packages. Work has been underway for the past 2 years to bring services together from across health, allied health professionals and social care with the iDART being the first fully integrated team in the HSCP. The Medication Assisted Treatment (MAT) standards have given a focus and a voice to substance use services to ensure that they not only adhere to these standards but are future planning to make sure that those individuals who use substances are listened to and that services respond appropriately by changing processes and pathways to meet their needs. Following our successful implementation of standards 1 - 5 in 2022/23, the final year of the implementation plan, in 2023/24, saw a focus on three key areas of work: MAT Standards 6-10 implementation; continuing to develop the work of our Integrated Substance Use service, iDART and an expansion of our recovery work. • “Probably would not be where I was today if not for worker.... have experienced periods of abstinence and I am doing so again,” • “I could not be happier or gladder that I got in touch with my worker when I did as I can’t imagine where I’d have ended up. Cocaine is the worst thing ever,” • “I feel lucky to have been given one of the peer workers she understands me even when I don't understand myself, I think when talking to someone who has not walked in my shoes it can be difficult to explain things,” • “I am very happy with the support I am receiving I feel it is helping me very much on my recovery journey and I am glad I came into the service now, before I had no hope now, I have lots,” • “My experiences have been excellent. The support my worker provides is top notch. He is knowledgeable and approachable and uses language I can understand. He has supported me to understand and cope better.” 112 120 111 114 2022/23 2023/24 The number of Mental Health Officer Report Requests - AWI Work AWI Case Conference Private Welfare Guardianship Report Integrated Drug and Alcohol Recovery Team (iDART) Testimonials: MAT Standards feedback from Service Users and Families included Page 193 of 454
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Chief Social Work Officer Annual Report 2023-2024 37 A Perth and Kinross where everyone can live life well, free from poverty and inequality During 2023/24, our work included engaging with our partners to review our work, which included: • revising our training plans for psychological therapies. • improving staff awareness and referral routes to independent advocacy. • holding joint meetings with mental health and substance use workers to improve patient care. • developing a suite of trauma training opportunities for staff working across different services. As part of our partnership work, collaboration was undertaken with Justice social work to co-design and co-deliver the specified persons test of change. This enables service users who come through the justice system to have streamlined support between the two services, delivered by Justice addiction support workers. During the reporting period, 30 full assessments were completed, and 20 alcohol and drug treatment requirements were made by the court. The success of work undertaken by the iDART during 2023/24 has resulted in improved outcomes for individuals supported by the service: • a reduction in near-fatal overdose incidents: from 89, in 2022/23, to 83, in 2023/24. • an increase in the number of approved residential rehabilitation places: from 0 in 2019/20 to 26, in total, by 2023/24. • an improvement in treatment waiting times: from 94.4% in 2022/23 to 95.9% in 2023/24. • an increase in the number of Naloxone kits distributed: from 653, in 2022/23, to 694, in 2023/24. Page 194 of 454
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Chief Social Work Officer Annual Report 2023-2024 38 A Perth and Kinross where everyone can live life well, free from poverty and inequality Justice social work plays a key role in the rehabilitation and reintegration of individuals who have been in conflict with the law, into society. By addressing the underlying social, psychological, and economic factors that contribute to offending behaviour, social workers help reduce recidivism and promote public safety. They provide essential support services, such as counselling, substance misuse treatment, and support to engage in the employment market, which are crucial for them to rebuild their lives and become productive members of the community. Additionally, social workers advocate for fair and humane treatment within the justice system, ensuring that the rights and needs of individuals are respected and met. Furthermore, Justice social work contributes to the overall effectiveness and efficiency of the justice system. By working closely with public protection partners, courts, and prisons, social workers help to develop and implement evidence-based interventions that address the root causes of offending behaviour. This collaborative approach not only improves outcomes for individuals but also alleviates the burden on the justice system by reducing the need for prison sentences, keeping individuals in their communities with family and support networks. Ultimately, the integration of social work into the Justice system fosters a more holistic and humane approach to crime and punishment, benefiting individuals and society as a whole. Please refer to Appendix for case studies. Our CJSS is a core member of the Perth and Kinross Community Justice and Safety Partnership which launched a new Community Justice Outcome Improvement Plan (CJOIP) in June 2023. The plan is in line with The Vision for Justice 2022 and National Strategy for Community Justice. The plan was based on a multi-agency Strategic Needs and Strength Assessment (SNSA) with a number of specific priorities identified for the CJSS. During 2023/24, the service progressed a number of initiatives to address the increased activity from the courts. Bail Supervision is a programme that provides oversight and support to individuals released on bail, ensuring they comply with court conditions and attend all required legal proceedings. An additional Bail Officer was employed during 2023/24 which increased capacity and enabled more assessments to be carried out, but this did not translate into a higher volume of individual’s receiving Bail Supervision. As detailed in the chart below, the number of assessments undertaken increased from 268 in 2022/23 to 336 in 2023/24 (increase of 25%) and there was a reduction in the number of people receiving bail supervision from 63 to 40 (reduction of 36.5%). 2.8. Justice Services Community and Justice Safety Service (CJSS) Bail Supervision Page 195 of 454
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Chief Social Work Officer Annual Report 2023-2024 39 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 34: Bail Supervision There are a number of factors which may have contributed to assessments not translating to open cases, e.g. A transitional period during the year, with visiting Sheriffs attending local courts; and adverse weather resulted in flooding at court premises affecting where cases were heard. We also observed higher volumes of people in custody with no fixed abode, from out-with the area, or appearing on warrant. Diversion from Prosecution (DfP) is a legal process that redirects individuals away from traditional criminal justice proceedings and towards rehabilitative programmes. This approach aims to address the underlying causes of offending behaviour, such as substance abuse or mental health issues, by providing appropriate interventions and support services. The service established a rolling programme of multi-agency diversion training. The purpose of this training was to improve understanding of the diversion journey including: • Interconnections between partners and how they can maximise diversion opportunities. • Understanding of roles and responsibilities - and the relevance of recording wider family context. • Improved recording of antecedent information. A Diversion Agreement was developed to ensure people progressing with diversion have a clear understanding of the process they are entering. Unfortunately, we experienced a significant turnover of staff delivering diversion during the reporting period and the agreement was not consistently used. This will be progressed during 2024/25. 33 268 336 16 63 40 2021/22 2022/23 2023/24 The number of Assessments and Cases Commenced for Bail Supervision No. of Assessments Undertaken No. of Cases Commenced Diversion Page 196 of 454
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Chief Social Work Officer Annual Report 2023-2024 40 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 35: Diversion from Prosecution As shown in the chart above, the number of DfP cases increased from 63 in 2022/23 to 84 in 2023/24. We are aware that the Procurator Fiscal and Crown Prosecution Office have been undertaking a concerted effort to deal with a backlog of referrals which may account for the increased numbers, rather than an increase in prevalence. In particular, we have seen an increase in DfP cases for 16 to 17-year-olds. A Structured Deferred Sentence is a judicial measure that allows a court to delay sentencing for a specified period while the individual engages in structured social work support and interventions. This approach is designed to address underlying issues such as substance abuse, mental health problems, or social challenges that contribute to offending behaviour. The SDSRTS works specifically with young people using a trauma informed approach designed to stabilise their chaotic lives. The service supports an average of 25 to 27 young people at any given time. The service, delivered at Westbank, is coordinated by a Justice social work assistant, and is supported 2.5 days per week by two social workers. SDSRTS brings relevant services to the Westbank site i.e. drug and alcohol workers and employability agencies. Young people continue to be supported in areas identified by them using the Right Track Life Wheel and personal development plan. During the reporting period, the following outcomes were received in respect of SDSRTS (14), admonished (5), community payback order supervision (2), custodial sentence (0), monetary penalty (1). The Cabinet Secretary for Justice and Social Affairs visited OWLS on 20 July 2023. The Minister took time to listen to the experiences of woman in the justice system, and how OWLS had supported them, and addressed the underlying causes of their offending behaviour. Through collaborative work, OWLS has built a strong network of service contacts. This has enabled women to access a broad range of services and meet their specific needs at the right time for them, thereby offering a bespoke service for each person. Central to the operation of OWLS is the involvement of service users who support and empower their peers and are a key asset to the development of the service and how it continues to grow and evolve. 108 107 63 118 115 84 No of Referrals No of assessments undertaken No of cases commenced during 31 Mar 24 The number of Referrals Received, Assessments Undertaken and Cases Commenced 2022/23 2023/24 Structured Deferred Sentence Right Track Service (SDSRTS) One-Stop Women’s Learning Service (OWLS) Page 197 of 454
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Chief Social Work Officer Annual Report 2023-2024 41 A Perth and Kinross where everyone can live life well, free from poverty and inequality OWLS accessed iPads to support women to take part in online training modules for basic literature skills. These women were from a minority background and were unable to read or write due to having little or no education. One of the women who completed the course was able to address and overcome a number of personal barriers which stemmed from her lack of access to education. OWLS secured funds through Tayside Counsel on Alcohol (TCA) to run Cook-it. This is a community health initiative delivered in partnership with NHS Tayside, Dundee City Council Communities Health team and Perth and Kinross Council. The programme is delivered by OWLS staff who undertook the necessary training and is a rolling programme. Staff provided basic nutritional knowledge and how to use the C.A.N. (Cheap and Nutritious) Cook-it Resource to educate women about nutrition, healthy eating, and cooking on a budget. As a package, this provides valuable, up-to-date information on family meals, nutritional requirements and how to convey key nutrition information into practical advice that women can put into practice. This is a project targeted at men given a community payback order (CPBO) - supervision requirement. Similar to OWLS above, the project is gender specific and aimed at the needs of males. The project develops interventions and assessments and works with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work. Intervention is designed to increase positive life chances and pro-social decision making for males. It helps them find purpose, improve their wellbeing, and rebuild relationships within their communities and families. During 2023/24, learning from the project was used to determine wider applicability across the broader justice service. This trauma groupwork intervention was initially trialled within EVOLVE and then extended to the wider team during 2023/24, following the independent evaluation of the programme. Feedback was positive from both participants and staff. The Caledonian Programme is an integrated approach to addressing domestic abuse perpetrated by men toward a female partner or ex-partner which continues to be available in Perth and Kinross. Court reports for offences that required an assessment of suitability for the Caledonian Programme has reduced slightly over the past year, with a total of 96 being completed. This, compared to previous years’ totals of 52 in 2020/21; 85 in 2021/22; 103 in 2022/23 (detailed in the chart below). As in the previous year, more staff members have been trained in use of the Spousal Assault Risk Assessment-Version 3 (SARA-v3), so now all social workers in the team can complete court reports for domestic offences. The EVOLVE Project Connecture The Caledonian Programme Page 198 of 454
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Chief Social Work Officer Annual Report 2023-2024 42 A Perth and Kinross where everyone can live life well, free from poverty and inequality Chart 36: Domestic Violence Court Reports A total of 15 social workers/senior practitioners have completed the Caledonian Case Manager training, which allows them to supervise clients, subject to a two-year Caledonian programme requirement. Currently, the Caledonian women’s worker and children’s worker roles are carried out by staff working with Action for Children. We are working towards bringing these posts in-house to Perth CJSS at some point in 2024/25 and Transfer of Undertakings (Protection of Employment) (TUPE) negotiations are at an advanced stage. This will have several benefits, most notably, closer working relationships with all workers and improved access to information within our own recording system. Pre-sentence CJSWR requests have almost returned to pre-pandemic volumes. We have seen a small decline in reports submitted on time which was linked to challenges around recruitment for social workers during the reporting period, provided in the chart below. Chart 37: Criminal Justice Social Work Reports A DTTO is a legal order used to mandate individuals with substance abuse issues to undergo treatment and regular drug testing as part of their rehabilitation process. Our capacity to manage DTTOs is restricted to 5 individuals at any one time due to the intensity of resources required. We are working with NHS Tayside and plans are now underway to extend the capacity of DTTOs from 5 to 10, as we are concerned that our recommendations to the Court could be based on capacity and 52 85 103 96 2020/21 2021/22 2022/23 2023/24 The number of Domestic Violence Court Report Requests 97% 98% 96% 95% 93% 2019/20 2020/21 2021/22 2022/23 2023/24 % of Criminal Justice Social Work reports (CJSWR) submitted on time Criminal Justice Social Work Reports (CJSWR) Drug Treatment and Testing Orders (DTTOs) Page 199 of 454
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Chief Social Work Officer Annual Report 2023-2024 43 A Perth and Kinross where everyone can live life well, free from poverty and inequality not need. Individuals may receive an alternative sentence for example, a CPBO with a drug treatment requirement, supervision, or prison-based sentence. We are aware of the interplay between offending behaviour and alcohol use and have an established partnership with TCA who deliver mentoring support to people on court orders. The partnership delivers a mentoring approach to women within the OWLS Service and to males via the Perth Mentoring for Men service. Interventions are person-centred, formulated on a bespoke agreement/contract between the mentor, mentee, and the referrer. We have found that mentoring has supported engagement/compliance with mandatory requirements and intervention. Individuals have reported that intervention has increased their motivation/compliance, reduced alcohol consumption, reduced illicit drug use, helps maintain progress, supports them to sustain their accommodation, enables them to engage in education, training, and improve their financial position. UPW, also known as Community Payback, is a requirement imposed by the court as part of a CPBO, where individuals are mandated to complete between 40 – 300 hours of work on community projects within 12 months. Our UPW team has continued to explore opportunities to develop partnerships to improve opportunities and outcomes for those subject to unpaid work. During 2023/24, the team based at Westbank have: • relaunched accredited training in Forklifts and Telehandlers – to enhance employability. • joined a partnership arrangement to help clear fly-tipping in Perth and Kinross, which has proved popular with the public and the partners. • conducted a public consultation on UPW. • Invested in an elevated platform to enhance the training offer. • established a partnership with housing to restore gardens of vulnerable tenants before they join the garden maintenance scheme. Westbank has a number of projects under ‘one roof,’ with the Westbank Project’s Employability Service having been established for several years. We recognise the important links between a reduction in recidivism and purposeful activity and consider every individual’s employment circumstances, subject to unpaid work. Those who are not working are supported to access education and training to access the employment market. Uniquely Perth and Kinross is the only local authority in Scotland that has two adult male prisons in its area. Whilst PBSW is carried out within Scottish Prison Service (SPS) premises at HMP Perth and HMP Castle Huntly, the staff group are all employees of Perth and Kinross Council. PBSW staff work in an environment that is unparalleled to other social work settings, which brings additional stresses and strains on the workforce. The two PBSW teams have focused their attention during the reporting period on utilising trauma informed approaches to their working relationships, both with prisoners but also each other. Specifically, a PBSW meditation group has been established during the reporting period, providing individuals an opportunity to take part in guided meditation Access to Alcohol Services Unpaid Work (UPW) Team Prison based Social Work (PBSW) Page 200 of 454
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Chief Social Work Officer Annual Report 2023-2024 44 A Perth and Kinross where everyone can live life well, free from poverty and inequality sessions and more importantly, learn effective self-regulation skills which can be applied in custody or the community. We have worked closely with HMP Perth as part of a Construction Academy (Robertson Construction in conjunction with Fife College) which was established in May 2023, where prisoners build and deconstruct a building during the programme, gaining skills for the construction industry (see Appendix for case study). We have supported the expansion of the Employability Academy by purchasing a Greene King kitchen during the reporting period. This purchase will enable HMP Perth to establish a Greene King Catering Academy during 2024/25, where participants will learn the Greene King menu, providing enhanced opportunities for employment on release. We have promoted better connections with employers and the Local Employment Partnership (LEP), which has led to the Head of Offender Outcomes at HMP Perth joining the LEP, providing a voice to people in the justice system, many of whom are furthest from the jobs market. The TARL report is a joint assessment co-produced between PBSW and CJSW for people being considered for release by the Parole Board. The report was launched in November 2022 and an audit of the quality of reports was undertaken in March 2023. The findings from the audit were shared with the workforce at the start of 2023/24, which showed positive feedback on the majority of reports completed. Learning areas identified formed part of our improvement plan during the period. VT refers to the support services offered to individuals after their release from custody, aimed at facilitating their reintegration into society and reducing the likelihood of reoffending. During 2023/24, a VT Co-ordination Meeting was established to consider the support needs of males serving a short-term prison sentence (sentence of under 4 years/not subject to statutory supervision) due for release within the following 3 months. The meeting was attended by the Community Justice Co-ordinator, Complex Needs Co-ordinator, CJSW, Apex (New Routes), Churches Action for the Homeless, and more recently iDART’s prison/hospital liaison nurse. The Coordination Meeting reviews the individual’s circumstances and offers support to the person from the organisation best placed to provide it. Where appropriate, the VT offer was provided by CJSW (i.e. where a difficult to engage person already had a relationship with a worker) or intensive housing support (where a person was known to have more complex needs requiring a higher level and intensity of support). During the reporting period, 24 individuals signed up for a VT offer. The initiative highlighted that multiple workers can be involved which can lead to confusion and the level of support provided can be worker dependent. Please see Appendix for a case study on Voluntary Throughcare. Complex Needs Coordinator (CNC) The CNC role commenced in September 2022 (a two-year test of change), jointly funded by Justice social work and the Alcohol and Drug Partnership. The role initially dealt with Police Custody Referrals from Positive Steps (Arrest Referral). The CNC offered community-based support to those referred who did not have a support worker allocated to them. During this reporting period, the CNC HMP Perth - Employability Academy Throughcare Assessment on Release on Licence (TARL) Voluntary Throughcare (VT) Co-ordination Page 201 of 454
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Chief Social Work Officer Annual Report 2023-2024 45 A Perth and Kinross where everyone can live life well, free from poverty and inequality started to receive referrals directly from police following the Positive Steps test of change ending. The CNC post has evolved over time following identified gaps in relation to the co-ordination of the VT offer and in relation to support available to the remand population. Examples of the most common requests for support include - mental health, housing, substance use and benefits. Learning from the test of change to date has highlighted that the support requirements of those being released from police custody, remand and short-term prison sentences are largely the same and all require coordination. Please see Appendix for case studies of CNC work. Page 202 of 454
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Chief Social Work Officer Annual Report 2023-2024 46 A Perth and Kinross where everyone can live life well, free from poverty and inequality During 2023/24, there was an inspection visit to HMP Perth, which was supported by the Care Inspectorate. In addition, during the reporting period there were a total of 31 inspections to Care Homes, 7 to Supported Accommodation and 1 to Care at Home services. There were no unsatisfactory ratings during this year. Further information on the Enhanced Care Home Support team, which is helping to drive improvement in this area, is available in the Integrated Joint Board Annual Performance Report 2023 - 24. The Care Inspectorate undertook a thematic review of PBSW during 2023/24, with a final report expected to be published in May 2024. Our two PBSW teams based in HMP Castle Huntly and HMP Perth were in scope for the review. The basis of the review included: scoping meetings with Social Work Scotland, the Risk Management Authority, Community Justice Scotland, the Scottish Government, and the Children and Young People’s Centre for Justice. In addition, a desktop review of pertinent documents relating to PBSW was undertaken. A staff survey was issued and focus groups with key partners held. Finally, a consultation was taken with people with living experience. A thematic review was also conducted in respect to disabled children and young people’s experiences of social work services, which commenced in May 2023 and is due to conclude in May 2024. We completed a local authority survey which included quantitative and qualitative data from our IT system and working perspective of how well we believe we support disabled children and young people. The Care Inspectorate will be publishing their report later in 2024/25. In 2023/24, the number of complaints for Adult social work increased compared to the previous year, whereas complaints for Children, Families and Justice reduced as detailed in the table below. Key learning arising from specific complaints includes improving the provision of providing information regarding finance and process when people are moving from hospital to care home. This relates to a few cases where better communication was required. Table 2: Overview of Stage 2 complaints Number of Complaints Number of complaints acknowledged on target (3 days) 2020/21 2021/22 2022/23 2023/24 2020/21 2021/22 2022/23 2023/24 Adult Social Work 11 17 13 19 10 16 12 11 Children, Families and Justice 9 9 18 10 8 7 14 9 3. Scrutiny Inspections Care Inspectorate Thematic Reviews Complaints Page 203 of 454
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Chief Social Work Officer Annual Report 2023-2024 47 A Perth and Kinross where everyone can live life well, free from poverty and inequality Across our social work services, we continued to experience significant workforce pressures which commenced in 2022/23. The national recruitment crisis of social workers and social care staff was felt by our local frontline services, which led to significant staffing gaps in teams for lengthy periods. It is difficult to identify a single cause, other than to contextualise it with managing the post Covid demand for support, and staff reevaluating their own work-life balance and reducing their working hours. In addition, the impact of the cost-of-living crisis cannot be underestimated, particularly the cost of fuel for staff who require to travel a substantial distance to get to work, choosing to work closer to home. Staff vacancies not only impacted on those needing a service, but also staff who remained in teams and faced a constant prioritisation of their workload. Whilst staff were relocated to teams with the greatest vacancies, this also created instability across our workforce. The ‘Workforce’ and ‘Training, Learning and Development’ sections of this report, provide details of extensive steps taken to proactively offer student placements and learning opportunities across a variety of settings to support future recruitment opportunities. As noted in the ‘Resources’ section of the report, the economic climate during 2023/24 had an impact on increasing cost when purchasing services. In particular, the cost of transporting children to and from family time sessions. Work to fulfil the ambitions of ‘The Promise’ which advocates the importance of ensuring siblings can maintain their bonds if they are living apart and the necessary support that should be provided to nurture these relationships came with a financial cost. Where children are subject to a compulsory supervision order via the Children’s Hearing, we have noticed that mandated family time contact requirements have increased. Taxis are procured to facilitate these arrangements, however recent increases in taxi fares have far exceeded budgeted inflationary uplifts. This additional cost has put significant pressure on budgets at a time of financial constraints, with teams having no influence on curtailing these costs. Our ability to purchase support services for children with complex additional support needs, including personal assistants, became more problematic in 2023/24, with a lack of social care personnel. There is a scarcity of services who can provide this specialist support to children and families in Perth and Kinross. As a result, we are either not able to meet the need or we are forced to use private agencies at a significant cost where need is most acute. During 2024/25, we plan to look at how we can be more creative with SDS funding, to increase providers in the market. This will include honest discussions with families about how the totality of the SDS budget can be used to create a more attractive environment for potential providers to invest in Perth and Kinross. More broadly, despite our proactive recruitment of carers to meet the needs of babies, children, and young people, we have been challenged in recruiting foster carers, adoptive parents, and supported lodging providers. The best efforts of our Family-Based Care team have had a limited impact, which we anticipate will be exacerbated in 2024/25. Whilst this is a national issue, the impact of not having community family-based options for children who cannot remain within their family networks may result in the need to access external residential placements at significant greater costs. 4. Challenges and Improvements Page 204 of 454
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Chief Social Work Officer Annual Report 2023-2024 48 A Perth and Kinross where everyone can live life well, free from poverty and inequality Our support for CASA remains unwavering, and we have managed to fulfil our obligations to the National Transfer Scheme. However, we have experienced pressure for placements when an individual placed in adult hotel accommodation, in Perth and Kinross, by the UK Visas and Immigration Department, raises an age dispute. In this instance social work are required to undertake an age assessment. An age assessment can be disputed, where an individual has been assessed as over 18, which places significant pressure on our staff if there is a potential for a judicial review on how the assessment was undertaken. This has become particularly acute due to the increasing number of new arrivals and increasing population with the adult hotels. We are utilising our links through the Convention of Scottish Local Authorities (CoSLA) working group to raise the issue to both the Scottish Government and UK Home Office. We have liaised directly with the National Age Assessment Board (NAAB) to organise age assessment training for our staff, which is scheduled for May 2024. With the burgeoning remand and prison population, we recognised the importance of engaging with our local Sheriffs to highlight different community-based options at their disposal. Building relationships with the Sheriff Clerk’s office and directly with Sheriffs as part of our liaison meetings, we delivered 5 lunch time sessions to them between January and March 2024. This provided a new and innovative opportunity to share information with our local judiciary regarding existing services which are available to them whilst considering what sentence would be most appropriate; this generated a good level of discussion. The sessions were well received, and we will look to build on our established relationships into 2024/25. We undertook a test for change from 1 April 2023 which focused on ensuring individuals who were serving short-term sentences from HMP Perth and HMP Glenochil were registered with a local General Practitioner (GP), which has historically been very challenging. Options were initially explored for the GP registration to be led by Scottish Prison Service staff or Prison Healthcare staff, however neither had capacity. The test of change therefore commenced with the support of VT social work staff. We sought to ensure registration papers were completed for Perth and Kinross residents ahead of their release and achieved agreement from GP practices to accept registration papers prerelease. We are confident we have established a firm basis on which all Perth and Kinross residents released from a local prison will be registered with a GP on release. We will be monitoring implementation over 2024/25. The SCOPE team has developed the Adult Family Group Decision Making (AFGDM) model with the use of Community Change Fund monies. A 12-month test of change commenced in November 2022, of which, 34 referrals were received, with 158 people being supported. This resulted in 15 Family Planning Meetings, 2 reviews, 9 significant pieces of work and 10 no further actioned. The outcome of these involvements resulted in cost saving of £127,100, cost avoidance of £191,700 (Perth and Kinross Council), and £252,000 (NHS). These included savings for 8 transitions cases and the diversion of 2 care provider breakdowns and 1 carer breakdown. The benefits of AFGDM are not only financial, but also to the clients and their families, which is demonstrated through the feedback questionnaires, which showed a 4.7/5 approval rating for the service and comments from families were extremely encouraging and demonstrated the positive impact the service has provided. Page 205 of 454
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Chief Social Work Officer Annual Report 2023-2024 49 A Perth and Kinross where everyone can live life well, free from poverty and inequality The role was initially fixed term; however, funding has now been secured permanently and work has now commenced to offer AFGDM to all young people with a learning disability and/or autism as part of their transition journey into adulthood, which supports the Principles of Good Transitions 3. Page 206 of 454
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Chief Social Work Officer Annual Report 2023-2024 50 A Perth and Kinross where everyone can live life well, free from poverty and inequality Table 3: Finance Net Recurring Expenditure 2020/21 £m 2021/22 £m 2022/23 £m 2023/24 £m Services for Children, Young People and Families 18.40 20.25 22.63 23.69 Justice Services 2.153 2.186 2.417 2.501 Adult Social Work and Social Care 54.56 62.87 77.06 88.32 Proactive budget accounting during 2022/23 by Children and Families social work recognised the need for additional investment in 2023/24. This was in light of the continued impact of Covid and additional external residential childcare placements, which increased by an additional 5 placements. The Council provided one-off funding that was utilised during this period. There have been a number of budget pressures which have been beyond the control of services to influence. As mentioned above, increased costs of taxi provisions over the past few years, is costing far in excess of inflationary increases that are budgeted for. A comparable situation was experienced when purchasing residential and nursing home placements, with inflationary increases through the National Care Home Contract and rising demand for placements pushing placement costs higher. Inflationary increases associated with staff costs were a significant determining factor, with pay settlement for 2023/24 being higher than budgeted for. Additional funding totalling £3.932m was received from the Scottish Government for the pay uplift for adult social care workers in commissioned services and to support free personal care costs. This was fully utilised in partially funding the pressures described above. Whilst the Scottish Government agreed a minimum rate for adult care rates for social care, this was not replicated for children’s care. This resulted in Children and Families social work matching the Scottish Government adult rate to prevent an exodus of providers in children’s care. This placed extra pressures on the Children and Families social work baseline budget. We experienced exceptionally high inflationary pressures for community-based packages of care. This was against a backdrop of sustained elevated levels of demand for services with market forces increasing hourly rates. We witnessed a changing workforce demand during this reporting period. We were unable to recruit to a number of temporary posts in our (early intervention) REACH team, which may have contributed to children being accommodated in high-cost external placements. These posts were converted to permanent posts recognising the longer-term objective of early intervention to keep children at home with their families. Locality teams experienced significant challenges in our recruitment of social workers mirrored by a national crisis in the retention and recruitment of social work and social care staff. Vacancies arose 5. Resources Budgeting Page 207 of 454
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Chief Social Work Officer Annual Report 2023-2024 51 A Perth and Kinross where everyone can live life well, free from poverty and inequality due to retirement, staff choosing to work closer to home, and staff reducing their contracted hours to achieve a better work life balance. The short-term nature of Scottish Government funding for Justice services via the Section 27 Grant continues to be an ongoing issue for medium to long term planning. Effective financial modelling is difficult in an environment where funding is approved year to year. Our recent investment with 3rd sector partners, based on additional Covid recovery funding, if withdrawn, will impact significantly on partners. The additional funding of £311,966 received in 2023/24 has added capacity due to increased activity from the courts as they tackle the backlog of cases. Investment was made in both the CJSS team and PBSW teams focusing on rehabilitative intervention. We are acutely aware of diminishing resources across the public and private sector, locally we are experiencing housing shortages to support effective planning for young people moving on from a care placement, individuals leaving prison and housing options for adults; we are aware the housing situation is likely to become more acute during 2024/25. Page 208 of 454
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Chief Social Work Officer Annual Report 2023-2024 52 A Perth and Kinross where everyone can live life well, free from poverty and inequality Adult social work continues to work to the HSCP 3-year Workforce Plan 2022-2025. The plan sets out what is required to have a workforce of the right size, with the right skills, in the right place, at the right time. The workforce challenges are significant and being experienced locally and nationally in health and social care. Perth and Kinross face challenges due to demographics and geography. We have a higher proportion of older people than the national average and this will increase significantly in coming years. We have an urban centre and a large rural and remote rural hinterland. This poses a considerable challenge in relation to staff recruitment, deployment, and delivery of services. Central to the plan is ensuring Perth and Kinross is an attractive place to work, by offering attractive terms and conditions, clear career pathways, a culture of compassion and learning in which developmental opportunities, skilled supervision, and support for wellbeing exist. A Workforce Steering Group has been established, reporting directly into the group, four sub- working groups have been established: • Learning and Development • Safer Staffing • Recruitment and Retention • Staff Health and Wellbeing Actions are being developed within the sub-working groups to consider new models of recruitment via schools, colleges, youth groups, ‘earn as you learn’ initiatives and long-term unemployed into social care roles. We are also creating a culture of continuous improvement and development to ‘grow our own’ for our current staff. To support workforce retention and recruitment, both internal and commissioned Care at Home providers have embraced the ‘What Matters to You’ approach to support and encourage meaningful conversations and encourage positive behaviours between staff. Following extensive consultation with teams, improvement plans have been created to improve relationships and ensure development ideas from staff are heard and acted upon We participated in a national project delivered by NHS Education for Scotland’s Centre for Workforce Supply Social Care, Scottish Government, COSLA and social care providers to identify opportunities to internationally recruit social care workers. This experience has helped develop an ethical pathway for overseas recruitment. The Council’s People and Culture Strategy 2024-28 was concluded during 2023/24, which included our workforce planning approach. Actions from the strategy will support the following activities: • Embedding the supported year for Newly Qualified Social Workers (NQSW). • Development opportunities for social workers to move across care teams as part of their personal development. • Ring fenced recruitment to appropriate social worker roles for NQSW. 6. Workforce Page 209 of 454
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Chief Social Work Officer Annual Report 2023-2024 53 A Perth and Kinross where everyone can live life well, free from poverty and inequality • Supporting the sponsorship programme for staff to become social workers and progress their career. Recruitment remains a key challenge to social worker roles, alongside an aging workforce profile, hence the approach we are taking with NQSW ring fenced recruitment. Additionally, there are challenges in the sustainability of social work as a career and the use of fixed term contracts can potentially impact on the attractiveness of vacancies to candidates. As well as the NQSW ring fenced recruitment, which brings in closer connections with universities and student placements, existing arrangements are in place for recruiting on a permanent basis where a post is fixed term in recognition of natural staff turnover. As at March 2024, the number of students who applied for social work vacancies was 18, of which 11 were successful. We encourage students to undertake research as part of their dissertations on areas that are topical for both the student and benefit the organisation. We have been taking part in a pilot with Scottish Social Services Council (SSSC), since 2021, to support the planning and implementation of the Newly Qualified Social Workers (NQSW) Supported Year. To achieve successful implementation, this has been facilitated by a dedicated post, funded through SSSC. Our NQSW Supported Year initiative meant that we participated in the following evaluation report: 2023 Findings and Conclusions from in-depth interviews with NQSW early implementation sites - June 2023 Our Children and Families training budget has been protected to previous year’s levels and is maximised to grow and develop our workforce. As well as the sponsoring of 1 worker per year to undertake an accelerated degree to become a social worker, we also sponsor staff to undertake the post graduate certificate in both Child Protection and Securing Children’s Futures. As part of our recruitment strategy, we have been encouraging staff to undertake link worker roles and Practice Educator Award, recognising students who have good placement experiences are more likely to join the service when they qualify. Page 210 of 454
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Chief Social Work Officer Annual Report 2023-2024 54 A Perth and Kinross where everyone can live life well, free from poverty and inequality Our efforts to increase student placements have been highly successful. With the support of a dedicated practice learning post, we have expanded placements in statutory settings from an average of 8 per year in 2022, to 25 in 2023. This increase has involved 16 teams, and we have already planned 40 placements for 2024. Additionally, we have engaged in a new initiative with a university to provide 10 observational placements, 3 first placements, and 27 final placements. Our pool of link workers has grown to 52, significantly enhancing support for students. In 2022, the Council was ranked 26th out of 31 other Scottish Local Authorities for their provision of social work student placements. Whilst foundations were already established for placements, the creation of a dedicated role within the Learning and Development team has meant in 2023 a significant increase in our ranking in the provision of placements to 5th in Scotland. Please refer to Appendix for figures in relation to our student experience development. The LWC project has been a cornerstone of our efforts to support rural areas. We have developed a digital induction framework, incorporating a bespoke Continuous Professional Learning (CPL) framework. Feedback from staff has been overwhelmingly positive, highlighting the comprehensive content and user-friendly design of the induction package. Quotes from staff about the LWC Induction module include, which can be accessed through this link Living Well Care Team - Induction Guide - Overview | Rise 360 (articulate.com) “I was really impressed with the comprehensive content and user-friendly design of the Living Well care Induction package. We would really like to see this adapted so that it can be used more widely across the service, this would be a real game changer for the service in terms of helping ensure that all our staff have access to high quality and consistent induction regardless of whereabouts in the service they work.” “A real investment in transforming social care delivery leading to improvements in quality learning and development which can be transferred to other areas of the HSCP.” “The LWC Induction is a person-centred induction to support a person-centred way of working. It’s wonderful to see managers from other teams exploring the potential to adapt this for use within their teams.” A range of learning materials are available for all staff as part of an ongoing learning and development investment programme. Investment in staff takes place as part of staff induction and on an ongoing basis to ensure practitioners understand and apply the necessary statutory requirements to undertake their role. Through the SDS National Review that is being facilitated by Social Work Scotland, the following learning materials are available for all staff: • A National Brokerage Framework for Scotland Resource Allocation. 7. Training, Learning and Development Student Placements and Practice Learning Living Well Care (LWC) Project Investment in the workforce Page 211 of 454
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Chief Social Work Officer Annual Report 2023-2024 55 A Perth and Kinross where everyone can live life well, free from poverty and inequality • A new Toolkit for Social Work Practitioners. • The Self-directed Support Library. • PK Learning & Development – SDS. We have offered a wide range of learning opportunities, including ASP Basic Awareness, Mental Health and Suicide Prevention Awareness sessions, Difficult Discussions Matter, Palliative and End of Life Care, Carers Act, and Dementia. Some other learning programmes during 2023/24 include: • Mental Health: delivered collaboratively with our MHO team, who bring frontline experience, expertise, and cutting-edge practice developments. • Palliative and End of Life Care Training. This includes End of Life Aid Skills for Everyone (EASE). • A range of development forums and communities of practice: These include AWI/ASP Forum, NQSW forum, Community of Practice PK Learning and Development - Community of Practice • Safe and Together; utilising Scottish Government funding to implement the Equally Safe agenda. Our SVQ assessors and verifiers have been pivotal in facilitating person centred SVQs across our social care staff. During the report period, we have introduced a number of improvements. These efforts have ensured that our staff meet the requirements of the SSSC registration and have access to continuous professional learning opportunities. Key achievements in our SVQ programme during 2023/24 include: • Group Induction Sessions: These sessions provide a comprehensive introduction to the SVQ programme, ensuring that candidates are well-prepared for their learning journey. • Feedback Forms: We have developed formal feedback arrangements to gather input from candidates and continuously improve our training programmes. • Medication Administration Training: We have reviewed and updated our training for medication administration, ensuring that staff are competent and confident in this critical area of care. • Scottish Qualifications Authority (SQA) Verification Visit: The report stated – high confidence in maintaining SQA standards in relation to, resources, candidate experience and internal assessment. Supporting the wellbeing and resilience of our workforce has been a priority. We have partnered with Alliance Scotland to host talks, with speaker Tommy Whitelaw, along with facilitating workshops and events. We have also supported learning sessions on mindfulness and self- compassion. Our What Matters to You (WMTY) initiative has created spaces for reflection and connection, fostering a supportive and compassionate work environment. Our wellbeing initiatives include mindful self-compassion courses, spaces for listening and WMTY story collecting. General Learning and Development Opportunities SVQ (Scottish Vocational Qualification) Assessors Wellbeing and Resilience Page 212 of 454
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Chief Social Work Officer Annual Report 2023-2024 56 A Perth and Kinross where everyone can live life well, free from poverty and inequality Our learning and development opportunities have been designed to address issues of anti- discriminatory practice. Learning sessions have explored topics such as Welfare Rights, Human Rights, and Sensory Awareness. We have collaborated with various partners to promote values- based recruitment and support diverse learning needs. Specific support to staff has included: • Sensory Awareness: This ensures that staff are knowledgeable about the needs of individuals with sensory impairments and can provide appropriate support. PK Learning and Development - Sensory Awareness • Augmentative and Alternative Communication (AAC) Training: We have a rolling programme of training for our staff in Talking Mats; this promotes better communication and provides staff with the skills to work with children, young people, and adults with differing abilities and their families. • Dyslexia Awareness Guidance: We have shared guidance on supporting individuals with Dyslexia, including information on reasonable adjustments and neurodiversity training events. We gather feedback from staff to identify areas for improvement, please refer to Appendix to see some feedback. This process has informed the development of new learning initiatives and the enhancement of existing programmes. Our commitment to continuous improvement is reflected in our ongoing efforts to adapt to the changing needs of our workforce. Equalities Learning needs and wants Page 213 of 454
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Chief Social Work Officer Annual Report 2023-2024 57 A Perth and Kinross where everyone can live life well, free from poverty and inequality We are aiming to continue our reduction in Looked After Children and diverting funding from high- cost placements to early intervention services. During 2024/25, we will be looking to commission an early help and self-referral support service through the WFWF. This will allow families to access supports directly without the need for a referral. We will proactively seek to prepare for the implementation of the Children (Care and Justice) Bill which we expect will come into law later in 2024. This Bill aims to protect and support children under 18, particularly those involved with the Children’s Hearing system and the criminal justice system. We are awaiting the publication of ‘The Promise’ plan, which we will use as a base for the development of our local Corporate Parenting Plan. We are aware of the need to focus on the recruitment of carers, for all age groups, and where siblings cannot live together, that we have a space for them to come together that is nurturing and fun. Furthermore, we are aware of the need to strengthen our self-evaluation, quality assurance, and performance monitoring arrangements in a coordinated way. We will work with our Fieldwork teams to create self-evaluation and case audit processes, with the aim to embed a culture of self- evaluation and improvement across all levels of the service. The APC whose duties include reviewing adult protection practices, improving cooperation among agencies, enhancing skills and knowledge, providing information and advice, and promoting effective communication, has developed an Improvement Plan which identifies several key improvement areas including: • Strengthen the relationship the APC shares with other Perth and Kinross Public Protection partners and identify cross-cutting themes. • Have ASP work more with multi-agency partners, including a commitment to the use of multi- agency chronologies to better assess risk of harm. • A continued focus on addressing financial harm and understanding how trauma can lead to an inability to safeguard. • Using data to help redesign services at an earlier intervention and preventative stage. • Make the necessary changes to our practice that allows adults and their unpaid carers to remain fully engaged in the ASP process. Our local Fieldwork teams will be instrumental in contributing to and delivering on improvements over the coming year. Over the year ahead, we will be investing time in strengthening our multi-agency relationships with partners due to a high turnover of key staff, with whom good working relationships had been established. It is important that the positive relationships established over the past few years are not lost but built on with new personnel. 8. Looking Ahead Children and Families Social Work Adult Social Work Justice Social Work Page 214 of 454
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Chief Social Work Officer Annual Report 2023-2024 58 A Perth and Kinross where everyone can live life well, free from poverty and inequality We will be building on the progress of working towards the MAT standards in a justice setting. This will provide greater opportunities for collaborative working between healthcare and community justice. We will also be launching the use of Child Impact Assessments (CIAs) which are designed to support children whose parents are involved in the justice system. The primary goal is to focus on the child’s needs and feelings, rather than assessing the parent. We have been working closely with Families Outside (which is a national charity who are dedicated to supporting children and families affected by imprisonment) during 2023/24 on this initiative, the first of its kind in Scotland. We are aware of an increasing prison population, which is resulting in prisoners not being placed in their local prison, adding additional barriers to effective prelease planning. We will continue to work with our colleagues in the Scottish Prison Service, Housing, iDART, and HSCP to provide a holistic consideration of their needs for release, back to Perth and Kinross. Page 215 of 454
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Chief Social Work Officer Annual Report 2023-2024 59 A Perth and Kinross where everyone can live life well, free from poverty and inequality A AAC ACSP AFGDM AIS AP APC APCC ASP AWI Augmentative and Alternative Communication Adult Carer Support Plan Adult Family Group Decision Making Adult Information System Adult Protection Adult Protection Committee Adult Protection Case Conference Adult Support and Protection Adults with Incapacity B BH BHF Bairns Hoose British Heart Foundation C CARM CASA CCR CELCIS CJOIP CJSS CJSW CJSWR CLD CMHT CNC COPE COSLA CPBO CPC CPIC CPO CPP CPPM CPR CREST CSO CSWO Care and Risk Management Children Alone Seeking Asylum Child Concern Reports Centre for Excellence for Children’s Care and Protection Community Justice Outcomes and Improvement Plan Community and Justice Safety Service Criminal Justice Social Work Criminal Justice Social Work Reports Community Learning and Development Community Mental Health Team Complex Needs Co-ordinator Children and families who are Open to social work services for Planned interventions in the Evenings and weekends. Convention of Scottish Local Authorities Community Payback Order Child Protection Committee Child Protection Inter-Agency Co-ordinator Child Protection Order Child Protection Plan Child Protection Planning Meeting Child Protection Register Connecting Relationships Empowering Supporting Together Compulsory Supervision Order Chief Social Work Officer D DfP DTTO Diversion from Prosecution Drug Treatment and Testing Order E EDC EDP ESOL EST Emergency Detention Certificate Early Discharge Project English for Speakers of Other Languages Employment Support Team F FEC FGDM FST FUN Families Empowering Communities Family Group Decision Making Family Support Team Friend Unlimited Network G GDPR GP General Data Protection Regulations General Practitioner H HACE HART HDT HEAT HIS HMP HSCP Health and Care Experience Home Assessment and Recovery Team Hospital Discharge Team Health Improvement Efficiency Access to services and Treatment Health Improvement Scotland Her Majesty’s Prison Health and Social Care Partnership I iDART IJB IRD Integrated Drugs and Recovery Team Integrated Joint Board (for Health and Social Care) Inter-Agency Referral Discussion 9. Glossary Page 216 of 454
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Chief Social Work Officer Annual Report 2023-2024 60 A Perth and Kinross where everyone can live life well, free from poverty and inequality IT Information Technology J JII Join Investigative Interviews K N/A N/A L LAC LEP LInCS LL Looked After Children Local Employment Partnership Locality Integrated Care Service Lifelong Links LWC Living Well Care M MASH MAT MDT MHO Multi-Agency Screening Hub Medication Assisted Treatment Multi-Disciplinary Team Mental Health Officer N NAAB NHS NQSW National Age Assessment Board National Health Service Newly Qualified Social Workers O ONRS OWLS Overnight Responders Unit One-Stop Women’s Learning Service P PA PBCPPM PBS PBSW PG PKC PVG Personal Assistant Pre-Birth Child Protection Planning Meeting Positive Behavioural Support Prison Based Social Work Post-Graduate Perth and Kinross Council Protecting Vulnerable Groups Q N/A N/A R REACH RTITB Resilient; Engaged; Achieving; Confident; Healthy. Road Transport Industry Training Board S SARA SCIM SCOPE SCR SCRA SDS SDSRTS SHIP SNSA SPS SQA SSSC SVQ Spousal Assault Risk Assessment Scottish Child Interview Model Specialist Community Outreach and Prevention Engagement Significant Case Review Scottish Children’s Reporter Administration Self-Directed Support Structured Deferred Sentence Right Track Service Support Help and Integration in Perthshire Strategic Needs and Strength Assessment Scottish Prison Service Scottish Qualifications Authority Scottish Social Services Council Scottish Vocational Qualification T TARL TCA TEC TUPE Throughcare Assessment on Release on Licence Tayside Council on Alcohol Technology Enabled Care Transfer of Undertakings (Protection of Employment) U UASC UBB UPW UV Unaccompanied Asylum-Seeking Children Unborn Baby Unpaid Work Ultraviolet V VPR VT Vulnerable Person Reports Voluntary Throughcare W WFWF WG WMTY Whole Family Wellbeing Fund Welfare Guardianship What Matters to You X N/A N/A Y N/A N/A Z N/A N/A Page 217 of 454
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Chief Social Work Officer Annual Report 2023-2024 61 A Perth and Kinross where everyone can live life well, free from poverty and inequality Please note that to protect the privacy and confidentiality of the individuals and organisations involved, case studies have been anonymised. Children, Young People and Families COPE Team Case Study COPE support was required to support mother manage J’s behaviours in the morning’s when father was at work. Mother explained that J displays different behaviours when she is on her own with the girls in comparison to when father is also there. I began by observing the morning routine with mother on her own and then again when father was there, so I was able to assess the most appropriate strategies going forward. I suggested to the family that we implement a family agreement which would include three family rules and consequences if these rules are not followed. Everyone liked the idea, and J helped me create a poster displaying the rules and consequences. It was observed from my visits that J can get heightened very quickly and her emotions can be challenging for her to regulate. I suggested to J a self-soothe box which we made together, and I provided some items which would support her self-regulate if she was beginning to get upset or angry. Over the remainder of visits, it was evident that everyone was following the family agreement and mother was able to implement the consequences if needed, this was something which she said she struggled to do before. I built a good relationship with the family, and the parents were able to be open and speak freely with me. On receiving feedback, the family were happy with the level of support they received and with the family agreement they felt confident and positive about this and have been able to see a difference in J’s behaviour. Bairns’ Hoose The Bairns’ Hoose is multi-agency approach including social work, health, and police. As a pathfinder we have been awarded funds to upgrade our interview facilities to make them more child and family friendly, comfortable places to be. As can be seen below, we have made the facilities trauma informed in keeping with feedback we received. 10. Appendices Page 218 of 454
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Chief Social Work Officer Annual Report 2023-2024 62 A Perth and Kinross where everyone can live life well, free from poverty and inequality Family Support Team (FST) – Talking Mats Case Study The following is an example of staff using their skills in using Talking Mats to communicate with a child to understand what is happening. A talking mat was used with this child to explore issues with sleep. The child’s mother reported they would struggle to fall asleep in the evening and would become challenging before bedtime. I selected cards that would lead to discussion about common issues that made sleep difficult for the child such as routines, tablet use, environment, worries etc. It was during the mat that I was able to pinpoint the worries were in relation to their deceased father “watching them” at night. Once I shared this with their mother, it came to light that well-meaning family members would tell the child “Dad is always watching you” or “Dad is always with you” While this was well intentioned, it frightened the child. The child has learning difficulties and did not understand the abstract nature of this phrase. In addition, the child’s father could also be aggressive and unpredictable when alive, so this added to the child’s worry. It also transpired through these discussions that the child had no real understanding of the cause of their father’s death which led to focussed 1 -2 –1 work around grief and coping with feelings of anger. Feedback from families to the Families Support Team Lifelong Links Case Study John is 17 years old; he had been living with his Foster Carer for one year and had been in local authority care for 12 years. John had no contact with any of his birth family and wanted to find out more about his family and explore if there were any family members with whom he could reconnect. A referral was made to the LL Service. John was allocated a LL co-ordinator who spent time getting to know him. The worker used a range of tools: including ecomaps, mobility maps, genograms, and connections plans to find out more about John. John has additional support needs. Page 219 of 454
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Chief Social Work Officer Annual Report 2023-2024 63 A Perth and Kinross where everyone can live life well, free from poverty and inequality There was very limited information available about John’s extended family, he only knew about having a sister and an uncle. Using deep file searching, the co-ordinator was able to locate his sister and make links with her and her support workers. John and his sister were supported to have a video call, and this meant a great deal to John. The co-ordinator carried out further searching through files and discovered that he had maternal family who lived quite some distance away. The co-ordinator encountered barriers in seeking information due to GDPR and information sharing protocols, however continued to try and locate family through addresses that were in historical case files. This resulted in her successfully contacting John’s maternal grandmother who was delighted to be contacted and keen to reconnect with John as long as he wished to do so. Gran was able to provide information about other family members, including aunts, uncles, and cousins. The process evoked emotions for the family and they were given the space and time to talk through their joy of being contacted by the LL service and the pain of losing touch with John and his sister. His aunt and gran wrote letters and provided photographs to be passed on to John. John had never seen photos of himself when he was younger and the meaning of this cannot be underestimated. He did not know what his mum and dad looked like, or his sister, and he discovered that he had cousins he did not know existed. This brought John’s family to life and meant the world to him. The co- ordinator supported John to write to his family. John has been working through all sorts of emotions including happiness, anger, sadness, and loss. He did not know that he had family members who loved him. He did not know he had anyone else in the world other than his foster carer, whom he had only known for a year. The co-ordinator continued to work with John and his maternal family, gradually building up trust and understanding. John made all the decisions about the process and the pace of this. John, his gran, and his aunt worked towards them being able to have a video call, seeing one another and talking for the first time. During this process, John’s foster carer informed the co-ordinator that John became happier and appeared more settled, knowing that he had family with whom he could reconnect. This view was echoed by other support workers who worked with John who commented on the positive impact that this process had on John. John spoke about feeling a sense of belonging and was fascinated to learn about where his family came from. The co-ordinator was also able to locate and contact John’s mother. Due to some personal circumstances, they were unable to meet, however John’s mum wanted him to be part of her life and spoke about looking on social media for John. Finding this out meant a lot to John. John and his mum took time to connect in a safe way, they wrote letters, and this built up to them sending messages to one another. After being in touch with his family, the LL co-ordinator supported John and his family to meet in person for the first time. John’s family, his gran, grandad, auntie, and cousins travelled to meet him. This was an emotional meeting and, having met them, John felt ready to exchange phone numbers with his family so that he could contact them independently from the co-ordinator. The co-ordinator continued to support John and his family, and this resulted in his family visiting John and his foster carers at John’s home. John’s foster carer and gran started having regular phone calls and updates with Johns’ permission. Page 220 of 454
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Chief Social Work Officer Annual Report 2023-2024 64 A Perth and Kinross where everyone can live life well, free from poverty and inequality This culminated in a LL Family Meeting where everyone came together to talk about and arrange future plans and what they could offer John. At this meeting John was able to meet his mother for the first time in thirteen years and it was a very emotional reunion for everyone. John, his foster carer, and his family all have a sense of optimism about his future; however, they are realistic that it may be a challenging and lengthy process to properly reconnect. John talks about how happy he is now. He knows that he has people who love him and has been able to learn about his history and understand more about his life journey. John is looking forward to meeting more family members through his grandparents and he is starting to build a relationship with his mum. John is thinking about his future and his social worker is exploring whether John may be able to live closer to his extended family. This process has widened John’s world and created options for his future that he never thought would be possible. John feels part of his wider family network and they are willing and able to support him and want him to be part of their lives. Without LL involvement John’s future and support network would have looked very different. Adult Social Work SCOPE Team Multi-Disciplinary Case Study Mr A has learning and physical disabilities and lives at home with his lived-in carer. However, following a prolonged stay in hospital, there was a decline in his mobility, requiring increased support. To enable his discharge, he required Care at Home support 4 times a day, in addition to his lived-in carer. Due to the negative impact his hospital stay was having on his mental health, his guardian made the decision to discharge Mr A from hospital without the level of support required, raising Adult Protection concerns. To support the situation and reduce risk, SCOPE outreach team provided five visits per day to support with all moving and handling tasks. Due to Mr A’s live-in carer being on holiday, an alternative 24/7 care organisation had been sourced by his guardian, however due to the level of Mr A’s care needs at the time, they withdrew. This led to Mr A’s sister moving in, with the Home Assessment Recovery Team (HART) and SCOPE collaborating to meet his needs until a crisis placement was sought. During Mr A’s stay in the care home, the Multi-Disciplinary Team (MDT) worked together towards the shared wish of Mr A and his family to be cared for at home, this included physiotherapy, occupational therapy, and district nurses, as well as social work. Physiotherapy helped Mr A build his strength to increase independence; occupational therapy assessed for equipment required and district nurses visited attending to health needs. The social worker liaised with the HART to secure visits 4 times a day, in conjunction with his live-in carer. As a result, on this integrated multi- disciplinary approach Mr A returned home and continues to make progress. Self-Directed Support Case Studies – Ensuring personal outcomes are achieved Option 1 H is 90 years old and lives alone, with no family supports. Following a period of ill health, falls, and a prolonged stay in hospital, discussions took place about considering a long-term care placement for her personal safety. H agreed this was the best option and went into a care home directly from hospital. Although her physical health improved, it was clear that she was very unhappy living in the care home. The key worker ensured that H had some of her personal belongings brought to the care Page 221 of 454
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Chief Social Work Officer Annual Report 2023-2024 65 A Perth and Kinross where everyone can live life well, free from poverty and inequality home, to try and make her room more homely. Despite this, it was clear that her mental health was declining. H, who has capacity, asked the key worker to find a way so she could return home. Discussions took place to complete a positive risk assessment to address some of the concerns and minimise any risks, and occupational therapist and physiotherapist supported H with rehab work to optimise her mobility and ensure she had all required aids in situ. H had lost the previous package of care provided by HART, and due to being in an area with no Option 3 providers, the key worker investigated a way that an Option 1 package of care would work. Due to having no family support, the key worker needed to do all the preparation on her behalf, and successfully found four self- employed Personal Assistant’s. As H was unable to manage the package of care herself, the key worker sourced a bookkeeping company to do this on her behalf. H returned home, and while nervous to have a new package of care in place, was delighted to be back where she wanted to be. The key worker worked closely with the Personal Assistant’s to ensure a good routine for H, and also put in place a cleaner to support H manage her household, which was in a state of disarray due to her decline, and had been causing her distress as she was unable to keep her home as she would like. H has developed a good relationship with her team of Personal Assistant’s and is delighted with how her life is now, stating she “feels very lucky to have you looking out for me.” H is now a different person to the lady who was in the care home, she looks forward to her carers coming every visit. The intervention reflects the self-determination of H and a personalised approach being taken every step of the way. Option 2 Ms Q had been in hospital for over two months before being transferred to a care home on an interim placement. It was identified that for her to be discharged safely from the hospital and recommence with her SDS Option 2 package of care, her property needed a deep clean, and a suitable recliner chair was required to meet her needs. Ms Q was eager to return home, especially as Christmas was approaching. A community care grant application had been submitted to help with the costs, this on average takes between 15 to 30 days to process. When the key worker contacted them to inquire about the progress, they were informed that the grant was not available for this purpose. To find a solution, the key worker reached out to the Welfare Fund, but the paperwork submitted by the Hospital Discharge Team (HDT) was not sufficient, and the grant was rejected. This news was a massive disappointment to Mrs Q and resulted in a delay in her returning home for Christmas. The riser recliner was critical in getting Ms Q home as she could not sleep in a bed due to her condition. Therefore, the key worker assisted Ms Q in completing a Section 12 form to obtain a loan to purchase a new recliner. To find a suitable riser recliner, the key worker contacted several British Heat Foundations (BHF) where they were able to purchase one and arranged for its delivery to Ms Q's home. The key worker supervised the delivery of the chair to ensure that it met the individuals needs and comfort. To ensure that Ms Q's home was deep cleaned to a satisfactory standard, the key worker met with the manager of the deep cleaning company at her property on two occasions. The key worker consulted with the manager to ensure that the cleaning staff understood the individual’s requirements and completed the job to a satisfactory standard. Ms Q agreed to these requirements, and the key worker supervised the deep cleaning, which was completed on the third attempt. Once the deep cleaning was satisfactory, the key worker arranged for the care package to recommence. The key worker consulted with the manager of the care home to ensure that the care Page 222 of 454
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Chief Social Work Officer Annual Report 2023-2024 66 A Perth and Kinross where everyone can live life well, free from poverty and inequality home was able to transport Ms Q home. The key worker arranged to be there when Ms Q arrived home, to support her, and make sure she was settled in her home and using her new recliner before the carers attended. Ms Q was incredibly happy to be home and thanked the key worker. She stated that she had not been home in over three months and was grateful for the support she had received. Option 3 Mr Y had a prolonged period in hospital following significant health concerns. Mr Y was clear he wished to return home. However, Mr Y required the use of an interim placement as there was a lack of community care provision within the North locality. To ensure a safe discharge back home, there required to be an agreement to a care plan which involved Mr Y, his relatives (one of whom held the role of unpaid carer), the commissioned care provider (SDS Option 3), and other identified social care professionals. Whilst Mr Y was in the care home, concerns emerged over the care provided by one of his relatives (who was Mr Y’s unpaid carer), during visits to him. Such were the immediate concerns, and a high probability of further concerns when they were home, an ASP investigation was undertaken. Due to a history of disenchantment between the relative and social work, communications were strained. Following completion of the ASP investigation, an Adult Support and Protection Case Conference (APCC) was conveyed. This was to ensure the protection plan in place was followed to ensure Mr Y’s safety and both Mr Y and his relative who was an unpaid carer were fully supported. Following the APCC, Mr Y’s relative stated although she had been worried about the meeting, she felt she was part of the wider team supporting Mr Y. She further advised the APCC was open, inclusive and that as her role as an unpaid carer she felt heard and that her contributions were taken on board. Option 3 Locality Integrated Care Service Ms P was admitted to hospital in 2022 following a fall at home and fractured shoulder. She returned home in 2023 but within 24 hours had another fall and fractured her arm. In total, she was in hospital for a year. She was understandably keen to return home but had lost her confidence. A care package became available and the senior charge nurse at the Cottage hospital approached the Locality Integrated Care Service (LInCS) and asked them to offer her support once she returned home. This was good news for Ms P, and she was able to go home knowing that, as well as carers, health professionals would also be keeping a close check on her. She received several visits from the LInCS team who also communicated directly with her carers and were able to address medication issues. Ms P was supported to regain her independence around taking her tablets and this was especially important to her. She now has a community alarm in place, and this helps her to feel safe. Ms P is now doing well and is delighted to be in her own home with her family and friends around her. Option 4 Ms B moved to Perth and Kinross from England to live with her fiancé in 2023. She required support with all aspects of daily living, and experiences poor mental health. The English Local Authority, where Ms B had resided before moving to Perth and Kinross, had provided a direct payment to be supported by a team of Personal Assistant’s. However, due to her care needs, Ms B required support four times daily from two carers to ensure her transfers were managed safely. An option 3 (Local Authority arranged) provider was sourced to provide this support and now work closely with her Personal Assistant’s to ensure Ms B has consistent support from her group of carers. The option 3 Page 223 of 454
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Chief Social Work Officer Annual Report 2023-2024 67 A Perth and Kinross where everyone can live life well, free from poverty and inequality provider enables the Personal Assistant’s to have their breaks and feel supported. This arrangement is working well for Ms B, she is delighted to be able to live with her fiancé and could not do so without this level of support. Ms B would need to consider a residential type of placement if she did not have the Option 4 (mix of options) package. Carer Support SCOPE Team - Case Study Fiona’s journey started 32 years ago when her daughter was born. It was clear from those early years that life with her new daughter would be very different than with her two older children; whilst she was still a mum, she was also a carer for her daughter, which was an entirely different role. As a carer she found that the relationship with her youngest daughter was intense, as her caring duties were 24/7. During the night, her daughter would be constantly sick, and this meant no sleep pattern for Fiona. It became apparent that her life was consumed with caring for her daughter, with so many hospital visits and professionals involved in their lives. At the time there was no-one there to hear her when she wanted to say, “Help! I am tired.” Even, her own medical needs were ignored, as caring meant everything else took a back seat. She felt overwhelmed at times, supported only by other families like herself or charities who provided a listening ear when the load became too much. When Fiona heard about carer support, she thought ‘Wow, was this true? Was there someone out there who was going to ask me how I was feeling? Tell me about support that would help me?’ The carer support worker visited with not just a listening ear, but a whole list of practical information and services that were available. Just knowing that there was someone to help support her made her caring duties less of a burden. As a single carer, she felt an overwhelming sense of responsibility caring for her daughter. Having her own carer support gave Fiona confidence knowing that should she struggle in the future; the carer support worker is there; with emotional and practical support; whether that is tangible or just sign-posting in the right direction. Fiona recognises the difference of having a carer support worker in helping her care for her daughter. Whilst her daughter’s needs are high, the family all love her and try to give her the best life possible. The carer support worker helps by being part of that network of support. Gleneagles Day Opportunities – Angels Share Update We would like to start by again thanking the Angels for providing us with this funding which has enabled us to make some fantastic improvements to our service. This project has been led by individuals who attend our service right from the beginning up until where we are now, with our service user forum and group members choosing how we should spend the money in a way that means the most to them. This has shown the power of individuals’ voices being listened to, and individuals being involved in their lives and services in a meaningful way. Our Sensory Space The focus of our project was the improvement and development of our sensory space. We have been gradually purchasing and installing items into our sensory room, and it is really starting to come together! You will see in our pictures that we have purchased the items listed in our initial application along with some additional items that we were able to purchase due to the angels generously providing us with an enhanced award. This money has allowed us to create a safe, welcoming, and relaxing sensory environment within our service following the disruption caused by the roof leak and significant associated works. The room is being used daily, and the newly purchased items have already been well utilised. Having a well- equipped sensory room has allowed us to improve the quality of the service we provide to Page 224 of 454
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Chief Social Work Officer Annual Report 2023-2024 68 A Perth and Kinross where everyone can live life well, free from poverty and inequality individuals with a diagnosis of a learning disability and associated conditions. Sensory input is essential in terms of facilitating communication along with the development of social, cognitive, and motor skills. This room is also available for use by community services that access our building, such as Support Help Perthshire (SHIP) who support children with disabilities, and we hope they have also enjoyed the improvements within the room. Our Outdoor Space Along with the improvements we have made to our sensory room, individuals within our service user forum and our ‘taking care of Gleneagles’ group identified improvements they wished to make to their experience within our garden area. Individuals chose to purchase planters, plants, seeds, flowers, and a greenhouse to complement the great work they had already carried out in renovating our garden space. I am sure you will agree from our pictures that they are doing an amazing job! Before SNOEZELEN MULTIFINITY EXPLORER PANEL UV CARPET MAT TACTILE WALL PANELS FIBRE OPTICS AND STARRY SKY PROJECTOR Page 225 of 454
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Chief Social Work Officer Annual Report 2023-2024 69 A Perth and Kinross where everyone can live life well, free from poverty and inequality After Justice Services Case Studies Complex Needs Co-ordinator Paul, in his 30’s, was on remand in HMP Perth for a period of 6 to 12 months. Paul had been supported by the Complex Needs Co-ordinator prior to the period of remand and had a history of drug addiction and health issues. Work had commenced prior to Paul’s remand to identify suitable supports for him; however, support was not available at the level of intensity that he required. During Paul’s period of remand, a new intensive support service became available. The Complex Needs Co-ordinator subsequently met with Paul to discuss the service, and he consented to a referral. The referral was accepted, and engagement commenced with Paul during his period on remand (weekly visits), supported by the Complex Needs Co-ordinator. Paul was released following a virtual court appearance. The support service was aware that Paul was attending court and maintained contact with HMP Perth regarding the court outcome. As soon as the court outcome was known the support service arranged temporary accommodation, accessed a starter pack (consisting of a toaster, microwave, kettle, pots, plates, cutlery, towels, curtains, and bedding), a food parcel, and appropriate clothing for him on release. Paul’s support worker was able to meet him at the gate, despite the release time being 7pm, and accompanied Paul to the property. Paul spent a short period of time in temporary accommodation (4 weeks) before he moved to a sustainable tenancy. A lack of access to prescribed medications, other than opiate replacement medications, was identified. Enquiries were made with Healthcare and Pharmacy who confirmed this is a nationally recognised issue requiring attention at a national level. Positive Steps, Complex Needs Co-ordinator Stuart was referred to the Complex Needs Co-ordinator by Positive Steps following arrest. Stuart was released on bail following court and was supported by the Complex Needs Co-ordinator to Page 226 of 454
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Chief Social Work Officer Annual Report 2023-2024 70 A Perth and Kinross where everyone can live life well, free from poverty and inequality access homeless accommodation (Stuart had no fixed abode at point of arrest); Stuart was later supported to secure a tenancy; access benefits; attend and engage with court. The intensity of support Stuart required decreased over time, but Stuart continues to contact the Complex Needs Co-ordinator when he encounters difficulties that he does not know how to resolve. Voluntary Throughcare Andrew in his 60’s, was serving a short-term sentence in HMP Perth. Andrew had a history of offending and had been in and out of prison throughout his life (generally short-term sentences). Andrew agreed to the offer of voluntary throughcare from a justice social work assistant (support was offered by Justice social work as Andrew was well known to the service). It was identified that Andew would be homeless on release, and he was referred to the Sustainable Tenancy test of change as part of the pre-release planning activity. A property was identified for Andrew, and he subsequently accepted the offer. In addition to arranging the tenancy, the Housing team also worked behind the scenes to source furnishings for the property so that it was ready to move into prior to release. Andrew had fond childhood memories of the area where the property was offered and was pleased to be moving to a street where he felt he had a connection. Andrew’s worker engaged with him prior to release and spent the entire day with him on the day of his release. Andrew was supported with a range of tasks including setting up a bank account, registering with a GP practice close to his new address, accessing a Welfare Rights benefits check and applying for eligible benefits etc. Skills, Training and Employment Peter accessed training within HMP Perth via Robertson Construction, Construction Academy, as he already had some previous experience of construction working on a building site. Peter was able to learn new skills via the construction academy and help others attending the academy to develop skills linked to his previous work experience. Peter had several interviews with Skills Development Scotland to help him prepare for employment on liberation. Peter was supported to prepare for the job interview process and learn how he could handle questions around disclosure, which was something he had voiced concern about. Peter was successful in securing employment in the construction industry upon his on release. Page 227 of 454
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Chief Social Work Officer Annual Report 2023-2024 71 A Perth and Kinross where everyone can live life well, free from poverty and inequality Training, Learning and Development Statistics – Practice Learning and post Qualifying learning April 2023 to March 2024 Social work students Assessed Placements Provided 13 Other PE’s 10 Observational placements provided 10 Universities worked with 4 Staff in our social work sponsorship programme 7 Link workers 52 Practice educators- actively supervising students 9 Practice educators- contributing to teaching/student workshops 6 Independent PEs 1 Teams hosting students 16 Students on placement gaining employment with us 15 Post-qualifying certificated learning MHO programme (PG) 3 Adult Support and Protection module (PG) 3 Practice educator qualifications (PG) 6 Page 228 of 454
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Chief Social Work Officer Annual Report 2023-2024 72 A Perth and Kinross where everyone can live life well, free from poverty and inequality World Social Work Day 2024 Feedback from a range of Learning and Development sessions: Page 229 of 454
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Chief Social Work Officer Annual Report 2023-2024 73 A Perth and Kinross where everyone can live life well, free from poverty and inequality Newly Qualified Social Work Pilot – Feedback from managers in the Pilot stage: • I haven’t had any induction or support transitioning into a TL role. • I haven’t had any learning on supervision practice. • I really enjoyed the SSSC Supervision learning. Great to hear how others are doing and tools and approaches they use. • Glad to be involved (in SSSC Supervision learning) as it will certainly help with my professional development. • We are going to be a bit behind timescales (for the Initial Professional Development Review and Individual Development Plan) – but we’ve got the discussions in the diary. Trying to work around other diary commitments/reports/leave etc has pushed us back a bit. • This feedback is really helpful. I really enjoyed working…, reflecting on practice and areas for development. I think it was really helpful for ‘their’ confidence to see how much ‘they have’ developed in practice and competencies. Feedback from two NQSWs who came to PKC from the same local authority, was that we have offered more support – both at a team level via their manager and colleagues and from HSCP L&D team re the lead officer’s support through 6-weekly forum and 1:1 support. Social Work Student Feedback Page 230 of 454
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Chief Social Work Officer Annual Report 2023-2024 74 A Perth and Kinross where everyone can live life well, free from poverty and inequality Feedback from Learners What learner have said about the content of some of the different learning experiences and what the learning opportunities have meant to them… Different Learning Experiences Images from a range of different learning experiences – These show how we use different tools and methods to support creativity, make sense of situations and enable groups to collaboratively imagine the future, to innovate, to connect, and to enable us to support the people we serve. Home Assessment Recovery Team (HART) Workshops Page 231 of 454
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Chief Social Work Officer Annual Report 2023-2024 75 A Perth and Kinross where everyone can live life well, free from poverty and inequality Positive Behavioural Support (PBS) Workshops Autism and Mental Health Services Workshops Page 232 of 454
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Perth and Kinross Council Scrutiny and Performance Committee 20 November 2024 Perth and Kinross Council 4 December 2024 PERTH AND KINROSS CHILD PROTECTION COMMITTEE STANDARDS AND QUALITY REPORT 2023/2024 Report by Chief Social Work Officer (Report No. 24/348) 1. PURPOSE 1.1 Perth and Kinross Child Protection Committee (CPC), in compliance with Scottish Government guidance, publishes an annual Standards and Quality (S&Q) report. This report is routinely presented to Elected Members on an annual basis. This S&Q report, for the academic year 2023/2024, provides an overview of the key activities and work of the CPC partners to protect children and young people from harm, abuse and exploitation. 1.2 This report describes the CPC’s achievements, key strengths, and areas for improvement. It also includes an update on the CPC’s new Improvement Plan, confirms that the CPC continues to focus on learning and improvement, and has in place, a comprehensive programme of improvement work for 2024/2025. 2. RECOMMENDATIONS 2.1 It is recommended that the Scrutiny and Performance Committee: • Scrutinises and comments, as appropriate, on the Perth and Kinross CPC S&Q Report 2023/2024 (Appendix 1), the contents of the Perth and Kinross CPC Improvement Plan 1 April 2023 – 31 July 2026 (Update) (Appendix 2) and the Executive Summary of the CPC S&Q Report and Infographic 2023/2024 (Appendix 3). It is recommended that Council: • Notes the wide range of work being carried out by Perth and Kinross Council and their partners, through the CPC, to provide high quality services to protect children and young people, in particular, the high- level of commitment to continuous improvement through quality assurance and self-evaluation; and • Endorses the contents of this report, the Perth and Kinross CPC S&Q Report 2023/2024 (Appendix 1), the contents of the Perth and Kinross CPC Improvement Plan 1 April 2023 – 31 July 2026 (Update) (Appendix 2) and the Executive Summary of the CPC S&Q Report and Infographic 2023/2024 (Appendix 3). 9 Page 233 of 454
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3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Analysis • Section 6: Conclusion • Appendices 4. BACKGROUND 4.1 Child Protection Committees in Scotland are encouraged to publish an annual report in compliance with the requirements described in protecting children and young people: Child Protection Committee and Chief Officer responsibilities (Scottish Government: February 2019). This S&Q report covers the work of the CPC for the academic year from 1 August 2023 to 31 July 2024. 4.2 The format of the S&Q report aligns with the Care Inspectorate’s Quality Framework For Children and Young People in need of Care and Protection (Care Inspectorate: Revised 2022). 4.3 The S&Q report presents an overview of performance in services to protect children and young people and is based on sound evidence, obtained through a range of single and multi-agency key performance indicators (data), quality assurance and self-evaluation activities. It describes achievements, key strengths, and areas for further improvement. Within Appendix 3, the Executive Summary of the CPC S&Q Report and Infographic 2023/2024, there is a high-level overview of the work of the CPC in 2023/2024 and an accompanying infographic which sets out the key points from the main report in a visual format. 5. ANALYSIS 5.1 As noted within the introduction by the Independent Chair of Perth and Kinross Child Protection Committee to the S&Q report on page 4 (Appendix 1), there has been considerable changes in the membership of the CPC and a change of personnel with the Child Protection Interagency Coordinator retiring from their post in March 2024. A successor was appointed to the role in February 2024 and commenced their new position in April 2024. A period of transition has been underway since then, beginning with the CPC Development Day later that month in April 2024. This provided an opportunity for members to take stock of the changes and to reconfirm our shared goals and effective ways of working together to deliver them. 5.2 The S&Q report provides data and narrative regarding performance management information on key multi-agency child protection processes (pages 8-15 of Appendix 1). Page 234 of 454
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The emerging picture is encouraging with a slowing of the upward trend of the number of Child Concern Reports (CCRs)1 received and a decrease, for the second consecutive year, in the number of Interagency Referral Discussions (IRDs)2 held and the corresponding number of Child Protection Investigations3 undertaken. The number of unborn babies, babies, children and young people on the Child Protection Register has remained steady, having reached its lowest point, since 2013, in 2022/2023. The number of unborn babies referred also remained steady as a percentage of the overall number of recorded pregnancies within Perth and Kinross. 5.3 The reduction in the use of multi-agency child protection processes is explored on page 14 of the S&Q report. Three factors are identified: the realignment of services towards earlier intervention; multi-agency work to ensure that IRDs are consistently and proportionately convened; and the possibility that the figures are returning to more expected levels following the increases seen during the Covid pandemic. 5.4 From pages 16 to 23, the S&Q report outlines the major findings from its multi- agency and desktop audits. This audit activity provided reassurance that children and young people in need of care and protection received good immediate responses which were delivered through strong multi-agency working relationships and facilitated through effective information sharing. Identified areas for development included working towards more meaningful inclusion of children and young people in decision-making, SMARTer (specific, measurable, attainable, relevant, time-bound, evaluation and review) use of Child and Young Person’s Plans and strengthening the use of chronologies in assessment. 5.5 The CPC has continued to support the implementation of collective and individual advocacy approaches for children and young people, promoting child and family-centred approaches, including the Scottish Child Interview Model (SCIM) and the Bairns’ Hoose pilot project, as well as strengthening areas of practice through the introduction of new guidance. These areas are detailed on pages 32 to 45 of the S&Q report. 5.6 The importance of partnership working with our third and independent sector colleagues, including Barnardo’s, PKAVS Young Carers and NSPCC (National Society for the Prevention of Cruelty to Children), is highlighted, along with the essential role that volunteers play in supporting vulnerable children and young people, from pages 43 to 45 of the S&Q report. 1 Note: A Child Concern Report (CCR) is a mechanism by which any practitioner or manager across the public, private or third sector, or indeed, any member of the public, can raise any worry or concern they may have about a child or young person's health and/or wellbeing. 2 Note: An Inter-Agency Referral Discussion (IRD) is the start of the formal inter-agency process of information sharing, assessment, analysis and decision-making, following a reported concern about the abuse or neglect of a child or young person up to the age of 18 years; in relation to familial and non- familial concerns; and of siblings or other children within the same context. This includes any concern about an unborn baby that may be exposed to current or future risk. 3 Note: A Child Protection Investigation is carried out jointly by specially trained police officers and social workers. Such investigations are carried out where a Child Concern Report, including an Unborn Baby Referral, indicates that a child or young person is in need of care and protection from harm, abuse or neglect; or there is a likelihood or risk of significant harm, abuse, neglect or exploitation. Page 235 of 454
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5.7 The CPC child protection learning and development offer continues to be positively evaluated by participants in terms of increased knowledge and impact on practice. The CPC child protection learning and development officer has designed a programme of training which provides a range of opportunities for practitioners to stay current with new guidance, practice developments and legislation, as shown on pages 50 to 55 of the S&Q report. 5.8 An update on the CPC’s new Improvement Plan 1 April 2023 - 31 July 2026 is provided at Appendix 2. This plan co-ordinates the CPC’s three-year improvement work programme. However, the timescales within the original plan have proven to be somewhat ambitious in view of the changes in CPC membership, personnel, and the complexity of some of the tasks. These changes have provided an opportunity to refocus, refresh and streamline the plan. This will enable new practice, guidance, and legislative developments, anticipated within 2025/2026, to be incorporated within the plan and ensure alignment with the cross-cutting themes between our Public Protection partnerships. The updated Plan will be considered at the CPC meeting in December 2024. In the interim period, where tasks are under review in terms of timescales and actions, this is noted within the column named ‘Initial Progress Report & Evidence @ 30 September 2024’. 6. CONCLUSION 6.1 The annual Perth and Kinross CPC S&Q Report 2023/2024 provides a comprehensive, high-level overview and analysis of the work carried out by the CPC, partner services and agencies to keep children and young people safe and protected. It sets out clearly, the work and priorities of the CPC to support the most vulnerable and at-risk children and young people. It demonstrates that the CPC has continued to be an effective multi-agency partnership which promotes continuous improvement, builds strategic connections, and seeks engagement and participation in line with its prescribed functions. Page 236 of 454
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Authors Name Designation Contact Details Julie Baker Bill Atkinson Child Protection Interagency Coordinator Independent Chair of the Perth and Kinross CPC FBSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Strategic Lead – Children, Families and Justice 7 November 2024 Page 237 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial N/A Workforce N/A Asset Management (land, property, IST) N/A Assessments Equality Impact Assessment N/A Strategic Environmental Assessment N/A Sustainability (community, economic, environmental) N/A Legal and Governance N/A Risk N/A Consultation Internal Yes External Yes Communication Communications Plan N/A 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible, and informed citizens; (iii) Promoting a prosperous, inclusive, and sustainable economy; (iv) Supporting people to lead independent, healthy, and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (i). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible, and informed citizens; (iii) Promoting a prosperous, inclusive, and sustainable economy; (iv) Supporting people to lead independent, healthy, and active lives; and (v) Creating a safe and sustainable place for future generations. Page 238 of 454
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This report relates to Objective No. (i). 1.3 The report also links to the Education & Children’s Services Vision, Values and Priorities in respect of the following key Priority area: • Safe and Protected 2. Resource Implications Financial 2.1 There are no known financial resource implications at this time. Workforce 2.2 There are no known workforce resource implications at this time. Asset Management (land, property, IT) 2.3 There are no asset management resource implications at this time. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Act; however, no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Page 239 of 454
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Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to delivery of the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. 3.3.1 The proposals have been assessed as not applicable. Legal and Governance 3.4 There are no associated risks at this time. 3.5 Not applicable. Risk 3.6 There are no associated risks at this time. 4. Consultation Internal 4.1 The Head of Legal and Governance Services; the Children, Young People and Families Partnership, Education and Learning Senior Management Team, Children, Families and Justice Senior Management Team and the CPC and their partners have been consulted in the preparation of this report. External 4.2 The CPC and their partners have been consulted in the preparation of this report – including NHS Tayside, Police Scotland – Tayside Division and the Scottish Children’s Reporter Administration (SCRA). 5. Communication 5.1 There are no communication issues at this time. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing this report. Page 240 of 454
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3. APPENDICES 3.1 Appendix 1: Perth and Kinross CPC Standards and Quality Report 2023/2024 Appendix 2: Perth and Kinross CPC Improvement Plan 1 April 2023 – 31 July 2026 (Update) Appendix 3: Perth and Kinross Executive Summary of the CPC Standards and Quality Report and Infographic 2023/2024 Page 241 of 454
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0 Appendix 1 Protecting Children and Young People: It is Still Everyone’s Job Perth and Kinross Child Protection Committee Standards and Quality Report 2023/2024 9 Page 243 of 454
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1 Contents Preface by the Public Protection Chief Officers Group ........................................ 3 Introduction by the Independent Chair of Perth and Kinross CPC ...................... 4 Our Local Context .................................................................................................... 5 Our Vision ................................................................................................................. 6 Management Information and Performance Outcomes ........................................ 7 How well do we meet the needs of our stakeholders? ....................................... 15 Introduction of Scottish Child Interview Model (SCIM) and Bairns’ Hoose in Perth and Kinross .................................................................................................. 24 Child Protection Planning Meetings (CPPMs): Continuing Improvement Work 29 Involvement, Engagement and Participation with Children, Young People and their Families .......................................................................................................... 31 How good is the delivery of our services for children, young people and families and our operational management? ........................................................ 55 Practice Guidance and Development ................................................................... 56 How good is our leadership? ................................................................................ 58 Perth and Kinross Public Protection Chief Officers’ Group (COG) ....................... 59 Perth and Kinross Protecting People Coordination Group (PPCG) ...................... 59 Perth and Kinross Children, Young People and Families Partnership (CYPFP) ... 60 Perth and Kinross Child Protection Committee (CPC) .......................................... 60 Central and North Scotland CPC Consortium ....................................................... 62 What is our capacity for improvement? ............................................................... 62 Key Abbreviations & Acronyms Used .................................................................. 64 Appendix 1 – Performance Management Graphs and Additional Details ......... 65 Page 244 of 454
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2 Guardian/Keeper: Perth and Kinross Child Protection Committee (CPC) Standards and Quality Report 2023/2024 Version Number: 1.0 Approved by CYPFP: Approved by CPC: Publication Date: October 2024 Effective From: October 2024 Review Date: N/A ECHR Compliant: Yes Diversity Compliant: Yes Data Protection / GDPR Compliant: Yes FOI Compliant: Yes Health & Safety Compliant: Yes Page 245 of 454
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3 Preface by the Public Protection Chief Officers Group The Chief Officers of the public sector organisations in Perth and Kinross, Elected Members of Perth and Kinross Council, Tayside NHS Board and the Command Team of Police Scotland’s Tayside Division, are once again pleased to support the Perth and Kinross Child Protection Committee (CPC) Standards and Quality Report 2023/2024 The Children, Young People and Families Partnership (CYPFP) continually strives for excellence in our children's services and continues to provide strong and robust collective leadership, governance, challenge and support to the work of the CPC. Our individual and collective commitment to the protection of unborn babies, babies, children and young people in Perth and Kinross is strong and consistent. It is our firm belief that safeguarding, supporting and promoting the wellbeing of all children and young people and protecting them from harm, abuse and exploitation is everyone’s job. We take this responsibility very seriously and we are committed to enabling all children and young people to be the best they can be and to achieving our shared, ambitious and compelling vision that our children and young people will have the best start in life and Tayside will be the best place in Scotland to grow up. We are committed to a whole of life, whole of family approach to Public Protection and we continue to strengthen and consolidate this approach to ensure that unborn babies, babies, children, young people and adults are supported to be as safe and well-cared for as possible. Bringing together our Public Protection Partnerships, to build on this approach, will be one of our priorities in 2024/25. This report demonstrates that our child protection services, across all our services and agencies, continue to strive for excellence in safeguarding. We are proud that we have a committed workforce who are dedicated to ensuring that families have every opportunity to thrive. In this digital age, there are new and emerging threats to the safety of children, young people and adults and there is no room for complacency. We will continue to work together to provide strong leadership and direction to ensure that our services and agencies continue to learn, improve and develop to meet the needs of our communities. We commend and endorse this CPC Standards and Quality Report for 2023/2024. Thomas Glen Chief Executive Perth and Kinross Council Dr Pamela Johnstone Medical Director NHS Tayside Nicola Russell Chief Superintendent Police Scotland – Tayside Division Lisa Sutherland Locality Reporter Manager Scottish Children’s Reporter Administration Page 246 of 454
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4 Introduction by the Independent Chair of Perth and Kinross CPC Welcome to our CPC Standards and Quality Report 2023/2024. This report covers the period from 1 August 2023 to 31 July 2024. This report presents a high-level overview of our multi-agency activity for the past year and reflects the work of services and agencies across our partnership to keep unborn babies, babies, children and young people as safe and protected from harm as possible. During 2023/2024, we have continued to work to fully embed and implement the National Guidance for Child Protection in Scotland 2021 – updated 2023 and supported the implementation of other new areas of practice, such as the Scottish Child Interview Model (SCIM) and to establish the Bairns’ Hoose model in Tayside. The strong working relationships between services and agencies, fostered through the Child Protection Committee, have supported these initiatives. We have produced and published guidance documents to support vulnerable young people and continued to deliver on our improvement plan. It has been pleasing to see the impact of changes commenced in 2022 which offered a broader range of early intervention to families. Numbers of children on the Child Protection Register (CPR) remain comparatively low and as will be seen in the next section, the very significant increase in demand for services seen in 2022/2023 has not been replicated in 2023/2024. Nonetheless, levels of need have remained high. The Child Protection Committee has experienced a number of significant changes in its membership in 2023/2024 including the retirement of Ross Drummond, Child Protection Inter- agency Coordinator, after 14 years in the role. At our Development Day in April 2024, we considered these changes and the importance of ensuring we have a shared vision. It was important to take stock, acknowledge the impact of the changes and plan to move forward together. This has enabled the CPC to retain its focus on continuous improvement throughout this transition, promoting best practice and supporting our workforce to provide the best service possible for unborn babies, babies, children and young people. Going forward, the Child Protection Committee has an ambitious improvement plan in place for the continuous improvement of our services and to take forward learning from our self- evaluation and audit activity. We will continue to be alert to emerging threats for children, young people and their families through social media and digital technologies and to work with partners to reduce risk and minimise harm. Building on our strong existing relationships, we will continue to develop our role within Perth and Kinross’ Public Protection Partnership, with the intention of fully embedding a Whole Family Approach to care and protection for our communities. We look forward to working even more closely with all our multi-agency partners to this end. All members of the Child Protection Committee recognise the importance of the hard work, commitment and dedication of all our staff. On their behalf, I would like to recognise the continued determination and effort of first line staff and managers to ensure unborn babies, babies, children and young people are supported and kept safe and their families are supported. Bill Atkinson Independent Chair of Perth and Kinross Child Protection Committee (CPC) Date: 25 September 2024 Page 247 of 454
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5 Our Local Context Perth & Kinross covers a large geographical area with a mix of rural and urban communities. The map below illustrates the size and diversity of the county with suggest some of the challenges that are involved in delivering services in the area. Page 248 of 454
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6 Our Vision The Child Protection Committee has a clear vision for its work in Perth & Kinross, strongly aligned with the Tayside Plan for Infants, Children, Young People 2023 – 2026 and its five priorities: 1. Our children will have the best start in life 2. Our children, young people and families will achieve and make positive contributions to communities 3. Our children and young people will enjoy good physical and mental health 4. Our children and young people will have their rights protected and their voices heard 5. Our children and young people will be safe and loved National Context The care and protection of children and young people in Scotland is set within the wider policy context of Getting it right for every child (GIRFEC). An exciting development this year has been the incorporation the UN Convention on the Rights of the Child into Scottish law on 16 July 2024, ensuring that the rights of babies, children and young people are now fully protected. The Independent Care Review: The Promise (2020) clearly set out Scotland’s Ambition for children and young people – we grow up loved, safe and respected so that we realise our full potential. The Promise: The Plan 2021 – 2024 set out the five priority areas – the right to a childhood; whole family support; supporting the workforce; planning and building capacity. The Promise Plan 24-30 continues to build on these areas and sets out five foundations: Family, Care, Scaffolding, Voice and People. Local Context It’s still everyone’s job… Within Perth and Kinross, safeguarding, supporting and promoting the wellbeing of all children and young people and protecting them from harm, abuse and exploitation is everyone’s job and everyone’s responsibility. We consider this to be a shared responsibility for all practitioners and managers working across the public, private and third sectors, in partnership with all our citizens and communities. Page 249 of 454
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7 Child Protection Committee (CPC) The work of the Perth and Kinross Child Protection Committee (CPC) in protecting children and young people from harm, abuse, neglect and exploitation and in keeping them safe, is fundamental to realising our vision for improving wellbeing and ensuring better outcomes for our most vulnerable and at risk children and young people. The work of the CPC is articulated in CPC Improvement Plan 2023 – 2026, which is aligned with, and supports, the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026. Management Information and Performance Outcomes The CPC has a pivotal role in gathering and analysing management information on the care and protection of unborn babies, babies, children and young people within Perth & Kinross. The intelligent use of data is key to recognising and responding to trends within our local area. A key function of the CPC is monitoring performance information in relation to Child Protection processes. The CPC’s subgroup, the Quality Assurance Working Group, has responsibility for interrogating the data relating to these processes. It meets 6 times per year and, each time, it reviews the data and highlights any issues of concern or interest for the full CPC meeting that follows. This year, we have presented our data differently, but the full data set of graphs, trends and further detailed information are appended to this report and can be accessed quickly by clicking the Control button and this link: Appendix 1 – Performance Management Graphs and Additional Details The following pages document the trends in our key child protection processes over the course of 2023/2024. A visual comparison is shown with 2022/2023’s statistics with an ‘Overall Trend’ section at the bottom of each setting out this year’s data in the context of the last five years. Page 250 of 454
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8 1. Child Concern Reports (CCRs) A CCR is generated when a service, agency, or individual contacts Children and Families Social Work to raise a concern or an issue regarding an unborn baby, baby, child, or young person. In 2023/24, 85% of CCRs received were from the statutory services of Police, Health and Education. Partner services and the Child Protection and Duty Team (CPDT) triage CCRs to ensure that Child Protection concerns are addressed without delay and action is taken to safeguard the baby, child or young person. For example, colleagues from the CPDT and Police Scotland have a discussion every morning regarding concerns that have come in overnight and need to be urgently progressed through the Inter-Agency Referral Discussion (IRD) process. As with previous years, the age groups of 5 -10 and 11 – 15 years are the largest in terms of CCRs received, with the latter age group continuing to increase and become more prominent in the data since 2020. Overall Trend: CCRs received have continued to increase year on year since 2019/20. However, this year has seen a slowing of the rate of increase, at 7% for the number of CCRs received and 6% number of children referred compared with increases of more than 20% for both indicators last year. This may indicate that the refocusing of resources and Service Level Agreements in 2022 towards early intervention is beginning to have an impact. 2. Inter-agency Referral Discussions (IRDs) The number of children and young people subject to IRDs has fallen again this year, and the number of IRD discussions taking place (which may involve more than one child or young person) shows similar trend. This may be linked to the implementation of earlier support for families as referenced above, preventing an escalation to child protection concerns. IRDs are recognised as good multi-agency Child Protection practice. A single IRD may consider more than one baby, child or young person. Equally, a baby, child or young person may be considered at more than one IRD in response to new or escalating risks. IRDs were the subject of the CPC multi-agency audit in 2022 and since this time, considerable improvement work has taken place to ensure our IRDs are robust and that our interim safety planning is effective. This is where a plan is put in place to safeguard the baby, child or young person whilst inquiries are made. Possible outcomes from IRDs include: • A single agency response to support the baby, child or young person • A joint child protection investigation in which social work and police work together to establish what has occurred. This may involve a joint investigative interview and/or a medical examination depending on the needs of the baby, child or young person. These are discussed in more depth below. • A referral to the Reporter to the Children’s Hearing to consider compulsory measures of supervision. Page 251 of 454
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9 • An application to Sheriff Court for an emergency Child Protection Order to ensure the immediate safety of the child. Overall Trend: IRDs have decreased over the last 2 years from a peak of 529 IRDs being held in 2021/2022. The figures are now roughly equivalent to those of 2019/2020. The peak in 2021 is believed to have been linked with the lockdown provisions of 2020 and 2021 and may also have been linked to the implementation of the Children (Equal Protection from Assault) (Scotland) Act 2019 which came into force in November 2020. Considerable improvement work has been undertaken on a multi-agency basis to ensure that IRDs are being consistently and proportionately convened. 3. Child Protection Investigations (CPI) A CPI may be initiated at an IRD and as detailed above, may include a Joint Investigative Interview and/or a Medical Examination. CPIs require close multi-agency working and cooperation to ensure that the needs of the baby, child or young person are met, and they are safeguarded throughout the process. Overall Trend: In line with the decreasing number of IRDs, the number of CPIs continues its downward trend towards pre- pandemic levels, following significant increases in 2020/2021 and 2021/2022, when numbers peaked at 324 CPIs for 249 individual babies, children and young people. It is likely that the reasons behind the decrease will be in line with IRDs due to the direct correlation. 4. Joint Investigative Interviews (JII) A JII usually takes place as an action from an IRD – it is an interview of a child or young person conducted jointly within a trauma-informed environment by a police officer and social worker who are specially trained. The aim of a JII is to enable the child or young person to disclose concerns regarding any alleged harmful behaviour towards them. It also aims to achieve best evidence for the Justice system, if required, for children and young people who have been victims of crime. Overall Trend The number of children and young people who have been jointly interviewed has fallen again following the highest level in recent years being reached in 2021/22 at 272 children and young people and a decreasing number since. The current total of 136 children and young people is significantly lower than the 2019/2020 figure of 183 children and young people. Again, this decrease is in line with the decrease in IRDs and joint interviews and the reasons are likely to be similar. Page 252 of 454
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10 5. Child Protection Planning Meetings (CPPMs) CPPMs were previously known as Child Protection Case Conferences with their name being updated last year; as directed within the National Guidance for Child Protection in Scotland 2021 - updated 2023 CPPMs are multi-agency meetings which are only convened when it is believed that an unborn baby, baby, child, or young person has been significantly harmed or may be at risk of being significantly harmed. A CPPM is the mechanism through which an unborn baby, baby, child or young person’s name may be added to the Child Protection Register (CPR), which is discussed further below. A Child Protection Plan is put in place for any unborn baby, baby, child or young person whose name has been added to the CPR. The proportion of unborn babies, babies, children, and young people who are considered at CPPMs and go on to have their names added to the CPR remains high at 91% for babies, children and young people, and 93% for unborn babies. This high conversion rate offers reassurance that the decisions made to consider the circumstances of an unborn baby, baby, child, or young person at a CPPM are being made robustly. Importantly, it shows that the unborn baby, baby, child or young person and their families are not being referred to this intensive process unnecessarily. Overall Trend: The number of babies, children, and young people being considered at CPPMs continues to show a general downward trend, which has been consistent over the last five years. There has been a small increase this year in the number of unborn babies considered at a CPPM. 6. Child Protection Register (CPR) The Child Protection Register (CPR) is a register held securely by Police, Health and Social Work of all unborn babies, babies, children and young people who have Child Protection Plans in the local authority area. Access to the names on the Child Protection Register is strictly regulated to maintain the confidentiality of the families involved. On 31 July 2024, there were 45 unborn babies, babies, children and young people, on the CPR, a decrease of 8% from the same date last year. The number of new registrations on the CPR has also remained steady this year, which offers further reassurance that only those unborn babies, babies, children, and young people who are deemed to be at the highest level of risk of harm are having their names added to the CPR. This ensures that focus of can be retained on the small number of unborn babies, babies, children, and young people living with high levels of risk. All unborn babies, babies, children, and young people whose names have been added to the CPR become subject to a Child Protection Plan which is progressed to keep them safe, in Page 253 of 454
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11 partnership with their parents or carers. This is a multi-agency plan, coordinated by the Lead Professional, who will be a Children and Families Social Work. The Child Protection Plan is contributed to by all relevant partner agencies as well as the child, young person and their parents or caregivers. The Child Protection Plan will be in place until such time as risks have reduced and it is possible to remove the unborn baby, baby, child, or young person’s name from the CPR. For most unborn babies, babies, children and young people, the period of registration will be less than 12 months. As seen last year, the number of unborn babies, babies, children, and young people who are on the CPR for more than 12 months continues to gradually decrease. The increased vulnerability of unborn babies, babies, and toddlers to harm, means that the under-five age group is the most represented age-group on the CPR. Overall Trend: The number of unborn babies, babies, children and young people on the CPR has been decreasing over the last 5 years. The number on the CPR at 31 July 2024 is the lowest level since 2013, following a peak of 97 in 2020, which was COVID-19 related. This figure dropped to 66 in 2021, 51 in 2022 and 49 in 2023, so the number has been relatively steady over the last two years within the downward trend. The percentage of re- registrations has been reasonably consistent over the last five years, with a sharp dip in 2020/2021 correlating with the peak of registrations retained during the pandemic. The length of time that unborn babies, babies, children and young people’s names are on the child protection register has also decreased steadily since a peak in 2020/2021; again, this is aligned with the pandemic period. 7. Referrals regarding Unborn Babies Following a significant increase in 2022/23, the number of Unborn Baby referrals received this year has stabilised. The increase may have been due to the unique stresses on families because of the Covid pandemic and the challenges it presented for social connection, mental health and support from services. The birth rate has remained relatively stable over this period of time. Most Unborn Baby referrals continue to be made by NHS Tayside. Referrals regarding Unborn Babies can and should be made by any individual, agency or service who has concerns for an Unborn Baby. Consent is required from the mother or birthing parent to refer an Unborn Baby to Children and Families Social Work where concerns are at a wellbeing level. Child Protection concerns for an Unborn Baby do not require consent from the parent, but good practice is always that the parent/parents should be advised that a referral is being made and their views sought wherever possible. Overall Trend: Referrals regarding Unborn Babies remain fairly consistent as a percentage of the overall birth rate at 11.5%. There are variations year to year in terms of the actual numbers referred but the evenness of the rate as a percentage of the whole is steady. Page 254 of 454
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12 8. Referral to Scottish Children’s Reporter Administration (SCRA) and Legal Measures. All agencies and services try to work with unborn babies, babies, children, young people and their families on a voluntary basis, in accordance with the ‘no order’ principle of the Children’s Hearings (Scotland) Act 2011. However, where risks are significant and immediate or where statutory measures are indicated for the baby, child or young person’s care, protection and treatment legal orders are sought through either the Children’s Hearing or the Sheriff Court as the route depends on the urgency. This section considers the referrals made for such orders. 9. Referral to the Reporter Where any person considers that a baby, child or young person may need the care, protection and treatment of a Compulsory Supervision Order, they can make a referral to the Reporter to the Children’s Hearing. It is the Reporter’s decision whether a Hearing should be convened based on the information that they then request and assess. Referrals made by Services As the table shows, there has been a small increase of referrals to the Reporter of 3.9%. Of note is the increase in referrals from Education by almost 95% whilst Police and Children and Families Social Work referrals have decreased by 55.6% and 16.7% respectively. The Child Protection Committee will explore the reasons behind these relatively significant changes further through its Quality Assurance Working Group. Type of Referral This table shows that there has been a decrease of 6.6% in referrals to the Reporter overall and a drop of almost 27% for offence grounds. The majority of referrals to the Reporter are regarding a lack of parental care (S.67(2)(a) of the Children’s Hearings (Scotland) Act 2011). A note about data The data in the section is for the period 1 August 2023 to 31 July 2024, which is a change from last year’s reporting period from 1 April 2022 to 31 March 2023. This makes discussion around trends more complicated but does align the SCRA data with the rest of the data in this report, ensuring more accurate comparisons in future years. Page 255 of 454
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13 10. Compulsory Supervision Orders (CSOs) These are orders made by the Children’s Hearing in respect of a baby, child or young person and cause the legal status of individual becomes ‘looked after’. This may be at home or away from home in kinship, foster, residential or secure care. Babies, children and young people who have CSOs are regularly visited by their Social Worker and their Child or Young Person’s Plans are reviewed at a minimum of a six-monthly basis to ensure their needs are being met. There has been a significant increase in children and young people who are the subject of Compulsory Supervision Orders – an increase of 77.8%. Some of this will be attributable to an increase in the number of larger sibling groups who have needed the care, protection and treatment provided by a CSO. Reviewing previous data (taken within the financial year), it appears that last year’s small number of CSOs made may have been anomalous. In 2019/2020, there were 51 new CSOs made, 38 made the following year and 50 made in 2021/2022. This year’s figure may therefore represent a return to a more ‘normal’ level. The increase is, however, not mirrored in Dundee and Angus in which the number of new CSOs made has reduced by 14% and 28.6% respectively. 11. Child Protection Orders (CPOs) A CPO is only sought where there is evidence of significant and immediate risk of harm to a baby, child or young person. An application is made to Sheriff Court and, if granted, an emergency order is made such that the baby, child or young person must be removed to a place of safety. The order must be reviewed by the Children’s Hearing on the second working day after it is granted. There has been a decrease of CPOs by 37.5%. This mirrors reductions across Tayside with Dundee’s use of CPOs reducing by 23.1%. Information from previous years, based on the financial year, indicates that there has been a general downward trend in CPO numbers since 2020/2021. It must also be borne in mind that the numbers of CPOs are small and therefore, percentage differences can seem much more significant than they might in terms of numbers. Page 256 of 454
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14 12. What is the data telling us? Our figures of Child Protection Registration, Re-Registration and rate of Children on the Register are closely aligned with national statistics. This table shows our local statistics against National benchmarks (source: CELCIS 11.09.2024). This provides reassurance that our processes and their outcomes are in line with other areas of Scotland. Overall, the data for 2023 – 2024, when compared with preceding years is encouraging. It may suggest that the re-focus of resources towards early intervention in 2022 is supporting what seems to be becoming a longer-term general downward trend in the numbers of babies, children and young people who require intervention at a child protection level. Close partnership working, delivered at an earlier point in families’ journeys of needing additional support, appears to be improving their wellbeing and safety through preventing escalation to higher levels of need and risk. However, further exploration of data and trends are needed to confirm this hypothesis, as it is likely that there will be a range of factors underpinning these downward trends. For example, it may be that after the exceptional events of 2020 and 2021, that figures are simply stabilising back towards pre-pandemic norms. The CPCs Quality Assurance Working Group will be considering the data contained within this report and whether further exploration or targeted audit activity is required. Page 257 of 454
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15 How well do we meet the needs of our stakeholders? This section describes the impact we are having on the wellbeing of children and young people; how we are striving to keep them safe from harm, abuse, neglect and exploitation and the extent to which their lives and life chances have been enhanced. It describes the impact on families and the extent to which family wellbeing is being strengthened. It describes the impact on staff and recognises the extent of their motivation, involvement and contribution. It also considers the impact on the wider community. Quality Improvement Framework Quality Assurance and Self-Evaluation are central to continuous improvement and based on a model developed by the European Foundation for Quality Management (EFQM). The EFQM model is widely used across local authorities, other bodies and by CPCs. Quality Assurance and Self-Evaluation are neither bureaucratic nor mechanical processes; they are ongoing reflective processes to measure performance, improvement and outcomes. Underpinning the quality assurance and self-evaluation work of the CPC and its partners, are recognised quality improvement frameworks. Collectively, they continue to provide a framework of quality indicators to support quality assurance and self-evaluation which leads to improvement across services for children, young people and families. They place the child at the centre and are applicable to the full range of services which contribute to the wellbeing of all children, young people and their families. These frameworks are designed to provide a complementary approach to robust quality assurance, self-evaluation and independent scrutiny. Using the same set of quality indicators reinforces the partnership between internal and external evaluation of services. The current quality assurance framework, used by the Care Inspectorate, in terms of their external scrutiny and inspection role, is the Quality framework for children and young people in need of care and protection ( November 2022) and this underpins the CPC’s quality assurance, self-evaluation and improvement planning work. Page 258 of 454
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16 Impact on Children, Young People and Families Evaluation: We are listening carefully to, understand and respect children, young people and their families and we are helping them to keep themselves safe. A range of early intervention and family support services are improving children and family wellbeing. Quality Assurance Activity 2023/2024 One of the key functions of the CPC is continuous improvement. Audits are a key part of benchmarking the standards of practice across the partnership, identifying both strengths to promote and areas to develop. In a new approach this year, the Child Protection Inter-agency Coordinator (CPIC) has undertaken three desktop audits to explore different aspects of child protection work. The three audits are discussed in turn below: Desktop Audit 1 – Classification of Child Concern Reports as ‘Other’ Last year’s report noted that a high proportion of CCRs to Children and Families Social Work were being categorised as ‘ECS – CCR – Other’ rather than the specific reason for contact being made with the service regarding an unborn baby, baby, child or young person. This was not helpful as it obscured the actual reasons and their prevalence for unborn babies, babies, children and young people – for example, domestic abuse or neglect. This audit found that there were several reasons for this being the case, primarily a systemic issue in terms of how CCRs are logged on to the Children and Families Social Work CCM database. Children and Families Social Work is transitioning to a new database for recording – MOSAIC in the near future and it is envisaged that this will address some of these issues. The CPIC will repeat this audit in once the new system is established and operational to check the impact of the improvements that are in progress. Page 259 of 454
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17 Desktop Audit 2 – A Review of Cases Referred To MASH and their Outcomes. The Multi-Agency Screening Hub (MASH) is a weekly meeting hosted by Children and Families Social Work and attended by a range of agencies and services who can offer support and advice to families at an early or earlier stage. Currently, families in need of some additional support at a lower level still require to be referred into MASH through the CPDT in Children and Families Social Work Services. Work is underway through the Whole Family Wellbeing Fund Programme Manager to ensure that families can self-refer for lower- level support in the future, but this is likely to take some considerable time to develop; given the complexity involved. Some key strengths identified in the audit were that MASH is firmly embedded within a Whole Family Approach and GIRFEC principles, providing early and effective intervention for families. Areas for development included ensuring more consistent recording and involving children, young people and their families in the process. Children and Families Social Work are taking forward these improvement actions. Page 260 of 454
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18 Desktop Audit 3 – Child Protection Core Group Meetings and Child or Young Person’s Plans Child Protection Core Groups and Child Protection Plans are an integral part of keeping unborn babies, babies, children and young people safe after their names have been added to the CPR. Child Protection Core Groups are attended by the child or young person, if safe and appropriate, their parents or carers, their social worker, their allocated health worker and the relevant person from their school or nursery. Other professionals who are involved with the family, like Justice or Drug and Alcohol workers will also attend. Significant strengths were identified including a strong focus on the unborn baby, baby, child or young person during meetings, a rights-based approach with encouragement for parents or carers and children to access independent advocacy. There was good attendance at most meetings from different services or agencies and evidence of a wide range of supports being offered to support families. Page 261 of 454
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19 Areas for development included a need for tasks/actions to be in a SMARTer format, and for minuting of the meetings to be more consistent. The involvement of children in their plans requires to be further evidenced. Children and Families Social Work will be progressing improvement work in this area. As with Desktop 2, the implementation of MOSAIC will enable Child Protection Plans to be recorded differently and it is envisaged that this will be beneficial. Page 262 of 454
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20 Annual Multi-Agency Audit Due to the change in CPIC in April 2024, it was not possible to organise the multi-agency audit for May 2024 which is the usual time of year that this major audit activity takes place. Due to the imminent end of the 2023 – 2024 school session, it was agreed that the audit would be delayed until September 2024 but that it would review practice consistent with the timescales in the rest of this report – 1 August 2023 to 31 July 2024. It had been identified through interrogation of data that a significant proportion of young people referred to Children and Families Social Work had been the subject of multiple CCRs, and it was important to explore why this was the case and whether the young people received an appropriate response which met their needs and kept them safe. Responses to Young People aged 11 -18 who were the subject of 3 or more Child Concern Reports in one calendar year. What is a Child Concern Report? A CCR is generated when a concern is received by Children and Families Social Work regarding a concern about the wellbeing or safety for an unborn baby, baby, child, or young person. The concern itself may be in a written format such as a report from Police Scotland may be received by telephone. 85% of CCRs are made by Police Scotland, NHS Tayside, or Education. 2% are internal referrals within Perth & Kinross Council and the remaining 13% are from members of the public and third sector and independent organisations. What case files were reviewed? This was a qualitative audit to consider the circumstances of young people to evaluate the response they received from services. A small sample was required to facilitate an in-depth review from a much larger group. 439 young people had been identified in the period as meeting the criteria for the audit and there were 2457 CCRs in respect of this group. Working on the premise of 4 pairs of reviewers, 16 files were selected at random to be reviewed, however, due to the complexity of some case files, only 14 Young People’s records could be reviewed in the time available. The number of CCRs for the 14 young people totalled 121, with the lowest number being 3 (the minimum for inclusion) and the highest number being 36. What form did the audit take? The audit took place over two days on 4 and 5 September 2024 at the Letham4All building and was undertaken by nine practitioners from the following services: • Police Scotland • Education • Children and Families Social Work • Justice Services • School Health Nursing • Integrated Drug and Alcohol Recovery Team Page 263 of 454
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21 How did the reviewers evaluate practice? The Care Inspectorate six-point scale was used to benchmark practice against the following Quality Indicators: • Quality Indicator 2.1: How well do we meet the needs of our stakeholders? Impact on Children and Young People • Quality Indicator 5.1: How good is our delivery of services for children, young people and families? Recognition and response to initial concerns. • Quality Indicator 5.2: How good is our delivery of services for children, young people and families? Assessing risk and need. • Quality indicator 5.3: How good is our delivery of services for children, young people and families? Care planning, managing risk and effective intervention • Quality indicator 5.4: How good is our delivery of services for children, young people and families? Involving individual children, young people and families. The Quality Indicators and the scale are contained within the Quality framework for children and young people in need of care and protection The scale ranges from 6 which is excellent down to 1 which is unsatisfactory. What did the Review team find? Overall, the practice in the 14 cases was graded at 4 on the six-point scale, which is Good: with important strengths, with some areas for improvement. There were areas of excellence and strong performance seen, particularly in the Quality Indicators concerned with immediate responses and information sharing. This evaluation activity provides reassurance that our partnership working arrangements are strong and positive, that partners work well together and communicate pro-actively with each other. What strengths were identified? Immediate Responses, Information Sharing and Relationship-based Work: As well as immediate responses ensuring safety and effective information sharing, noted above, there were good examples of relationship-based work, particularly with parents and caregivers, who were consulted and communicated with regularly. Record-keeping and Practice focused on Risk and Need: Records, for the most part, were commented on as being made contemporaneously and providing a good account of what was happening and why. Practice was widely considered to be focused on the young people’s needs and managing risks to them. IRDs, Safety Planning and Legal Measures: IRDs were seen as a crucial part of the coordination of ensuring young people were safe, bringing practitioners together to share information and plan to reduce immediate risks. Safety planning, both prior and subsequent to IRDs, was robust and flexible, moving to meet the young person's needs, and legal measures were taken, where needed, to secure young people’s care and protection. Summary: This self-evaluation exercise demonstrates that initial responses to concerns are strong, are undertaken collegiately as a multi-agency group and, as far as possible, are predicated on working cooperatively with young people and their families. Page 264 of 454
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22 What do we need to improve? Planning: Whilst immediate responses were deemed to be strong, what was seen was that longer-term planning and review for young people was not as robust, unless they were subject to legal orders or had had their names added to the CPR. A pattern noted throughout this audit was the need to strengthen our approach to having a child or young people’s plan in place timeously and recording this in the IT system. There were a few cases in which the frequency of involvement of workers, from across disciplines, was observed to not be particularly effective, so although multi-agency working would be described as positive, its impact was not. This links with the lack of an effective planning process – it was not clear that workers had a shared goal to work towards. This mirrors some of the findings from CPC Desktop Audit 3 (above) which looked at Child and Young Person’s Plans and noted several areas for development to ensure that the plans were focused, SMART and incorporated the voice of the child or young person. Earlier Intervention and Assessment. In a few instances, reviewers questioned whether what they were assessing in the period could be viewed as initial concerns as they occurred in the context of a much wider period of recurrent CCRs regarding the young people. There was a sense that chronic difficulties had not been prevented from becoming acute leading to intervention becoming necessary. Therefore, although the initial response to this year’s set of concerns was good, the reviewers questioned whether earlier involvement may have prevented escalation towards the intense intervention which was later required. The absence of chronologies was noted in both these cases and across several more and their important role in assessment was underlined. Meaningfully including young people. There was evidence of seeking of views of young people’s views, albeit these weren’t reflected in planning and decisions. Seeing young people and spending time with them to understand their lived and living experience is integral to assessments and needs to be prioritised. Losing focus on the young person: It was noted, in several cases, that the voice of the young person in records and processes was effectively silenced by the competing needs of the people around them, whether by a sibling or a parent. This risked losing the focus on young person and their needs. Page 265 of 454
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23 The infographic below shows a summary of the key points of the audit. Page 266 of 454
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24 Introduction of Scottish Child Interview Model (SCIM) and Bairns’ Hoose in Perth and Kinross An exciting development in the last year has been partnership work towards creating a Bairn’s Hoose within Perth and Kinross as part of wider Tayside arrangements and the implementation of the SCIM Team. This work is under the governance of the Tayside Regional Improvement Collaborative. What is the Bairns’ Hoose? The Bairns’ Hoose is a model for meeting the needs of children and young people who have been victims of, or witness to, abuse and for children under the age of criminal responsibility whose behaviour may have caused harm. The Bairns’ Hoose approach is based on the Icelandic ‘Barnahus’ model, with both names meaning the ‘Children’s House’. The Bairns’ Hoose prioritises supporting the child or young person’s recovery in a safe and trauma-informed environment. Bringing together Child Protection, Health, Justice and therapeutic services in one setting, a key aim of the Bairns’ Hoose is to prevent or reduce the need for the child or young person to have to tell and re-tell their story. This can be re- traumatising for children and young people. The Bairns’ Hoose standards set out the principles of the approach. In Tayside, Seymour House in Dundee has been designated as the main base for the Tayside’s Bairns’ Hoose – particularly for forensic medical examinations due to the specialised nature of the equipment needed. However, each authority has its own base, with Almondbank House being the location for Perth and Kinross. Physical alterations are underway to ensure that children and young people arriving there for a JII are immediately welcomed into a trauma-informed environment. Children and young people are at the heart of the Bairns’ Hoose. Here is an information leaflet provided to children and young people who need to use the service. Page 267 of 454
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25 What is SCIM? SCIM is part of the Bairns’ Hoose model, providing a trauma-informed, consent-based approach to interviewing children and young people who have been victims of, or witness to, abuse, neglect or exploitation. SCIM was developed in response to the recommendations within the Evidence and Procedure Review; Child and Vulnerable Witnesses Project (2015). The two main goals of SCIM are: - To remove the need for children to give evidence in Court and to instead have their JII used as ‘Evidence in Chief’ - To be trauma informed, reducing the risk of children being re-traumatised during the interview itself and during subsequent processes. SCIM aims to both provide the best opportunity for children and young people to tell their own story in their own words and to ensure that the best evidence is gathered for Justice purposes. If you would like to know more about SCIM, please click on here for a 7-minute briefing setting out the main aspects of the model. Every child who has been a victim of, or witness to, harm, is offered the opportunity to take part in a JII which is carried out by a Police Officer and a Social Worker who have been extensively trained in the model. A Tayside approach, through Police Scotland D Division, enables SCIM trained Social Workers and Police Officers from Dundee, Angus and Perth and Kinross to travel to support SCIM interviews across the region. SCIM has been live in Tayside since May 2024. One of the key parts of SCIM is Planning for the Interview. The allocated Police Officer and Social Worker will gather information from those who know the child or young person to ensure that their needs are met and kept central throughout the interview process. They will also consider the crime(s) that may be disclosed through the interview process, based on the information that led to a JII being arranged. Planning for breaks is an important aspect of interviewing, both for the comfort and wellbeing of the child or young person and to ensure that the interviewers have an opportunity to review what has been shared and determine what other questions may need to be asked or approaches may need to be used. Putting children, young people and families at the centre. A safe, warm and comfortable environment for the JII to take place is very important. The SCIM interviews take place in Almondbank House in a discrete wing, with a private waiting room for families with space to make hot drinks and snacks. This is particularly helpful for a parent or carer who may have other children with them. The Family Waiting Room Page 268 of 454
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26 Consent and Rights. SCIM is a consent-based model in line with a rights-based approach. Children and young people are given lots of information, and crucially, more time, to consider whether they want to give consent to being interviewed. They are informed of the possible outcomes from the interview process and therefore, if they choose to take part, they can give informed consent to the process. Second interviews are arranged if needed, but again, children and young people’s choices are paramount – they may wish to, as one young person has chosen recently – take a longer break between the interviews. Evaluation. SCIM is very new in Tayside and is in the process of formal evaluation. The team routinely seek feedback from each child or young person and their parents or carers following each interview. To date, children, young people and their families report feeling informed and supported during the planning process and interview. The workers undertaking SCIM report a qualitative difference from their experience of undertaking JIIs under the old model and that information gained is richer and more detailed. They are confident that there is a positive impact on children and young people who are being interviewed using SCIM because of better information, clear and informed consent and the environment in which SCIM is taking place. Impact on Children, Young People and Families Children and young people who have been harmed or witnessed harm are benefiting from a trauma-informed, child-centred approach. When a child, young person or adult has been subjected to, or witnessed, abuse, they can feel powerless. This is why making sure children and young people are given choices, their rights are respected and a welcoming, comfortable environment in which to share their story is vitally important. As evaluation progresses over the next year, we anticipate being able to share more fully the impact that SCIM and Bairns’ Hoose is having on children and young people who need this level of intervention in 2025. Working together to keep unborn babies, babies, children and young people safe and protected. Across our partnership, a range of professionals and volunteers work closely together to ensure the care and protection of unborn babies, babies, children and young people within our communities. This includes Housing Officers and Support Workers, Social Workers and An Interview Room Page 269 of 454
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27 Social Care Workers, Midwives, Health Visitors, School Health Nurses, Youth Workers, Community Link Workers, Teachers and other school staff, Police Officers, Community Safety Wardens and many others in diverse roles across our voluntary, third and independent sector organisations. What follows is a snapshot of the difference that volunteers make in our Child Protection Community. Aside from those highlighted below, there are many other organisations whose volunteers are making a significant difference to the lives of families and the CPC extends its thanks to them all. The Role of Volunteers Children’s Panel Members Many people are unaware that Children’s Hearings rely on volunteers who apply to become panel members. This is an important role in keeping babies, children and young people safe. Panel members make the decision about whether a legal order requires to be made to ensure a baby, child or young person receives the care, protection and treatment they need. Within Perth and Kinross, there are 46 Panel members from all walks of life with a range of suitable skills and experiences who are making life-changing decisions for Perth and Kinross’s children. Several of the local Panel community have been volunteering for over 15 years and one of Panel members has volunteered for over 30 years at the Perth Hearing centre. Whether Panel members are new or very experienced, their commitment and time they give up to help keep children safe is valued and appreciated. It is not an easy job to volunteer for but here is what some panel members say motivates them: • “I felt that I had a responsibility to use the skills and experience I've developed over the last 30 years, to really support children and families in the community.” • "I became a Panel Member in order to help support families be the best that they can be in challenging life circumstances." • “I was wanting to give something back to the local community I live in and knowing how my own family background as a child growing up made me want to help others.” Page 270 of 454
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28 Early intervention and support provided by a range of organisations and their volunteers can make all the difference to vulnerable families and prevent babies, children and young people from becoming involved with the child protection system. Within our partnership, we have numerous organisations who benefit from volunteers and the support they can give families. Here is an example: Barnardo’s Space4U service is funded by Perth and Kinross Children and Families Social Work services to provide Whole Family supports to children and families impacted by parental substance use, mental health, and domestic abuse. The service works to improve family wellbeing and reduce risk for children and young people to remain safe within their family. Space4U have recruited a small pool of trained volunteers as befrienders and parent/carer buddies who are supported by the volunteer co-ordinator. Volunteers often play a pivotal role in helping children, young people and parents/carers build confidence to access their community, try new activities or provide a listening ear. They can also help families build on and sustain the progress they have made following a period of support from workers. What is the impact on families? “I really like my befriender, she always turns up for me when she says she will, we do fun things like go to the park, go out for walk, draw, paint. She listens to me. She is great” Young Person “Volunteering with families and young people is essential! It is not only worthwhile and rewarding for me as a volunteer, it’s an opportunity to learn from young and inspiring children. Children who may have not had chances to grow and learn independently of schools, family or friends, and experience safe and engaging friendship. The growth that everyone gains is irreplaceable and for some, a lifeline. Nonjudgmental care linking those in need with additional support”. Eilidh Grant, Volunteer at Space4U “I got the impression over the last six months that the young person really valued our time together and I saw a growth in him in terms of confidence and maturity. It has been a great chance for him to have new experiences out with the family home and was fast becoming a thoughtful young man with many talents” Volunteer Befriender “What is also lovely to see is that not only do our children and young people benefit from the volunteer support, but the volunteers have a rewarding experience no matter why they are volunteering.” Volunteer Co-ordinator. Page 271 of 454
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29 Child Protection Planning Meetings (CPPMs): Continuing Improvement Work In 2023, the name of Child Protection Case Conferences was changed to Child Protection Planning Meetings (CPPMs) in accordance with the implementation of the National- Guidance-Child-Protection-Scotland-2021-updated-2023. CPPMs are a core feature of multi-agency working to protect unborn babies, babies, children and young people. CPPMs bring practitioners, services, agencies and families together to share information regarding risks and needs, as well as the family strengths and protective factors which may mitigate them. Staff from Children and Families Social Work arrange, chair and minute CPPMs on behalf of the partnership. CPPMs are non-statutory meetings and have no legal status. Legal orders to protect babies, children and young people can only be obtained through the Children’s Hearing or Sheriff Court. The primary purpose of CPPMs is to consider whether an unborn baby, child or young person is at risk of significant harm and if so, to determine whether, or not, their name should be added to the CPR. The CPR is a register of all unborn babies, babies, children and young people who have Child Protection Plans within a given local authority area. In Perth and Kinross, the CPR is held securely by designated individuals within Children and Families Social Work, Health and Police colleagues. Outside of normal working hours, the CPR can be accessed through the Out of Hours Social Work Service by professionals with an urgent need to know if an unborn baby, baby, child or young person has a Child Protection Plan. Child Protection Planning Meeting Coordinator Role In May 2021, Children and Families Social Work created a full-time, dedicated CPPM Coordinator position. This was achieved through temporary funding, initially for a period of two years until 2023. Given the success of the role, it has been further extended until 31 March 2025. This demonstrates a significant financial investment and commitment to the continuous improvement of our multi-agency child protection arrangements. What is the impact for unborn babies, babies, children and young people and their families? Children, young people, parents and carers frequently report that they prefer to have the same chair for meetings, such as CPPMs, in which highly confidential and sensitive information about their family is shared. Having a consistent Chair, through the CPPM Coordinator role, provides families with a known face - a person who already knows their family’s story and can track progress throughout the period of registration. From a trauma- informed perspective, this is essential – both people who use our services and research are clear that telling and re-telling their stories can be re-traumatising for children, young people and their parents or carers. Having the same, well-prepared Chair for each CPPM a family experiences means that families do not have to do this and appears to reduce levels of stress and distress. For example, no parent or carer has been asked to leave a CPPM due to aggressive or disruptive behaviour over the year. This is significant as it shows that the emotional containment created by a consistent Chair within the CPPM process is supporting families to take part and participate. The CPPM Coordinator works hard to create a safe and calm environment for all participants. Page 272 of 454
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30 The above information is taken from the CPPM Coordinator’s Annual Report. There was an improvement of 14% in 2023 – 2024 of CPPMs held within schedule, rising from 73% to 87%. Numbers of unborn babies, children and young people on the CPR have remained low. A combination of MS Teams, Hybrid and in-person meetings appear to support the attendance of professionals and parent(s) and carer(s). The CPPM Coordinator sought feedback from parents and carers, the majority of whom advised that they preferred to attend meetings via MS Teams as they did not have to travel, arrange for childcare or risk meeting the other parent, before, during or after the meeting. As planned last year, Easy Read Leaflets are now available for children, young people, parents and carers invited to attend a CPPM. What’s next? For 2024 – 2025, the coordinator will be exploring Easy Read Minutes for children, young people and families. This is because children, young people and their parents or carers need to fully understand the reasons that Child Protection Registration has been necessary and the steps they need to take, along with the professionals working with their families, to keep everyone safe and ensure that the period of registration is as short as possible. A short, accessible and easily understandable minute will help this process. Page 273 of 454
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31 Involvement, Engagement and Participation with Children, Young People and their Families The CPC, partner services and agencies, strive to involve and engage children, young people and their families in their work; ensure they can participate in our work; have their voices heard and influence service provisions and service design. The following is a high-level snapshot of only some of this ongoing work: United Nations Convention on the Rights of the Child (UNCRC) “The UNCRC is the most widely ratified human rights treaty in the world and sets out the specific rights that all children have to help fulfil their potential, including rights relating to health and education, leisure and play, fair and equal treatment, protection from exploitation and the right to be heard” (Scottish Government) The incorporation of the UNCRC into Scottish law on 16 July 2024 means that public bodies now have a legal obligation to act in a way which is compatible with UNCRC rights where the function comes from an Act of the Scottish Parliament. This places significant limits on the extent of the compatibility duty for local authorities as many functions are from UK, rather than Scottish, legislation. However, the incorporation should support a cultural shift which will encourage public bodies to take account of the needs and rights of babies, children and young people, in everything that they do. All public bodies should be working towards having a baby, child and young person’s rights-based approach in delivering their services. Preparations have been underway for some time both locally and across Scotland to ensure that staff were ready for the incorporation of UNCRC. Initiatives such as Rights Respecting Schools and the cascading of information to children and young people and across staff groups have been ongoing for several years. The CPC continues to work with partners on ensuring that the rights of babies, children and young people are fully respected and considered in all aspects of our work. As can be seen from the illustration on the following page, the rights of babies, children and young people to be protected from exploitation and sexual abuse are enshrined in the UNCRC, so it is absolutely fundamental to the work of the CPC and its partners in our single and multi- agency child protection processes and practices Listening to children and young people, hearing and respecting their voices, is an essential aspect of safeguarding. Page 274 of 454
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32 Why does Incorporation matter? Click on the link below to hear from present and former members of the Scottish Youth Parliament about the importance of the incorporation to them and what it means to Scotland’s children and young people and for the future. Scottish Youth Parliament Members & UNCRC Page 275 of 454
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33 Services for Children, Young People and Families – Promoting Participation In December 2023, Heather McKenzie took up her post as the Children’s Rights Officer for Perth and Kinross. Heather is based within Services for Children, Young People and Families and works predominantly with young people aged between 12-26. Heather’s role focuses on collective advocacy for young people as a means to ensure that their voices are heard, and their views are taken into account by decision-makers. Heather’s work is integral to developing the Youth Forum and Champions Boards as discussed below. She is also pivotal in training others about children and young people’s rights, the UNCRC and Perth and Kinross’ commitment to keeping The Promise. Page 276 of 454
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34 Perth and Kinross Youth Forum The Youth Forum was instituted two years ago but has taken some time to become fully operational due to changes in staffing, service restructure and young people moving on. Developing the Youth Forum has been, and continues to be, an iterative process which has needed dedicated time and attention from all involved. The inaugural meeting of the Youth Forum took place in February 2024 and a further four meetings have now taken place. Due to the size of Perth & Kinross and the different working and studying arrangements of the young people, finding suitable times and venues that work for them has been a matter of trial and error. The Team continues to work on recruitment to the Youth Forum and its accessibility for the young people – a mix of online and quarterly in- person sessions are being considered. What’s the aim of the Youth Forum? The Youth Forum allows for the voice of young people across Perth and Kinross to be heard and to influence the policy and practice direction of all our work. The Youth Forum reports directly to the Children, Young People and Families Partnership (CYPFP). This enables links to be developed and maintained with other strategic groups and partnerships. The Youth Forum aims to provide a way for services and agencies across Perth and Kinross to consult directly with young people. The Youth Forum will also focus on the Youth Strategy (discussed below) and have a key role in making sure that its actions are progressed. Who is on the Youth Forum? The Youth Forum has 25 members aged 12-26 from various organisations, including: CASA (Children Alone Seeking Asylum – PKC Services for YP), Champions Board of young people with Care Experience (PKC Youth Services), PKAVS Young Carers, PKAVS Mental Health and Wellbeing Hub, Perth Autism Support, KYTHE, LOGOS (Auchterarder and Crieff), AYP, CAYAG, YMCA and Members of the Scottish Youth Parliament. Breathe (Aberfeldy) and SKYD (Blairgowrie) will soon be joining the forum. To ensure wide representation and a feedback loop for the young people, an arrangement has been made that the representatives liaise between the Youth Forum and their local Voice Groups. This is important as the young people involved need to know that their voice is making a difference and to be kept informed about the impact of their interventions. The Youth Forum fully recognises the need to reflect the diversity of young people and of their lives. Efforts are ongoing to link with organisations that will enable the voices of a wide range of young people to be heard. These will include the LGBT Scotland’s local Youth group, Children’s Hospice Association Scotland in Kinross, Veterans First Point and young people from the travelling communities. The Youth Strategy At the first meeting of the Youth Forum in February 2024, Linda Richards, Service Manager for Resources, Children and Families Social Work, led a session on the soon-to-be published Youth Strategy. This consultation confirmed that the Youth Strategy and its key identified actions are relevant to the needs and wishes of young people. The Youth Strategy outlines the supports available to young people and sets out the vision to ensure that young people get the help and support they need, when they need it. Page 277 of 454
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35 You can read the Youth Strategy here: Youth_Strategy_2024.pdf Champions Boards In line with our commitment to keep The Promise, Heather McKenzie, Children and Young People’s Rights Officer, has been working closely with Youth Workers and supporting the development and co-ordination of the Champions Boards. What are Champions Boards? The Champions Boards support and empower care experienced young people to influence change and work alongside those who make decisions about the care system. They provide spaces for young people to be themselves, connect with others who have similar experiences, and receive support from a dedicated youth worker. The Champions Boards support skills development, promotes positive role modelling, wellbeing and inclusion, creating positive memories and access to a variety of opportunities. Perth and Kinross Council has supported a central Champions Board since 2015, known as the Fun Young Individuals (FYI). However, due to being held in central Perth, the group was not accessible for those living in rural communities. To address this, in October 2023, Champions Boards were set up in secondary schools and this model has proven to be successful. Each secondary school has a designated Youth Worker, who facilitates a weekly Champions Board over one school period. What are the aims of the Champions Boards? Having been in place for less than a year, it is pleasing that 9 out of 11 secondary schools have established Champions Boards and that more than one-third of young people with care experience in secondary schools are taking part. The young people have chosen to refer to themselves as ‘Champs’. To ensure that the Champions Boards retained a clear purpose and direction whilst enabling the fluidity and creativity of the group, there has been considerable work behind the scenes by Heather McKenzie and the team of Youth Workers within the schools. Young people are supported to take ownership of their group and are involved in all planning to ensure activities are meaningful to them. Therefore, each school Champions Board has selected different activities to raise the profile of care experience and of the role of Corporate Parents. In Blairgowrie, for example, the Champions Board created Promise Posters to present to their guidance teachers. In Perth Grammar and Perth High Schools, the Board members created quiz questions for all the school staff on Corporate Parenting. This piece of work was beneficial as it supported young people to learn about their rights and the responsibilities of corporate parents. Page 278 of 454
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36 Learning about The Promise – Poster made by the Champs Over the next academic year, the groups plan to build on these foundations and will be working on projects of their choosing in line with the Promise. This will include inviting Corporate Parents in to support this. Services for Children, Young People and Families plan to showcase and celebrate all the Champions Board projects. All the young people will receive certificates for their contributions and will be able to nominate Corporate Parents for awards too. What else have the Champs being doing? The Champs enjoyed a varied summer program which included a range of outings and activities from Go Karting, visiting the new Perth Museum, to visiting the Edinburgh Fringe and meeting at Scott Street for toasties or pizza. In partnership with Falkirk, Stirling and East Dunbartonshire, a Summer Champs event was put in place with lots of activities to try and take part in, from decorating cupcakes through to film-making. This was a special event as for many young people, as it was the first time they had been able to meet others with similar experiences outside of their immediate group. The Champs celebrated the end of summer with a trip to Dundee Tenpin Bowling and Lasertag. This was well attended with 34 young people attending from across 8 of the secondary schools, CASA and FYI. This was such a lovely event where young people were able to connect and enjoy themselves. This was incredibly special for some young people who were able to see other young people with whom they used to live in foster care with and others, who had moved school, had an opportunity to see their Champ friends. Champs were also supported to give their feedback on a variety of topic areas which will inform the new PKC Corporate Parenting Plan. The feedback has been shared with the PKC Promise Delivery Group. This will be drafted and shared with Champs to ensure the plan is designed in partnership and reflects their feedback accurately. What do the Champs tell us about their experience of being involved with the Champions Boards? Page 279 of 454
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37 • I felt heard when I was talking about my care experience and what was bad and what should be better • We’ve learned so many life skills that will help our future • It’s been great being able to come together to talk about our lives • Looking forward to the trips in the summer as I usually just spend the summer in my room Rights Respecting Schools Award (RRSA) RRSA is an award, delivered by the United Nations International Children’s Emergency Fund (UNICEF), which recognises schools who can evidence that the UNCRC is placed at the heart of their policy, planning and service delivery. While schools can provide written evidence of their work, the focus of the assessment is on the impact on the child. RRSA was recognised as an effective way to work with and support schools to consider their current mechanisms for pupil voice, learner participation and individual advocacy and how these might be strengthened. In the last school session, a working group consisting of central and school staff, has drafted a Learner Participation Framework. This Framework will provide guidance and set clear expectations for incorporating UNCRC into a values-based approach in school. The Framework will be finalised and implemented this school session. Some key achievements since August 2023: 7 schools have achieved Bronze: Rights Committed, which means they have evidenced how they plan to embed the UNCRC into their practice; 6 schools have progressed to Silver: Rights Aware and 5 schools have achieved Gold: Rights Respecting status. We realise there are others who have had similar experiences, so we do not feel alone Page 280 of 454
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38 The Gannochy Trust Youth Panel In early 2023, The Gannochy Trust launched a new Youth Panel Fund for Perth and Kinross. Twelve young people, aged between 14-26 years of age, including care- experienced young people have been recruited to the Youth Panel (see photo below). The panel meets four times a year to assess and approve funding applications, of up to £10,000, from an annual funding pot of £120,000. The Gannochy Trust Youth Panel have designed the core aims and outcomes for the fund, which will include: Youth Activity – to provide learning-based activities and experiences for young people Youth Voice – empowering young people through projects that support their opinion being heard Youth Health and Wellbeing – helping young people develop independent living skills and activities that are focused on improving their wellbeing. The fund is open to registered charities that work in Perth and Kinross and can help in the delivery of these objectives. Page 281 of 454
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39 The Connecting Relationships Empowering Supporting Together (CREST) Team has two functions - independent Family Group Decision Making (FGDM) and Lifelong Links. Team members, who are referred to as FGDM and/or Lifelong Links Coordinators, work with children, young people, their families and the professionals who support them. They are independent from the child or young person’s social worker and have no statutory role with respect to the child or young person. CREST has been described as rights-based, inclusive and partnership working with families in action. Family Group Decision Making puts families at the heart of decision making for children and young people. It supports families to create their own Family Plan to keep their children and young people safe and cared for within their family group wherever safe and possible to do so. The families are supported by the FGDM Coordinator to do this. Lifelong Links Coordinators work closely with children and young people who are care experienced to identify family members and friends who can be part of their support network as they grow into adulthood. Here is a short video which explains what Lifelong Links are and why they are so important for children and young people who are care experienced. The CREST Team have had a successful year in 2023 – 2024 and are delighted to report that, after an in-depth assessment of their FGDM Service, they have been awarded service accreditation. This involved CREST policy and practice being matched against a set of high standards, drawn from current best practice and learning both in the UK and internationally. CREST Team now joins Edinburgh and Glasgow City Councils as an official accredited service in Scotland. What is the impact for unborn babies, babies, children and young people? The CREST Team is making a real difference to the lives of unborn babies, babies, children, young people and their families. Working with either part of the team is completely voluntary for children, young people and families so consent is actively sought, and options provided. Over 70% of the children and young people referred to Lifelong Links have gone on to engage with their coordinator to work towards creating a Lifelong Links plan. Similarly, over 70% of families referred to the FGDM part of the team have engaged with the coordinator and this has resulted in 33 Family Plans being created. Follow up at 3 months after the creation of the plan shows that the Family Plan is still working well for 30 of the families. Page 282 of 454
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40 Here is a snapshot of CREST’s work in 2023 - 2024 What’s next for CREST Team? CREST have been developing a Connections Toolkit and Plan and are planning to implement it in the year ahead. It is a tool that social work colleagues and foster carers can use to support children and young people identify, and stay connected with, people that are important to them, including siblings and sibling-type relationships. Grandparents, other family members, and important people within the child or young person’s community can play a significant part in offering ongoing love and support. Designed to be led by the child or young person, this tool can support social work staff and foster carers to better understand the child or young person’s world, the value of their relationships and how they change overtime. The tool can also be used for children and young people living at home who have social work involvement, are on the edge of care, and in kinship care. The team are planning to work on creating better processes to hear the voice of those who have been involved with the service and use that to further develop the service. Page 283 of 454
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41 Independent Advocacy Perth & Kinross Independent Advocacy Perth & Kinross (IAPK) continues to partner with children, young people and their parents or caregivers to provide independent advocacy services as they navigate Children’s Hearings and other important meetings such as Looked After Child Reviews and CPPMs. The service has three full-time advocates who provide a service to children and young people. The importance of independent advocacy for children, young people and their parents or caregivers in child protection or legal processes cannot be overstated. Families whose children become subject to CPR or to legal orders have consistently reported that having a trained, independent advocate with them through the process is supportive and helpful. Advocates can ensure that children, young people and their families understand what is going on and prepare them to take part in meetings or Children’s Hearings through the establishment of a trusting working relationship. The independence of the advocates is central to this as the child, young person and their parents and caregivers are more able to trust what the advocates are telling them as they know that they are in no way linked to Children and Family Social Work or other services. IAPK follow a code of practice which ensures that the independence is retained and refer to the child, young person or adult receiving services as their advocacy partner, reinforcing their collaborative approach to their work. The above table shows the number and type of meetings that independent advocates were involved with in 2023. The independent advocates now work with young people up until the age of 26, in line with continuing care legislation. As services change for young people from Page 284 of 454
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42 Children and Family Social Work to Through Care After-Care or Adult Care teams, the consistency of an advocate may be especially important in supporting transitions. The IAPK Team pictured with Tommy Whitelaw, Motivational Speaker, to discuss What Matters To You Parent of Young Person; “We would not be in the great position we are now if it had not been for the support Independent Advocacy has offered to my child.” “Wow, well if that wasn’t powerful enough to make the necessary change” (Having heard the views of the child) Children and Families Team Leader "Can you ask about the Hearing that is happening, I would like you to be there for me because you are good at passing on information to me in a way I understand.” - Child “I am so glad I was able to attend, thank you.” – Child “All the professionals sit up and listen to the advocate when they share what you have told them.” – Parent “Having advocacy there made a real difference, thank you so much.” – Parent “Great work, thank you.” – Parent The Impact of advocacy Independent advocacy improves, engagement and participation for those individuals and family members meeting are about. We are told frequently that where an independent advocate is present, what was previously adversarial or, there was non-engagement and little communication, there is now discussion, participation and a collective approach to talking and resolving risks to the child and family. As a result of improved communication and engagement, children can sometimes remain with family. Where they are away from family, advocacy can support in gaining views around family contact and share the creative ways to maintain relationships. Often, it’s the child with the answer. They can disclose to their advocate their experiences and how they are at this time. Where there is engagement and a joint approach to safety planning, there is more likely to have sustained change, and a successful outcome for the child and family. They are empowered to participate, chose, share. Participation and information are a right of the child and parents. We continue to work on having a rights-based approach to all meetings. What we observe is that those who use the support of an independent advocate learn how to participate and attend meetings, share their thoughts in various setting appropriately. This is a life skill, and we aim to empower our partners to attend meetings without advocacy. The team can then go on to support more children and families. Page 285 of 454
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43 A Young Carer is anyone under the age of eighteen, or over eighteen and still at school, who provides care or assistance to a family member, of any age, who has a disability, physical or mental long term health condition, or is affected by drug or alcohol misuse. Many young carers support their parents or caregivers to look after and meet the needs of a sister, brother or sibling with a disability. Children with disabilities are at higher risk of neglect and abuse. Providing safe spaces and support for young carers may strengthen the protective factors around these children. The PKAVS Young Carers provide a range of outreach and residential activities to support young carers in the community. The young carers workers are working hard to ensure that the voices of these children and young people are heard by decision-makers. The Young Carers Champion scheme in schools is raising the profile of young carers and raising awareness of their needs. Page 286 of 454
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44 The work of the young carers has been highlighted twice on national television through the Children in Need campaign. Please take a few moments below to watch the short videos which demonstrate the difference that the support provided can make to young people’s lives. Zuhair's story - How is life as a Young Carer? Jessica's story – Looking after my mum from the age of three. Page 287 of 454
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45 NSPCC Speak out Stay safe Perth and Kinross The NSPCC's Speak out Stay safe Programme, a national safeguarding programme for children aged 5- to 11-years-old, continues to be delivered in Perth and Kinross schools. NSPCC and Perth and Kinross Council have agreed a delivery plan so that every primary school is offered the virtual programme on a three-year cycle. The programme aims to help children to understand what abuse is and how to recognise the signs, their right to be safe and that abuse is never the victim’s fault. Details are also provided to children about where to get help and the sources of help available to them, including the Childline service. Linking directly to the Curriculum for Excellence, the programme helps reinforce key messages about abuse and neglect through: • Virtual assemblies for children aged 5-7 and 7-11, available in English, Welsh and BSL. • Follow on lesson plans with engaging activities and resources to help reinforce and embed key messages. • Face-to-face, volunteer led workshops for children aged 6-7 and 9-11 (these are offered to schools as NSPCC has volunteer capacity locally). NSPCC also offers an adapted six week Speak out Stay safe programme for children with Additional Support Needs (ASN). This programme supports schools to teach children about what abuse is and safe adults they can turn to for help. Everything schools need is provided, including session plans and films, alongside printable resources and props. These materials are intended for children with moderate learning disabilities, autism spectrum conditions or other additional learning needs and are available throughout the year. In the 2023-24 session, 24 schools delivered the virtual assembly content to pupils. In addition, 22 schools also had NSPCC volunteer-led, face-to-face workshops for P3, P6 & P7 pupils. The programme was also delivered at Craigclowan School. What is the impact for children? Ensuring that children understand what abuse is and that they have the right to be safe and protected is a foundation of promoting safety as children grow and develop. Providing content in British Sign Language and tailored to the needs of children with additional needs is vitally important as research indicates the greater vulnerability of these children to abuse and neglect. The programme is well-evaluated by local schools who have provided feedback such as: “…the two assemblies went very well. The teachers have also done follow up lessons in class.” “Parent/Carer letter was easy to adjust and share. Website information is clear and easy to navigate. Emails clearly provided all necessary information. Buddy provided a key, recognisable character they understood the purpose of and related to. Sam provided a relatable character and story. Pupils understood what different hurts are in an age-appropriate way” Page 288 of 454
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46 Impact on Staff Evaluation: We are continuing to support and develop a professionally curious, competent, confident and skilful multi-agency workforce. Our staff are highly motivated and committed to their own continuous professional development. We are empowering and supporting our staff with a wide range of evidenced-based multi-agency learning and development opportunities, which are evaluated highly and having a positive impact on practice. The content of these learning and development opportunities takes account of changing legislative, policy and practice developments and local challenges. Staff Learning and Development All CPC inter-agency child protection staff learning and development opportunities are continuously updated to ensure they are compliant with the National Guidance for Child Protection in Scotland 2021; updated 2023 and the National Framework for Child Protection Learning and Development in Scotland 2024, which we have translated into our robust and dynamic CPC Inter-Agency Child Protection Learning and Development Framework. This includes an updated Inter-Agency Child Protection Learning Pathway. Since the rapid technological changes in 2020 brought about by the pandemic, we have actively embraced new technology to create a flexible, blended approach to our inter-agency child protection learning and development programme. In response to staff needs and wishes, we increased our offer of in-person learning and development opportunities over 2023/2024. We also continued to deliver live webinars and maintain our range of interactive online learning resources, allowing busy practitioners to learn at a time, pace and place convenient to them. This ensured that the learning events on offer provided networking opportunities and met the updated knowledge, understanding and skills required of each workforce group specified within the National Framework for child protection learning and development 2024 Page 289 of 454
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47 A slide from CPC Child Protection Recognition and Response Course Extract from the P&K CPC Professional Curiosity and Challenge eLearning Resource CPC inter-agency child protection learning and development opportunities and resources continue to be delivered within the existing budget and free-of-charge at the point of delivery. We collate evaluation reports and are pleased that our training opportunities continue to be rated very highly. Some extracted examples are shown below. Figure X: On-the-day comments following attendance at a Child Protection Recognition and Response Course April 2024 Self-Reported perception of confidence before attending a Perth & Kinross CPC Child Protection Inter-Agency Learning & Development Course Page 290 of 454
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48 Self-Reported perception of confidence after attending a Perth & Kinross CPC Child Protection Inter-Agency Learning & Development Course In terms of impact, the following three tables show the wide range of child protection staff learning and development opportunities delivered from 1 August 2023 to 31 July 2024: by way of in-person, webinar and online learning resources: Staff Learning and Development Opportunities – OnLine E-Learning Modules (1 August 2023 – 31 July 2024) Title of Course Activity (Internal and External) 2022 / 2023 2023 / 2024 Child Protection OnLine Module 2,443 2,072 Getting it Right for Every Child (GIRFEC) OnLine Module 956 994 Adult Support and Protection OnLine Module 569 1,138 Total 3,963 4,204 CPC Inter-Agency Child Protection OnLine E-Learning Resources (New and Adapted) (1 August 2023 – 31 July 2024) Title of Learning Opportunity / Resource Completions Ten Minute Briefing: The Children (Equal Protection from Assault) (Scotland) Act 2019 749 Recognising and Responding to Child Neglect 730 Child Sexual Exploitation: Recognition and Response 292 Information Sharing, Confidentiality and Consent 105 Professional Curiosity & Challenge 139 Chronologies 119 Child Protection Inter-Agency Referral Discussions (IRDs) 332 Total 2,466 Page 291 of 454
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49 CPC and other CPC supported Inter-Agency Child Protection Learning and Development Events (1 August 2023 – 31 July 2024) Title of Learning Opportunity / Resource Learning Method Total Opportunities Total Attending CPC Child Protection: Recognition and Response Course (formerly CPC Basic Awareness Inter-Agency Child Protection) Webinars 8 (7 delivered) 68 CPC Child Protection: Recognition and Response Course via CPC (formerly CPC Basic Awareness Inter-Agency Child Protection) In-Person 8 (6 delivered) 95 ELC Child Protection Basic Awareness In-Person 5 (5 delivered) 47 ELC Exploring Childcare and Protection In-Person 1 3 CPC Effective Inter-Agency Practice Course In-Person 2 (2 delivered) 47 CPC Exploring Neglect Workshop In Peron 3 (1 delivered) 10 CPC Parental Engagement & Resistance Workshop In-Person 2 (1 delivered) 17 CPC Child Sexual Exploitation In-Person 3 (0 delivered) 0 CPC / ADP Children Affected by Parental Substance Use In-Person 1 (1 delivered) 24 New Child Protection Officers (CPO) (via Education Services) Webinar 3 70 Child Protection Officers (CPO) Networks (via Education Services) Webinar / In-Person 4 240 Total 40 621 The above table notes the number of learning and development course places available to book (opportunities) and records in brackets the number of courses delivered, along with the total number staff who attended the learning and development courses. Unfortunately, courses sometimes require to be cancelled due to very low take up of places. Any staff booked to attend these courses that require to be cancelled are encouraged to re-book for a later date. It should be noted that the updated Privacy and Electronic Communications Regulations (PECR), which came into effect in March 2019, to protect the privacy rights of website users, now limits our ability to provide accurate data in relation to online child protection learning and development opportunities and therefore the above are the minimum numbers of take-ups and completions. Page 292 of 454
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50 CPC Community of Practice The newly developed CPC Child Protection Community of Practice (CoP) aims to facilitate improved connections and share learning across our services and agencies to support the continued development of our child protection culture, ethos and day to day practice across Perth and Kinross. This will be achieved through the delivery of three in-person thematic inter-agency CoP reflective learning sessions per year, supported by thematic 7-minute briefings, a reflective learning account and an online learning network where conversations about good practice examples and resources can be shared between CoP members. Any local practitioner who has a professional interest in child welfare and protection can become part of this safe and supportive community. An introductory presentation provides more information on the community and details of how to join. Conclusion / Looking Forward Whilst there continues to be a good take-up rate of our online learning resources, the CPC recognises there are opportunities to promote these resources further and plans to do so throughout 2024/2025. The CPC have increased opportunities for in-person learning, however, take up of these courses have at times been poor due to pressures of work, as reported by frontline practitioners. We are currently exploring different ways to maximise in- person sign-up and attendance, including for example, locality training opportunities and bite-size learning for existing courses and an inter-agency training needs analysis in 2025. The CPC Learning and Development Officer is now back in post and has immediately instigated an increased programme of child protection recognition and response training opportunities; both webinars based and in-person and plans to scale-up that offer considerably during 2024/2025. We have also significantly improved our approach to post-event training evaluation through amendments to the on-the-day evaluation survey form, which prompts the learner to evaluate their perceived knowledge and confidence pre and post course. Page 293 of 454
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51 Safe &Together Training The CPC played a pivotal role in bringing the Safe & Together model to Perth and Kinross through partly funding its initial roll out in Children and Families Social Work in 2021. Further funding was sourced from the Scottish Government’s Delivering Equally Safe Fund in 2021 with a two- year programme of funding achieved. This funding was renewed in 2023 and 2024 and now amounts to an investment of circa £70 000. Safe & Together is based on partnering with the non-abusive parent to keep their children safely with them wherever possible and, through intervention with the abusive parent, it aims to reduce risk of harm to the other parent, children and young people. The Safe & Together model recognises that parents who are being subjected to domestic abuse are almost always working hard to keep their children safe and that they take a range of protective actions to do this. This recognition can reduce the shame that many victims and survivors of domestic abuse can feel and supports the establishment of partnership working. Safe & Together conceptualises abusive behaviour by a parent towards their partner, whether current or former, as a parenting choice as such behaviour is always harmful to the children and young people who, whether they are directly witness to incidents or not, are always subjected to the consequences of this kind of behaviour. To date, 135 practitioners and managers from Children and Families Social Work and from Justice Services have been trained in the full model (5 days training) and over 240 staff from across partner services and agencies have been trained in the overview model (one day’s training) A further 80 staff across Children and Families Social Work have taken additional training on Working with Men as Parents or Partnering with Survivors. The range of staff who have undertaken the Overview Training is a testament to the partnership arrangements in Perth and Kinross. It has included Elected Members and staff from Housing, Health, Education, Children’s Hearing Panel members, Reporters to the Children’s Hearing and a range of colleagues across the third sector. Feedback was very positive, and the training was evaluated highly. Implementing Safe & Together has changed the culture in Perth and Kinross and there is a far better understanding of the dynamics of domestic abuse both within social work staff and colleagues who have undertaken the training across the partnership. There has been a move away from a tendency for services to victim-blame towards perpetrator accountability. An audit is planned in 2024 – 2025 to evaluate the impact of Safe & Together on practice. A video discussing Perth and Kinross’ journey of implementation of Safe & Together will feature at the European & North America Safe & Together Conference in December 2024. Page 294 of 454
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52 Impact on the Community Evaluation: We are confident that the CPC remains transparent and public facing; that we are providing highly evaluated public information that is accurate, relevant and useful in terms of helping to keep children and young people safe. As a CPC, we plan to focus more strongly on engagement with the public in 2024 and to centre the voices of children and young people in our work. Public Information, Communication and Engagement Child Protection Website The CPC Child Protection Website, hosted on the Perth and Kinross Council website, remains fundamental to the CPC’s approach to public information, communication and engagement. This public-facing website ensures the work of the CPC remains open and transparent. Policies and guidance are published and available for practitioners, children and young people and their families to read. Easy read leaflets have been uploaded to the website for children and young people and their families about coming to CPPMs. Work will progress on the website in 2024/2025 to add more resources for children, young people and families. As reported last year, the introduction of the Privacy and Electronic Communications Regulations (PECR), which protects the privacy rights of website users and controls our ability to collect data cookies, limits our ability to provide accurate data. When given a choice, many people will decline non-essential data cookies and turn off tracking across websites to protect their privacy. It may be that, given the nature of our website, users may be even less willing for their activity to be tracked. This year’s figures for visitors to the website have dropped relative to the preceding two years which may relate to the PECR and the reluctance of the public to allow tracking or data cookie collection. As we are no longer able to produce accurate statistics for website visits and views, we will no longer be sharing these within our annual report. Social Media In partnership with staff from Perth and Kinross Council’s Corporate Communications Team, we have continued to make use of the main Perth and Kinross Council social media platforms (Facebook and X, formerly known as Twitter) to extend the message reach of our key child protection partnership work. Page 295 of 454
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53 At 31 July 2024, the Perth and Kinross Council Corporate X Account had 23900 followers* and the Corporate Facebook page had 36,801 likes; compared with 23 217 Corporate Twitter followers and 31,813 Corporate Facebook page likes at the same date in 2023. *This is an estimate as X no longer gives access to analytics data without paid verification of the account. This cost cannot be justified given the present circumstances. Throughout the year, the CPC has actively supported several national campaigns including calls for new volunteers with Children's Hearings Scotland (September 2023) and the following Child Protection Committees Scotland’s (CPCScotland) campaigns: 1) #ItsOkayToAskForHelp to encourage parents/carers to seek support if they are struggling with the cost of living and this is affecting family life (November 2023) Social media activity associated with this campaign provided advice and guidance on where and how members of the community can seek financial support or advice on managing debt during the cost of living crisis. 2) #WhatIfYou’reRight with Barnardo's Scotland to encourage adults to take note of changes in a child's behaviour which could indicate signs of sexual abuse (February 2024) Centring the voices of survivors of child sexual abuse, this campaign powerfully highlights the changes in children and young people’s behaviour that adults should be mindful of and respond accordingly. Watch the video here - What if you're right? Additionally, at a local level, the CPC's work has also been supported via regular posts offering general information and advice about reporting concerns for a child or young person, the impact of domestic abuse on children and young people, and other relevant topics. Page 296 of 454
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54 In terms of impact, in the past year our CPC specific media posts on Facebook have achieved a total reach of 55,848 (a significant increase on 2022-2023, where the total reach was 43,261). Unfortunately, due to changes to access to analytics on X as outlined above, we are not able to provide a figure for impressions on X for 2023-2024 to compare to that of 2022-2023. The most popular post on Facebook was in relation to Children's Hearings Volunteers on 21 September 2023 with a total reach of 11,022, or around a fifth of the total reach for the year. As discussed earlier in this report, the importance of members of the community volunteering to be Panel Members for Children’s Hearings is an integral part of child protection work. This short video, highlighted by our social media posts, outlines the benefits it brings for babies, children and young people. https://youtu.be/qwyU-6BJLRs?feature=shared Looking forward, we intend to continue to promote both national and local messaging around child protection and to identify any additional opportunities to raise awareness that child protection is everyone's business. Page 297 of 454
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55 How good is the delivery of our services for children, young people and families and our operational management? This section describes how we are delivering our services and providing help and support to protect children, young people and families. It also describes recent improvement work, led by the CPC, to support and empower frontline practice. This work aims to support competent, confident and skilful multi-agency practitioners to make sound professional judgments when dealing with complex issues. Tayside Regional Improvement Collaborative (TRIC) Priority Group 5 (PG5): Safeguarding and Child Protection ‘We will continue to ensure that our children and young people are safe and protected from harm, at home, school and in the community.’ Tayside Regional Improvement Collaborative (TRIC) Perth and Kinross CPC and partner agencies continue to support the work of TRIC PG5. Much of the work TRIC PG5 has provided the CPC with added value; supported the work of the CPC and provided us with a shared opportunity across Tayside to design, develop, implement and to some extent, evaluate our work to improve day-to-day culture, ethos and child protection practice. However, due to a change in funding arrangements, discussions are ongoing about how the work of the TRIC may be sustained going forward. Evaluation: We are confident that our child protection services are robust, effective and focused on vulnerability, risk and need. We are working extremely hard to improve the life chances of children and young people. Practice is enabled by learning and by evidence-based policy, practice and planning improvements. Page 298 of 454
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56 Practice Guidance and Development In April 2024, the CPC was pleased to publish two key pieces of new practice guidance. The first was an interim joint protocol between the CPC and the Adult Protection Committee and is entitled: Guiding Principles For Safe Transition Between, Within and Across Children’s Services And Adult Services Including Young People Aged 16 To 18 Years This important document set out the ways in which services working with children and young people and services working with adults should better work together to ensure that vulnerable young people aged 16 to 18 are supported to safely transition between services. Historically, young people in this age range can find transition difficult as they are both considered a child within the law and therefore subject to child protection guidance, but they are also considered to be adults within certain parts of the law and therefore are subject to adult protection guidance and legislation also. When transitions are not managed well for vulnerable young people, they can be placed at serious risk of harm. ‘Remember My Name – A Significant Case Review into The Life of Margaret Fleming’ (2023) clearly illustrated these dangers. It is available here. The CPC continues to work with services towards operationalising these guiding principles. The second guidance document published was the: Care And Risk Management (CARM) Of Children and Young People Who Present a Risk of Serious Harm to Themselves and/or to Others. The CARM protocol is designed to ensure that the very small number of children and young people who present a risk of serious harm to themselves and/or to others receive the support and monitoring that they need to keep themselves and others safe from harm. It is envisaged that this protocol will mainly cover young people between the ages of 11 and 17. Serious harm is defined as an incident which is “life threatening and/or traumatic and from which recovery, whether physical or psychological can be expected to be ‘difficult or impossible’ (CYCJ definition). It will usually involve allegations of harmful sexual behaviour, allegations of violent behaviour or another high-level risk. The CPC recognises that young people who behave in harmful ways will usually have their own needs for care and protection and are likely to have been subjected to traumatic experiences within their own lives. The CARM protocol seeks to address these needs as well as mitigating the risks posed; whether to the young person themselves or others. The CPC is supporting agencies to fully operationalise the CARM protocol. Page 299 of 454
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57 Updating Policies The CPC is currently working with a small group of practitioners to update all its existing guidance and ensure that it is readily accessible and that practitioners can get the information they need quickly. The first guidance document to have been updated and made into an easily searchable webpage is the Practitioner’s Guide to Child Protection Planning Meetings. Here is a screenshot from our website which demonstrates the ease of use. Progressing the implementation of the National Guidance for Child Protection As reported in last year Standards and Quality Report, the CPC undertook a self-evaluation exercise in October 2023 to assess the extent to which the National Guidance had been implemented into practice within Perth and Kinross. In March 2024, the Scottish government published a comparison document of the self-evaluations of all CPCs in Scotland. An evaluative exercise was undertaken on this document, and it was clear that Perth and Kinross were ahead in some aspects of this work. There were only four areas in which Perth and Kinross was slightly behind. However, these areas had already been identified and the work was underway to address them. The Scottish government has said that it will not be asking CPCs complete this self-evaluation exercise again. To satisfy itself that the requisite progress has been made, the CPC will be undertaking the exercise again in 2025 on a unilateral basis. Undertaking this self-evaluation exercise has significantly contributed to our own quality assurance, self-evaluation and improvement planning work as we continue to confirm – How good we are now? How do we know? What we plan to do next? This has informed our CPC Improvement Plan 2023 – 2026 and our ongoing improvement programme. Therefore, re-visiting the self-evaluation exercise in the coming year will be beneficial in terms of tracking progress. Page 300 of 454
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58 Audit Activity The self-evaluation and audit activity, as described earlier in this report, through desktop and multi-agency audit work, supports the view that the services and agencies supporting unborn babies, babies, children, young people and their families within Perth and Kinross are making a real difference by providing support at the right time and when families need it. How good is our leadership? This section describes our collective approach to leadership, direction, support, challenge and scrutiny. It describes how we are promoting effective and collaborative partnership working to deliver the best possible outcomes for children and young people. It also describes our commitment to continuous improvement through quality assurance, self-evaluation and our capacity for further improvement across Perth and Kinross. Evaluation: We are continuing to strengthen our individual and collective approach to leadership, which is values-based, and which aims to empower and support staff across all services and agencies. Our partnership working remains effective and robust and our commitment to continuous improvement through quality assurance and self-evaluation aims to provide better outcomes for children and families across Perth and Kinross. Page 301 of 454
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59 Perth and Kinross Protecting People (Public Protection) Arrangements Perth and Kinross Public Protection Chief Officers’ Group (COG) The Perth and Kinross Public Protection Chief Officers’ Group (COG) brings together the Chief Officers of Perth and Kinross Council; NHS Tayside; Police Scotland – Tayside Division; the Chief Operating Officer of the Perth and Kinross Health and Social Care Partnership HSCP) and the Chief Social Work Officer (CSWO) for Perth and Kinross Council. Other key agency Chief Officers attend the COG and by invitation, Chairs and Lead Officers of the local public protection partnerships, are periodically invited to attend the COG, which has now adopted a thematic and exception reporting approach, in terms of our local public protection arrangements. This ensures that only significant issues are escalated to the Chief Officers to make best use of time and resources at COG. The COG continues to provide leadership, direction and scrutiny on the work of the Protecting People Coordination Group (PPCG), which brings together the various public protection partnerships, which now includes the includes the CPC, the Adult Protection Committee, the Suicide Prevention Steering Group, the Drug and Alcohol Partnership, the Violence Against Women and Girls Partnership and Community Safety. The COG has a key responsibility for CPC Learning Reviews1 providing the CPC with direction on both the commissioning and publication of Learning Reviews. The COG continues to monitor the CPC’s improvement work, including that originating from Learning Reviews. Terms of Reference (TOR) are in place, which continue to reflect National Guidance, describe and articulate the COG’s working arrangements. The COG meets four times per year at minimum and additionally, as required. Perth and Kinross Protecting People Coordination Group (PPCG) The PPCG has consolidated its coordinating role across the local public protection partnerships and has identify shared and cross-cutting public protection themes. The PPCG is exploring opportunities for shared learning and development opportunities for staff on public protection issues, how data from across the public protection partnerships can be used to ensure that themes are identified and responded to through a whole family, whole of life approach. The PPCG monitors the risk registers from the partnerships and where necessary, ensures that the COG is aware of high-level and / or shared partnership risks. 1 Note: National guidance for child protection committees undertaking learning reviews - gov.scot (www.gov.scot) (Scottish Government: July 2024). Page 302 of 454
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60 Perth and Kinross Children, Young People and Families Partnership (CYPFP) Elected Members and Chief Officers of the public, private and third sectors in Perth and Kinross continue to discharge their individual and collective responsibility for children's services, in particular, child protection services, through the Perth and Kinross Children, Young People and Families Partnership (CYPFP). The partnership continues to provide the CPC with strong leadership and direction. At its quarterly meetings, the partnership continues to scrutinise the quality assurance, self- evaluation and improvement planning work of the CPC and receives regular progress reports and updates on national and local child protection policy and practice developments. It also continues its thematic approach in relation to data; albeit key child protection performance indicators are included in all data reports. Perth and Kinross Child Protection Committee (CPC) Perth and Kinross Child Protection Committee (CPC) is the local multi- agency child protection partnership; compliant to national standards; strongly committed to building an active child protection community and securing a culture where the care and protection of children and young people is at the heart of everyone’s job. The CPC drives forward a strong focus on continuous improvement; public information and communication; strategic planning and connections and annual reporting on the work of the CPC. Membership of the CPC remains intentionally wide and kept under constant review; to ensure it accurately reflects the local children's services landscape across the public, private and third sectors. This allows the CPC to take a whole-community approach to raising awareness of the key risks to children and young people. The CPC continues to nurture positive working relationships through a culture of mutual respect and understanding; involvement; participation; openness; transparency; support and challenge. The CPC meets six times per annum; all meetings are minuted and published on the public- facing Website. Much of the CPC’s work is taken forward via the CPC Practice Improvement Working Group (PIWG); the CPC Case Review Working Group (CRWG) and the CPC Quality Assurance Working Group (QAWG). Page 303 of 454
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61 The diagram below shows these groups within the governance structure for the CPC CPC Annual Development Session 2024 In April 2024, the CPC held an in-person development session The event took place at 2 High Street, Perth and a total of 20 (76%) out of a possible 26 CPC members (which included both attending and corresponding CPC members) attended this reflective event. The theme for the session was on change and considering a public protection approach. Bill Atkinson, Independent Chair, set the scene by explaining that the CPC had been through several significant changes in the preceding year. There had been a change of personnel with the retirements of Ross Drummond, Child Protection Interagency Coordinator, and Hazel Robertson, Head of Services for Children, Young People and Families. Members of the committee had changed, and new members were welcomed. The session provided an opportunity for members to discuss continuity and the opportunity for innovation. Grace Gilling, Associate Nurse Director, NHS Tayside, provided an input on Public Protection and committee members spend time discussing how the CPC could work more closely with its public protection partners going forward. Committee members were clear that it is important in 2024/2025 that the CPC raise its profile locally and focuses on engagement with communities, including children and young people. A report was collated on the discussions from the day which has been which has been developed into a plan, presented to the CPC in June 2024. This will remain under discussion at the CPC meetings throughout the year. Page 304 of 454
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62 Central and North Scotland CPC Consortium The Independent Chair of the CPC first established this Consortium back in 2009 and currently leads this Consortium, which has continued to expand. Membership of the Consortium now includes the CPC Chairs and CPC Lead Officers of Aberdeen City; Aberdeenshire; Angus; Clackmannanshire; Dundee City; Falkirk; Fife; Highland; Perth & Kinross; Moray; Orkney Islands; Shetland Islands; Stirling and the Western Isles Community Planning Partnerships (CPPs) areas. The Consortium continues to meet 4 times per annum with meetings being held virtually, to accommodate all geographical partners. Throughout 2023/2024, members have continued to share and exchange learning and good practice in child protection and invited key speakers and members to provide inputs and presentations on developing child protection policy and practice developments. The theme of interest has been Contextual Safeguarding and how different CPCs are progressing this approach in their areas. What is our capacity for improvement? Perth and Kinross CPC is committed to continuous improvement through quality assurance, self-evaluation and continually strives for excellence. The CPC is a listening and learning CPC. We know how good we are now; how good we can be and our capacity for improvement remains very strong. Throughout 2023/2024, the CPC, working in partnership with its subgroups, the CPC Practice Improvement Working Group (PIWG); the CPC Case Review Working Group (CRWG); the CPC Quality Assurance Working Group (QAWG) and with the Perth and Kinross PPCG, has continued to make progress in implementing practice improvements and change. In April 2023, the CPC developed a new and ambitious CPC Improvement Plan 2023 – 2026. This Plan incorporated the various national and local drivers, including existing and emerging legislative and policy changes. It also takes cognisance of previous and existing improvement planning frameworks, existing and emerging scrutiny and inspection frameworks. It also takes cognisance of recent local quality assurance, self-evaluation and review activities and from the learning identified from Learning Reviews. Considerable progress has been made towards the stated goals of this plan which is updated regularly. We also recognise that the CPC Improvement Plan 2023 – 2026, is only one part of a much wider service and agency improvement planning framework; with similar ambitious improvement plans being progressed within and across our partner services, agencies and other public protection partnerships – all aimed at providing better outcomes for unborn babies, babies, children, young people and their families. Page 305 of 454
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63 Our Plan: Conclusion / Looking Forward As this report has demonstrated, the CPC is committed to continuous improvement. Whilst there is room to be assured about the current level of service provided to unborn babies, babies, children, young people and their families, there is no room for complacency. To that end, the CPC will be developing a three-year self-evaluation strategy and audit plan to ensure that progress is tracked, and we continue to keep improving the service we deliver to our communities. There have been a range of changes in legislation and guidance over the last year and with the Children’s Care and Justice (Scotland) Act 2024 making significant changes to the Children’s Hearing and Justice system for those under 18, it is important that the CPC ensures that its improvement plan reflects these important developments. To do this, the CPC will be refreshing and refocusing its improvement plan in late 2024. Finally, the CPC will be working closely with its public protection partners in Perth and Kinross - the Violence Against Women Partnership, Community Safety, Adult Protection Committee, Alcohol and Drugs Partnership, MAPPA (Multi-Agency Public Protection Arrangements) and Suicide Prevention – to ensure our already strong relationships are developed into workstreams on the cross-cutting themes that we share to further improve the service that we deliver to unborn babies, babies, children and young people, their families and the community. Thank you for your time in reading this report and for your interest in keeping our unborn babies, babies, children and young people safe and protected. If you would like to make contact with the Child Protection Committee to share suggestions for provide feedback on this report, please email us at: childprotectioncommittee@pkc.gov.uk. Page 306 of 454
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64 Key Abbreviations & Acronyms Used ADP Alcohol and Drug Partnership APC Adult Protection Committee CCR Child Concern Report COG Chief Officers’ Group CPC Child Protection Committee CPIC Child Protection Inter-agency Coordinator CPPM Child Protection Planning Meeting (Previously Child Protection Case Conference) CPO Child Protection Order CPP Community Planning Partnership CPR Child Protection Register CRWG Case Review Working Group CSO Compulsory Supervision Order CSWO Chief Social Work Officer CYPFP Children, Young People and Families Partnership CYRO Children and Youth Rights Officer EASYc Educational Attainment Service for Young Carers ECS Education and Children’s Services EFQM European Foundation for Quality Management GDPR General Data Protection Regulations GIRFEC Getting it Right for Every Child GLOW Scottish Schools National Internet IAPK Independent Advocacy Perth & Kinross ICPPM Initial Child Protection Planning Meeting IRDs Inter-Agency Referral Discussion KPI Key Performance Indicator MAAPA Multi-Agency Public Protection Arrangements MSYP Member of the Scottish Youth Parliament NHS National Health Service (Tayside) NSPCC National Society for the Prevention of Cruelty to Children QAWG Quality Assurance Working Group P&K Perth and Kinross PIWG Practice Improvement Working Group PECR Privacy and Electronic Communications Regulations PG5 Priority Group 5 PKAVS Perth and Kinross Association of Voluntary Service PKC Perth and Kinross Council RASAC PK Rape and Sexual Abuse Centre Perth and Kinross RRSA Rights Respecting School Award SCRA Scottish Children’s Reporter Administration SLA Service Level Agreement SMARTer Specific; Measurable; Achievable; Realistic and Time-Limited TRIC Tayside Regional Improvement Collaborative UBB Unborn Baby UNCRC United Nations Convention on the Rights of the Child YCC Young Carers Champion YMCA Young Men’s Christian Association Page 307 of 454
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65 Appendix 1 – Performance Management Graphs and Additional Details Figure 1: Child Concern Reports (CCRs) 2 3 The total number of Child Concern Reports (CCRs) shows a continued increase over the last five years, with an increase of 558 (7%) CCRs this year; whilst the number of children and young people subject to a CCR has also risen 6%. Many of these CCRs relate to concerns which are both multiple and complex in their nature. CCRs can relate to the same child or young person, particularly where there are multiple or repeated concerns about the same child or young person. CCRs are all subject to multi-agency screening arrangements and shared proportionately with key partners. Within police and social work services, escalation and trigger mechanisms are in place to monitor and review multiple and / or recurring CCRs. Following multi-agency screening arrangements there are several possible outcomes. Where the child or young person is known to social work and / or an open case to social work, the CCR is shared with the Lead Professional (almost always the Social Worker) for further investigation, assessment and follow-up; or for single or multi-agency assessment and support; or referral to The Reporter (Scottish Children’s Reporter Administration – SCRA) for compulsory measures of care; or referral to a Third Sector organisation for help and support. CCRs which are clearly of a child protection nature and / or which after multi-agency screening indicate the need for a child protection investigation are immediately fast-tracked, without delay, for an Inter-Agency Referral Discussion (IRD). Figure 2: Child Concern Reports by Age The proportion of children and young people with a CCR in most age groups has remained relatively steady; with the number in the 5-10 and 11-15 age groups remaining the largest groups. There has been a slight increase in the younger age groups of 0-4 and 5-10, with a slight decrease in the proportion of children and young people in the 11-15 age group. Figure 3: Child Concern Reports by Source The main source of CCRs continues to be Police Scotland, followed by Education Services and Health Services. Overall, these three source groups account for over 85% of all CCRs submitted. The number of CCRs submitted by Police Scotland has been continually increasing over the last 5 years. Any Police Officer can raise a CCR and these are coordinated and quality assured, prior to sharing, by Police Scotland’s Tayside Division’s Risk and Concern Hub. 2 Note: A Child Concern Report (CCR) is a mechanism by which any practitioner or manager across the public, private or third sector, or indeed, any member of the public, can raise any worry or concern they may have about a child or young person's health and / or wellbeing. 3 Note: Figures are accurate as at 31 July 2024, however, they may be updated in subsequent reporting periods due to retrospective data validation and quality assurance processes. Page 308 of 454
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66 Figure 3a: Child Concern Reports by Source – 2023/24 The originating source of all CCRs continues to be monitored by the CPC. This TreeMap diagram shows the % of CCRs from Police Scotland, Education Services (increasing) and Health Services during the last year, which account for over 85% of all CCRs submitted. CCRs relate to a wide range of child welfare, childcare and protection concerns and are all subject to multi- agency screening, initial assessment and decision- making arrangements. Overall, 31% of all CCRs relate to the Trio of Risks (Domestic Abuse 23%; Parental Mental Ill-Health 6%; Problematic Alcohol and Drug Use 2%). Figure 4: Inter-Agency Referral Discussions (IRDs) 4 The number of children and young people subject to Inter-Agency Referral Discussions (IRDs) has fallen again this year, and the number of IRD discussions taking place (which may involve more than one child or young person) shows similar trend. Following an IRD there are several possible outcomes; including the need for a joint child protection investigation (social work and police); a joint investigative interview (social work and police); a medical examination; referral to SCRA; further emergency legal measures and orders; or a single service or agency intervention and support. IRDs are recognised as good multi-agency child protection working practice and may be repeated several times for the same child or young person. Locally, a significant amount of improvement work has taken place in relation to IRDs and will continue to take place, to ensure our IRDs are robust, and our interim safety planning is effective. This is a positive and improving practice position and brings partner agencies together more quickly for key discussions and decision-making. Our established approach to IRDs is in keeping with the shift expected and with the good practice outlined in the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021). Figure 5: Child Protection Investigations 5 6 The number of Child Protection Investigations and the number of children and young people subject to an investigation has again this year, in line with the trend for IRDs. These are joint investigations between social work and police, decided upon and agreed at the IRD stage and carried out by specially trained joint investigative interviewers who are trauma aware. 4 Note: An IRD is a discussion between practitioners, services or agencies, where a child concern report and / or multi- agency screening arrangements have determined that a child or young person is in need of care and protection from harm, abuse or neglect; or there is a likelihood or risk of significant harm, abuse or neglect. 5 Note: A Child Protection Investigation is carried out jointly by specially trained police officers and social workers. Such investigations are carried out where a Child Concern Report, including an Unborn Baby Referral, indicates that a child or young person is in need of care and protection from harm, abuse or neglect; or there is a likelihood or risk of significant harm, abuse or neglect. 6 Note: Extracts from P&K CPC Inter-Agency Child Protection Guidelines 2017 – Being refreshed in line with the National Guidance for Child Protection in Scotland 2021. Page 309 of 454
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67 Figure 6a: Pre-Birth Child Protection Planning Meetings (Pre-Birth CPPMs) Of the 132 unborn baby referrals (see Figure 15) received this year, after multi-agency screening and assessment, 28 unborn babies were the subject of a multi-agency Pre-Birth CPPM. At the Pre-Birth CPPM, 26 (93%) out of the 28 unborn babies considered were registered on the Child Protection Register (CPR). All unborn babies registered on the CPR are subject to a multi-agency Child Protection Plan. These cases tend to be complex, and have multi-faceted areas of concern, vulnerability and needs. This continued high level of pre-birth registrations has also significantly changed the age profile of those placed on the CPR. Overall, unborn babies and young children under 5 now make up the majority of those currently registered on the CPR. The remaining unborn baby referrals, which did not proceed to a Pre-Birth CPPM, all received a variety of other supportive interventions and responses, having been screened at the Unborn Baby Multi-Agency Screening Group (UBB MASG), i.e. single service or agency support; multi-agency support; the pregnancy did not continue, or the mother moved out with the local authority area, with information being shared proportionately with the new local authority area. Figure 6b: Initial Child Protection Planning Meetings (Initial CPPMs) Despite the increasing numbers of CCRs, the number of children and young people being considered at a multi-agency Initial Child Protection Planning Meetings (Initial CPPMs) has remained relatively steady over the last four years. This indicates that alternative single and / or multi-agency supports had effectively been put in place at a much earlier stage in the child protection process. Multi-agency Child or Young Person’s Plans, which have been agreed early; provide much needed supports and help build positive relationships with the family; are coordinated by a Lead Professional (Social Worker). In many cases, this has negated the need for an Initial CPPM, having effectively reduced risks. Of the 55 children and young people being considered at an Initial CPPM, 50 (91%) had their names registered on the Child Protection Register (CPR). All were the subject of a multi-agency Child Protection Plan, coordinated by a Lead Professional (Social Worker). Those children and young people not registered on the CPR will also have benefited from ongoing support via a Child or Young Person’s Plan, again coordinated by a Lead Professional (Social Worker). Figure 7: Review Child Protection Case Conferences (Review CPPMs) Multi-Agency Review CPPMs reconsider the decision to place and retain a child or young person’s name on the CPR. These child protection meetings take place within standard timescales to monitor changes in circumstances and progress made to reduce and eliminate risk. Where sufficient progress has been made, the Review CPPM can decide to remove (de-register) an unborn baby, child or young person from the CPR. This is always a multi-agency decision. The number of children and young people considered at a multi-agency Review CPPM shows a general downward trend over the last four years, as does the proportion of continued registrations. Figure 8: New Registrations on the Child Protection Register (CPR) The number of new registrations on the Child Protection Register (CPR) has remained steady this year. This is closely related to the relatively similar numbers of Initial CPPMs taking place. The number of children and young people placed (new registrations) on the CPR has been decreasing for the last four years, following a sharp increase in 2018/19. This reduction since 2018/19 is a consequence of a significant investment made to secure consistent Chairing of CPPMs and increasing use of Child and Young Person’s Plans at a much earlier stage; thus, reducing the need to go to CPPM and CPR Registrations. New registrations include unborn babies and registrations following a Child Protection Planning Meeting These figures routinely include large family sibling groups of 5 and more. As previously described, this year the age profile of those placed on the CPR has significantly changed. Unborn babies and younger children currently make up the majority of those now placed (registered) on the CPR. Page 310 of 454
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68 Figure 9: Children on the Child Protection Register as at 31 July 2024 Following the previously described factors, which have resulted in a levelling off in the number of Initial CPPM and registrations taking place, this year there has been a continuing reduction in the number of children and young people’s names on the CPR at 31 July 2024. This reduction is also a consequence of the significant investment made to secure consistent Chairing of CPPMs and increasing use of Child and Young People’s Plans at a much earlier stage; thus, reducing the need to go to CPPM and CPR Registrations. The number of children and young people, whose names were on the CPR at 31 July 2024 has decreased to the lowest level since 2013, from a relatively high figure of 97 in 2020 (COVID-19 related). Figure 10: Length of Registration Most CPR registrations last less than a year, and the number of children and young people who remain on the CPR for 12 months or more remains low following an increase in 2020/21. Many of these children and young people have multiple and / or complex needs which require coordinated support. The number of children and young people whose names are included on the CPR for a period of less than 5 months can demonstrate that decisions are being made on the evidence of sustained progress and a greater likelihood that the changes made will lead to positive longer- term outcomes. The CPC closely monitors registration rates and in particular de-registrations, re-registrations and length of time children and young people remain on the CPR as part of its quality assurance work. Figure 11: Re-Registrations The number of children and young people that are re- registered (placed) on the CPR, having been previously removed from the CPR, has returned to previous levels, following a sharp decrease in 2020/21. Most of these children and young people had last been removed (de-registered) from the CPR more than two years previously, following a multi-agency robust assessment and review meeting agreement. Re-Registrations take place where the previous improvements in the child or young person’s circumstances have not been sustained and the risk of significant harm has returned. Areas of Concern 7 Whilst recognising that the number of new registrations on the CPR has continued to decrease over the last two years; the number of children and young people whose names are included on the CPR and who are affected by parental mental ill-health, domestic abuse, problematic parental drug and / or alcohol misuse (sometimes referred to as the trio of risk) remains significant, and in many such cases, there is an element of parental non-engagement. We continue to recognise that in the majority, if not all these cases, there will be an element of emotional abuse and neglect. The CPC continues to monitor these trends closely and concerns relating to neglect and poverty. 7 Note: Areas of Concern are the registration categories for placing a child or young person’s name on the CPR and these have been specified by Scottish Government. Children and young people can have more than one area of concern recorded. These are decided upon at the multi-agency CPCC and recorded by the Chair, after the CPCC has been concluded. Page 311 of 454
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69 Figure 12: Unborn Baby Referrals 8 The number of Unborn Baby referrals received this year has remained relatively steady following a significant increase in 2020/21. By far the majority of Unborn Baby referrals continue to come from NHS Tayside; albeit any practitioner, service or agency can raise such a referral. The number of Unborn Baby referrals, when measured against the number of women booking for pregnancy care, equates to around 11.5%, which remains similar to previous years. The areas of Unborn Baby vulnerability continue to be similar to the areas of concern for registration on the CPR, in particular those relating to the trio of risk. The impact on our multi-agency screening and assessment processes for these referrals remains very challenging and resource intensive and the level of child protection activity in relation to vulnerable pregnant women and unborn babies remains high (see Figure 6a). Figure 13: Joint Investigative Interviews (JIIs) Following an IRD and the decision that a joint police and social work child protection investigation is necessary, consideration will be given to the need for a Joint Investigative Interview (JII); carried out jointly by fully trained, trauma informed police and social work interviewers. The number of children and young people who have had a JII carried out has fallen again compared to last year which was the highest level in recent years. This is in keeping with the numbers of IRDs and child protection investigations and this remains a key component part of our child protection services. Figure 14: Joint Paediatric / Forensic Medical Examinations (JPFME) Following an IRD and the decision that a joint police and social work child protection investigation is necessary, depending on the nature of the concern, consideration may also be given to the need for a JPFME. The number of children and young people who have had a JPFME carried out shows considerable variation from year to year. 8 Note: Currently an Unborn Baby Referral is a mechanism by which any practitioner or manager across the public, private or third sectors, can raise any worry or concern they may have about an unborn baby's health and / or wellbeing; or in relation to whether or not that baby will be safe and / or in need of care and protection, pre-birth and / or after birth. Page 312 of 454
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1 CPC Improvement Plan 1 April 2023 – 31 July 2026 Initial Progress / Update Report @ 30 September 2024 Approved & Published by the CPC: 6 June 2023 Appendix 2 9 Page 313 of 454
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2 Introduction Welcome to the Perth and Kinross Child Protection Committee (CPC) Improvement Plan 1 April 2023 – 31 July 2026. This Three-Year Improvement Plan builds upon previous CPC Improvement Plans and our ongoing commitment to continuous improvement through single and multi-agency quality assurance and self-evaluation work; as we continue to strive for excellence in all aspects of our partnership work to protect children and young people. This CPC Improvement Plan is aligned with, and strongly supports, the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026 and the Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022 – 2032. Perth and Kinross CPC and partners are committed to continuous improvement through quality assurance and self-evaluation; as demonstrated by this CPC Improvement Plan. This shared commitment is also demonstrated through our partnership CPC Business Model; CPC Quality Assurance and Self-Evaluation Framework; CPC Monthly Management Information and Performance Outcome Framework (CPC Monthly Dataset Reports); CPC Annual Self-Evaluation Programme; CPC Annual Development Days and our CPC Annual Standards and Quality Reports. National Context The Scottish Government wants Scotland to be the best place in the world for children and young people to grow up so that they become: successful learners; confident individuals; effective contributors and responsible citizens and where children are loved, safe and respected, so that they can reach their full potential. All children and young people (including unborn babies) have the right to be cared for and protected from harm, abuse, neglect and exploitation and to grow up in a safe environment, in which their rights are respected, and their needs are met. Children and young people should get the right support; at the right time; from the right people and their safety is always paramount. The care and protection of children and young people in Scotland is set within the wider policy context of Getting it right for every child (GIRFEC); the UN Convention on the Rights of the Child and within the findings from the Independent Care Review: The Promise (2020) which clearly advocates Scotland’s Ambition for children and young people – we grow up loved, safe and respected so that we realise our full potential. We also acknowledge The Plan 2021 – 2024 which sets out the current five priority areas and key milestones – the right to a childhood; whole family support; supporting the workforce; planning and building capacity. GIRFEC promotes action to improve the wellbeing of all children and young people across eight indicators of wellbeing. The GIRFEC approach has been tested and developed across Scotland since 2006. It is based on research evidence and the experiences of practitioners, families and children. The GIRFEC wellbeing indicators (SHANARRI) are designed to optimise wellbeing and guide staff working with children, young people and their families to ensure that they are as safe; healthy; achieving; nurtured; active; respected; responsible and included as they can be. Page 314 of 454
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3 Tayside Context Tayside Plan Within and across Tayside, the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026 continues to be the shared / joint plan produced by the three Community Planning Partnership (CPP) areas of Angus, Dundee and Perth and Kinross. It reflects our shared leadership towards multi-agency, cross-border collaboration in the planning, management, commissioning, delivery, evaluation and improvement of services to children, young people and families. It also reflects a shared and longstanding commitment to implementing Getting it right for every child (GIRFEC). The Plan has been developed by the three Tayside Councils, NHS Tayside, Police Scotland, Health and Social Care Partnerships, the Third Sector and other organisations to ensure a consistent approach towards agreed priorities and an absolute focus on improving outcomes for all children, young people and families, regardless of their circumstances. Tayside Plan – Our Vision The Plan will achieve the Vision of ensuring that: “Our children and young people will have the best start in life and Tayside will be the best place in Scotland to grow up” Tayside Plan – Our Five Priorities 1. Our children will have the best start in life 2. Our children, young people and families will achieve and make positive contributions to communities 3. Our children and young people will enjoy good physical and mental health 4. Our children and young people will have their rights protected and their voices heard 5. Our children and young people will be safe and loved Tayside Plan – Our Guiding Principles • Rights based – this means that there is evidence that children’s rights are considered in everything we do and that rights are promoted or enhanced by what we are doing • Easily understood and accessible – we will make sure that we clearly say what we are doing and what difference it will make. We won’t use confusing or stigmatising language, acronyms or jargon to ensure everyone has the same understanding of what we want to do • Based on what people with lived experience tell us – this means asking, listening, and acting on the voice and experience of people who use services and have lived experience Page 315 of 454
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4 • Linked clearly to evidence – it will be clear what our evidence base shows and we will measure the difference we are making. This will include use of data measures and the views of those accessing services, staff working with families, national impact reports and local research etc • Making the best use of resources – the benefits of working together on a Tayside basis and across different agencies/services will be clearly stated Perth and Kinross Context Perth and Kinross Community Plan Within Perth and Kinross, the Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022 – 2032 clearly articulates an ambitious vision for the future of our area, our communities and our families. The Plan clearly describes how the Perth and Kinross Community Planning Partnership (CPP) will achieve our shared ambition for excellence. This is our Plan for positive outcomes for everyone in the area and in particular to tackle stubborn and persistent inequalities which can reduce life chances and opportunities for people. The Plan is about improving the lives and experiences of everyone who lives, works and visits here. Its development and delivery is overseen by the CPP comprising public, private and third sector bodies. Perth and Kinross Community Plan Vision The vision is simple and is: “Creating a confident, ambitious and fairer Perth and Kinross, for all who live and work here – for everyone to live life well, free from poverty and inequality” Perth and Kinross Community Plan Strategic Objectives The Plan contains five strategic objectives to deliver the vision: 1. Reducing poverty 2. Physical and mental wellbeing 3. Digital participation 4. Learning and development 5. Employability Page 316 of 454
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5 Work of the Perth and Kinross Child Protection Committee (CPC) The work of the Perth and Kinross Child Protection Committee in protecting children and young people from harm, abuse, neglect and exploitation and in keeping them safe, is fundamental to realising our vision for improving wellbeing and ensuring better outcomes for our most vulnerable and at risk children and young people. The work of the CPC is articulated in this CPC Improvement Plan, which is aligned with and supports both the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026 and the Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022 – 2032. The CPC supports the ethos that getting it right for every child is everyone’s job and that it is still everyone’s responsibility to keep children safe. Underpinning National Policy Documents Underpinning the work of the CPC are three key national child protection policy documents; namely National Guidance for Child Protection in Scotland 2021 - updated 2023 (Scottish Government: 2021 and 2023); Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019) and A Quality Framework for Children and Young People in Need of Care and Protection (Care Inspectorate: November 2022). Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019) describes the functions of Child Protection Committees as: • Continuous improvement • Public information, engagement and participation • Strategic planning and connections • Annual reporting on the work of the CPC About this CPC Improvement Plan 1 April 2023 – 31 July 2026 This Three-Year CPC Improvement Plan has been published as an agreed statement of intent, which partners are jointly committed to deliver; confirming that our capacity for improvement remains very strong. It is both ambitious and comprehensive. It is our individual and collective continuous improvement programme for services to protect children and young people in Perth and Kinross. It describes and sets out our planned programme of improvements for 2023 – 2026. It is a dynamic Plan and further areas for development and / or improvement will be added as and when required. In developing this CPC Improvement Plan, we have taken cognisance of the various national and local drivers; including existing and emerging legislative and policy changes. It has taken cognisance of previous and existing improvement planning frameworks and existing and emerging scrutiny and inspection frameworks. It has also taken cognisance of recent local quality assurance, self-evaluation and review activities and from the learning identified from Learning Reviews. Page 317 of 454
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6 It has been structured in alignment with research work carried out across Tayside by Dr Sharon Vincent, Northumbria University, which identified key areas for practice improvement, which have been translated into 6 Priorities for Practice. These are: Relationship with Children and Families: 1. Focus on the Child 2. Engagement and Relationship Building 3. Assessment and Planning Working Together: 4. Early Intervention and Support (Right Help at Right Time) 5. Partnership Working 6. Empowerment, Supervision and Leadership This CPC Improvement Plan contains a number of Actions / Tasks; some of which are a priority and others which are ongoing and / or maintenance. These are presented in a way which is intended to be SMART: specific; measurable; achievable; realistic and time limited. Each Action / Task is aimed at keeping children and young people safe; protecting them from harm, abuse, neglect and exploitation and at delivering better outcomes for children, young people and their families. Strategic Leads are identified for each of the Actions / Tasks. It includes indicative / flexible Timescales. A number of the Actions / Tasks, where possible, may be supported by staff learning and development opportunities and with follow-up quality assurance processes. Monitoring, Evaluation, Outcomes and Impact The CPC is the owner of this Improvement Plan. The Child Protection Inter-Agency Coordinator will be responsible for coordinating this Plan on behalf of the CPC. The CPC will work in partnership with the CPC Working Groups and Strategic Leads to ensure they understand the Plan; have a clear ownership for the respective Actions / Tasks in the Plan and will support them as they implement the Plan. The CPC will monitor, evaluate and review the Plan on a regular basis. The CPC and the CPC Quality Assurance Working Group will work in partnership to evaluate the impact of this Plan. The CPC will receive regular progress / update reports on each Action / Task and will, in turn, provide regular updates to the Perth and Kinross Children, Young People and Families Partnership (CYPFP); Chief Officers’ Group (COG) and to the Protecting People Coordination Group (PPCG). Page 318 of 454
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7 The CPC will produce an annual progress report on the Plan, which will form an appendix to the CPC’s Annual Standards and Quality Report, and this will be similarly reported the previously mentioned Groups, to partner agencies and will additionally be reported to Perth and Kinross Council Elected Members and shared with the Care Inspectorate for scrutiny purposes. Bill Atkinson Independent Chair Perth and Kinross Child Protection Committee 1 April 2023 Page 319 of 454
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8 Our Plan on a Page: National Context GIRFEC UNCRC Independent Care Review: The Promise Tayside Context Aligned to priorities and guiding principles of the Tayside Plan for Infants, Children, Young People and Families 2023 – 2026 Priority 1: Our children will have the best start in life Priority 2: Our children, young people and their families will achieve and make positive contributions to communities Priority 3: Our children and young people will enjoy good physical and mental health Priority 4: Our children, and young people will have their rights protected and their voices heard Priority 5: Our children and young people are safe and loved Rights based Easily understood and accessible Based on what people with lived experience tell us Linked clearly to evidence Making the best use of resources Perth and Kinross Context Aligned with the Perth and Kinross Community Plan “Creating a confident, ambitious and fairer Perth and Kinross, for all who live and work here – for everyone to live life well, free from poverty and inequality” Reducing poverty Physical and mental wellbeing Digital participation Learning and development Employability Perth and Kinross Child Protection Committee (CPC) Continuous improvement Public information, engagement and participation Strategic planning and connections Annual reporting on the work of the CPC CPC Improvement Plan 1 April 2023 – 31 July 2023 This Three-Year CPC Improvement Plan has been published as an agreed statement of intent, which partners are jointly committed to deliver; confirming that our capacity for improvement remains very strong. It is outcome-focused and includes key performance indicator measures, to evidence the impact and outcomes of our shared work. It has been structured in alignment with recent research work, which identified key areas for practice improvement. These have been translated into 6 Priorities for Practice. The Plan contains a number of Actions / Tasks; some of which are being taken forward in partnership with the Tayside Regional Improvement Collaborative – Priority Group 5 (Safeguarding and Child Protection). A number of the Actions / Tasks will be supported by staff learning and development opportunities and with follow-up quality assurance processes. Relationships with Children and Families Working Together 1. Focus on the child 4. Early Intervention and Support (Right Help at Right Time) 2. Engagement and relationship building 5. Partnership Working 3. Assessment and planning 6. Empowerment, Supervision and Leadership Page 320 of 454
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9 Progress Check: Date Progress / Update Report Total Actions / Tasks Total Actions / Tasks Completed Total Actions / Tasks Added Total Actions / Tasks Ongoing 1 April 2023 Published 19 - - 19 31 October 2023 Initial Progress / Update Report 19 3 0 16 30 September 2024 Initial Progress / Update Report 19 5 0 14 RAG Legend – Red Amber Green: R RED: There are significant issues and / or risks that are impacting on the action / task right now = we are not delivering the action / task on time / scope / budget A AMBER: There are some issues and / or risks that are impacting on the action / task if not fixed = we are at risk of not delivering the action / task on time / scope / budget G GREEN: There are no issues and / or risks impacting on the action / task which is progressing according to plan = we are delivering the action / task on time / scope / budget Notes: • Plan was approved and published by the CPC on 6 June 2023; this is a three-year Plan, 1 April 2023 to 31 July 2026; • Actions / Tasks are only shown as Completed when fully Completed – Many, by their very nature, are multi-faceted and Ongoing; • Timescales are indicative / suggested and take cognisance of the CPC partner service / agency capacity to deliver; Page 321 of 454
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10 • The RAG used by the CPC has been slightly adapted to reflect there being significant issues, or some issues or no issues, in terms of their delivery, as opposed to the more traditional RAG of not being started, or in progress or completed. 1 Note: Children and Young People including Unborn Babies 2 Note: Parents and Carers No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G Priority 1: Relationship with Children and Families Outcome 1 – Focus on the Child We will keep the child1 at the centre of our work. We will see them, listen to them and focus on their physical, mental and emotional wellbeing. We will see beyond their outward presentation and seek to understand their lived experience. We will actively seek and support them to express their views, when assessing their needs and any potential risks. We will always involve them in assessment, planning and decision-making. We will be inquisitive, curious and alert to parental disguised non-compliance. The risks of disproportionate optimism, in respect of the parent’s2 potential to improve, will be fully understood and resisted. The child’s welfare is always paramount. 1 1.1: Support and contribute to the development and implementation of the public health led work to develop a multi-agency inclusive practice approach to address suicide ideation and suicide contagion which: • promotes a public health risk based inclusive approach • is supported by multi-agency guidance and staff learning and development opportunities Public Health Consultant, NHS Tayside ECS Principal Educational Psychologist ECS Suicide Prevention Officer Child Protection Inter-Agency Coordinator By 31 March 2024 Planned end date extended to 31 March 2025 (see next column) • PKC ECS Suicide Prevention & Mental Health Coordinator appointed in March 2022; • The Coordinator devises and coordinates relevant national and local strategies, which will support children and young people in their mental health and wellbeing; • The Coordinator Post includes an operational function to deliver information, advice, guidance, consultation and training for all staff across ECS; • In May 2022, a Survey was carried out and completed across all PKC schools; which provided base line data for the number of mental health concerns, in relation to suicide ideation, as observed by school staff on children and young people; • Survey identified 256 concerns across all schools (1.4% of total school roll); • Survey also identified the need for a coherent system for managing the risks being presented by children and young people, regarding suicide ideation and related behaviour; G Page 322 of 454
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11 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • In June 2022, the multi-agency Mental Health Delivery Group was established and developed and trialled a comprehensive Suicide Prevention Risk Management Resource for schools; this is now being utilised with an ongoing commitment to supporting staff with training, peer mentoring and on-going consultations. Staff report a reduction in stress at now knowing how to manage risk and the volume of mental health needs being expressed by children and young people; • Work is nearing completion (@ October 2024) in planning a Whole School Community Approach, which will include the participation of children, young people and their families in the development of suicide prevention support in school communities; • This work is also being integrated with other practice areas, including mental health / suicide prevention; child protection and trauma informed practice; all within the wider continuum of Getting It Right for Every Child; • Close partnership working with Public Health Scotland across Tayside is working towards improving inter- agency information sharing with the Named Person; allowing us to develop more robust safety plans, following suicide related behaviour, resulting in a medical intervention; • Updating of Critical Incident Guidance for schools is nearing completion (@ September 2024) and work is progressing well on a new practice model of compassionate family-centred support, following any death of child or young person on the school roll; • Work completed (@September 2024) by the Mental Health Delivery Group, which is currently reviewing the Page 323 of 454
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12 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G continuum of support available for children and young people to identify any possible gaps in service delivery; • ECS Suicide Prevention & Mental Health Coordinator is a key member of the CPC Practice Improvement Working Group and the P&K Independent Schools Child Protection Group and the related work is regularly shared with both these Groups and the CPC; • Further information, advice and guidance on mental health, suicide and self-harm is included in Part 4 of the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), and in the refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023; • Agreement to align this work within Perth and Kinross Suicide Prevention Plan ongoing @30 September 2024 • The complexity and sensitivity of the task has meant that the initial timescale has not been met but it is particularly important that time is taken to ensure that processes are right for children, young people and families. • ACTION / TASK ONGOING/NEARING COMPLETION 1.2: Support and contribute to the development and implementation of a multi-agency inclusive practice approach which promotes anti- bullying and which: • supports children and young people who are / have experienced bullying – online; in school and / or in the community • supports children and young people’s safe use of new CPC Practice Improvement Working Group By 31 March 2024 Expected completion by 31 October 2025 (see next column) . • PKC Anti-Bullying Strategy and Operational Guidance August 2023 (for PKC Schools) reviewed and refreshed – Final Draft @ October 2023; • Wide consultation carried across all PKC Schools, with parents and carers, with the CPC and partners services / agencies – Strategy and Guidance being finalised for publication and implementation early 2024; • Included as part of the Personal and Social Education Curriculum and the Health and Wellbeing Curriculum which includes information, advice, guidance and resources re OnLine Safety when making use of New Technologies and Social Media; G Page 324 of 454
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13 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G technologies and social media platforms • is supported by multi-agency guidance and staff learning and development opportunities • NSPCC Schools Programme Speak Out Stay Safe, is widely available across all PKC Primary Schools and promotes keeping safe, at home, at school, online and in the community; • CEOP Resources widely distributed and made available across all PKC Schools; L&D opportunities also available to all staff; specific inputs at Head Teacher Days and School CPO Days; • Further information, advice and guidance on bullying and keeping safe online is included in Part 4 of the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), and in the refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023; • This task and its timescale is under review due to the introduction of new Scottish Government Guidance around Mobile Phones and other practice developments which will require some additional work to ensure suitable guidance is in place @September 2024 • ACTION / TASK ONGOING. 1.3: Develop and implement an inclusive multi-agency LGBT+ practice approach; supported by a resource bank of materials which: • includes up-to-date research, practice guidance, learning and development opportunities in relation to working with LGBT+ children and young people • supports practitioners and managers working with LGBT+ children and young people to Child Protection Inter-Agency Coordinator ECS Principal Educational Psychologist By 31 March 2024 Expected date of completion amended to 31 October 2025 . • CPC Multi-Agency SLWG established early 2023; • Two senior representatives (ECS Education Inclusion Service and NHS Tayside CAMHS) attended an Edinburgh CPC hosted LGBT+ Multi-Agency Inclusive Practice OnLine Course on 10 May 2023 – Course was evaluated very highly; • Course included presentations; polls; child protection case study; discussions in breakout rooms; workshops; guidance, hints and tips for good inclusive practice; • Agreed this was a Good Entry-Level / Level 1 / Universal Course; • Discussions are continuing (@ October 2023) between P&K CPC and Edinburgh CPC to establish if this course A Page 325 of 454
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14 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G have confidence and skills in inclusive ways of practice could be delivered, as a one-off opportunity in P&K, with a view to training local trainers for future delivery in P&K; • Discussions are also continuing (@ October 2023) to ascertain whether as an alternative, P&K CPC can purchase this course and its related materials for local use in P&K; • Ongoing (@ October 2023) Discussions held with Scottish Government; Care Inspectorate; CPCScotland / CELCIS to explore further national learning and development opportunities; • P&K CPC has pulled together an electronic resource library of all available LGBT+ information and advice leaflets; websites and key publications from across Scotland, which is available to all practitioners, services and agencies as a supportive resource, when working with LGBT+ Young People; • Plans to purchase the course and materials were unfortunately unsuccessful (Summer 2024) • Task and timescale under review, with a plan to produce guidance relating to the specific vulnerabilities of LGBTi youth in terms of safeguarding (@September 2024) • ACTION / TASK ONGOING. Outcome 2 – Engagement and Relationship Building We will build and sustain constructive, positive and trusting relationships with children and families; which is both supportive and challenging. We will help parents to engage with services and agencies, as this is central to improving the child’s wellbeing and minimising the risk of harm. We will adopt a trauma informed practice approach and understand the role of fathers, partners and other significant adults in a child’s life. 2 2.1: Support and contribute to the development, implementation and embedding of a multi-agency, whole system, awareness and understanding of childhood trauma; support and contribute to the PKC Trauma Champion PKC Trauma Approach Coordinator By 31 January 2025 • PKC Trauma Approach Coordinator – In Place; • P&K Trauma Informed Multi-Agency Collaborative Working Group – Established; • Membership and Terms of Reference – Established; G Page 326 of 454
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15 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G development of trauma informed and responsive systems, organisations, policies and workforces which is alert to, can recognise, and respond to, the needs of children and young people affected by the impact of childhood trauma • P&K Trauma Informed Approached Initial Action Plan – Under Development; • CPC supporting the work of the P&K Trauma Informed Multi-Agency Collaborative Working Group; • Perth and Kinross Trauma Informed Level 1 eLearning Module in place and to be made available on a wider multi-agency basis from December 2023; • An online Perth and Kinross Trauma Informed Approaches Team Development Pack (encouraging team reflective learning sessions / taking a trauma informed lens to practice workshops) has been developed to build on Level 1 eLearning and will be available from December 2023; • NHS Education Scotland (NES) Level 2 Trauma Skilled eLearning modules circulated and highlighted for completion by relevant teams by December 2023; • Perth and Kinross Council website to host a Trauma Informed Approaches webpage; collating relevant materials in one place, including examples of good TIP within P&K and highlight any future events from January 2024; • Level 1 and Level 2 In-Person Trauma Informed Approaches training to be developed and offered to multi-agency staff through the CPC and ASP channels – under development – Ongoing @ October 2023; • On completion of the generic actions / tasks above the PKC Trauma Approach Coordinator will link in with the P&K Protecting People Coordination Group (PPCG) and seek to develop Trauma Informed Approaches training, briefings and events from January 2024; • Between October 2022 and April 2023, RASAC P&K delivered a total of 11 multi-agency Trauma Informed Practice Workshops (both in-person and online) and a Page 327 of 454
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16 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G total of 206 multi-agency staff attended; evaluated highly; • In addition, RASAC P&K delivered two follow-up Next Steps Trauma Informed Practice Workshops, and 36 multi-agency staff attended; evaluated highly; • In support a P&K Trauma Informed Practice Bulletin issued and cascaded widely; • Trauma Informed Practice information and advice events (stalls) held at REACH; @Scott Street and at Drumhar Health Centre; • This work has been delayed by a change in personnel, but a new Trauma Approach Coordinator is now in post and this work can progress (@September 2024) • ACTION / TASK ONGOING. 2.2: Develop, implement and embed a multi-agency, whole system, awareness and understanding of domestic abuse and coercive controlling behaviour; develop a domestic abuse informed workforce which is alert to, can recognise and respond to, the needs of children, young people and their families, affected by domestic abuse and coercive controlling behaviours and keep them safe and together Detective Chief Inspector – Police Scotland Tayside Division PPU ECS SCYPF Improvement Officer ECS Wellbeing and Inclusion Officer By 31 March 2024 This date has been extended to 31 December 2025 (due to new funding obtained) • Further work ongoing (@ October 2023) to coordinate existing learning and development opportunities and to explore a more joined-up approach to domestic abuse and coercive controlling behaviour; • Closely links with the P&K based Safe and Together work, reported upon in pages 33 to 34 of the CPC Standards and Quality Report 2022/2023; • P&K Multi-Agency Safe & Together Steering Group – Established; Work Plan developed in partnership with the Improvement Service; • To date, a total of 135 practitioners and managers have been trained in the Full Safe and Together Model and 240 multi-agency staff have been trained in the Overview Safe and Together Model; further Overview Training being proposed for February 2024; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to domestic abuse and coercive controlling behaviour G Page 328 of 454
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17 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G identified by the CPC Practice Improvement Working Group for future use in practice developments; • Further information, advice and guidance on domestic abuse and coercive controlling behaviour is included in Part 4 of the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), and in the refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023; • Further funding secured through Delivering Equally Safe Fund (April 2024) which has been used to: (1) train another 40 social work and other professionals from across the partnership (2) Train the L&D Coordinator to be a Trainer for the model. Once qualified in 2025, the L&D Coordinator will provide short briefings for a wide range of staff to increase awareness of the model. (@September 2024) • The planned completion date for this task has been extended due to the acquisition of further funding to enable training to be rolled out more widely in 2025. • ACTION / TASK ONGOING. 2.3: Develop, implement and embed a Perth and Kinross CPC multi- agency practice approach and guidance on the involvement and participation of fathers, partners and / or significant others in a child or young person’s life; which ensures they are actively involved and engaged in all assessment, planning and key decision-making processes CPC Practice Improvement Working Group By 31 March 2024 This date has been extended for completion by 31 March 2026 (see next column) • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to the involvement and participation of Fathers etc identified by the SLWG for future use in practice developments; • Existing arrangements for involvement and participation of Fathers etc in place; Independent Advocacy provisions also in place for those children and families involved with children’s social work services; G Page 329 of 454
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18 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • Working towards the development of complementary CPC multi-agency Guidance and Checklists and Easy Read Materials for the involvement and participation of Fathers etc, in all assessment, planning and key decision-making meetings and processes; • Exploring further options with the Fathers Network Scotland regarding an OnLine Module @ October 2023; • Also exploring a P&K CPC Dedicated Webpage for Fathers @ October 2023; • A Community of Practice event in working with Fathers, Male Carers and Social fathers was held in June 2024 by the CPIC and L&D Officer • A Guidance document of working with Fathers and Male Carers is scheduled for approval at CPC in December 2024. @September 2024 • Discussion at the PIWG and the full CPC in August 2024 clarified that this task requires a cultural and attitudinal shift which will take consistent reinforcement over an extended period of time. This task and timescale is under the review through QAWG. ACTION / TASK ONGOING. Outcome 3 – Assessment and Planning We will develop robust, dynamic assessments and plans which take a holistic view of the child’s wellbeing, their environment and the impact of parental issues and behaviours. We will identify and analyse patterns of risk, using shared tools and techniques, being alert to the impact of cumulative and escalating concerns. We will develop robust plans which support and meet need and risk by building on family strengths and resilience, ensuring plans are accurate, evidence based, outcome-focused and SMART. We will always respond flexibly to changing family circumstances, reviewing the assessment and plan to ensure the child is safe and supported. 3 3.1: Promote and embed into practice the Tayside Multi-Agency Practitioner’s Guidance: Inter- Agency Referral Discussions (IRDs) and IRD Recording Template, Detective Chief Inspector – Police Scotland Tayside Division PPU By 31 July 2023 • P&K CPC Led Quality Assurance Review of IRDs carried out in October / November 2022; • Full Evaluation Report presented to the CPC end of 2022 and a summary of the findings from this Review G Page 330 of 454
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19 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G across all service and agencies to improve day-to-day practice and to ensure there is a consistent and high quality approach to IRDs; particularly in relation to information sharing, safety planning, decision-making and recording practices; which is supported by staff learning and development opportunities; all of which is quality assured and self- evaluated CPC Quality Assurance Working Group have been reported upon in Pages 17 to 19 of the CPC Standards and Quality Report 2022/2023; • Tayside Multi-Agency Practitioner’s Guidance: Inter- Agency referral Discussions (IRDs) and IRD Template refreshed in June 2023, following this Review which remains compliant with national and local guidance; • Perth and Kinross CPC OnLine Module: Inter-Agency Referral Discussions (IRDs) developed, implemented and cascaded widely to key services and agencies; @ 31 October 2023; 140 multi-agency staff have now completed the IRD module; • Further information, advice and guidance on IRDs is included in the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), and in the refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023; • Further Review of P&K IRDs planned for early 2024; • ACTION / TASK COMPLETED. 3.2: Review the existing single and multi-agency assessment frameworks (including parenting capacity assessments), checklists and toolkits and ensure that all services and agencies (whole system), including adult services, can and are able to contribute effectively to a joint holistic (whole family) assessment of risks and needs, which informs robust safety planning and decision- making processes, particularly in relation to children and young people affected by: CPC Practice Improvement Working Group By 31 July 2024 Expected completion date is 2025/2026 • CPC Practice Improvement Working Group currently (@ October 2023) examining this work on a multi-agency basis; • Further information, advice and guidance on Assessments is included in the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), and in the refreshed Perth and Kinross CPC Inter- Agency Child Protection Guidelines 2023 published on 8 September 2023; • All P&K single service / agency Assessment Frameworks; Templates; Checklists and related Guidance being collated together @ October 2023; G Page 331 of 454
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20 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • domestic abuse • parental mental ill-health • parental problematic alcohol and drug use • learning disability • suicide ideation and suicide contagion • CPC Practice Improvement Working Group planning a Quality Assurance and Review Workshop for early 2024; • Existing single service / agency Assessment Frameworks reflect the National Child Protection Risk Assessment Toolkit and the GIRFEC Practice Model; • Single agencies have undertaken their own review of their assessment frameworks @ September 2024 • Discussion ongoing at PIWG about how this work is best progressed @September 2024. • This task and timescale is being reviewed through QAWG @September 2024 • ACTION / TASK ONGOING. 3.3: Develop and implement a Perth and Kinross CPC multi-agency Practice Guidance: Care and Risk Management for children and young people aged 12 – 18; in compliance with the Scottish Government’s Guidance: Framework for Risk Assessment Management and Evaluation (FRAME) for children aged 12 – 17 CPC Practice Improvement Working Group By 31 March 2024 • Scottish Government published Framework for Risk Assessment Management and Evaluation (FRAME) for children aged 12 – 17 (June 2021); • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • P&K CPC Joint Protocol: Care and Risk Management (CARM) – Under Development @ October 2023 for presentation to CPC early 2024; • Protocol relates to a small number of children and young people where parts of their behaviour may pose an imminent risk, of serious harm, or has caused serious harm to themselves and / or others; • Will link into existing well-established multi-agency child protection processes and procedures and will include a key data set for reporting to the CPC; • The CARM Protocol has been approved at CPC (March 2024) • CARM protocol operational guidance is complete @ September 2024, pending specialist training of relevant staff. G Page 332 of 454
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21 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • ACTION COMPLETE 3.4: Develop and implement a Perth and Kinross multi-agency Vulnerable Young Person’s Support and Protection Framework, which includes a transition pathway across and between children’s services and adult services; particularly for vulnerable young people aged between 16 and 18, which ensures a whole system approach in relation to holistic (whole family) assessment of risks and needs and which informs robust safety planning and decision- making processes Child Protection Inter-Agency Coordinator APC Lead Officer By 31 March 2026 • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to Transitions and 16 – 17 years identified by the SLWG for future use in practice developments; • P&K APC and CPC Lead Officers are members of the CPCScotland National Transitions Working Group – looking to develop national guidance / guiding principles; • Currently these young people are being managed by well-established existing adult protection and child protection procedures and arrangements; • P&K Joint Guidance & Guiding Principles: Transitions being drafted @ 31 October 2023; • Ongoing Discussions @ 31 October 2023, within P&K in relation to existing adult services and children’s services operational structures; • Joint Protocol between APC and CPC for Guiding Principles for Transition approved by CPC in March 2024. • This task and timescale is under review due to the planned implementation of the Care and Justice Act (2024) which will require significant work in terms of guidance and practice direction from both Children’s and Adult Social Work. • ACTION / TASK ONGOING. G Page 333 of 454
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22 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G 4 4.1: Support and contribute to the reinvigoration of the Getting it right for every child (GIRFEC) multi- agency practice approach within all services and agencies across Perth and Kinross, supported by multi- agency learning and development opportunities, in compliance with the refreshed Scottish Government GIRFEC Guidance; in particular the Practice Guidance 1 - 5: • Using the National Practice Model • Role of the Named Person • Role of the Lead Professional • Information Sharing (including the Charters) • Assessment of Wellbeing and the Child / Young Person’s Plan P&K GIRFEC Group CPC Ongoing 2023 – 2026 • On 30 September 2022, the Scottish Government published a range of refreshed GIRFEC Guidance: GIRFEC resources - Getting it right for every child (GIRFEC) - gov.scot (www.gov.scot); • In June 2023, P&K Multi-Agency GIRFEC Steering Group established; reporting directly to the Community Planning Partnership (via the Children Young People and Families Partnership); • Terms of Reference – In Place; Three-Year Action Plan – In Place; three Sub-Groups – Guidance and Service Delivery; Training and Assessment and Planning – In Place; • @ October 2023, working towards P&K GIRFEC Guidance; Provision of GIRFEC Learning and Development Opportunities – Blended Approach and a review of Existing Assessment and Planning Frameworks; • GIRFEC is included in key CPC Multi-Agency Child Protection Learning and Development Opportunities; • GIRFEC refresh well under way through the GIRFEC group – guidance being drafted and tests of change considered @ September 2024 • ACTION / TASK ONGOING. G 4.2: Support, contribute and influence the work of the Perth and Kinross Child Poverty Working Group by continuing to raise multi- agency awareness and understanding of the impact of all Perth and Kinross Child Poverty Project Officer Ongoing 2023 – 2026 • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to Poverty shared with the CPC and the Child Poverty Working Group; G Page 334 of 454
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23 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G types of poverty (both rural and urban) on children, young people and families across Perth and Kinross; supported by the development of a multi-agency social needs screening pathway to mitigate that impact Child Poverty Working Group CPC Practice Improvement Working Group • Joint CPC and Child Poverty Working Group Workshop to develop and agree multi-agency social needs screening questions arranged for 23 November 2023; • Planning to pilot the agreed social needs screening questions on a multi-agency basis across services and agencies – pilot / testing area to be confirmed; • Work continuing as @September 2024, Update provided to the CPC August 2024 regarding the planned testing of the social needs screening. • ACTION / TASK ONGOING. 4.3: Develop and disseminate a Perth and Kinross CPC multi-agency practice guidance on the definition, recognition and response to what constitutes harm, abuse and Non- Accidental Injuries (NAIs) in children and young people; in particular the safe handling of young babies who are non-mobile, all supported by a public health type messaging preventative approach Consultant Paediatrician Child Protection Inter-Agency Coordinator By 31 March 2024 This timescale has been revised to 31 March 2025 . • Refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023, includes detailed information, advice and guidance on definitions of harm, abuse and neglect; how to recognise and how to respond to these concerns; • Also included in CPC Multi-Agency Child Protection Learning and Development Opportunities; • NHS Tayside Guidance for the Management of Bruising and Other Injuries in Non-Mobile Babies 2023 – In Place, widely cascaded and available across NHS Tayside; further consideration being given @ October 2023 to see if this can be developed into CPC multi- agency guidance; • Joint work between the CPC and NHS Tayside in relation to the recognition of harm, abuse and neglect and how to respond planned for December 2023 / January 2024; • Skeletal Survey Guidance in draft format to be considered at CPC @ September 2024 • Further joint work planned with NHS Tayside colleagues @September 2024 • This timescale has been extended to March 2025 due to the change in personnel of the CPIC G Page 335 of 454
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24 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • ACTION / TASK ONGOING. Outcome 5 – Partnership Working We will work in partnership across children services, adult services and geographical areas in the best interests of the child. We will have a clear understanding of each other’s roles, responsibilities and limitations and work flexibly in the best interests of the child. We will proportionately share and exchange relevant information as necessary. This will be enabled through reasoned, confident and accurate recording of what information is to be shared; why the information is to be shared; with whom the information is to be shared and the likely risks if the information is not shared. We will work together to resolve any disputes or disagreements and escalate concerns where appropriate. 5 5.1: Further develop and implement across all services and agencies a shared, consistent, multi-agency understanding and awareness of how to address neglect and enhance wellbeing; with a particular focus on early identification; agreed thresholds; high quality intervention and support mechanisms; including the Neglect Toolkit CPC Practice Improvement Working Group By 31 March 2024 • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to neglect, identified by the CPC Practice Improvement Working Group for future use in practice developments; • CPCScotland Child Neglect in Scotland Framework – Published October 2021; • Neglect Toolkit being widely used across Services for Children, Young People and Families – modified, shared and rolled out to partners services and agencies in 2022; • OnLine E-Learning Module ‘Recognising and Responding to Child Neglect developed and made widely available in 2022; • Between 1 August 2022 and 31 July 2023, a total of 486 multi-agency staff have completed this OnLine Module Further information, advice and guidance on neglect included in the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023): • Refreshed Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023 includes details information, advice and guidance G Page 336 of 454
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25 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G on neglect; how to recognise neglect and how to respond to neglect; • Neglect included in CPC Multi-Agency Child Protection Learning and Development Opportunities; • ACTION / TASK COMPLETED 5.2: Develop and implement a Perth and Kinross CPC multi-agency practice guidance on effective case recording which supports the assessment of risks and needs; informs robust safety planning and decision-making processes CPC Practice Improvement Working Group PKC Legal Services By 31 March 2024 This date has been extended to 2025/2026 pending further discussion at QAWG • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to recording practices, identified by the CPC Practice Improvement Working Group for future use in practice developments; • Existing single service and agency case recording guidance being collated @ 31 October 2023; with a view to develop complementary CPC multi-agency guidance; • Task under review at PIWG due to the difficulties in creating a guidance which is significantly broad to cover a range of practice settings without becoming too generic to be of use to practitioners @ September 2024 • Task and Timescales under review by QAWG @September 2024 • ACTION / TASK ONGOING. G Outcome 6 – Empowerment, Supervision and Leadership We will be enabled and empowered by strong and effective collective leadership which is visible and accessible. We will be enabled by high quality supervision which promotes reflective and critical thinking, professional curiosity and confidence to challenge. We will have confidence to apply professional judgement. A culture of constructive support and challenge will be fostered, which embodies shared values and principles. Peer support will also be made available through networks of support and regular meetings. Clear guidance will support practice and checks, and balances put in place to test out staff understanding. Communication lines and processes will be put in place to listen to and understand staff concerns re workload; working conditions; emerging issues and professional concerns. We will have access to continuous professional development and single and multi-agency child protection learning and development opportunities. We will establish a positive learning culture across services and agencies which improves day-to-day child protection practice. Page 337 of 454
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26 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G 6 6.1: Implement and embed into the local child protection practice arrangements the Scottish Government’s refreshed National Guidance for Child Protection (Scottish Government: 2021); supported by the Perth and Kinross CPC refreshed Inter-Agency Child Protection Guidelines 2023 which focuses on definitions, recognition and response Child Protection Inter-Agency Coordinator CPC Practice Improvement Working Group By 21 September 2023 • National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023) – Published; • Two-year implementation period set by Scottish Government (2 September 2021 to 20 October 2023); • CPC led Gap Analysis (RAG) – carried out / completed by October 2021; • CPC Inter-Agency Child Protection Learning and Development Courses and Materials – including OnLine; Webinars and In-Person Training reviewed and refreshed on an ongoing basis from 2021; • Agreed to review and refresh CPC Publications on an ongoing basis from 2021; • Agreed not to initially change our effective key inter- agency child protection processes and practices – incremental change timetable agreed; • Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2017 reviewed, refreshed and now focus on context; key definitions; recognition and response; • Updated Perth and Kinross CPC Inter-Agency Child Protection Guidelines 2023 published on 8 September 2023; widely cascaded across Perth and Kinross; • All CPC Inter-Agency Child Protection Learning and Development Courses and Materials – Updated by 8 September 2023; • New language, terminology, timescales, relating to inter- key inter-agency child protection processes and practices implemented from mid-August 2023 and now compliant with the National Guidance; • In June 2023, Scottish Government provided all CPCs with a multi-agency National Self-Evaluation Toolkit (with Optional Supporting Resources); for completion by 20 October 2023; G Page 338 of 454
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27 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • CPC Self-Evaluation Submission made to Scottish Government on 12 October 2023; • Self-Evaluation Findings included in CPC Standards and Quality Report 2022/2023 (see pages 39 to 40); • ACTION / TASK COMPLETED. 6.2: Implement and embed into local child protection arrangements the Scottish Government’s National Guidance for Child Protection Committees: Undertaking Learning Reviews (Scottish Government: 2021); supported by the Perth and Kinross CPC Joint Protocol: Learning Reviews Child Protection Inter-Agency Coordinator CPC Case Review Working Group By 1 April 2023 • National Guidance for Child Protection Committees: Undertaking Learning Reviews (Scottish Government: 2021) published on 2 September 2021; • Perth and Kinross CPC Joint Protocol: Learning Reviews and Supporting Document Pack, approved and published by the CPC on 23 March 2023; • All CPC Learning Review since 2 September 2021 have / are compliant with both the national Guidance for Learning Reviews and the local CPC Joint Protocol; • Fully embedded by the CPC via the CPC case Review Working Group; • Refreshed Scottish Government National Guidance for Child Protection Committees: Undertaking Learning Reviews expected by end of December 2023; • ACTION / TASK COMPLETED. G 6.3: Develop and implement a shared multi-agency peer support and / or staff supervision model which promotes courageous conversations; critical thinking and reflective practice for child protection workers within all services and agencies across Perth and Kinross CPC Practice Improvement Working Group By 31 March 2024 This timescale has been extended to 31 March 2026 (see notes in next column) . • CPC Practice Improvement Working Group Multi- Agency SLWG established early 2023; • Extracts from the National Guidance for Child Protection in Scotland 2021 (Scottish Government: 2 September 2021, updated again on 31 August 2023), relating to supervision, identified by the CPC Practice Improvement Working Group for future use in practice developments; • Existing single service and agency case recording guidance being collated @ 31 October 2023; with a view to develop complementary CPC multi-agency guidance; A Page 339 of 454
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28 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • Progress has been affected by sickness absence and staff turnover within the leads for this piece of work @September 2024 • Two Tests of Change undertaken as @September 2024 and an analysis of learning to be shared at PIWG • ACTION / TASK ONGOING. 6.4: Implement the Tayside Child Protection Workforce Learning and Development Plan and embed the Priorities for Practice within all services and agencies across Perth and Kinross; using a co-production approach with frontline practitioner and managers to improve culture, ethos and day-to-day child protection practice ECS and CPC Child Protection Learning and Development Officer Ongoing 2023 – 2026 • CPC Inter-Agency Child Protection Learning and Development Framework – In Place • Priorities for Practice (PfP) underpin this Improvement Plan and all CPC Multi-Agency Child Protection Learning and Development Opportunities; PfP are: • Relationship with Children and Families: o Focus on the Child o Engagement and Relationship Building o Assessment and Planning • Working Together: o Early Intervention and Support (Right Help at Right Time) o Partnership Working o Empowerment, Supervision and Leadership • PfP integrated into key CPC inter-agency child protection learning and development courses; • Electronic links to PfP and PfP website issued to those attending CPC inter-agency child protection learning and development courses; • @ October 2023, establishing a PfP Community of Practice, supported by a multi-agency MS Resource Channel which will make the PfP available for practitioner reflective sharing / discussions / workshops; • Community of Practice Established @ September 2024 • Incorporation of National CP L&D Framework (2024) @September 2024 G Page 340 of 454
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29 No Action / Task Strategic Lead Timescale Initial Progress Report & Evidence @ 30 September 2024 R A G • ACTION / TASK ONGOING. Page 341 of 454
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30 Appendix 1 – Ongoing / Maintenance 2023 – 2026 No Ongoing / Maintenance – Actions / Tasks Expected Impact Timescale 1 Continue to support and promote the rights and articles of the United Nations Convention on the Rights of the Child (UNCRC) and ensure that children’s rights are embedded in all our work with children and young people Children and young people’s rights are respected and embedded in all key child protection processes and practices Ongoing 2023 - 2026 2 Continue to support and promote the findings; the fundamentals and the priority areas from The Independent Care Review: The Promise and the Plan 21 - 24 Children and young people grow up loved, safe and respected and can realise their full potential Ongoing 2023 - 2026 3 Continue to develop the existing provisions for seeking children and young people’s views, including the views of their siblings and extended family; particularly those with lived experience, before, during and after key decision- making meetings; which ensures that they are listened to, understood and respected and that their views are taken into consideration in all single and multi-agency key decision- making processes Children and young people are kept safe; they are seen; their voices are actively sought and heard in all assessment, planning and key decision-making processes Ongoing 2023 - 2026 4 Continue to develop and strengthen the existing advocacy support provisions for children and young people; including the provisions for Independent Advocacy in key child protection meetings Children and young people are kept safe; they are seen; their voices are actively sought and heard in all assessment, planning and key decision-making processes Ongoing 2023 - 2026 5 Continue to promote and embed into practice the Tayside Multi-Agency Practitioner’s Guidance: Key Child Protection Meetings – Information for Practitioners across all service and agencies to improve day-to-day practice Children and young people are kept safe; they are seen; their voices are actively sought and heard in all assessment, planning and key decision-making processes Ongoing 2023 - 2026 6 Continue to promote and embed into practice the Tayside Multi-Agency Practitioner’s Guidance: Key Child Protection Meetings – Information for Children and Families across all service and agencies to improve day-to-day practice Children and young people are kept safe; they are seen; their voices are actively sought and heard in all assessment, planning and key decision-making processes Ongoing 2023 - 2026 7 Continue to promote and embed into practice the Perth and Kinross CPC Multi-Agency Practitioner’s Guide: Professional Curiosity across all service and agencies to improve day-to- day practice Practitioners are competent; confident; professionally inquisitive; curious; alert to and can skilfully respond to parental disguised non-compliance Ongoing 2023 - 2026 Page 342 of 454
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31 No Ongoing / Maintenance – Actions / Tasks Expected Impact Timescale 8 Continue to promote and embed into practice the Tayside Multi-Agency Practitioner’s Guidance: Concern for Unborn Babies (UBBs) across all service and agencies to improve day-to-day practice Vulnerable pregnant mothers and families get early help and highly effective support when there are concerns about their unborn baby (babies) Ongoing 2023 - 2026 9 Continue to promote and embed into practice the Tayside Multi-Agency Practitioner’s Guidance: Chronologies across all service and agencies to improve day-to-day practice Chronologies are used effectively to identify significant events, patterns of escalating risk and inform key multi- agency assessments of risk, robust safety planning and key decision-making processes Ongoing 2023 - 2026 10 Continue to promote and embed into practice the Perth and Kinross CPC Multi-Agency Practitioner’s Guide: Resolution and Escalation Arrangements across all service and agencies to improve day-to-day practice Practitioners have the confidence to challenge each other where necessary; know how to resolve any disputes or disagreements and know how and when to escalate concerns Ongoing 2023 - 2026 11 Continue to promote the Perth and Kinross Code of Practice: Information Sharing, Confidentiality and Consent (Refreshed 30 September 2020) Information is shared proportionately, legitimacy and only where necessary to safeguard, support and promote the welfare of children and young people Ongoing 2023 - 2026 12 Continue to develop multi-agency qualitative and quantitative key child protection performance management measures and indicators in compliance with the National Minimum Dataset for CPCs; the Tayside Shared Dataset for CPCs and the Perth and Kinross CPC Management Information and Performance Outcome Framework Use of multi-agency qualitative and quantitative key child protection performance management measures and indicators enables us to analyse patterns and trends over time and consider service delivery change and improvement Ongoing 2023 - 2026 13 Continue to support the Perth and Kinross Protecting People Chief Officers’ Group (COG) and the Protecting People Coordination Group (PPCG) in their collective work to protect vulnerable individuals and groups and to prevent the harm and abuse of those who may be at risk across Perth and Kinross Vulnerable people are protected from harm, abuse and exploitation by strong and effective leadership, direction and challenge and by the collective partnership working of constituent agencies of the public protection partnerships across Perth and Kinross Ongoing 2023 - 2026 14 Continue to promote the Perth and Kinross CPC Inter- Agency Child Protection Learning and Development Framework and Programme to improve culture, ethos and day-to-day child protection practice Practitioners and managers are competent, confident and skilful in their engagement and involvement with children, young people and families and their practice is of a consistently high quality Ongoing 2023 - 2026 Page 343 of 454
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1 Appendix 3 Protecting Children and Young People: It is Still Everyone’s Job Perth and Kinross Child Protection Committee Standards and Quality Report 2023/2024 Executive Summary 9 Page 345 of 454
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2 Executive Summary Preface The Perth and Kinross Child Protection Committee (CPC) Standards and Quality Report for 2023/2024 is supported by the Chief Officers of public sector organisations in Perth and Kinross, including the Council, NHS Tayside, and Police Scotland. The report emphasises the collective commitment to safeguarding and promoting the wellbeing of children and young people, ensuring they are protected from harm, abuse, and exploitation. Introduction The report covers the period from 1 August 2023 to 31 July 2024, providing an overview of multi-agency activities aimed at protecting unborn babies, babies, children and young people. Key initiatives include the implementation of the National Guidance for Child Protection in Scotland 2021, the Scottish Child Interview Model (SCIM), and the establishment of the Bairns’ Hoose model in Tayside. Local and National Context Perth and Kinross is a diverse area with both rural and urban communities. The CPC's vision aligns with the Tayside Plan for Infants, Children, Young People 2023 – 2026, focusing on five priorities: best start in life, positive contributions to communities, good physical and mental health, protection of rights, and safety. Nationally, the incorporation of the UN Convention on the Rights of the Child into Scottish law in July 2024 is a significant development. Management Information and Performance Outcomes The CPC plays a crucial role in gathering and analysing data on child protection. Key trends include a steady increase in Child Concern Reports (CCRs), a decrease in Inter-Agency Referral Discussions (IRDs), and a downward trend in Child Protection Investigations (CPIs) and Joint Investigative Interviews (JIIs). The number of children on the Child Protection Register (CPR) has also decreased. The reasons for these decreases in numbers need further exploration but it is noted that they may be indicative of the realignment of resources towards early intervention which took place in 2022. The Quality Assurance Working Group will consider this issue in more depth in the coming months. Key Initiatives and Improvements • Scottish Child Interview Model (SCIM) and Bairns’ Hoose: These initiatives aim to provide a trauma- informed approach to interviewing children and young people who have been victims or witnesses of abuse and to provide coordinated support for them from across services. • Child Protection Planning Meetings (CPPMs): Continued improvement work has led to better coordination and support for families, with a focus on providing consistency and reducing re- traumatisation. Easy read information has been produced for families. • Participation: Youth Services are supporting young people’s participation through the Youth Forum and Champions Boards. These forums are ensuring that young people benefit from a collective advocacy approach to share their views on issues that are important to them. The Rights Respecting Schools initiative continues to ensure that children are informed about their rights and encouraged to use them. • Involvement in Decision Making: Efforts to involve children, young people and their families in decision-making processes continue to be strengthened. Independent Advocacy Perth and Kinross offer individual support to children, young people and their families to attend meetings and have their views represented. The Connecting Relationships Empowering Supporting Together (CREST) Team Page 346 of 454
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3 promotes the participation of children, young people and families through Family Group Decision Making and the creation of Family Plans. Quality Assurance and Self-Evaluation The CPC has undertaken various audits and evaluations to ensure continuous improvement. There have been three desktop audits and one full multi-agency audit undertaken. The areas covered in the desktop audits have been contacts recorded as ‘ECS – Other’, outcomes from the Multi-Agency Screening Hub and Child Protection Core Groups and Plans. The multi-agency audit looked at responses to young people aged 11 – 18 who had had more than 3 contacts made to Children and Families Social Work in one calendar year. Key strengths included the quality of immediate responses, good and pro-active information sharing, and relationship-based work with families. Areas for improvement include SMARTer (specific, measurable, attainable, relevant, time-bound, evaluation and review) planning, earlier intervention, and meaningful inclusion of children and young people. Development of Practice Guidance and CPC Community of Practice The CPC has developed two new major guidance documents this year – Interim Joint Protocol: Guiding Principles for Safe Transition between, within and across Children’s Services and Adult Services which was produced in partnership with the Adult Support and Protection Committee and the P&K CPC Joint Protocol Care and Risk Management (CARM) for young people who pose a risk of serious harm to themselves or others. Both of these guidance documents are in the process of being operationalised. The CPC have begun updating their guidance documents and websites to become more accessible and user friendly. The CPC have instituted a Child Protection Community of Practice. Topics covered so far have been Professional Curiosity and Working with Fathers, Male Carers and Social Fathers. Here is an introduction to the Community of Practice. Impact on Staff and Community The CPC has provided a wide range of learning and development opportunities for staff, ensuring they are well- equipped to protect children and young people. Staff feedback regarding the CPC learning and development courses continues to be positive. The National Child Protection Learning and Development Framework (2024) has been fully incorporated into the CPC training offer. Public information and engagement efforts have been enhanced through social media and the CPC website. Leadership and Governance The CPC's governance structure supports effective partnership working and continuous improvement. The CPC, in collaboration with the Children, Young People and Families Partnership (CYPFP), the Perth and Kinross Protecting People Coordination Group (PPCG) and the Chief Officers’ Group (COG), continues to provide strong leadership and direction for the children’s services workforce. Conclusion and Future Plans The CPC remains committed to continuous improvement and will develop a three-year self-evaluation strategy and audit plan. The CPC will also focus on engaging with practitioners and communities. The CPC is committed to working as closely as possible with the other public protection partnerships in Perth and Kinross to ensure a whole family, whole of life approach to Public Protection. Page 347 of 454
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Perth and Kinross Council 4 December 2024 PERTH AND KINROSS ADULT PROTECTION COMMITTEE BIENNIAL REPORT 2022 – 2024 Report by Arun Singh, Chief Social Work Officer (Report No. 24/349) 1. PURPOSE 1.1 This biennial report for the period 2022 to 2024 provides an overview of the key activities and work of the Perth and Kinross Adult Protection Committee (APC) and its partners to safeguard the welfare and interests of adults who are at risk from harm. 2. RECOMMENDATIONS 2.1 It is recommended that the Committee: • Notes the wide range of work being carried out by Perth and Kinross APC and partner agencies throughout this reporting year to safeguard adults considered to be at risk of harm; and • Endorses the contents of the Perth and Kinross APC Biennial Report 2022 - 2024 (Appendix 1). 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Performance • Section 6: Key Themes and Assurances • Section 7: Continuous Improvement • Section 8: Conclusion • Appendices 4. BACKGROUND 4.1 Perth and Kinross APC, in compliance with Scottish Government guidance, publishes biennial reports. It is this Biennial Report that is shared with the Perth and Kinross Integration Joint Board (IJB). 4.2 As part of the APCs ongoing commitment to a cycle of quality assurance and improvement, annual reports, rather than biennial reports, are prepared. The APC Annual Report 2022 - 2023 (Report No. 24/68 refers) was shared with Perth and Kinross Council (PKC) Elected Members, the IJB and the Protecting People Chief Officers Group (COG) in 2023/24. It was also shared 10 Page 349 of 454
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with different strategic Health and Social Care Partnership (HSCP) and health governance groups. In order to provide the same levels of strategic oversight, this biennial report will also be shared with the same PKC and HSCP strategic groups. This report describes the APC’s achievements within this two-year reporting period. It highlights key strengths and areas for improvement. It confirms that the APC continues to place a strong emphasis on self-evaluation, audit and improvement, and has prepared a programme of evidence-based improvement work for 2024 and beyond. 5. PERFORMANCE 5.1 Page 10 of the APC Biennial Report (Appendix 1) (hereon in referred to as the ‘report’) highlights how the number of qualified council officers has increased by 35% between the years 2022 and 2024. This has been achieved through workforce planning, enhanced training and development opportunities, and securing additional funding for social worker posts. The number of trained and available council officers is sufficient to meet current Adult Support and Protection (ASP) demand. 5.2 Page 7 of the report provides a summary infographic of ASP activity throughout 2022 - 2024. It identifies the key changes in the volume and activity of key multi-agency adult protection processes. 5.3 The data shows an incremental growth in the number of Adult Protection Referrals (APRs). In the period 2022 to 2024, there were 6151 APR referrals received. This represents a 23% increase in this reporting year in comparison to 2020 to 2022, which is consistent with the national picture. Page 14 of the report notes that, despite this growth over a two-year period, the numbers of Police Scotland Vulnerable Person Reports (VPRs) for 2023 into 2024 did not increase at the same rate. The report gives some analysis as to why this might be. 5.4 APRs were received from a wide range of sources. The main three sources of referrals come from Police Scotland, Health, social work and social care. Our data shows that the Scottish Fire & Rescue, Scottish Ambulance Services, care homes, care at home providers and the general public have also referred. This indicates a growing awareness of adult protection and a confidence in the reporting of concerns. 5.5 The age profile of people referred due to adult protection concerns, shows that the older adults are most likely to give cause for concern. As with previous years, vulnerability factors include infirmity and frailty due to old age, mental health, physical disability, and learning disability. 5.6 There has also been an increase in ASP activity for younger adults, and in particular, younger adults affected by learning disability, mental ill-health, and substance use. This is an encouraging sign that partners have an increased awareness of vulnerability and risk. Younger adults are more likely to be the subject of repeat referrals, typically featuring diagnoses of personality disorder, alcohol/substance misuse, and self-harming behaviour. Page 350 of 454
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5.7 Harm is most likely to occur within a home setting, either the person’s own home or within a care home. Incidents of harm in care home settings are often found to relate to harm between care home residents, at the low end of severity. 5.8 The most prevalent types of harm remain relatively consistent, with physical harm, financial harm, neglect, self-harm, and psychological harm the most reported, with many investigations involving multiple types of harm. 5.9 Page 20 of the report refers to our use of Large-Scale Investigations (LSI) to mitigate harm in a regulated service (care home, care at home, hospital setting). A thematic review of LSIs in this reporting year has led to a more integrated, multiagency, and coordinated approach to how key partners support this work. 5.10 Our use of the Adult Support and Protection (Scotland) Act 2007, from April to September 2024, remains relatively consistent with the data shared for 2023/24. It demonstrates how we are using the Act to safeguard adults at risk of harm and how we are strengthening our multi-agency approach to keeping adults safe, particularly where complexity exists. 6. KEY THEMES AND ASSURANCES 6.1 Page 19 of the report refers to how we continue to strengthen our support to the care home sector and where the interface between the APC, the Care Home Operational Group and the strategic leadership from the HSCP exists. 6.2 The report highlights the importance of data to inform service redesign, with page 20 referring to how the principles of early intervention and prevention has led to the implementation of a mental health triage pathway. This also embraces the principles of getting the right support from the right people at the right time (Getting it right for everyone (GIRFE)). GIRFE is about providing a more personalised way to access help and support when it is needed. 6.3 Page 24 of the report notes the inspection of our multi-agency ASP services during June and July 2022 by the Care Inspectorate, His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services, and Healthcare Improvement Scotland. This is part of the Scottish Government’s improvement programme for ASP. The final report of the Joint inspection of adult support and protection in the Perth & Kinross partnership was published on Tuesday 23 August 2022. 6.4 In summary, the inspection findings are positive and recognise the hard work and determination of staff across the partnership to safeguard adults at risk of harm. The inspection report shows that we have strong multi-agency adult protection arrangements in place, keeping adults who are at risk of harm safe and protected. The inspection report concluded that: “The partnership demonstrated it was committed to achieving excellence in matters pertaining to adult support and protection practice and improvement.” Page 351 of 454
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6.5 Recent self-evaluation activity has highlighted that improvements have been made in each of the areas highlighted in the 2022 joint inspection findings which required to be strengthened. These are: • Our use of advocacy has improved significantly. • The ASP Coordinator has developed draft Tayside medical examination guidance with colleagues from NHS Tayside. • Our audit activity being much more multi-agency and coordinated. • Developing a new ASP assessment and protection plan that focuses on: o the need to consider medical examinations. o multi-agency chronologies. o the importance of advocacy for the adult and their unpaid carer. • ASP defendable and defensible recording training developed and delivered twice a year. • The ASP Coordinator has re-established a dedicated multi-agency financial harm and Scams prevention subgroup. 7. CONTINUOUS IMPROVEMENT 7.1 The APC and HSCP are fully committed to self-evaluation, audit, quality assurance, review and listening to the views of lived experience, to delivering confident and competent support to those adults considered to be at risk. The findings from this work informs the APC Improvement Plan for 2024/26 and beyond. Page 24 of the report refers to our commitment to qualitative and quantitative audits to inform our improvement work. In this reporting two-year period, the APC has conducted the following audits: • NHS Tayside AP Annual Report 2022/23. • NHS Tayside Quality Assurance Framework. • Multi-agency Audit 2022/23, and again in 2023/24. • Large Scale Investigation thematic review 2023. • Inter-agency Referral Discussion audit 2022/23, and again in 2023/24. • Vulnerable Police Report audit 2022/23 and 2023/24. 8. CONCLUSION 8.1 The report provides a comprehensive overview and analysis of ASP activity in the reporting years 2022 to 2024. It provides assurance that the protection and welfare of vulnerable and at-risk adults remains a strategic and operational priority. 8.2 The report shows the pressures arising from increasing and changing demand. It also demonstrates that this has been managed effectively by prioritising resources and ensuring that there are sufficient skilled social workers to respond timeously and effectively. This will continue to be monitored closely. 8.3 As we move forward, our cycle of audit work demonstrates that we continue to make key improvements and that our multi-agency arrangements continue to be effective in safeguarding adults considered to be at risk of harm. Page 352 of 454
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Authors Name Designation Contact Details Bill Atkinson Iain Wilkie Independent Chair, PKC APC Adult Protection Coordinator FBSCommittee@pkc.gov.uk 01738 475000 Approved Name Designation Date Arun Singh Chief Social Work Officer 22 November 2024 Page 353 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes/None Community Plan/Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial N/A Workforce N/A Asset Management (land, property, IST) N/A Assessments Equality Impact Assessment N/A Strategic Environmental Assessment N/A Sustainability (community, economic, environmental) N/A Legal and Governance N/A Risk N/A Consultation Internal Yes External Yes Communication Communications Plan N/A 1. Strategic Implications Community Plan/Single Outcome Agreement 1.1 This section sets out how the proposals relate to the delivery of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. This report relates to Objective No. (iv). Corporate Plan 1.2 This section sets out how the proposals relate to the achievement of the Council’s Corporate Plan Objectives: (i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations. Page 354 of 454
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This report relates to Objective No. (iv). 2. Resource Implications Financial 2.1 There are no known financial resource implications at this time. Workforce 2.2 There are no known workforce resource implications at this time. Asset Management (land, property, IT) 2.3 There are no asset management resource implications at this time. 3. Assessments 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.1.1 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA. Strategic Environmental Assessment 3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.1 The proposals have been considered under the Act; however, no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.3 Under the provisions of the Local Government in Scotland Act 2003, the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • In the way best calculated to deliver the Act’s emissions reduction targets. • In the way best calculated to deliver any statutory adaption programmes. • In a way that it considers most sustainable. Page 355 of 454
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3.3.1 The proposals have been assessed as not applicable. Legal and Governance 3.4 There are no associated risks at this time. 3.5 Not Applicable. Risk 3.6 There are no associated risks at this time. 4. Consultation Internal 4.1 The Head of Legal and Governance Services; the Children, Young People and Families Partnership, Education and Learning Senior Management Team and the Perth and Kinross Child Protection Committee (CPC) and their partners have been consulted in the preparation of this report. External 4.2 The CPC and their partners have been consulted in the preparation of this report – including NHS Tayside, Police Scotland – Tayside Division and the Scottish Children’s Reporter Administration (SCRA). 5. Communication 5.1 There are no communication issues at this time. 2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (and not containing confidential or exempt information) were relied on to a material extent in preparing this report. 3. APPENDICES Appendix 1 - Perth and Kinross APC Biennial Report 2022 - 2024 Page 356 of 454
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1 1 APC Biennial Report 2022 - 2024 10 Page 357 of 454
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2 2 Contents Page No. 1. Introduction 4 1.1 Foreword from the Chair of Adult Protection Committee 4 1.2 Introduction to the report 6 1.3 ASP Summary 7 2. Local and National Context to Adult Support and Protection 8 2.1 Perth and Kinross population context 8 2.2 ASP Vision and Purpose 9 2.3 ASP National Context 9 3. Statutory Requirements 10 3.1 Summary of how we safeguard adults at risk of harm 10 3.2 ASP Governance and Leadership 11 4. Analysis of Harm – what our data tells us 13 4.1 Vulnerable Persons Reports and Adult Protection Concern 13 Referrals 4.2 The importance of responding early to any adult protection 15 concerns 4.3 Inter-agency referral discussions 16 4.4 ASP Inquiry and ASP Investigations 17 4.5 ASP investigation – who has been supported? 18 4.6 The use of multi-agency ASP case conferences to manage 19 complexity 4.7 Protection Orders 19 4.8 Large Scale Investigations (LSI) 20 4.9 Perth and Kinross is a national pathfinder for post LSI work 22 4.10 Wider Large Scale Investigation strategic governance 22 arrangements 4.11 In Summary 23 4.12 How the revised ASP Codes of practice will change our 23 ASP investigation language going forward. 5. ASP Activity and service Improvements between 2022 and 2024 24 5.1 ASP joint inspection 24 5.2 APC involved in national improvement work 26 5.3 Investment in the NHS Tayside Public Protection Team 26 5.4 Update form Police Scotland 27 5.5 Strengthening the multi-agency support to the care home sector 28 5.6 Using data to redesign of the Access Team 29 5.7 APC supporting those who experience gender-based violence 29 5.8 Re-establishing an increased focus on financial harm. 30 5.9 Improving our use of service user feedback 31 5.10 Improving the transition from Child Care Services into Adult 32 Care Services Page 358 of 454
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3 3 5.11 Reviewing and refreshing the ASP Learning and Development 33 Plan 5.12 How we support those who experience those who experience 33 self-neglect and hoarding 5.13 Our commitment to qualitative and quantitative audits to 34 inform our improvement work 5.14 APC as part a wider Public Protection approach to protecting 35 people 6. Training, Learning and Development 36 6.1 Overview 36 6.2 Council officer training programme 37 6.3 APC learning exchanges 37 6.4 APCs commitment to Trauma Informed Practice and a Trauma 38 Informed workforce 6.5 APC supporting ASP Matters 39 6.6 APC learning reviews throughout 2022/23 40 7. Engagement, Involvement and Communication 42 7.1 Communication and Public Awareness 43 7.2 National ASP day 44 7.3 The importance of sustaining close safeguarding relationships 45 with wider organisations 8. Looking forward 46 9. Summary 47 APPENDIX A – Commonly used Acronyms 48 APPENDIX B – Infographic summary (text) 48 Page 359 of 454
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4 4 1. Introduction 1.1 Foreword by the Chair of the Adult Protection Committee I am pleased to present the Biennial Report of the Adult Support and Protection Committee (APC) in Perth and Kinross for the financial years 2022/24. The APC has a statutory responsibility to provide a biennial report for Scottish Ministers but, in addition, for many years the APC in Perth and Kinross has produced an annual report for the years which are not covered by a biennial Report. On 6 March 2024, Council approved the Annual APC Report covering the year 2022/23. The trend in the last few years has continued to be one of rising cause for concern reports for vulnerable adults and an increase in the number of referrals for consideration by statutory agencies Whilst the majority of concerns involve those over 65 years there has been a continued rise also in those facing mental health issues. Despite the rise in concerns being submitted, over 90% of these have been appropriately considered by Social Work Teams within the agreed timescales. The APC considers the rise in referrals a reflection of the work done to heighten awareness of vulnerable adults amongst professionals and the public and this is evident in health services where an investment by NHS Tayside in specialist adult protection staff and training for all staff has seen an increase in referrals coming from that agency. In the last year, the rate of increase has slowed down and as the APC further develops its data collection we are more able to interpret more quickly changes in patterns of referral and the reasons for that. Th APC has built up over the last few years a variety of self-evaluation and improvement activity including audit, data analysis and learning from cases, using Learning Reviews. However of particular importance over the reporting period has been the external inspection of Adult Support and Protection arrangements in Perth and Kinross by the Care Inspectorate (CI); His Majesty’s Inspectorate of Constabulary (HMIC) and Health Improvement Scotland (HIS) which was published in August 2022. This Inspection evaluated key processes to support and protect adults as effective and strategic leadership for adult support and protection as very effective and a very recent care inspectorate summary report of all 25 inspections placed Perth and Kinross within the top group nationally for strategic leadership and close to the top for key processes. This provides external assurance not only that arrangements in Perth and Kinross are of a high quality but also that there is a commitment to continue to develop this further through the APC Improvement Plan. In contrast, too, during the last two years the APC has increasingly benefited from more, concise, focused audit work by the Page 360 of 454
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5 5 lead officer which allows improvement actions to be reported and commenced quickly and effectively. Supporting vulnerable adults in Perth and Kinross is not the sole responsibility of the APC and over the last two years there has been a strong focus on strengthening public protection arrangements across Perth and Kinross under the leadership of the Chief Officer Group via the Public Protection Coordinating Group. There is clearly significant advantages in improving cooperation and collaboration across issues of common interest including transitions; training and development; violence against women and girls and substance misuse. Partnership working by the APC is not only evident in public protection but also in the work undertaken to strengthen pan Tayside work in adult support and protection and in the active participation and leadership in the national Adult Protection Improvement Programme. Adopting in Perth and Kinross the revised national Code of Practice in 2022/23 has given impetus locally not only to developing common definitions and procedures (for example AP Investigations) but also encourages a wider interpretation of vulnerable adults with complex needs using trauma informed practice in a public protection collaborative approach Whilst the improvement work of the APC has been effective in driving up standards over the years the APC recognises in this complex area of work ultimately it is the quality of the practitioners that ensure vulnerable adult, and their families get the help they need when they need it and for that reason, training and development and support and engagement of practitioners particularly by the lead officer has been a major priority and will continue to be so over the next two years For a number of years now, the APC has highlighted the importance of involving vulnerable adults and their families in the services and progress has been made in the advocacy support available to vulnerable adults in adult support and protection processes but these improvements work needs to continue to ensure meaningful engagement and genuine involvement of families in service development as well as service delivery In conclusion, it is my view there has been progress in a number of areas of adult support and protection work over the last 2 years in Perth and Kinross, but significant work remains to be done as workloads continue to rise and the complexity of cases that staff are involved become more challenging. Bill Atkinson, Independent Chair of the Perth and Kinross Adult Protection Committee Page 361 of 454
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6 6 1.2 Introduction to the APC Biennial Report for the reporting period 1 April 2022 to 31 March 2024. The Adult Support and Protection Act (Scotland) 2007 (hereby referred to as the ASP Act) aims to protect adults who are unable to safeguard their own interests and are at risk of harm because they are affected by disability, mental disorder, illness or physical or mental infirmity. The ASP Act places certain duties on councils and other organisations to investigate and, where necessary, act to reduce the harm or risk of harm. One of these duties is the provision of a biennial report. Section 46 of the ASP Act requires the Convenors of Adult Protection Committees (APC) to produce a biennial report analysing, reviewing, and commenting on APC functions and activities in the reporting two year period. This biennial report summarises the work of the APC from 1 April 2022 through to 31 March 2024. It reflects upon a continued cycle of self-evaluation and audit, highlighting strengths and identifies areas for improvement. This report also reflects the findings from our ASP joint inspection in June and July 2022. The APC has a strong commitment to self-evaluation, quality assurance and improvement work across the partnership in Perth and Kinross at all levels. The APC, Elected Members and members of the Integrated Joint Board (IJB) all receive regular reports on performance and the impact of multi-agency partnership working with vulnerable adults who need support and protection. As part of this assurance, the APC produces an annual performance report rather than relying on biennial reporting. Therefore, this Perth and Kinross APC biennial report for the period 2022 to 2024 reflects some of the content of the APC annual report for 2022/23. Our past APC annual and biennial reports are shared publicly at: Adult Support and Protection Committee - Perth and Kinross Council (pkc.gov.uk) The format of this report uses the Scottish Government’s template for APC biennial reporting covering 6 key areas: 1. Statutory Requirements 2. Analysis of Harm 3. Activity and Service Improvements 4. Training, Learning and Development 5. Engagement, Involvement and Communication 6. Looking Forward Page 362 of 454
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7 7 1.3 ASP Summary 2022-24 . 1 1 A textual version of this summary is provided in Appendix A for those who require assistive technology Page 363 of 454
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8 8 2. Local and national context to Adult Support and Protection 2.1 Perth and Kinross Population Context Perth and Kinross covers an area of 5,286 square kilometres and is the fifth largest area by land mass in Scotland. As of 2022, it had a population of 153,810[1]; which has grown 14.3% since 1998, compared to 7.9% for the whole of Scotland. The number of people resident in Perth and Kinross who are over 65 years old accounts for 24.1% of the population, compared to 19.6% for the whole of Scotland. The age group 75 and over has increased by 55.8% since 1998, whilst its younger age cohort (25-44 years) decreased by 6.3%.These population changes present considerable challenges in the delivery of sustainable and effective Health and Social Care Services. In Perth and Kinross, there are seven Local Action Partnerships: • Eastern Perthshire Action Partnership (Council Wards 1, 2 and 3) • Highland Action Partnership (Council Ward 4) • Strathtay Action Partnership (Council Ward 5) • Strathearn and Strathallan Action Partnership (Council Wards 6 and 7) • Kinross-shire Action Partnership (Council Ward 8) • Almond and Earn Action Partnership (Council Ward 9) • Perth City Action Partnership (Council Wards 10, 11 and 12) These localities each have a local action partnership made up of Elected Members, communities, and public services. Through the local action partnerships, the community planning partnership identifies their particular needs and challenges. As we move forward, our Public Protection arrangements (including adult support and protection) will align with the different locality action plans as well as the Perth and Kinross Community Plan 2022-2032. [1] Mid-2021 population estimates: https://www.nrscotland.gov.uk/files/statistics/council-area-data- sheets/perth-and-kinross-council-profile.html#population_estimates Page 364 of 454
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9 9 2.2 ASP Vision and Purpose It is our vision that people have the right to live as independently as possible in a safe environment, free from harm, to have their wishes and feelings considered and to have the minimal amount of intervention into their personal lives. Within this two year period, we have been actively promoting and testing the awareness of our ASP vision through public raising awareness campaigning, and through a cycle of self- evaluation and audit, the extent to which we can evidence that the ASP vision is now more evident in practice. 2.3 ASP National Context Adult Support and Protection in Perth and Kinross is connected to the National ASP Strategic Forum: https://www.gov.scot/groups/adult-support-and-protection-national-strategic-forum The National Forum provides a strategic and cross sectoral view of what is needed to improve the delivery of Adult Support and Protection across Scotland. The forum assists Scottish Government and delivery partners in identifying the workstreams required to improve the assurance and operation of Adult Support and Protection and its interface with existing and developing legislative and policy areas. The Scottish Government also supports the role of the National Adult Protection Coordinator. This role involves making connections to build stronger local networks and to improve the co-ordination, development, and dissemination of best practice, as well as promoting joint working between Adult Protection Committees. The National Improvement Plan has identified 6 main ASP areas: • Assurance and Inspection • Governance and Leadership • Data and outcomes • Policy • Practice Improvement • Prevention Page 365 of 454
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10 10 The Perth and Kinross Adult Protection Committee Improvement Plan for 2024/26 is aligned and driven by with these 6 key strategic areas. The Perth and Kinross APC also contributes to the national ASP agenda. The Perth and Kinross APC Independent Chair, the Associate Nurse Director for the NHS Tayside Public Protection team, the Detective Inspector, Tayside Division Risk and Concern Hub and the Perth and Kinross ASP coordinator are all engaged in several Tayside and National ASP strategic longstanding and short life working groups. The work stemming from these groups influences and informs the Perth and Kinross APC Improvement Plan. 3. Statutory Requirements 3.1 Summary of how we safeguard adults at risk of harm. The following is an overview of the pressures, developments, complexities, and challenges in delivering the range of statutory Adult Support and Protection (ASP) activity within this reporting two year period and the adult protection governance arrangements that oversees this work. Safeguarding adults at risk of harm is an organisational priority in Perth and Kinross. Only a qualified council officer is authorised to undertake certain functions of the Adult Support and Protection (Scot) Act 2007. A council officer is a qualified social worker who has completed both post graduate social work experience and undertaken the council officer training programme. Perth and Kinross has increased the number of available council officers from 40 full and part-time council officers in Jan 2021 to 61 full and part time council officers in Jan 2024. This demonstrates a commitment to fulfilling statutory responsibilities, our ability to recruit, retain, support and encourage social workers develop. It also demonstrates our commitment to understanding current and future workforce planning. The number of available council officers in Perth and Kinross is able to meet the current ASP demand to inquire and investigate where harm may exist, and that is evidenced later in our data and in our audit work. Page 366 of 454
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11 11 Our data also shows a consistently high number of adult protection concerns received throughout this two year period, and an increase in comparison to the reporting period 2020- 2022. Our data also demonstrates how our use of the ASP Act has changed in recent years and how this trend reflects an increase in complexity, a more multi-agency and coordinated approach to safeguarding as well as a better understanding how the ASP Act can and should be used to keep adults safe from harm. More about this will be discussed later in this report. Adult Support and Protection is a multi-agency approach to safeguarding harm, and throughout this report, reference will be made to how we have strengthened these partnerships. This includes our multi-agency response to supporting the care home sector and those vulnerable adults who are resident within them. 3.2 Adult Support and Protection leadership and governance A continued focus has also been given to the wider public protection agenda throughout 2022/24. There is collective leadership of public protection in Perth and Kinross, and this ensures that there is a focus on public protection, and it is prioritised. The Perth and Kinross Chief Officers’ Group (COG) meets quarterly and offers support, scrutiny and challenge to the APC alongside other public protection partnerships. The infographic highlights that the COG does not work in isolation but is directly connected to the work of the Public Protection Coordinators Group. The independent APC chair reports to the COG detailing the work of the APC and key issues and risks by exception. The dynamic public protection risk register is maintained and considered by the COG at each meeting. This allows the opportunity to understand changes in strategic and operational risk and a swift ability to commit resources where required. Page 367 of 454
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12 12 The APC continues to have wide representation from a diverse range of agencies which reflects the broader public protection agenda and the views of the public. In this last year, particular attention has been given to: - Ongoing commitment to a cycle of self-evaluation and audit and overseeing any improvement work - Better understanding of our response to Large-Scale Investigations - Supporting improvement work in relation to financial harm, hoarding and engaging adults and their unpaid carer throughout the ASP episode. To ensure governance and strategic scrutiny, the APC continues to report each year to the Integrated Joint Board (IJB). The APCs annual performance reports and the Scottish Government APC biennial reports, the adult protection contribution to the Perth and Kinross Council Annual Performance Report and Chief Social Work Officer report have all been presented to the IJB and the equivalent Boards in Police and NHS Tayside. Within these contributions, focus remained on progress relating to the various ASP activity and any subsequent ASP related improvement plans. The APC Annual report is shared with Elected Members and the IJB each year. A dedicated ASP/Public Protection Development session was delivered to IJB members in April 2022. Tayside ASP Lead Officers, Police Scotland, and NHS Tayside have continued to meet to coordinate work that provides consistency for regional partners and identifies common areas of ASP work. Work ongoing includes: • A short life multi-agency working group to scope out the delivery of a Tayside wide ‘Inter-agency Referral Discussion’ (IRD) process. • Initial development work to create Tayside guidance on medical examinations • A review and refresh of the Tayside Multi-Agency ASP guidance • Review of Tayside guidance relating to: o Chronologies o Professional Curiosity o Information sharing o Escalation Page 368 of 454
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13 13 o Our trauma informed approach to safeguarding including supporting those who experience hoarding In summary, despite the challenges faced by services and practitioners in this reporting two year period, we can evidence that: - Partnership working is stronger at both front-line practitioner and at governance levels. Consequently, we can evidence that our ASP work is more multi-agency in nature. - Services have managed an increase in complex ASP work. Our self-evaluation and audit work highlights that despite this, a high standard of work across all ASP has been sustained. This is supported by the findings from inspection in 2022. - We have continued to develop our multi-agency early intervention and prevention approach to safeguarding and extended this to the multi-agency support provided to the care home sector. - There has been an ongoing cycle of evaluation, quality assurance and improvement throughout this two-year reporting period. 4. Analysis of harm – what the data tells us The following gives an overview and some analysis of the ASP activity throughout 2022-24. 4.1 Vulnerable Person Reports and Adult Protection concern referrals A Vulnerable Person Report (VPR) is a report submitted to social work by Police Scotland where Police have come into contact with an adult and have concerns about the adult’s ability to safeguard himself/herself. An adult protection concern is the term given to any other adult protection (AP) concern submitted by anyone else, including health, family, Page 369 of 454
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14 14 unpaid carer, self, Scottish Fire and Rescue, Scottish Ambulance Service or another support agency etc. VPRs and AP concerns are screened in the same way. The information contained in the referral received is used alongside other information held to determine if the adult requires support, and if so, from whom and whether the ASP Act or any other adult legislation is required to safeguard. The data shows a 38% increase in the total number of adult protection referrals received in 2022/24 in comparison to the reporting period 2020/22. The Adult Protection Committee takes the view that where concerns exist, it is better to share these so that services can intervene and safeguard where required. VPRs continue to dominate the total numbers of all adult protection concerns received, and this is consistent with the data from previous years in Perth and Kinross. This is also consistent with national data. This is the first year that our data indicates that there is no year on year increase in the numbers of VPRs received. Many factors contribute to this and although a short life working group has been established to explore this in more depth, it is considered that from the reporting years 2020 through to 2024, society experienced covid, lockdown, isolation and a cost of living crisis. Although the cost of living crisis and long covid still has some relevance, this may not be at the level where it might require a crisis response. Therefore, one would expect to see a levelling of VPRs and AP concern as we move out of these challenging periods. Mental health also features in many of our VPRs received, on its own, or linked to other areas of concern including those who experience drug and/or alcohol addiction. Mental health services have (and continue) to be redesigned to reflect emerging themes and trends. The Access Team are the first point of contact for the majority of all VPRs and AP concerns. In 2023/24, the Access Team developed a specialised fast track triage system. Where an VPR/AP concern is received and it features mental ill-health and/or addiction, where appropriate and after screening for whether the ASP Act needs to be used, this can be directly and immediately shared with specialist mental health/drug and alcohol services who are better placed to respond to any concern and/or informal supporting need. The strength of this approach was highlighted in the APC VPR audit 2023/24: “In recent years, commitment has been given to service redesign, particularly the Access Team who provide that first point of contact for many adult concern referrals. This Page 370 of 454
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15 15 supports a wider HSCP commitment to the principles of supporting an early intervention and preventative approach to responding to harm and to the principles of the Getting It Right for Everyone (GIRFE) and getting the right support, from the right people at the right time. Whilst there is room for improvement, this audit demonstrates that the principles of GIRFE and early intervention and prevention are embedded into adult protection decision making and practice.” The numbers of AP concerns (752 in 2023/24) relate to adult protection concerns submitted by other non-Police services. This increase in AP concerns throughout 2022/24 can be attributed to a number of factors. It demonstrates the value of the NHS Tayside adult protection team where health services are supported and encouraged to recognise when an adult might be at risk of harm and to report it. This also reflects an increase in our public awareness raising campaigns throughout 2022/24. Raising public awareness of the ASP agenda remains a key APC priority. 4.2 The importance of responding early to any adult protection concern. Responding early to any VPR/AP concern received is crucial. The earlier that services can respond to harm, the earlier services are able to intervene. This table demonstrates that despite another year where high numbers of AP concerns and VPRs were received, an average of 98.3% of all of these concerns were screened by a social work team leader or assistant team leader within 24-hours of these being received. Page 371 of 454
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16 16 The ASP coordinator also audits the AP concerns and VPRs that are not screened within 24- hours (52 out of 3070). Whilst the majority of these that were not screened within 24-hours were screened within 48-hours, the audit found that no adult was left at any undue harm as a consequence of this delay. Some of the findings from this audit work has led to improvement work. 4.3 Inter-agency referral discussions Interagency Referral Discussions (IRD) were introduced into Perth and Kinross ASP practice in 2021/22. They provide an opportunity for a multi-agency approach to deciding how to safeguard an adult who is (or might be) at risk of harm. In August 2023, the Care Inspectorate published a summary of their key findings, key themes, and key messages from phase 1 of all inspections of 25 adult protection partnerships, and 25 published reports. As part of this summary report, it points to our use of IRDs as an example of best practice in responding to adults considered at risk of harm. The report states: “SOUND PRACTICE:… PERTH AND KINROSS PARTNERSHIP: IRD discussions held productively at the initial inquiry stage. Good participation by core partners social work health and police. They supported the right outcome for the adult at risk of harm.” The following table gives some overview into how IRDs have been used since their introduction into adult protection work in Perth and Kinross. One of the strengths to our use of IRDs is that these are routinely audited. The IRD audit in 2022/23 highlighted their importance in relation to multi-agency safeguarding. It also highlighted some learning, including, at times, their overuse. A cornerstone of the ASP Act is that an adult and their unpaid carer is given the opportunity to remain central to any ASP Page 372 of 454
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17 17 journey. IRDs are intended to simply facilitate the multi-agency sharing of information to determine how to safeguard an adult at risk of harm. The audit found that on occasion, IRDs unintentionally descended into a professionals only, wider multi-agency, multi-disciplinary team case conference to consider many aspects of the adult’s health and social work/social care. Consequently, the adult and his/her unpaid carer were excluded from being a part of this ASP episode. Therefore, a slowing of IRDs in 2023/24 was expected and in line with the findings from our audit. The multi-agency IRD audit group continues in 2024/25, this time with social work team leaders rather than lead officers. This itself also demonstrates an improvement. Our ASP joint inspection staff survey highlighted that practitioners did not always feel included in ASP audit work. Therefore, the opportunity to be a part of this ongoing audit work was shared with practitioners. 4.4 ASP inquiries and investigations We carry out an ASP inquiry where we need to inquire if harm exists. Where we know harm exists, we investigate what this is, who the harm is from and what needs to be done to mitigate the risk. Data shows that we see a 30% reduction in our use of an ASP inquiry in 2022/24 in comparison to the reporting period 2020/22. However, this change must be seen in the context in our use of IRDs in ASP work. Where we have used an ASP inquiry to inquire if risk exists, we now see that the information shared at an IRD is now obviating the need to inquire and go straight to ASP investigation. The data on our use of investigations supports this analysis, where ASP investigations in this last two year period has increased by 46%. ASP investigations are more detailed and tend to be used where risk and harm are more complex. An ASP investigation brings certain powers not afforded to those who undertake an ASP inquiry. Therefore, our shift to using an ASP investigation also suggests that we are getting better at understanding the extent to which the ASP Act can be used to safeguard. An example of 2019/2 0 2020/2 1 2021/2 2 2022/2 3 2023/2 4 Inquiry 142 180 212 166 114 Investigation 63 69 106 140 148 Total 205 249 318 306 262 0 50 100 150 200 250 300 350 Total Number of Inquiries and Investigations (YoY) Inquiry Investigation Total Page 373 of 454
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18 18 this is the growth in our use of medical examinations (section 9 of the ASP Act) to inform any assessment of risk. Furthermore, ASP investigations can be co-worked between council officer and another ASP trained practitioner (referred to as a second worker). In this two year reporting period, we also see an increase in health colleagues who are trained to be a second worker in ASP investigation work. Therefore, we can now demonstrate that our ASP investigations are now more likely to be a multi-agency, joined up and coordinated response to safeguarding. Although our use of ASP inquiries and investigations has changed in recent years, and this reflects how our practice is becoming more multiagency to manage increased complexity, our data shows that we have used the same amount of ASP inquires and investigations in 2022-24 (567) in comparison to 2022-24 (568). 4.5 ASP investigation – who has been supported? In this reporting two year period, an ASP investigation was more likely to be used to safeguard an adult from physical harm (35%) and for neglect (31%). Financial harm attributed to 15% of all ASP investigations in 2022-24, emotional harm (10%), sexual harm (5%) and domestic abuse (4%). Where an ASP investigation was used, it tended to be someone described as being frail (29%). 23% of ASP investigations were used with those who were described as having a diagnosis of dementia. 17% of all ASP investigations in 2022-24 were used with someone with a learning disability, old age (14%), mental health (13%) and 4 % of all investigations were used with someone described as experiencing addiction. This data is relatively comparable to how an ASP investigation was used in the reporting years 2020-22, albeit there is a noticeable growth in ASP investigations being used for those experiencing financial harm and those where mental ill health exists in the periods 2022-23 and again in 2023-24. This data has led to some improvements in these particular areas that will be discussed elsewhere in this report. Females accounted for 63% of all of the ASP investigations in 2020-2022. In this reporting two year period this changed to a 58% of all investigations were carried out on females and 42% for men. It is difficult to draw any conclusions from this data set only, although it does suggest that males are now more likely to be seen as an adult at risk of harm than they were in previous reporting periods. Our ASP work would broadly reflect the demographics of Perth and Kinross. As mentioned earlier in this biennial report, the population of Perth and Kinross is older when compared Page 374 of 454
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19 19 to Scotland overall. Therefore, one might expect to see the ASP Act being used more for the older adult. Although our current data reporting does not allow us to report on ASP data from each of the three Perth and Kinross localities, anecdotal ASP data does highlight the challenges faced by the HSCP in delivering quality and consistent health and social care services in some of the more rural localities. 4.6 The use of multi-agency ASP case conferences to manage complexity Where we see an increase in ASP investigations to manage complexity, we also see this complexity extending into how we use an ASP case conference to safeguard an adult who is at risk of harm. ASP case conferences are multi-agency in nature and co-ordinate complex protection plans. Year Type April May June July Aug Sept Oct Nov Dec Jan Feb Mar Total 2022 - 23 Initial 1 2 2 1 1 1 1 2 3 1 4 4 23 Review 3 4 5 2 4 2 2 2 1 2 1 3 31 2023 - 24 Initial 2 1 3 2 2 1 1 3 3 2 2 2 24 Review 3 4 6 7 7 6 6 12 7 11 7 8 84 An ASP initial case conference creates a multi-agency protection plan. ASP review case conferences monitor, review and update the protection plan over time. In this reporting year, whilst we see a similar rate of initial case conferences for 2023-24 in comparison to 2022-23, we see a 92% increase in our use of ASP review conferences. ASP review case conferences are often used for those adults who have more than one diagnosis and are at risk from different and often multiple categories of harm. This ASP review case conference data demonstrates how the ASP Act is being used to coordinate a prolonged multi-agency response to managing increased complexity. 4.7 Protection Orders In 2022/24, 5 protection orders were either granted or had been granted but remained active in this two year reporting period. - A banning order was granted to protect a father from a son where it was considered the son was exploiting his father emotionally and financially Page 375 of 454
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20 20 - A banning order was granted to protect a mother from emotional and physical harm from her son - A banning order was granted against a man who was a sexual risk to a vulnerable female member of his extended family. - A banning order was granted against a man considered to be a financial, physical and emotional risk to a vulnerable female (and to a number of vulnerable females) - A banning order was granted for a female who was seen as a risk of domestic abuse from her partner. Data shows our use of a banning order is more likely for safeguarding those adults with a dual diagnosis of learning disability and poor mental health, with some alcohol and/or drug use and who are in relationships with a partner who are considered to be a risk to her emotionally, financially, physically and/or sexually. This analysis also suggests that practitioners are growing more confident and competent about using a formal protection order to safeguard. Using the ASP Act to safeguard those at risk from domestic abuse has been a key priority area for the APC and the Violence against Women (and girls) agenda. The banning order granted in 2023/24 to safeguard an adult from an abusive partner is evidence of how this joint improvement work has brought about a clear impact and positive outcome for the adult. More about this joint ASP/VAW cross cutting work will be discussed later in this report. 4.8 Large Scale Investigations The ASP Act makes no reference to Large Scale Investigations (LSIs), but these have become increasingly prevalent across Scotland since the implementation of the Act. An LSI may be required where there is reason to believe that adults who are service users of a care home, supported accommodation, an NHS hospital or other facility, or who receive services in their own home, may be at risk of harm due to another service user, a member of staff, some failing or deficit in the management regime, or in the environment of the establishment or service. Adopting the principles of contextual safeguarding, an LSI may also be indicated by the need to address structures or systems that lead to possible harm for all those under such structures. In such circumstances, this means that there is a belief that a particular service may be placing some or all of its residents or service users at risk of harm. Page 376 of 454
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21 21 Although caution needs to be taken when comparing ASP data with other APC areas, data did point to Perth and Kinross being more likely to use an LSI to safeguard. In 2022/23, a thematic review of our use of LSIs was completed. This review highlighted a number of emerging and often recurring themes that led to an LSI being instigated, including staff shortages, medication being wrongly administered, lack of leadership and poor moving and handling practices. It also found that missed opportunities existed to deliver a truly multi-agency approach to LSIs. The findings from this review led to several improvements. The most crucial being that colleagues from the Care Home Operational Group and the Enhanced Care Home team remain central to determining whether an LSI is required to safeguard adults at risk of harm and to use their expertise to consider what support and from whom is required to mitigate any risk and improve standards of care. Understanding these themes has allowed the provision of a more targeted, early intervention and preventative support to the care home sector. Following our audit and implementing the improvements, our LSIs have reduced in numbers and in length of time between start and it being concluded: - From April 21 – March 22, we opened 11 LSIs with an average length of each LSI being 7.5 months. - From April 22 – March 23, we held 7 LSIs with an average length of 5 months - From April 23 – March 24, we held 6 LSIs with an average length of 3.5 months This demonstrates: 1. The benefits of the multi-agency Care Home Operational Group (CHOG) and Enhanced Care Home Team being central to the discussion whether an LSI is required in a care home. 2. Understanding emerging trends, pressures and sharing concerns early enough is providing a better, targeted opportunity to provide the right support from the right people to prevent the need for an LSI, again supporting an early intervention and prevention approach. 3. Delivering a more multi-agency approach to LSIs is contributing to the need for an LSI to be used less. The ASP coordinator and the NHST AP advisor are both members of the CHOG to ensure that this work remains joined up and coordinated. Page 377 of 454
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22 22 4.9 Perth and Kinross is a national pathfinder for post LSI work. The ASP Coordinator and the Independent Sector Lead for the Scottish Care Group are both members of the Scottish Government’s short life working group (SLWG) to develop national LSI guidance. As part of this work, Perth and Kinross developed a post LSI debrief report where the Independent Sector Lead for the Scottish Care Group meets the provider where the LSI was conducted. The report provides the opportunity for the provider to feedback how they found the LSI using 7 key principles: - Was the LSI person-centred? - Was it supportive? - How planned was the LSI? - Was the LSI multi-agency? - Is there any evidence to demonstrate the LSI was professionally curious? - Was the LSI lawful? - Was the LSI clearly communicated? The ASP Coordinator and the Independent Sector Lead for the Scottish Care then meet with the LSI core group to share the feedback. A redacted copy is shared with the CHOG and a multi-agency LSI improvement working group identifies any improvements stemming from the feedback and monitors the progress. The Scottish Government is using the post LSI debrief work in Perth and Kinross as a national ‘test of change.’ 4.10 Wider Large Scale Investigation strategic governance arrangements Data on LSIs and its analysis is collected monthly and presented to the HSCP Care and Professional Governance Forum and the NHS Tayside Public Protection Executive Group. These governance groups have oversight of the adult protection work in the care home sector and give scrutiny to emerging patterns of risk. For example, analysis of the data in relation to LSIs found that one ‘national’ care home group featured in several of the LSIs conducted within Perth and Kinross, and that the areas of concern raised as part of the LSI from within this group were similar in nature. This allowed the opportunity for senior managers across the HSCP and other scrutiny groups to seek robust and sustained improvements at a strategic level from that particular care home group. This also Page 378 of 454
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23 23 demonstrates a clear connection between practice and strategic leadership and illustrates close working relationships with the Care Inspectorate. 4.11 In summary, this data tells us that: - There is a continued high number of adult protection concerns received throughout this two-year reporting period across all client categories. - 98.3% of all adult protection concerns received within this reporting period have been screened within 24-hours. High priority is given to all adult concern referrals in line with local guidance. Our audit work into the screening and triaging of adult concern referrals continues to give some scrutiny and assurance to the APC that front line services respond to harm and to risk appropriately and proportionately. This key performance indicator is scrutinised by the HSCP Integrated Management Team. - There is an increase in adult protection concerns being submitted by colleagues from health, giving some suggestion that the work of the NHS Tayside adult and public protection team is successfully supporting colleagues in all health sectors to recognise and report harm. - Our audits tell us that adults at risk received appropriate and proportionate multiagency support, both statutory and informal. - We are able to demonstrate that our ASP work is more joined up, multidisciplinary and coordinated as a consequence of our improvement work. This extends to how we approach our Large Scale Investigations. - Our increased use of an ASP investigation and our ASP case conferencing is evidence of our multi-agency approach to safeguarding, particularly where complexity exists. 4.12 How the revised ASP Codes of practice will change our ASP investigation language going forward. In 2022/23, the Scottish Government revised the ASP Codes of Practice. One of the changes that it made was to review the ASP inquiry and the ASP investigation. To better support a clear delineation between the two, the Scottish Government redefined the ASP investigation as an ASP inquiry (using investigatory powers). Whilst this does not have any significant impact on how we deliver ASP here in Perth and Kinross, as we transition across to a new social work and social care recording system in the summer of 2024 (MOSAIC), we have used this opportunity to update our ASP language to align our ASP practice with the changes to the ASP codes of practice. Therefore, for the purpose of clarity and comparison, this biennial Page 379 of 454
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24 24 report continues to use the existing ASP language, and in particular, ASP investigations. However, future reports will refer to ASP inquiries using investigatory powers. 5. ASP activity and Service Improvements within this reporting two year period 5.1 Adult Support and Protection inspection The Care Inspectorate, His Majesty’s Inspectorate of Constabulary, and Healthcare Improvement Scotland carried out a formal inspection of our multi-agency adult support and protection services during June and July 2022. This was part of the Scottish Government’s improvement programme for adult support and protection. The final report of the joint inspection for Perth and Kinross was published on Tuesday 23 August 2022. https://www.careinspectorate.com/images/documents/6794/Perth%20and%20Kinross%20a dult%20support%20and%20protection%20report.pdf The inspection findings are positive and shows strong multi-agency arrangements in Perth and Kinross, keeping adults who are at risk of harm safe and protected. Alongside this, our key strengths are leading to positive outcomes for vulnerable adults in Perth and Kinross. The joint inspection report includes a statement about the partnership’s progress in relation to two key questions: 1. How good were our key processes for adult support and protection? The inspectors concluded that our key processes for adult support and protection were effective. There were clear strengths supporting positive experiences and outcomes for adults at risk of harm, which as a whole outweighed the areas for improvement. 2. How good was our strategic leadership for adult support and protection? The inspectors considered that our strategic leadership for adult support and protection was very effective and demonstrated major strengths, supporting positive experiences and outcomes for adults at risk of harm. The inspection was based on scrutiny of five key areas: - Analysis of supporting documentary evidence and a position statement that we submitted. - Staff survey of 346 staff from across the partnership responded to our adult support and protection staff survey. - Review of social work records of 40 adults at risk of harm who did not progress beyond adult support and protection inquiry stage. Page 380 of 454
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25 25 - Scrutiny of health, police, and social work records of 50 adults at risk of harm, where their adult protection journey progressed to at least the investigation stage. - Staff focus groups: two focus groups were held with frontline practitioners and strategic leadership where the inspectors met with 24 members of staff from across services. Summary of findings from the ASP Inspection Strengths • We have strong self-evaluation and quality assurance processes. • We are providing opportunities for collaboration and information sharing between partners (screening and triage arrangements and IRDs were particularly highlighted). • IRDs had improved the quality of inquiries and outcomes for people • Perth and Kinross Council had put in place an electronic case management system to enhance current methods of recording social work and social care information. • We have very effective leadership and oversight of adult support and protection arrangements. We are promoting community engagement to take forward our vision and improvement plan. • The Care Home Operational Group has supported large scale investigations and provided guidance and support to staff in care homes. Key areas for improvement. • We need to improve independent support through advocacy and the direct involvement of adults in need of protection in key processes including case conferences • We need to be more consistent in considering the need for medical examinations • We need to improve our recording of assessments of risk, and actions to support people at risk of financial harm. Since inspection, improvements have been made in each of these areas. As will be discussed later in this report: - Our use of advocacy has improved significantly. - The ASP coordinator has developed draft Tayside medical examination guidance with colleagues from NHS Tayside. Training on medical examinations is delivered as part of the APC learning and development plan. Page 381 of 454
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26 26 - The new ASP MOSAIC2 assessment and protection plan also gives more focus to the need to consider medical examinations and the importance in the role of advocacy for the adult and his/her unpaid carer. - ASP defendable and defensible recording training has been developed and delivered twice each year. This highlights the importance of recording a clear rationale for decisions made and the discussions that led to the decisions. - The ASP coordinator has re-established a dedicated multi-agency financial harm and SCAMs prevention sub group 5.2 The APC involved in national ASP improvement work Throughout 2022-24, various members of the APC have been actively involved in different national ASP and ASP related workstreams including: - National ASP learning and development workstream - Better use of chronologies in ASP work to inform risk assessments - Self-evaluation - Service user engagement and involvement - Developing national guidance to support transition between children’s services and adult services. - Developing a national ASP data set The Perth and Kinross ASP independent chair and lead officers also remain actively involved in the national ASP independent chair and lead officer group. The NHST Public Protection Associate Nurse Director is also chair of the National Scottish Health Leadership Group for Adult Protection and is a member of the National ASP Strategic Forum. 5.3 Investment in the NHS Tayside Public Protection Team Throughout this reporting two year period, NHS Tayside has continued to strengthen its commitment to safeguarding people with a move to a Public Protection approach, bringing together the child and adult protection advisory teams under shared management and developing a shared vision. For example, the appointment of a Public Protection Learning and Development Co-ordinator evidences the commitment NHS Tayside has made to ensure 2 The Council has invested £2.7M in procuring a bespoke replacement for the current SWIFT system. The CSWO has chaired the SWIFT Replacement Programme BOARD and successfully procured a new case management system called MOSAIC. ASP requirements have been built into the specification of this new system and work is underway to implement the new system in the Autum of 2024. Page 382 of 454
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27 27 all staff are appropriately trained and supported to understand their role in recognising harm and responding appropriately in context of legislative requirements. The impact of this work can be seen in the increase in numbers of ASP referrals received from the health sector as well as health being an active and proactive partner in ASP work in Perth and Kinross from IRDs through to supporting complex protection planning. The leadership of the NHS Tayside Associate Nurse Director in Public Protection provides clear and explicit recognition of the importance of this agenda, which must be at the roots of all of health clinical pathways. Further growth in the team enables improved engagement in key processes in protecting adults and/or facilitates clinical colleagues to be supported to engage in these. The increase in number of calls to the NHS Tayside Adult Protection Advice Line evidences the growing knowledge and awareness of adult protection amongst clinical teams. The NHS Tayside Adult Protection Team now take pre-registration nurses on placement, further evidencing the commitment of NHS Tayside to embed safeguarding knowledge and skills from the earliest point. 5.4 Update from Police Scotland Lee Stewart, Detective Inspector, Tayside Division Risk and Concern Hub, Police Scotland writes: “Police Scotland is committed to working in partnership with statutory agencies and other organisations to prevent and tackle harm and abuse. We have dedicated Adult Support and Protection Officers who work together locally with partners in Perth and Kinross to identify concerns and coordinate activity to ensure those at risk can receive the help and support they need to live safely. This can come in a variety of way from sharing information, participating in statutory multi-agency meetings and Large-Scale Investigations to attending bespoke professionals’ meetings. To support our own response to adults at risk of harm, bespoke Tier 2 Adult Support and Protection training course was launched in November 2023. This course is intended to provide specialist training to officers within division dealing with complex Adult Support and Protection investigations. Furthermore, we have introduced mandatory training for all officers up to the rank of Inspector on Protecting Adults at Risk of Harm. Page 383 of 454
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28 28 During the reporting period there has also been a significant amount of partnership working to help mitigate the risk posed to and safeguard adults living with EUPD (Emotionally Unstable Personality Disorder) and other complex issues. Police in Perth and Kinross continue to support the Non-Fatal Overdose group which has the overarching principle of providing a compassionate effective response to vulnerable people in distress, improving the likelihood of continued engagement with services and reducing the risk levels attached to taking illicit drugs and repeat overdose incidents. During the reporting period a multi-agency audit of Adult IRDs was undertaken. The audit identified good practice and areas for improvement with the aim of delivering better outcomes for those in our communities subject to ASP processes.” 5.5 Strengthening the multi-agency support to the care home sector Care Home Operational Group (CHOG) The Care Home Operational Group meets weekly and brings a collaborative approach to supporting care homes and the adult’s resident within them. The multi-agency team is comprised of different health disciplines and specialisms, social work, HSCP policy and commissioning, third sector representation and input from the care inspectorate. All have a joined-up focus on supporting the care home sector and report on any protection issues that arise. This team brings a particular adult protection focus ensuring that adult protection remains central and pivotal to the support to care homes. The council officer and NHS Tayside adult protection advisor aligned to Care Home Operational Group lead on adult protection work ensuring continuity and expertise within the care home sector. In this reporting year, we can begin to see evidence in how this partnership working is more able to provide the care home sector with better informed and targeted support. It is this Page 384 of 454
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29 29 approach to providing the care homes with a consistent multi-agency support that is obviating the need to use a formal LSI to safeguard and mitigate harm. 5.6 Using data to redesign of the Access Team The Access Team is the first point of contact for most adult protection concerns. It is based upon a multi-agency early intervention and prevention model of support and service delivery. The VPR audit titled “No Protection Without Support” in 2022/23 and a follow up VPR audit in 2023/24 sets out areas of strength and areas for improvement in triaging adult protection concerns. Both audits measured our screening of adult protection concerns against the ‘Care Inspectorate Quality Indicator Framework’ and found that overall, we have a valid and well-understood system for prompt, accurate screening of all adult protection concerns intimated to our partnership. The three-point criteria is almost always applied, but the audit found that there is room for making this more consistent. The audit also refers to how the analysis of our adult protection data helps inform a redesign of the Access Team with greater focus on early intervention and prevention, a better response to crisis and using the ASP Act to safeguard. As stated elsewhere in this report, understanding the changing trends has led to the implementation of a fast track triage system for those adult concern reports and referrals received where there are mental health and/or drug and alcohol concerns. This approach embraces the benefits and principles of early intervention and prevention and is based on a ‘no referral, no waiting list’ premise and to determine the right supports, at the right time and from the right people. 5.7 The ASP Act safeguarding those who experience gender-based violence In 2021, APC data flagged that the ASP Act was rarely used to safeguard an adult at risk from domestic abuse, yet the data held by Police Scotland showed high numbers of weekly reports where adults were at risk of domestic abuse. The ASP coordinator, the Violence Against Woman and Girls (VAW) coordinator and a social worker (who is also a qualified council officer) with a key interest in supporting those where gender-based violence exists met with Police Scotland colleagues to review the existing MARAC pathway. MARAC is an acronym used for a multi-agency risk assessment conference to support those where gender-based violence exists. As part of this improvement work, this short life working group also explored practice in another APC area where the ASP Act was Page 385 of 454
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30 30 being widely used to safeguard victims of domestic abuse. A joint VAW/ASP multi-agency session investigated the ‘blockages’ in our shared process. In 2022/23, further joint work was undertaken and the MARAC referral form was changed to include the option to refer the adult to ASP. That way, we can demonstrate that the ASP Act is now being considered for each and every adult who is referred to MARAC. The ASP coordinator also led a number of development sessions with third sector colleagues who support this work within Perth and Kinross. This session also raised awareness in the use of a banning order where the ASP Act can be used to apply to Court to ban an adult from another where evidence supports that the adult is at risk. Iin 2023/24, a further joint in-person ASP/VAW development session was held with a focus on how past and current trauma can lead to an inability to safeguard and the impact of coercive control. At the request of those who attended, a further joint ASP/VAW development session is planned for 2024/25 where colleagues from Woman’s Aid in Perth and Kinross will lead a session on how to respond to non-engagement and the subtle differences between someone being considered unwilling to engage and those who might be unable to engage. This work reflects the revised ASP codes of practice. The ASP coordinator is an active member of the Perth and Kinross VAW partnership to ensure that this cross-cutting work remains coordinated. This continues to be a key area for improvement for the APC. 5.8 Re-establishing an increased focus on financial harm. Analysis of our 2022 data revealed that financial harm re-emerged as a prevalent area of risk for vulnerable adults in Perth and Kinross. Therefore, in 2023/24, the Perth and Kinross multi-agency Financial Harm APC subgroup was re-established. Membership of this group includes Police, Trading Standards, Community Safety, Social Work, Health, and invites extended to Welfare Rights, to Citizens Advice and the banking/financial sector in Perth and Kinross. In December 2022, this subgroup merged with the wider APC subgroup so that both groups could benefit from the learning. Page 386 of 454
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31 31 In March 2023, the APC held an ‘in-person’ conference on financial harm. Dr Melanie Durowse, lecturer at Dundee University and author of a thesis on financial harm was a keynote speaker. This was arranged as part of the APCs commitment to addressing financial harm in Perth and Kinross. 45 delegates from different agencies and disciplines attended. Dr Melanie Durowse returned to deliver another financial harm session in October 2023 where she presented initial findings from her research around this area. Dr Durowse is working in partnership with Perth and Kinross adult social work to develop a financial harm ‘checklist’ to help practitioners better determine what might be financial harm. She is due to present the findings from her research to the APC in 2024. The prevalence of online banking and artificial intelligence has led to a significant increase in a range of what is considered financial harm. This would appear to be a global issue and not one intrinsic to Perth and Kinross. The APC hosted another webinar in 2023/24 where researchers from Abertay University presented their findings from their own research around romance fraud and how they are developing software to help safeguard those who might be vulnerable to online financial harm/scams. Led by the ASP coordinator, a Perth and Kinross SCAMS short life working group was created in 2024 to coordinate the public messaging about known scams. Membership of this incudes social work, health, Police, community safety, trading standards and colleagues from the Perth and Kinross communications team. 5.9 Improving our use of service user feedback We recognised the importance of hearing the voices of people with lived experience of ASP and their families and carers to inform changes and improvement. The APC improvement plan 2022/23 highlighted the importance of gathering meaningful, consistent feedback from those who have lived experience of being supported through an ASP episode. The ASP joint Page 387 of 454
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32 32 inspection supported this position and considered this to be an area for improvement for the APC. In 2022/23, the APC was presented with a number of options in how this could be improved. Using the Care Opinion digital framework was considered the best option to take forward. Care Opinion (https://www.careopinion.org.uk/info/care-opinion-scotland) is a digital feedback platform which has been commissioned by the HSCP and develops stories to illustrate experiences and to inform practice learning and development. Unfortunately, using Care Opinion for ASP work has been challenging and it did not bring the depth of feedback that it intended to do. The new ASP MOSAIC risk assessment forms have been reviewed and redesign and give more attention to the outcomes, experience and impact of ASP as described by the adult and their unpaid carer. MOSAIC is due to ‘go live’ in the summer of 2024. Therefore, each ASP episode will be better placed to share user feedback in a way that the current recording system is currently unable to do so. Furthermore, the ASP coordinator is leading on a proposal to work with colleagues from the 3rd sector to support the adult and his/her unpaid carer to complete a post ASP episode feedback report, based on their experience of the ASP episode and the impact that it has had on whether they feel safer as a consequence of it. Furthermore, we are also looking to establish a citizen-led Public Protection Safeguarding Board, where those with living and lived experience of any of the Public Protection agendas can be supported by our advocacy partners to give a view on our Public Protection arrangements. This remains a key improvement area for the APC. 5.10 Improving the transition from Child Care Services into Adult Care Services Within this reporting period, the APC and the Child Protection Committee (CPC) continues to be committed to establishing a coordinated transition pathway for young people as they move into adulthood. Although there is a well-established transitions pathway in Perth and Kinross for young people who experience complex and enduring disabilities, there is a need to extend this pathway further to ensure a coordinated pathway for all young people transitioning between child care and adult care services. Page 388 of 454
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33 33 In 2023, an invite was sent to each APC and CPC to join a Scottish Government led transitions short life working group to develop national transition guidance. The APC coordinator and the CPC coordinator for Perth and Kinross participated in this national work. Perth and Kinross was the only local authority area to have both the CPC and the APC represented in this national working group. This reflects and highlights the importance Perth and Kinross is giving to this work. A joint Perth and Kinross CPC/APC transition guidance has been drafted. This Perth and Kinross guidance has been adopted nationally. A shared APC/CPC transition development session is planned for 2024 to continue to move this work forward. This work makes Perth and Kinross compliant with the revised national guidance for child protection (2023). 5.11 Reviewing and refreshing the ASP Learning and Development Plan An ASP Learning plan was established in 2022 to support learners and managers across services who have a direct and indirect role in supporting adults at risk. Across three levels of training, this pathway delivers learning opportunities to support those practitioners to be more competent and confident in how to recognise and respond to adults at risk of harm. We believe that the plan has been developed in a way that supports a multi-agency approach to safeguarding in Perth and Kinross. The Perth and Kinross ASP Coordinator is part of the national ASP Learning and Development network 5.12 The APC taking a lead in reviewing how services support those who experience self-neglect and hoarding. The APC led a multi-agency short life working group into how support is delivered to those who experience self-neglect and hoarding. This short life working group was established in 2022 following the publication of the Angus APC P19 significant case review. This review found that services failed P19 in a number of key areas, particularly around their approach to his self-neglect. Page 389 of 454
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34 34 This short life working group met on four occasions to review the learning from P19 and to challenge the existing Perth and Kinross and Tayside practice guidance in their effectiveness to support this complex work. The workshops were co-chaired by the ASP coordinator and Turning Point Scotland (one of Perth and Kinross’ 3rd sector support providers). The sessions were attended by colleagues from housing, housing support providers from the 3rd sector, social work, mental health social work, Scottish Fire and Rescue, health, psychology and environmental health services. The extent to which these workshops were attended, and the range of practitioners involved reflects the ethical and practical challenges, complexities and the difficulties that practitioners from all sectors face when seeking to support someone who experiences self- neglect and/or hoarding. The discussion within these four workshops led to a draft proposal to change the existing self-neglect and hoarding pathway into one that is considered more trauma informed, person centred and better fits with contemporary research about what is considered best practice. Throughout 2022-24, the ASP coordinator has led several conferences, training and development sessions challenging our approach and our support to those who experience hoarding, challenging what is considered to be lifestyle choice, the subtle differences between decisional and executional capacity and our shared ability to deliver a trauma informed response. This work remains a key priority and is ongoing where the ASP coordinator continues to work alongside different sector agencies including health and colleagues from housing in revising their approach to this work. 5.13 Our commitment to qualitative and quantitative audits to inform our improvement work The APC and HSCP is fully committed to self-evaluation, audit, quality assurance and review as a means to delivering confident and competent support to those adults considered to be at risk. This was seen as a key strength in the joint inspection of our ASP arrangements in 2022. Following inspection, the APC has been approached by other APC areas for advice about how they can strengthen their own self-evaluation arrangements. This commitment to improvement includes the APC producing an annual report rather than the required biennial reporting. In this reporting two year period, the APC has conducted the following audits: Page 390 of 454
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35 35 I. NHS Tayside AP Annual Report 2022/23 II. NHS Tayside Quality Assurance Framework III. Multi-agency Audit 2022/23 and 2023/24 IV. LSI thematic review 2023 V. IRD audit 2022/23 VI. VPR audit 2022/23 and 2023/24 VII. IRD audit 2023/24 Throughout this report, we refer to the specific improvements to our ASP practice as a direct result of this self-evaluation and audit work. We believe that our ASP work is more multi- agency in our approach (greater use of health colleagues as 2nd worker) and in our processes (multi-agency rather than single agency chronologies to assess risk and greater use of medical examinations). We can demonstrate that our use of advocacy in ASP work has improved. Our IRDs are more targeted, coordinated and the information shared in these has allowed us to move quicker to investigating harm rather that inquiring if harm exists. We are also able to evidence wider service redesign from our audit work to better support an early intervention and preventative approach to safeguarding harm. 5.14 APC as part of a wider Public Protection approach to protecting people. Within this reporting two year period, the multi-agency Public Protecting Coordinators Group (PPGC) continued with membership from all agencies with a responsibility for protection of those considered to be at risk or those who are considered to be a risk. This group extends to membership from Child Protection, Adult Protection, Violence Against Women Partnership, Alcohol and Drug Partnership, Multi Agency Public Protection Arrangements (MAPPA), Suicide Prevention and Safer Communities. The APC is an active participant in a much greater enhancement of our public protection approach here in Perth and Kinross. There arrangements and partnerships have strengthened considerably in this reporting two year period. The Perth and Kinross Chief Officers Group (COG) meets quarterly and offers support and challenge to the APC alongside other public protection partnerships. The independent APC chair reports to the COG detailing the work of the APC and key issues and risks by exception. The dynamic Public Protection Risk Register is maintained and considered by the COG at each meeting. This allows the opportunity to understand changes in strategic and operational risk and a swift ability to commit resources where required. A good example of this is using the Page 391 of 454
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36 36 public protection risk register to monitor any risk related to continued year on year increase in ASP work and the numbers of available council officers to meet this demand. In 2022, 7 additional social worker posts were funded, partly in response to a proactive workforce analysis based on a continued year on year increase in ASP work. Examples of ASP/Public Protection cross cutting themes: - The ASP Act being used to support those where domestic abuse exists - Using the ASP Act to safeguard those considered at risk of suicide. - Using the ASP Act to support those who experience addiction. - The APC and CPC has always retained strong partnership working with many cross- cutting themes including delivering a trauma informed approach, transition work and shared learning reviews. - A coordinated public protection approach to financial harm and SCAMs - A public protection approach to learning and development - Establishing a public protection citizen-led safeguarding board 6 Training, Learning and Development 6.1 Overview We are committed to developing a competent, confident, and skilful workforce. Our staff are highly motivated and committed to their own continuous professional development. We are empowering and supporting our staff with a wide range of evidenced-based multi-agency learning and development opportunities, which are evaluated and having a positive impact on practice. The content of these learning and development opportunities takes account of changing legislative, policy and practice developments. The ASP learning and development plan was developed in 2022 and remains under regular review by the Adult Social Work and Social Care Forum and the APC to ensure its relevance to current practice. This offers a range of learning opportunities from basic ASP awareness raising through to specific, targeted and specialised training. The APC learning plan also reflects findings from recent audits and learning reviews. In 2023/24, council officers were asked to complete a learning and development survey. The findings from this has informed our ASP learning and development plan. Our learning exchange programme is a good example of this targeted learning from our self-evaluation work. Page 392 of 454
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37 37 6.2 Council officer training programme A social worker is not able to carry out formal ASP work until such times as they have completed the council officer training programme. We remain fully committed to supporting social workers to participate in this. This extends to: - In 2023, and after review, our council officer training increased from being delivered twice a year to three times a year. As discussed on page 11 of this report, our numbers of qualified council officers has grown significantly throughout this reporting two year period. - Council officer refresher training (for those who may need to revisit the training) is offered twice a year. - ASP 2nd worker training is aimed at a range of professionals who will carry out the second worker role in investigations and/or LSIs. Increasing our numbers of trained ASP 2nd workers from a wide range of disciplines allows us to deliver a more multi- agency and at times a specialist approach to investigating harm. - ASP defensible decision making is seen as an improvement area. This learning is offered to practitioners as a Perth and Kinross/Dundee collaboration twice per year. 6.3 APC Learning Exchanges Following inspection, multi-agency practitioner learning exchanges were facilitated as part of a rolling programme of learning, development and improvement. Rather than implementing formal trainer led learning, learning exchanges offer an opportunity for group involvement and discussion. The theme for each session is based directly on findings from local and national learning reviews, self-evaluation, audit and inspection work as well as the APC Improvement Plan for 2024-26. These include: 1. Meet the Perth and Kinross APC 2. A summary of the revised ASP Codes of Practice 3. The role of advocacy in ASP work 4. How can we better involve practitioners in APC improvement work 5. How Adult Support and Protection learning reviews conducted in Perth and Kinross should lead to improvement work 6. Hear about how the Tayside Capacity Assessment Pathway applies in Perth and Kinross Page 393 of 454
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38 38 7. How can we better gather user feedback in adult protection work 8. How should we be using medical examinations in Adult Support and Protection work 9. How the principles of the Adult Support and Protection Act apply in Perth and Kinross 10. How should chronologies support our adult protection work 11. The importance of understanding escalation in adult protection work 12. Why is it crucial that harm is reported early 6.4 APCs commitment to trauma informed practice and a trauma informed workforce In 2022, Perth and Kinross Council appointed a full time Trauma Approach coordinator. The ASP coordinator is part of the trauma informed steering group to ensure that ASP work remains trauma informed, particularly with the publication of the revised codes of practices paying particular attention to the need for the ASP Act to extend to those who might be unable to safeguard as a consequence of trauma. In 2023, a dedicated ASP trauma informed e-module was developed and shared with practitioners. It gives a focus on how trauma can lead to an inability to safeguard. https://rise.articulate.com/share/xUk4y6ufpHnsS3QRANuryLP3QTRjlTjM The ASP coordinator continues to lead on other trauma informed related multi-agency learning including: - Challenging our views of what is considered lifestyle choice, particularly for those who experience addiction and/or homelessness - Our approach to those who experience hoarding - The importance of understanding the nuance and often subtle differences between decisional and executional capacity/incapacity - Using the ASP Act to safeguard those who are at risk from domestic abuse - Our response to non-engagement and the difference between seeing the adult as unwilling to engage or is unable to engage. Page 394 of 454
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39 39 6.5 APC supporting ASP Matters (peer led support) ASP matters is a practitioner led peer support network for those who practice in and/or are involved in adult protection work. Supported by our colleagues from HSCP learning and development, it is an open forum for practitioners to discuss practice and use the experience from within the peer group to share and learn from each other. The practitioner lead for ASP Matters sits on the APC sub-group and provides a link from ASP matters into ASP practice. The number of practitioners who take part in the ASP matters peer group has grown throughout 2022/24 to 91 practitioners. The meetings take place monthly and are not exclusive to council officers but has a common theme around how we best support and protect adults. The forum offers a safe, learning space for those who have a vested interest in adult protection work and has led to larger learning events. The Community of Practice learning events have been designed in collaboration with Dundee University and third sector partners based on knowledge requests from frontline practitioners such as those that attend the ASP matters. The Community of Practice aims to help improve practice and inform service delivery through: • Developing links • Enhancing the evidence base to how we protect adults at risk from harm • Undertaking collective research • Promoting coproduction leadership • Enhancing knowledge, skills and values base • Sharing and making best use of joint resources • Peer Support and enhancing wellbeing Page 395 of 454
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40 40 6.6 Learning reviews conducted throughout 2022/24 Within this reporting two year period, the APC approved two learning reviews. Both learning reviews were shared with the Chief Officers Group and the HSCP Clinical Care and Professional Governance Forum. L22: A review of our support to those who experience personality disorder This informal learning review came from the 2022 ASP joint inspection. A formal escalation was raised on the basis of a number of concerns found following the joint review of L22’s case file. The joint inspection team noted that although they did not find L22 to be an adult left at risk as a consequence of the multi-agency intervention, they did find a number of areas of practice that they considered required escalating. The L22 learning review panel acknowledged the concerns raised as part of the inspection escalation. The panel universally agreed that at the time L22s case file was inspected, she was experiencing regular period of extreme distress, resulting in risky behaviours. The multi- agencies supporting L22 used the learning review to share the challenges and complexities in trying to support L22 throughout periods of crisis, in a way that was person centred, trauma informed but also kept her safe. The review panel heard that being able to keep her safe whilst promoting choice and autonomy, rights and responsibilities, all in a climate of fluctuating capacity and consent was not easy. This review found a number of improvement areas, some of which formed part of an improvement plan prior to inspection, and others that were identified as part of this learning review following escalation. G20: A critical review of our shared approach to those who hoard This informal learning review was based on a request made by the Mental Welfare Commission (MWC) following the submission of an application in 2022 to subject G20 to a Compulsory Treatment Order (CTO). Within the CTO application, reference was made to missed opportunities to consider G20 as an adult at risk of harm as a consequence of deteriorating self-neglect and hoarding behaviour. Page 396 of 454
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41 41 A multi-agency learning review group was established and it reviewed a combined chronology for the two year period preceding her detention. The learning review found evidence of good practice: - The AP concern that was submitted in December 2022 led to a multi-agency IRD held within two working days. The following day, G20 was detained into a hospital setting and therefore safeguarded. This highlights the value of IRDs and the quick multi- agency, coordinated response to keeping G20 safe. It also demonstrates where we were able to use different legal frameworks to keep G20 safe: - ASP Act to bring people together and: - The Mental Health (Scot) Act to authorise and facilitate her immediate move into hospital - The review acknowledged the ethical tensions that brought about an added complexity to this case. It found that the practitioners who were involved with G20 were genuinely concerned for her, and decisions were taken on the basis of what they thought was right for her whilst balancing her right to choice and self- determination The learning review also highlighted missed opportunities and areas for multiagency improvement, including: - Our response to those who do not engage and whether we consider the adult as unwilling to engage or unable to engage. - Training to help practitioners understand the complexities that exist when seeking to safeguard those who might experience self-neglect and hoarding, moving away from this being considered as a lifestyle choice to someone who may be seen as lacking the skills means and opportunities to safeguard. - Practitioners also need to value the role and benefit of being professionally curious. The learning from both reviews informed the ASP learning and development plan and the APC Improvement plan 2022/24 and again in 2024/26. The focus of the different ASP related learning exchanges highlighted on page 38 of this report reflects the findings from the G20 and L22 learning reviews. Page 397 of 454
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42 42 7 Engagement, Involvement and Communication The APC understands the benefits of independent support for adults at risk of harm and are deeply committed to the use of advocacy throughout ASP processes in a person-centred approach and to elevate the voice of the adult and to keep their wishes central to decisions and actions. The role of advocacy is underpinned by section 6 of the ASP Act and is clearly embedded within our Perth and Kinross ASP multi agency guidelines. Advocacy (instructed and non- instructed) within Perth and Kinross is commissioned and provided by Independent Advocacy Perth and Kinross (IAPK)[1]. It is our view that non-instructed advocacy is crucial for those who may lack capacity or have communication difficulties. The APC Advocacy Plan 2022/24 sets out the relationship that IAPK shares with the APC, the extent to which advocacy is provided and how IAPK is enabling improvements. The 2022 ASP inspection found that: “Overall, the involvement of independent advocacy was mixed. Some files lacked information about independent advocacy involvement when we would have expected to see this. When advocacy workers were involved in key stages of the adult protection process, such as case conference, their contribution benefitted the adult at risk of harm. In a few cases, the adult at risk of harm was not offered advocacy when they should have been. Even when advocacy was offered, it was not accepted by most adults. The partnership needed to ensure support and input from independent advocacy was arranged and clearly documented when requested.” The annual APC multi-agency audit 2023 focused on this improvement work. The findings noted that in 76% of the case files audited, it was clear that advocacy was either involved in supporting the adult or it had been offered, but the adult didn’t want it. In the cases audited where there was no mention of advocacy, this was due to the council officer failing to record this properly and/or some confusion about when and how to refer to advocacy where the adult lacked capacity to consent to a referral. Although the audit found that some improvements in our use of advocacy had been made, there was still room for further improvement. Page 398 of 454
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43 43 The APC continues to see how we engage adults and their unpaid carers as a key priority area for 2024/25: I. The Chief Executive and Operations Manager for IAPK attended a ‘meet the APC’ Development session in 2023. This encouraged discussion about the role of advocacy in ASP and a further advocacy development session for front line practitioners is offered to promote the benefits and take-up of advocacy support. Another session is planned for 2024 and beyond. II. A series of practitioner ‘learning exchanges’ have been established to highlight the importance of advocacy in ASP work.’ This includes the importance of considering non instructed advocacy where the adult may not have the capacity to make an informed decision about advocacy support. The ASP coordinator and colleagues from IAPK take a joint lead in this. III. The third area for improvement following this audit work relates to our use of well-articulated, defendable, and defensible recording. Where advocacy has been considered but not required, and legitimate reasons exist for advocacy not being used, this needs to be recorded. Furthermore, where advocacy has been offered but declined, this needs revisiting later in the ASP episode in the event that the adult and his/her unpaid carer changes their mind. IV. The new MOSAIC ASP assessment and protection planning forms give more attention to the need to consider advocacy for the adult and his or her unpaid carer. MOSAIC will be able to provide a more robust and reliable data set in terms of how and where advocacy has been used in our ASP work. V. Keeping adults and their unpaid carers fully engaged in ASP work here in Perth and Kinross is crucial and it represents another improvement area. The use of advocacy is one way to support this. As stated earlier in this report, it is hoped that colleagues in IAPK can support this work further by gathering feedback from adults and their unpaid carers about their ASP journey as well as supporting a wider Public Protection citizen-led safeguarding board. 7.1 Communication and Public Awareness We continue to review and develop the Perth and Kinross APC webpage which provides public information about adult protection in Perth and Kinross, including our use of ASP as a means to safeguard harm, how to recognise harm and where to report it. Annual reports, learning reviews and APC minutes are shared publicly on this site. Page 399 of 454
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44 44 (Perth and Kinross Council - Adult support and protection (pkc.gov.uk). Mary Willis is a Perth and Kinross Council Communications Officer who is aligned to the work of the APC. She states: “We continue to support both national and local social media campaigns either directly relating to adult support & protection, or allied to this area of care and support, including the campaign supporting national ASP day, advice on financial harm, scammers, cold callers, and sextortion.” 7.2 National ASP Day on 20 February 2023 and 2024 February 20 each year marks the start of an annual Scottish Government campaign to raise awareness about adult support and adult protection. Local landmarks and Perth and Kinross Council social media sites are used to promote the themes of national adult protection day. On 20 February 2023, the lights on Smeaton’s Bridge were blue and white to reflect the APC logo colours. On 20 Feb 2024, social media was once again used to raise awareness in recognising an adult at risk of harm and how to report this. It was also used to highlight the risks associated with sextortion. Page 400 of 454
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45 45 The APC uses the week leading up to Feb 20 as an opportunity to deliver ASP and ASP related conferences and training opportunities. In this reporting two year period, ASP leads from Dundee and Angus, as well as lead officers from Health, Police and Scottish Fire and Rescue contributed to several Tayside wide training and learning events. These had a focus on supporting adults at risk of neglect and self-neglect and how to recognise and intervene when someone is at risk from sextortion3. 7.3 The importance of sustaining close safeguarding relationships with wider organisations Protecting adults is everyone’s business. Therefore, the APC acknowledges the value of a wide APC membership including a representative from University of the Highlands and Islands (Perth College campus). The campus has students with a range of physical and 3 'Sextortion' is a form of blackmail. It involves threatening to publish sexual information, photos or videos about someone. This may be to extort money or to force the victim to do something against their will. Photos or recordings are often made without the victim realising or consenting. Page 401 of 454
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46 46 learning disabilities and those with whom have disclosed a mental health support need. Retaining this close working relationship, particularly during the challenges posed by Covid has been key to ensuring that those who are considered vulnerable, at risk or in need of support from wider agencies are able to access this. This has included taking a joined-up approach with UHI more recently where evidence suggested that some students from Perth College were vulnerable to cuckooing4. The 3rd sector also play a growing and integral part of the APC and APC subgroups. Scottish Care is represented in the APC and colleagues from Hourglass, PKAVS and Turning Point Scotland sit as part of the APC subgroup membership. Colleagues from Turning Point Scotland co-lead the self-neglect and hoarding improvement work and in 2023/24, the ASP coordinator held a safeguarding development session with PKAVS. 8 Looking Forward This report has identified key areas for our programme of work over this next year. The findings from inspection identify areas which, if consistently embedded into ASP work, will elevate us from having effective policies and processes into what should be considered very effective. The older adult continues to dominate our ASP activity, and the APC and APC subgroups continue to be connected with the different older adult strategies that exist in Perth and Kinross. Hourglass5 is a national charity dedicated to supporting the order adult at risk of harm, and they sit within the Perth and Kinross APC subgroup to support and help improve our practice in terms of how we seek to safeguard the older adult. We will give a continued focus on key issues such as violence against women, financial harm, understanding the adult protection impact on those where drug and alcohol features, mental health, and suicide prevention. Priority will also be given to supporting the emerging prevalence in ASP activity around the young adults and those young people in transition between services. This ties in with the joint improvement work between the CPC and APC about establishing a supported transition 4 Taking the name from cuckoos who take over the nests of other birds, cuckooing is a practice where people take over a person’s home and use the property to facilitate exploitation, including dealing, storing or using drugs and using the property for sex work. 5 https://wearehourglass.scot/scotland Page 402 of 454
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47 47 pathway between services for young people. This has also been highlighted within this report as an area of priority across the wider public protection agenda and an area that requires a multi-agency, coordinated response. Supporting adults and their unpaid carers to better engage in the ASP episode in a more meaningful way is also seen as a key area for improvement. This report has highlighted the need for a robust, reliable quantitative and qualitative data set from across all partner agencies to inform planning, manage workload efficiently, target resources on key issues, inform improvements to practice, and to demonstrate outcomes. As we continue to move towards implementing a new social work recording system, it is intended that this new system and the data produced from it will help better understand impact, outcomes and experiences of those here ASP has been used to safeguard. We acknowledge the importance of chronologies to help identify patterns of behaviour. Our audit into some of our own ASP work identified that work needs to be done in this reporting year to ensure that our multi-agency chronologies are available, up to date, focus on key life events and the implications on risk. Furthermore, our risk assessments, risk management plans, and chronologies are consistently shared among all our adult protection partners to ensure a coordinated and joined up approach to safeguarding. 9. Summary This biennial report seeks to give analysis to the adult protection activity and its impact between 1 April 2022 and 31 March 2024. It summarises the positive ASP joint inspection in the summer of 2022, and it highlights where we are able to demonstrate several key areas where multi-agency adult protection activity within Perth and Kinross is strong. This report also identifies areas in which we seek to improve. The improvements identified within this report are framed within the APC Improvement Plan for 2024/26. Iain Wilkie Adult Protection Coordinator Page 403 of 454
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48 48 Appendix A Most commonly used acronyms AP (concern) Adult Protection Concern APC Adult Protection Committee ASP Adult Support and Protection CHOG Care Home Operational Group COG Chief Officers Group CSWO Chief Social Work Officer HSCP Health and Social Care Partnership IAPK Independent Advocacy Perth and Kinross IJB Integrated Joint Board IRD Inter-agency Referral Discussion LSI Large Scare Investigation NHST AP NHS Tayside Adult Protection VPR (Police) Vulnerable Persons Report VAW Violence against Women (and girls) Appendix B A textual summary of the ASP Summary Infographic Page 8 of this report is an infographic summary of the ASP activity in Perth and Kinross from 1 April 2022 through to 31 March 20234 In order to make this APC annual Report more accessible to more people online, this appendix is a written summary of this infographic page. The first infographic tells us that in this reporting year, Perth and Kinross has received a total of 6151 Adult Protection referrals, which is an increase of 23% in comparison to the reporting period 2022-2024. The second infographic tells us that out of all the ASP investigations conducted in this reporting period. 35% were conducted for physical harm, 31% were used for neglect and 15% of investigations were used for financial harm. Emotional harm accounted for 10% of investigations, 5% were used for sexual harm and domestic abuse accounted for 4% of all ASP investigations. The third infographic relates to who is receiving support. The data tells us that 29% of all ASP investigations conducted were used with someone who was frail, 23% were used with Page 404 of 454
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49 49 someone with dementia and 17% were used with someone with a diagnosis of learning disability. Mental ill-health accounted for 13% of all ASP investigations and 4% were used with someone who experienced addiction. The fourth infographic tells us about the impact of the adult at risk. It tells us that between 1 April 2022 and 31 March 2024, 98.3% of all adult protection concerns received were screened within 24-hour hours of being received. Our data tells us the within this reporting period, we saw a 92% increase in our use of review ASP case conferences and 58% of all ASP activity was used for females. The full APC Biennial report gives more analysis to this. The fifth infographic relates to where harm happens. The data tells us that 48% of harm occurs in the adult’s own home, 39% occurs in a care home setting and 13% happens elsewhere The next infographic tells us what age group is most at risk. 35% of all ASP activity relates to those aged 81 and over. 23% relates to those who are aged between 65 and 80. The seventh infographic gives us a very short summary of what the APC did between 2022 and 2043. It tells us that we made progress with the APC improvement plan, we had our joint ASP inspection, we strengthened relationships across all public protection partners, and we implemented better arrangements for protecting residents in care home settings. The next infographic tells us that in this reporting two-year period, we secured four formal protection orders. More is discussed about this in the main report. The last infographic tells us what our priorities are going forward. We see the need to improve our engagement in the ASP episode with adults, families and carers. We want to develop our multi-agency approach to using the ASP Act and give a greater focus on safeguarding those at risk from financial harm and understanding how trauma can lead to an inability to safeguard. Page 405 of 454
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Perth And Kinross Council 4 December 2024 MEDIUM TERM FINANCIAL PLAN 2025 – 31 Report by Strategic Lead – Finance and Business Support (Report No. 24/350) 1. PURPOSE 1.1 This report updates the Medium-Term Financial Plan (MTFP) approved by Council on 4 October 2023 (Report No. 23/267 refers). 1.2 The purpose of the MTFP is to provide a clear direction on how the Council will manage its financial resources over the medium term, to ensure they are deployed effectively to achieve Council priorities and outcomes. This plan should be seen in the context of the Corporate Delivery and Improvement Council Plan and various other strategies and plans in place across the Council. 1.3 Given the extent of the significant and continued financial challenges ahead, it is essential that the MTFP enables the Council to develop a better understanding of the wider policy and financial environment within which it operates. This understanding will ensure that the Council can identify and respond flexibly to opportunities and threats, manage and mitigate risks, and ensure that financial resources are contributing to achieving Council priorities and outcomes. 1.4 The MTFP plays a vital role in decision-making, forming the basis of the Council’s stewardship over taxpayer funds and is an integral part of the Council’s financial framework. 1.5 The report summarises the implications of the latest projections on future Council General Fund Revenue Budgets over the medium term and provides an update on the Council’s Capital Budget, Housing Revenue Account and Reserves position. 1.6 The report also sets out a proposed approach to the development of the Revenue and Capital Budgets over the short and medium term. 1.7 Finally, the report proposes the introduction of a Council Tax strategy for the next three years through to 2027/28. The purpose of this strategy is to protect front line services that are valued by communities and improve the Council’s financial sustainability given the future forecasts for public sector funding and growing need / demand. 11 Page 407 of 454
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2. RECOMMENDATIONS 2.1 It is recommended that Council: (i) instruct the Chief Finance Officer to maintain the Medium-Term Financial Plan and further refine the assumptions that underpin it – see paragraph 7.52. (ii) endorse a three-year indicative Council Tax Strategy based on annual Council Tax increases of 10% in 2025/26, which will be built into the 2025/26 planning assumptions, and thereafter indicative increases of 10% in 2026/27 and 6% in 2027/28 – see paragraph 10.24. (iii) agrees to earmark a further 0.25% of Council Tax income each and every year to support the Capital Budget – see paragraph 10.29. 3. STRUCTURE 3.1 The report is structured as follows: Section 4 Background Section 5 Economic and Fiscal Outlook Section 6 Scottish Government’s Medium Term Financial Strategy Section 7 Analysis of Medium Term – Perth and Kinross Council Section 8 Revenue Budget – Proposed Approach Section 9 Composite Capital Budget – Proposed Approach Section 10 Council Tax Strategy Section 11 Reserves Update Section 12 Housing Revenue Account Section 13 Workforce Planning Measures Section 14 Transformation and Change Strategy Section 15 Risk Assessment Section 16 Conclusions 4. BACKGROUND 4.1 The Medium-Term Financial Plan (MTFP) is a strategic document that outlines how the Council will manage its financial resources over the medium term to ensure they are used effectively to achieve the Council’s priorities and outcomes. This plan aligns with the Council’s broader strategic objectives and is integral to the Council’s financial framework. 4.2 The MTFP provides a comprehensive overview of the financial environment in which the Council operates. It considers the wider policy and economic context, including the impact of national and local government policies, economic conditions, and demographic changes. This understanding enables the Council to identify and respond flexibly to opportunities and threats, manage and mitigate risks, and ensure that financial resources are contributing to achieving the Council’s priorities. Page 408 of 454
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4.3 The MTFP plays a crucial role in decision-making and forms the basis of the Council’s stewardship over taxpayer funds. It ensures that limited resources are focused on delivering the Council’s key priorities, supports sustainable revenue budgeting and capital investment, and increases both organisational awareness and wider community understanding of the Council’s financial position and the challenges it faces over the medium term. 4.4 Given the financial challenges ahead, including economic uncertainties, inflationary pressures, and demographic changes, the MTFP is essential for maintaining financial stability and delivering quality services to the community. It sets out the Council’s approach to financial planning and management, ensuring that effective financial planning contributes to the achievement of the Council’s strategic objectives. 4.5 The MTFP is intended to outline the broad “direction of travel” for the Council’s financial management with further detail and options for managing the various challenges being developed as part of the Revenue and Capital Budget process. 4.7 The MTFP seeks to provide a range of scenarios for key variables that are used in long-term budgeting and financial planning. There is no one definitive source for such data and the projections have been taken from a range of sources, including the Scottish Government, the Office for Budget Responsibility (OBR) and the Bank of England. 4.8 The report considers the wider economic and fiscal outlook and how this might impact on the Council over the medium term. The report also provides an update on the Council’s Revenue and Capital Budgets, Housing Revenue Account and Reserves. 4.9 Many of the assumptions set out in this report will change over time in response to external factors including the ongoing impact of the cost-of-living challenges, future spending reviews and the macro-economic outlook. 4.10 For the purposes of this update, the medium term is broadly defined as the six years to financial year 2030/31. 4.11 The Council’s financial management and budgetary process is also developing to support the delivery of the strategic objectives with budget proposals and decisions continuing to be aligned with them. This builds on the move to developing outcome-based approaches to the Council’s budget where the relationship between how the Council allocates its resources and the outcomes realised through this allocation are more evident. Work is ongoing to further integrate strategic planning and financial planning. 4.12 On 22 June 2022, the Council approved the Financial Strategy (Report No. 22/141 refers). This included a set of principles which should assist the Council in bringing forward a Medium-Term Financial Plan and Revenue Budget that is sustainable over the longer term. Page 409 of 454
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4.13 In approving the Financial Strategy, Council approved the following thirteen principles: • direct resources to where they are most needed, • protect the most vulnerable in our community, • prioritise the delivery of services which we must provide by law, • deliver services in the most efficient, and cost-effective manner, • prioritise upfront investment in prevention and early intervention, • prioritise transformation investment on cost mitigation activities, • not fund recurring activity from General Fund Reserves, • contain spending within approved budgets, • minimise unnecessary expenditure and maximise income, • take a planned and sustainable approach to Capital investment, • reflect the full cost of Capital investment in future budgets, • over plan for the delivery of savings, • agree indicative budgets for a minimum of two further financial years when setting revenue budgets. 4.14 Over the last year, the Council has also approved the following key elements of its Financial Strategy which are set out in Table 1 below. Table 1 Key Elements of Financial Strategy Report Reference Date Investment Blueprint 21/180 6/10/21 Medium-Term Financial Plan 2023 – 2029 23/267 4/10/23 Housing Revenue Account Strategic Financial Plan 24/24 24/1/24 Strategic Planning Update and 2024/25 to 2026/27 General Fund Revenue Budget 24/63 28/2/24 Strategic Investment and Capital Budget Update 2024/25 to 2029/30 24/64 28/2/24 Treasury and Investment Strategy and Prudential Indicators 2024/25 – 2029/30 24/69 6/3/24 Unaudited 2023/24 Annual Accounts 24/194 24/6/24 Audited 2023/24 Annual Accounts 24/340 2/12/24 Page 410 of 454
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5. ECONOMIC AND FISCAL OUTLOOK 5.1 In considering an appropriate approach to preparing the Council’s medium- term Revenue and Capital Budgets, it is necessary to consider the outlook for the United Kingdom and Scotland’s public finances. 5.2 The economic and fiscal outlook for the UK economy is shaped by several key factors, including recent economic shocks, inflation, and policy decisions. 5.3 The UK economy is expected to experience modest growth over the next few years. Gross Domestic Product growth is projected to average around 1.1% for 2024. This follows a period of economic stagnation and a technical recession in the latter half of 2023. 5.4 Inflation has been a significant concern, with rates peaking in 2022 and 2023. Inflation is forecasted to average 2.5% in 2024, which is a significant improvement from previous years. This decline in inflation is expected to help increase real wages and boost consumer spending. 5.5 The Bank of England has raised interest rates to combat inflation. Markets expect the Bank Rate to settle at around 4%. 5.6 In terms of public finances, the UK Government is implementing a £40 billion tax increase, primarily targeting businesses to support public spending. This includes significant investments in the NHS and education. 5.7 Public sector net borrowing is expected to remain high, but the UK Government aims to meet its fiscal targets through these new tax measures and controlled spending. 5.8 The global economic environment remains challenging, with softer growth expected worldwide, however, the UK is showing signs of recovery. 5.9 In summary, the UK faces a challenging economic and fiscal environment over the short and medium term. While modest growth is expected, inflation, elevated debt levels, and ongoing uncertainties pose significant risks. Effective policy measures and strategic planning will be crucial to navigate these challenges and support sustainable economic recovery. 6. SCOTTISH GOVERNMENT’S MEDIUM TERM FINANCIAL STRATEGY 6.1 The Scottish Government was due to publish its updated Medium-Term Financial Strategy earlier this year. The publication of the Strategy was delayed due to changes within the Scottish Government and then the calling of the UK General election. 6.2 Therefore, there has been no update of the Scottish Government’s plan on which to base the refresh of the Council’s Medium Term Financial Plan. 6.3 However, in the UK Budget that was published on 30 October 2024, it is understood that the Scottish Government will receive £47.7 billion in 2025/26, Page 411 of 454
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including a £3.4 billion increase through the Barnett formula. Of this increase £2.8 billion relates to revenue expenditure and £610 million for capital investment. 6.4 More information on the detail of the Scottish Government’s spending plans will become available when the Scottish Budget is presented to Parliament on 4 December 2024. It is understood that further detail on this will be released the following week when the Local Government Funding Circular is published. 6.5 The future funding outlook for local government remains highly uncertain. The outlook for the Scottish Government’s block grant, together with the Scottish Government’s stated spending commitments; the wider economic outlook and increasing demand pressures on public expenditure indicate that the local government settlement in 2025/26 and beyond will continue to be challenging. 7. ANALYSIS OF MEDIUM TERM – PERTH AND KINROSS COUNCIL 7.1 This section highlights the potential financial implications of changes in key areas affecting the Council’s need to spend and to compare these to the projected level of available resources. The continued development of the Medium-Term Financial Plan (MTFP) into future years will further establish the Plan as the foundation of the Council’s financial management. The Plan recognises the combined impact of increasing need/ demand for Council services, particularly because of demographic trends, inflationary pressures (including cost of living) and anticipated pressures on funding. This approach allows the consideration of options and the refinement of strategies to manage these pressures over the medium to longer term. 7.2 Expenditure pressures classified as “demographic” or “inflation” related are identified in detailed submissions considered by Council in setting Revenue Budgets each year. The MTFP, however, makes global assumptions about these variables in advance of detailed submissions to inform the Council’s financial planning process over the medium term. The Plan also assumes that any additional costs in relation to new legislation will be funded by the Scottish Government. 7.3 The MTFP is, however, an evolving model, which will require refinement and updating on a regular basis as new information becomes available. The following section of this report focusses on the key areas to be considered in developing future years’ budget strategies and sets out the assumptions made in respect of each area. The financial impact of these assumptions is summarised in Table 3 at paragraph 7.43. 7.4 For financial planning purpose this update to the Medium-Term Financial Plan includes the following three scenarios – • Optimistic – Appendix A(i) • Mid-Range – Appendix A(ii) • Pessimistic – Appendix A(iii) Page 412 of 454
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7.5 The detailed assumptions underpinning each of the scenarios are set out in Appendix B with supporting narrative provided under each category below. Employee Pay Inflation 7.6 The process for concluding the 2024/25 pay awards for non-teaching unions is currently ongoing, and at the time of writing this report have not yet concluded. The 2024/25 Final Revenue Budget includes a budgeted increase of 3%, which will be insufficient for the current offer. The Council has received a contribution to the 2024/25 pay award from the Scottish Government but this may not be sufficient resulting in increased costs from 2025/26. 7.7 Looking beyond the current year there are several scenarios which could emerge for future pay settlements. Although COSLA maintain a position of seeking parity in settlements for all local government employee groups, recent settlements have included differential pay awards for different staff groups. For the purposes of this update of the MTFP, the mid-range scenario assumes an increase of 3% in each year for all staff groups with 2% and 4% for the optimistic and pessimistic scenarios respectively. 7.8 There is a risk that the assumptions set out in this MTFP and in Appendix B underestimate future pay inflation and vice versa. A 1% movement on pay award assumptions equates to approximately £2.5 million for all staff groups. There is a further risk that differentiated pay settlements impact on the sustainability of the current pay and grading structure. Employers’ National Insurance Contributions 7.9 The UK Budget published on 30 October 2024 made two significant changes to Employers’ National Insurance Contributions. Firstly, the rate charged increased from 13.8% to 15%, and secondly, the threshold on which charges are levied reduced from £9,100 to £5,000. 7.10 The cost of these changes is currently estimated at £5.5 million per annum. Discussions are ongoing as to whether the UK Government will fund this pressure or not. The optimistic and mid-range scenarios assume that this funding is forthcoming from the UK Government via the Scottish Government. Increments 7.11 Local authority pay is negotiated nationally and applies to all employees. Most local government employees (Single Status and Teaching staff) are placed on nationally agreed grades which contain several scale points. Each year employees are incrementally moved up to the next scale point on their grade until the maximum point is reached. Increments are an annual cost that the Council is contractually required to pay. 7.12 In terms of the cost of incremental progression, for the purposes of this update, £750,000 per annum has been assumed for all financial years under all three scenarios. This figure is consistent with the cost of incremental progression in previous years. Page 413 of 454
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Employer’s Superannuation Contributions 7.13 Employees (and elected members) in Perth and Kinross Council are automatically admitted to either the Scottish Public Pensions Agency (SPPA) (teachers) or the Local Government Pension Schemes (LGPS) (non-teaching staff) upon entry to the Council. Both schemes are statutory and ensure that the Council complies with its legislative duties. Employees can opt out of either scheme; however, Perth and Kinross Council is listed in statute as an employing authority with a legislative obligation to participate in both schemes. 7.14 The most recent triennial review of Tayside Pension Fund was carried out at 31 March 2023 with the recommendations from this review determining the level of employer contributions from 1 April 2024 to 31 March 2027. The Council was formally advised that the LGPS employer’s superannuation contributions for that period would reduce to 15.7%. 7.15 This update of the MTFP covers the period of the next two triennial reviews as at 31 March 2026 and 31 March 2029 which may impact on financial years 2027/28 and 2030/31. A 1% increase represents a cost pressure of around £1.254 million per annum in respect of non-teaching employees. 7.16 The teacher’s scheme is administered separately by the Scottish Public Pensions Agency (SPPA) which is an Executive Agency of the Scottish Government. The employer’s contributions for this scheme are set by the UK Treasury. There was a significant increase in employers’ contributions (from 23% to 26%) which took effect from 1 April 2024. The next review of employer contributions for teachers is scheduled for 2028 which will be influenced by economic conditions, actuarial valuations and policy decisions. A 1% increase represents a cost pressure of around £716,000 per annum in respect of teaching employees. 7.17 For the purposes of this update, the following assumptions have been made in relation to increases in the employer’s contribution rates for both pension schemes. Table 2 Employers Superannuation Assumptions Local Government Pension Scheme Teachers’ Pension Scheme 2027/28 2030/31 2028/29 Optimistic 0% 0% 0% Mid-range 0% 0% 0% Pessimistic +1% +1% +1% Non-Pay Inflation 7.18 The most recent projections by the Bank of England for inflation through to 2029 are set out in Chart 1 below. Page 414 of 454
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Chart 1 Bank of England Projections 2024 - 2029 7.19 The Bank of England expect inflation to increase slightly in 2025 before reducing in subsequent years to reach the Bank of England’s 2% target by 2029. 7.20 Under the mid-range scenario, it is assumed that the average level of general inflation is consistent with the Bank of England projections. Under the optimistic and pessimistic scenarios, inflation is assumed to track at 1% less and 1% more respectively that the Bank of England’s central projections. 7.21 However, there are also several areas of Council activity where annual cost increases may be significantly more than the level of general inflation. These include energy and fuel where significantly higher increases have been assumed in earlier years. 7.22 As the Council also acts as a commissioner of services rather than direct provider, this element of the Revenue Budget may also be exposed to increases beyond that of general levels of inflation e.g. living wage commitments and changes to the levels of employer’s national insurance contributions. This will also impact on the Council’s ALEOs and Tayside Contracts. 7.23 In addition, with the scale of the Council’s Capital Budget, there may be financial challenges, both in terms of inflationary pressures involved in delivering projects and the cost of servicing the borrowing. Demographics 7.24 The MTFP attempts to reflect the potential additional costs to the Council of demographic changes in the population within the area. The population of older people is growing, while the proportion of under-15s and working age people is reducing which is illustrated in the following two graphics. Page 415 of 454
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This will likely influence the demand for healthcare, social services, and other support systems. 7.25 This update of the MTFP makes use of the most up to date projections available from the National Records of Scotland and are based on 2018 data (the 2018 data is the most up to date information available by age). Excerpt from Integration Joint Board Strategic Plan 7.26 Demographics can be extremely complex with the changing profile of the local population in terms of need and age. For the purposes of modelling the MTFP, a range of scenarios have been assumed based on information from the National Records of Scotland. This update of the MTFP assumes an increase of around 0.1% for general population growth every year of the Medium-Term Financial Plan. 7.27 Beyond this, the MTFP uses projections for different age groups to further refine the potential impact of demographics on the Council. Page 416 of 454
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Consistent with previous years, the most significant demographic pressure is around older people with a projected increase of over 25% in the number of local residents aged 80+ over the six-year period of this Plan. This is anticipated to lead to increasing need for access to care services over time from an ageing population with an increasingly higher rate of longer-term conditions, compounded by the frailty of individuals with complex care needs requiring more expensive care packages. 7.28 A further factor that needs to be considered is the increasing numbers of both young and older people with extremely complex care needs (long term condition) which is illustrated in the following graphic. Excerpt from Integration Joint Board Strategic Plan 7.29 The Council continues to support the work of the Health and Social Care Partnership to implement measures to mitigate these pressures. However, in the short-term, additional costs to reflect demand growth have been factored in to the MTFP to inform the Council’s financial planning. Loan Charges 7.30 Under all three scenarios, £1 million each and every year is included to support the Capital Budget. This is funded by earmarking 1% of Council Tax increases in perpetuity which was agreed by Council in February 2024 (Report No 24/63 refers). Service Concession Scheme 7.31 The Council has previously approved the application of the Service Concession Scheme to support the Revenue Budget. An element of this funding (£4 million) is not available from 2028/29. This is shown as a pressure under all three scenarios. 7.32 The earlier the Council takes proactive measures to deal with this reduction in resources, the more the negative impact on service delivery can be mitigated. Page 417 of 454
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Funding and Income 7.33 There are several funding / income streams that can have a significant impact on the financial position of the Council over the medium term which are discussed in further detail below. 7.34 The Council has previously taken advantage of new income streams with the increase in the Council Tax rate for second homes and changes to the reliefs available on certain non-domestic properties. 7.35 The Visitor Levy, if supported by Council, also has the potential to generate significant levels of additional income. However, the timing and phasing of the introduction is not yet clear with officers working to present a consultation proposal to Council in the new year. For that reason, this additional income has not been factored into any scenario within the MTFP. Scottish Government Funding 7.36 Previously, the MTFP has made separate assumptions in relation to General Revenue Grant (GRG) and Non-Domestic Rates Income (NDRI). Over the last few years, this income has been aggregated and any reductions have been based on a total package of funding. On that basis, these projections are based on the current total package of funding of over £353 million (which is the total of GRG and NDRI in 2024/25). Chart 2 below demonstrates that over 60% of the Council’s funding is provided by the Scottish Government. Chart 2 Sources of Funding 7.37 There is currently limited information on levels of specific funding for Scottish local authorities and the mid -range assumption is a “flat cash” scenario for the life of this Plan. This reflects both experience in recent years of relatively small movements in funding together with the likely prioritisation of public expenditure on education and health and social care in light of the Scottish Government priorities. £0 £50 £100 £150 £200 £250 £300 Revenue Support Grant (48.6%) Ring Fenced Grant (0.6%) Non Domestic Rate Income (11.0%) Council Tax Income (18.0%) Capital Grant (0.3%) Reserves (4.7%) Fees and Charges (16.7%) Million Page 418 of 454
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These assumptions are for financial planning purposes only and will be updated upon confirmation of the Local Government Settlement. 7.38 The MTFP assumes that all new legislative pressures and any requirements of the Local Government Finance Settlement such as the social care living wage commitment, Carers Act etc. will be fully funded by the Scottish Government. There is clearly an element of risk in this assumption given anticipated pressures on the Scottish Government’s budget. Demographics (Impact on Funding) 7.39 In line with the demographic pressures discussed above, an estimate of the impact of demographic changes on the General Revenue Grant has been included. This update of the MTFP assumes an increase of approximately 0.1% in funding for general population growth every year of the Medium-Term Financial Plan (under the mid-range scenario). This is highly speculative and is dependent on the funding for Councils with reducing populations transferring to Councils with growing populations. These adjustments tend to take several years to work their way through the Local Government Settlement and the impact is often dampened by the “floor mechanism” which is in place to protect Councils from large movements in funding. Council Tax Income 7.40 For Council Tax, there are potentially two sources of additional income that are factored into this update of the Medium-Term Financial Plan. 7.41 Firstly, in relation to the projected growth in the number of Band D equivalent properties. Scenarios have been modelled around the impact of population growth on the Council Tax base in line with the demographic assumptions outlined above. 7.42 Secondly is the capacity for the Council to increase the level of Council Tax charges. On 28 February 2024, the Council approved indicative Council Tax increases of 4.9% for 2025/26 and 2026/27 which included 1% towards supporting the Capital Budget each year. Beyond that, under the mid-range scenario, the working assumption for the purposes of preparing this update of the MTFP is that Council Tax will increase by 3% in each year of the Plan. 7.43 However, this update of the MTFP includes a Council Tax Strategy which is more ambitious in terms of Council Tax levels in future years that will protect front line services for those most in need and may provide elected members with additional opportunities to invest in both revenue and capital priorities – see section 10. 7.44 For the avoidance of doubt, the actual level of Council Tax each year will be determined by Council each year in approving the final Revenue Budget. Page 419 of 454
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Fees and Charges 7.45 The proposed MTFP assumes that the Council raises its charges for goods and services by between 3% and 5% per annum. Decisions on actual levels of charges will be considered by the Council in setting the final Revenue Budget. Utilisation of Reserves 7.46 The Council could consider the utilisation of Reserves on a non-recurring basis to manage budget pressures in the short term. However, Reserves are only available on a one-off, non-recurring basis. Any proposals to utilise Reserves to support recurring expenditure will require either an exit strategy or further savings to be identified. 7.47 All the forecasts discussed in paragraphs 7.3 to 7.46 are extremely uncertain. Actual income and expenditure will depend on several factors which are set out within the Risk Assessment commentary in this report which is set out in section 15. Medium Term Financial Plan – Estimated Net Financial Pressures 7.48 The estimated levels of net financial pressures identified under each scenario are summarised in Table 6 below and set out in detail in Appendix A. Table 3 Estimated Net Financial Pressures 25/26 26/27 27/28 28/29 29/30 30/31 Total £m £m £m £m £m £m £m Optimistic 5.8 (0.6) 2.5 0.4 2.7 (3.1) 7.7 Mid- Range 17.4 11.5 14.1 12.1 14.8 10.5 80.4 Pessimistic 35.9 25.4 29.9 27.3 30.2 27.6 176.3 7.49 Table 3 above sets out scenarios with cumulative net financial pressures of up to £176.3 million over the six-year period. While the level of net pressures identified will undoubtedly change as work progresses on the Revenue Budget, this provides an indication of the scale of the financial challenge potentially facing the Council over the six-year period 2025/26 to 2030/31. These scenarios include the expenditure pressures that will be brought forward as part of the detailed consideration of future years’ Revenue Budgets. 7.50 There are significant variations between the scenarios due to the sensitivities around the financial modelling. For example, over the six years there is almost £35 million of a difference between the optimistic and pessimistic scenarios on pay inflation. Non staff inflation varies by over £54 million and projected levels of Scottish Government funding by over £42 million. Page 420 of 454
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7.51 It is important to note that the financial pressures identified in Table 3 are in addition to the significant reductions of over £20 million that have been delivered in the last three financial years and the further £16 million that have been approved for 2025/26 and 2026/27. 7.52 ACTION: The Council instructs the Chief Finance Officer to maintain the Medium-Term Financial Plan and further refine the assumptions that underpin it. 7.53 On 26 February 2025, the Council will be asked to approve the final 2025/26 Revenue Budget, the updated 2026/27 Provisional Revenue Budget and the 2027/28 Provisional Revenue Budget (including the Reserves Strategy) and the Capital Budget 2025/26 to 2030/31. The Housing and Social Wellbeing Committee will also Housing Revenue Account (HRA) Budget and rent levels for 2025/26 and the five-year Housing Investment Programme at its meeting 22 January 2025. 8. REVENUE BUDGET – PROPOSED APPROACH 8.1 The Medium-Term Financial Plan (MTFP) is designed to inform the direction of travel of the Council for financial planning purposes. As detailed budget proposals are developed, the broad assumptions included in the MTFP will be superseded by more detailed analysis of individual cost pressures and the identification of potential budget reductions. 8.2 As has been the case for several years, the Executive Leadership Team are preparing budget submissions in line with the approved Financial Strategy and Principles and strategic objective in the Corporate Plan as follows - • Tackling poverty • Tackling climate change and supporting sustainable places • Growing a sustainable and inclusive local economy • Enabling our children and young people to achieve their full potential • Protecting and caring for our most vulnerable people • Supporting and promoting physical and mental wellbeing • Placing communities at the heart of how we work 8.3 Given the size of the financial challenge and the level of reductions, the Council has faced in recent years, none of the corporate priorities have been unimpacted by previous budget decisions. This will continue and the level of financial challenge grows. The Council Tax Strategy proposed in Section 10 may go some way to reversing this. 8.4 The Council has previously approved the 2025/26 and 2026/27 Provisional Revenue Budgets on 1 March 2023 and 28 February 2024 respectively (Report Nos. 23/72 and 24/63 refer). In doing so, the Council approved expenditure pressures of £6.867 million and budget reductions of £16.028 million which are summarised in Table 4 below. In summary £9.161 million (net) has been removed from Council budgets. Page 421 of 454
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This is the starting point for the 2025/26, 2026/27 and 2027/28 Revenue Budgets that will be considered by Council on 26 February 2025. Table 4 2025/26 and 2026/27 Provisional Revenue Budget Decisions Expenditure Pressures Reductions Net 25/26 £’000 26/27 £’000 25/26 £’000 26/27 £’000 £’000 Tackling poverty 126 127 (95) (95) 63 Tackling climate change and supporting sustainable places 0 0 (400) (150) (550) Developing a resilient, stronger and greener local economy 15 - (350) - (335) Enabling our children and young people to achieve their full potential 2,579 1,178 (999) (5,166) (2,408) Protecting and caring for our most vulnerable people 20 - (506) (689) (1,175) Supporting and promoting physical and mental wellbeing - - (351) (331) (682) Working in partnership with communities 564 590 (765) (433) (44) Organised to Deliver / Transformation 1,264 404 (4,234) (1,464) (4,030) Total per year 4,568 2,299 (7,700) (8,328) Grand Total 6,867 (16,028) (9,161) 8.5 The Strategic Leadership Team are updating the previously approved expenditure pressures for 2025/26 and 2026/27 and preparing new pressures for 2027/28. These pressures will supersede the high-level assumptions included in section four of the Medium-Term Financial Plan. 8.6 A reminder of decisions taken on 1 March 2023 and 28 February 2024 was shared with elected members in November 2024. Revenue Budget updates will be provided to elected members from December 2024. To streamline the process for both elected members and officers, briefings will be provided when there have been significant changes or material developments impacting on the Council. These will include when budget submissions are available for elected member consideration, and the publication of the Scottish Budget / Local Government Finance Circular. Page 422 of 454
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8.7 The Scottish Budget is due to be considered on 4 December 2024 and the Local Government Finance Circular is expected to be published the following week (around 12 / 13 December). This information, along with the revised approach included within this Medium-Term Financial Plan, may facilitate a different type of engagement with elected members with a move away from the consideration of many millions of pounds of budget cuts. Perth and Kinross Integration Joint Board 8.8 Integration Joint Boards across Scotland are experiencing financial challenges in the delivery of not only the current year budget but also future years. Increasing demand as well as complexity of need have put significant pressure on the health and social care system. 8.9 It is anticipated that Perth and Kinross Integration Joint Board (IJB) will continue to progress the development of integrated budgets which will bring together funding from both the Council and NHS Tayside. Discussions remain ongoing with all three parties as to the potential implications for the Council’s Revenue Budget process. The outcome of this will be reported to future meetings of the Council. It is important to recognise the financial challenges faced by both the Council and NHS Tayside and how this may impact on the work of the IJB. 8.10 At this time, it is anticipated the IJB will notify the Council (and NHS Tayside) of the funding required for their Strategic Delivery Plan. The level of funding requested will then be assessed in the context of the overall level of resources available to the Council in arriving at a recommendation on funding for the IJB in 2025/26 and beyond. Arm’s Length External Organisations (ALEOs) 8.11 Council officers are currently supporting the Council’s three Arm’s Length External Organisations (ALEOs): Live Active Leisure; Perth Theatre and Concert Hall Ltd. and Culture Perth and Kinross as they review their business models in light of increasing financial pressures on their operation; their recovery from the impact of the Covid pandemic and the opportunities presented by the opening of new facilities. 8.12 The budgets for the Council’s ALEOs are considered and determined by their respective Boards. In the context of constrained financial resources, the approach adopted to the Council’s future funding of their operations will, however, be based on the same focus on reviewing and reducing expenditure as is being applied to Council Services. 8.13 The ALEOs are also part of the Council’s transformation review that will examine the most cost effective and efficient vehicle for the delivery of these services from both the perspective of the Council and customers. As the financial challenges increase, there will be a requirement to pick up the pace of this review. Page 423 of 454
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9. COMPOSITE CAPITAL BUDGET – PROPOSED APPROACH 9.1 On 6 October 2021 the Council approved the Investment Blueprint which supports a more transparent and flexible approach to investment decision making and support the long-term vision of the Council (Report No. 21/180 refers). 9.2 The Investment Blueprint set out five overarching principles to inform decision making and ensure that investment of public money is directed to where it is most needed. The principles are that investment decisions must: • mitigate against the impact of climate change. • promote inclusive economic growth and a vibrant economy. • promote equality and fairness. • support the delivery of sustainable public services through effective management of assets. • promote and enhance digital inclusion. 9.3 The Blueprint is intended to help shape and inform a rolling 30 Year unfunded Investment Plan together with a 6-year rolling delivery plan which will detail the delivery of costed and funded projects and programmes developed from proposals within the 30 Year Plan. 9.4 Proposals set out within the 30-year investment plan will be subject to the Council’s project governance framework, building in further opportunity to review, respond and adapt the Plan to respond to changing needs, circumstances and priorities as they emerge. The Plan will be reviewed annually by elected members to ensure that proposals continue to meet the strategic priorities of the Council. 9.5 However, it is highly likely that the Council will experience further cost pressures on the Capital Budget. Given these further pressures, Section 10 on a Council Tax Strategy, includes a proposal to ringfence a further 0.25% towards supporting the Capital Budget. 9.6 The Capital Budget will be updated on 26 February 2025. 10. COUNCIL TAX STRATEGY 10.1 As set out in the preceding sections of this report, the Council faces significant financial uncertainties over the short to medium term. As with all parts of the public sector there are increasing demands for services, a growing complexity of needs from our communities and uncertainty over future levels of funding. 10.2 The Verity House Agreement, a new partnership agreement signed in June 2023 by the Scottish Government and COSLA on behalf of Scotland’s Councils, was based on three shared priorities. Tackling poverty, a just transition to net zero and sustainable public services. Page 424 of 454
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The agreement sets out how the partners will work together and engage on these share priorities, but also recognises that local flexibility will be required to maximise impact. 10.3 The Verity House agreement is based on a clear starting point between the signatories of the principles of regular and meaningful engagement with each other, and respect for the democratic mandate each has, in order to work together most effectively to improve the lives of the people of Scotland. The capacity to set Council Tax locally is a key tool available to the Council to deliver sustainable public services and to meet the needs of local citizens. 10.4 Section 7 of this report sets out in detail the challenges which face the Council, and the reality that even with millions of pounds of savings already identified for the next two financial years, there is still more that needs to be done. While the Council’s continued commitment to transformation and change has and will deliver changes in the shape and approach of the organisation to improve efficiency, focus on priorities, and take advantage of opportunities such as new technologies, given the scale of the financial challenges these will not be enough on their own. 10.5 The changing demographics of our communities set out in 7.24 to 7.29 are impacting on the increasing demands for Council services. There are significant pressures in relation to health and social care (adult social work and social care), the growing proportion of primary school pupils with additional support needs and tackling poverty whilst delivering on the Council’s wider priorities. 10.6 There have already been significant increases in health and social care costs in 2024/25 to levels that were not anticipated. The budget set by the Integration Joint Board allowed for increased need and complexity. However, the number of care packages and care placements together with additional costs associated with an ageing population and increased complexity and acuity has meant the budget is now considerably over committed. By way of context, over the period February to September 2024: • the number of older people accessing direct payments increased by 14% and the average cost of a package has increased by 9%. • the number of direct payments granted to support unpaid carers of older people increased by 27%. • the average cost of a package (in addition to rate uplifts) increased by 13% across Learning Disabilities, Physical Disabilities and Mental Health. • the average cost of a package (in addition to rate uplifts) granted to support unpaid carers across Learning Disability, Physical Disability and Mental Health increased by 13.4%. Page 425 of 454
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10.7 The immediate pressure in relation to health and social care has been included in updates to the Finance and Resources Committee along with information on the in-year cost pressures being experienced by other Council services. Protecting vital frontline services like these and responding to the levels of local need will be increasingly difficult without a sustainable plan for funding. 10.8 Council Tax increases are essential if we are to ensure the financial sustainability of the Council and to protect and maintain the services and infrastructure that the residents across Perth and Kinross depend on. The alternative is that Council will have to consider even more stringent cuts and reductions in service quality, which are likely to adversely affect those who most need the services the Council delivers. 10.9 Creating a Council Tax strategy for Perth and Kinross Council involves several key components to ensure it is fair, efficient, and sustainable. The use of Council Tax that is being recommended within this strategy is a way of: • protecting frontline services focused on those in greatest need, and • supporting our longer-term management of capital borrowing for future generations 10.10 To ensure fairness and equity, it is essential that there is appropriate support in place which could include the promotion of discounts and exemptions for low-income households, pensioners, and other vulnerable groups. The Council’s Local Taxes team actively promotes these and works closely with the Welfare Rights Team who focus on supporting residents to access benefits and other discounts they may be entitled to. 10.11 The Council will always promote efficient collection methods, including online payment options and direct debits and develop strategies to manage and reduce council tax arrears, including support for those struggling to pay. Collection levels over the last five years are set out in Table 5 below. Table 5 Council Tax Collection Levels 19/20 20/21 21/22 22/23 23/24 97.1% 96.6% 97.7% 98.4% 97.5% 10.12 It is essential that the financial needs of the Council are both maintained and grown to improve the sustainability of public services. 10.13 Public messaging will be undertaken to raise awareness with residents on tax levels and spending. This will include providing clear and accessible information about how Council Tax is calculated and how the revenue is spent. Page 426 of 454
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10.14 By implementing this strategy, Perth and Kinross Council can ensure a balanced approach to council tax that supports community needs and services while maintaining financial stability and investing in local infrastructure. 10.15 For illustrative purposes, the impact of an 8%, 10% and 12% increase on the Band D figure for 2024/25 (£1,403.69) are set out in Table 6 below. Table 6 Impact on Band D Charges for 2025/26 Increase New Rate Increase Additional Funding* Weekly Monthly Annually 8% £1,515.99 £2.16 £9.36 £112.30 £3.3m 10% £1,544.06 £2.70 £11.70 £140.37 £5.4m 12% £1,572.13 £3.24 £14.04 £168.44 £7.5m * in addition to approved budgets 10.16 It will ultimately be for Council to decide when setting each year’s budget which level of Council Tax increase to apply. However, for the purposes of planning a balanced budget, increases of 10%, 10% and 6% are modelled in 2025/26, 2026/27 and 2027/28 respectively in Table 7 below. 10.17 Table 7 Council Tax Modelling Year Increase New Rate Increase Additional Funding* Weekly Monthly Annually 25/26 10% £1,544.06 £2.70 £11.70 £140.37 £5.4m 26/27 10% £1,698.46 £2.97 £12.87 £154.40 £6.2m 27/28 6% £1,800.37 £1.96 £8.49 £101.91 £8.7m * in addition to approved budgets 10.18 The “additional funding” identified in Table 7 is over and above that already included in provisional revenue budgets. This additional funding will be available to contribute to the new cost pressures facing the Council and can be directed to protect health and social care, support children with additional support needs, and tackle poverty, and reduce the need for the consideration of further budget cuts in areas which support the delivery of these priorities. 10.19 On 8 November 2024, Perth and Kinross Council had 76,927 dwellings that contributed to council tax income. Table 8 below demonstrates that 63.4% of dwellings were in Bands A to D and therefore, the maximum annual increase in those Bands would be £140.37 with 47.9% paying less than that amount. Page 427 of 454
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Table 8 Total Number of Dwellings A B C D E F G H 11.4% 19.5% 17.0% 15.5% 16.0% 10.9% 8.8% 0.9% Cumulative 11.4% 30.9% 47.9% 63.4% 79.4% 90.3% 99.1% 100.0% 10.20 On the basis that these proposals are endorsed by Council, planning for setting the Council’s budget will be enhanced by the significant contribution this additional income would make to the financial sustainability of the Council over the short to medium term. It will create opportunities for officers to bring forward bold proposals to protect health and social care, support children with additional support needs, and tackle poverty, and will create capacity for investment to further the Council’s priorities. 10.21 Failure to adopt this strategy will require officers to bring forward many millions of pounds of additional cuts that will need to be in place for 1 April 2025 to ensure that the Council meets its statutory duty to produce a balanced budget. These would be in addition to the £16 million of cuts already agreed by Council for 2025/26 and 2026/27. 10.22 Endorsement of this Council Tax Strategy will also provide time to realise benefits from the transformation and change programme to improve services and outcomes for citizens. 10.23 For the avoidance of doubt, the Council Tax increases proposed within this Strategy will be confirmed by elected members at the point of setting final revenue budgets, i.e. 26 February 2025 for 2025/26, February 2026 for 2026/27 and February 2027 for 2027/28. If levels of Scottish Government funding vary materially from current assumptions, or indeed there are other material changes to planning assumptions, elected members will have the opportunity to adjust Council Tax levels prior to setting each final revenue budget. 10.24 ACTION: The Council endorses a Council Tax Strategy of increases of 10% in 2025/26, and indicative rises of 10% in 2026/27 and 6% in 2027/28, both of which will be subject to final budget setting for these years. 10.25 On the basis that this Council Tax Strategy is approved, the Council could also choose to make a further contribution to supporting the Capital Budget. Specifically, by ringfencing an additional 0.25% of Council Tax income to support borrowing this would extend the life of the Capital Fund. 10.26 The illustrations that follow are based on the Capital Budget that was most recently approved at the Finance and Resources Committee on 20 November 2024 (Report No. 24/319 refers). 10.27 Under the approved strategy of applying 1% of Council Tax income to support the Capital Budget each and every year, the Capital Fund is projected to be fully utilised by 2057/58 – i.e. 32 years. Page 428 of 454
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10.28 If this strategy is revised to apply 1.25% then the life of the Capital Fund is extended to 2071/72 – i.e. 46 years. 10.29 ACTION: The Council agrees to earmark a further 0.25% of Council Tax income each and every year to support the Capital Budget. Support for Households 10.30 Perth and Kinross Council strongly believe that public debt recovery requires to be carried out in a way that does not drive families and households further into poverty. We understand that any increase in Council Tax will have an impact on residents. However, this strategy is based on a principle that increases are crucial to ensure that we can continue to provide and improve vital services that directly benefit the community, particularly in areas such as health, social care, and support for children with additional support needs. 10.31 The Council continues to invest in our Welfare Rights Team to support residents who are in financial difficulties. As part of public messaging and support around the final Council Tax level set by Council in February 2025 and beyond, there will continue to be advice and support offered to help individual households maximise their income from benefit entitlement and ensure they are getting all discounts they are eligible for. 10.32 The same Local Taxes staff deal with all aspects of Council Tax from the initial billing through to collection. This ensures that staff dealing with calls from those in financial difficulty can advise on available reductions and support in addition to negotiating repayment arrangements etc. The Local Taxes staff will also make active referrals during incoming phone calls (with the customer’s permission) to Welfare Rights for an income maximisation check as well as initiating an application for Council Tax reduction. 10.33 This approach of placing an equal focus on supporting payment while also being proactive in offering advice for those experiencing difficulties is an important part of the culture of the Local Taxes team. Anecdotally, it is one of the reasons such a high proportion of residents pay the Council Tax they are due. Perth and Kinross Council is consistently among the top performers in Scotland, for the 2023/24 year it achieved an in-year collection figure of 97.5%, only 0.2% behind the best performing Council (Shetland Islands) and 2.0% above the Scottish average. 11. RESERVES UPDATE 11.1 The Council’s Reserves Strategy is subject to an annual review to ensure that recommendations on the use of Reserves take due cognisance of the Council’s anticipated cash flows and make reasonable provision, within available resources, for both predicted liabilities and unforeseen events. The latest update of the Reserves Strategy was approved by the Council on 28 February 2024 (Report No. 24/63 refers). 11.2 The audited 2023/24 Annual Accounts show that the Council had a General Fund Balance (excluding the Housing Revenue Account) of £83.794 million at 31 March 2024 with £65.083 million earmarked for known commitments. Page 429 of 454
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This results in uncommitted General Fund Reserves of £18.711 million at 31 March 2024 which is in line with the approved Reserves Strategy. 11.3 The Council’s Useable Reserves as at 31 March 2024 (per the audited 2023/24 Annual Accounts) are summarised as follows: Table 9 General Fund Reserves Total Useable Reserve as at 31 March 2024 £120.978m Less: General Fund Earmarked Reserves (see Appendix C) £65.083m Housing Revenue Account These balances are earmarked for use on Housing Revenue Account activities only. £2.260m Capital Fund The Fund can be only used to meet the principal element of loan repayments or to defray capital expenditure. £31.026m Insurance Fund The fund is used to meet the future liabilities of the Council self-insuring for certain categories of insurance. £1.709m Capital Receipts Reserve This Reserve holds proceeds from capital receipts for future investment. £2.102m Capital Grants Unapplied The Capital Grants Unapplied Reserve holds capital grants which have been received by the Council for which the capital works have not yet been undertaken or completed. £0.087m General Fund Uncommitted Balance at 31 March 2024 £18.711m 11.4 The level of uncommitted Reserves of £18.711 million represents 4% of the 2024/25 net Revenue Budget. This is in line with the approved Reserves Strategy of holding between 2% and 4% of the net Revenue Budget as uncommitted. 11.5 In recent years uncommitted Reserves have been required to meet significant additional expenditure responding to both severe weather events and winter maintenance. In addition, the Perth and Kinross Integration Scheme adds a further risk for the Council in terms of a potential requirement to provide additional funding to support social care over spends. Page 430 of 454
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11.6 The updated Reserves Strategy will be presented to Council on 26 February 2025 and will include options on how Reserves might be utilised over the medium term. 12. HOUSING REVENUE ACCOUNT 12.1 The Council, in agreement with tenants, will develop a medium / long term funding strategy. The strategy will link annual rent reviews to both tenant and Council priorities, consider the local economy and aim to create more efficient services. Any changes to the Council’s Housing Investment Programme, Housing Repairs, Locality Services and the rental strategy will be subject to consultation with tenants. 12.2 It is anticipated that the Health and Social Wellbeing Committee will determine the Housing Revenue Account (HRA) Budget and rent levels for 2025/26 at its meeting on 22 January 2025. The five-year Housing Investment Programme will also be reviewed based on the Housing Delivery Plan. 13. WORKFORCE PLANNING MEASURES 13.1 Our staff do great work, and we value their skills, dedication and passion and want their contribution to be recognised, ensuring that they feel valued for the work that they do and the difference that they make. Ensuring that our people have access to training and opportunities which allow them to develop and to demonstrate the skills, values and attitudes which will meet the needs of our communities, now and into the future is fundamental to achieving this goal. 13.2 A new People and Culture Strategy 2024-2028 was approved by the Finance and Resources Committee (Report No 24/180) in June 2024 and is based around the values of Ambition, Compassion and Integrity to ensure that it delivers direction not only on what we do but also why, where and how we should be delivering that action. This strategy supports us as we continue our journey of transformation and change, providing a sustainable approach to resource planning as we continue to reshape our organisation ensuring that we empower our people and teams to be the best they can possible be to deliver the best public services for the people of Perth and Kinross, focussed on need and within available resources. We have a clear vision, aims and aspiration for our workforce, and bringing our people on that journey is an essential part of that process. 13.3 The Corporate Plan 2022/23-2027/28 (Report No. 22/311) set out the key priorities and vision for the Council, including the principles of how we will approach the delivery of services. Our Transformation and Change Strategy (Report No. 22/142) recognises that to achieve the ambitions of Council we will need to transform our organisation, including its size and shape. And our Financial Strategy (Report No. 22/141) recognises the unprecedented budget challenges and need for responsible decision-making given the context in which we work. Page 431 of 454
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The People and Culture Strategy builds upon the foundation laid by these previous decisions to provide the enabler for our continued journey to reshape our organisation to ensure that we can deliver the best public services we can for the people of Perth and Kinross, focussed on need and within available resources. 13.4 Financial pressures, changing priorities and demands for Council services continue to inform the Council with a focus on multi-disciplinary teams, integrated working and more locality-based decision making. The Council in recognition of the inter-connectedness of workforce, digital and use of property are taking a proactive approach to working with communities, its partners and other stakeholders to deliver and prepare for new influences to ensure the Council continues to support the delivery of strategic objectives. Additional measures and initiatives arising from the financial context and Transformation and Change plan may necessitate other measures that enable the Council to deliver savings over the next three financial years. These may include: • Accelerating collaboration/shared services with other Councils and partners to achieve economies of scale and improve service resilience. • Building capacity for community led work and delivering more services in partnership with the third sector and community organisations. • Further reviewing our operating model in terms of organisational design toolkit i.e. numbers of direct reports to line managers and our overall management structures. • Ensuring that financial principles and the vacancy management measures are being actively applied and this may impact capacity and service provision in some areas. • Other employment considerations regarding flexible working arrangements, our use of buildings and utilising resources differently across the working week. 13.5 Audit Scotland’s Best Value Thematic Review, Workforce Innovation 2023/24 (Report No 24/269) outlined the following key messages: • The People and Culture Strategy 2024-28 sets out the Council’s approach to delivering sustainable workforce development. The Strategy is aligned with the council’s strategic plans and priorities and the Council engaged with staff across the organisation to develop the Strategy. The change to the Executive and Leadership structure and development of the People and Culture team will support delivery of the actions in the People and Culture Strategy 2024-28. Service workforce plans are being developed and the Council is developing its systems to provide access to service level workforce data. Page 432 of 454
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• The Council continues to invest in, build on and make extensive use of digital technology to deliver workforce productivity benefits, improvements in the efficiency of service delivery and better user experience. Although there is some recorded impact of the related workforce benefits and productivity gains, there is scope for these to be more formally quantified. • The Council has formalised hybrid working as part of its new flexible working framework with over a quarter of the council’s workforce being classified as hybrid workers. The Council has set out the intended benefits from flexible working in its flexible working framework but has not yet articulated how these will be measured. The Council reported an increase of over ten per cent on spend on its use of casual workers between 2022/23 and 2023/24. • Employees are generally positive about working for the Council and the relationship between the Council and Trades Unions is good. In the main, Trades Unions feel they are consulted with appropriately and their views are taken into account. • The Council is facing challenges with recruitment and retention of staff and has initiatives in place to address this. It has introduced programmes to develop staff skills and capacity. • The Council is involved in an extensive number and variety of shared services arrangements and partnerships across Tayside. The Council participates in various other partnerships outwith Tayside and shared working arrangements that provide workforce-related benefits. • The Council has agreed proposals to report to elected members annually on the delivery and impact of the People and Culture Strategy 2024-28, but arrangements for reporting on service level workforce plans are still to be finalised. The Council is developing measures and targets to monitor and report on progress against the People and Culture Strategy 2024-28. 13.6 The actions and recommendations from both the People and Culture Strategy Action Plan and the BV Audit are being progressed and monitored by a Workforce Planning Themed Board. This Board will ensure that we continue to provide versatile people solutions to support the future strategic direction of the organisation, investing in training and development opportunities for young people. A focus on health and wellbeing and resilience continues to be key to sustaining a healthy working environment and positive wellbeing culture and we continue to review and refresh the wide range of health and wellbeing initiatives and support we offer to our workforce. The Council is proud to be a Fair Work employer and continues to consult and engage with employees and their trade union representatives on improvements in our employment practices and arrangements. Equalities and fairness will continue to be core principles in its people and culture strategy. Page 433 of 454
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This will ensure we continue to have the right skills in the right place when we need them and will contribute to working together to ensure everyone can live life well. 14. TRANSFORMATION and CHANGE STRATEGY 14.1 The Transformation and Change Strategy, Financial Strategy and Medium- Term Financial Plan, all align to support the delivery of the Council’s vision of “a Perth and Kinross where everyone can live life well, free from poverty and inequality” together with the strategic priorities and key objectives outlined within the Corporate Plan. 14.2 As reported to Finance and Resources Committee on 18 September 2024, the overarching aim of the Transformation and Change programme is to support the delivery of services to the people of Perth and Kinross, particularly those in greatest need. Council agreed that the programme would be developed and phased over a five-year period with workstreams undertaken in phase one being key to setting the successful foundation for the delivery of the programme in future. 14.3 Phase 1 of the leadership review is anticipated to deliver £2.3 million by 2025/26 with a further £2 million from the consolidation of teams across the Council which was confirmed in the latest Annual Audit report. 14.4 There are currently four different approaches included under the overarching banner of transformation and change: • Transformation – changing the way that we work which will be significantly different from current ways of working e.g., a marked change in the form, nature, and appearance of the services we deliver, how and where we deliver them. • Service Improvements –improved ways of working led by teams and services to deliver better outcomes for communities, improved efficiency, and productivity. • Re-structure and consolidation – changing the way services and teams are configured to deliver better outcomes and service priorities. • Budget efficiencies - budget and service reductions to work within the financial constraints facing the Council, whilst focusing on agreed priority areas. 14.5 From July 2022, we have progressed through phase one of the programme using a combination of these approaches, allowing us to make savings, shift expenditure to cover emerging new priorities and help deliver a balanced budget. Areas of particular focus over this time have been the Senior Leadership Review and consolidation workstreams, bringing together areas of corporate and operational work where there are particular similarities, overlap or synergy. Page 434 of 454
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14.6 It is important that our transformation and change programme remains flexible with the ability to adapt to changes in the local and national policy and legislative landscape where required. We are also focussing our resources in this area to ensure we are prioritising those areas of transformation which will have the greatest reach and impact. As we move forward into phase two of the programme, we will continue to regularly report to Finance and Resources Committee on progress. 14.7 Funding allocated in March 2023 is currently being used to support the delivery of the programme including key Project Management arrangements to drive and ensure momentum of the phase two project implementation. In addition, earmarked reserves for Workforce Management and Transformation will be utilised to support the delivery of Leadership Review Phase Two over the next two years. 15. RISK ASSESSMENT 15.1 Developing the Medium-Term Financial Plan requires consideration of the strategic, operational and financial risks potentially facing the Council. Both the uncertainty of future events and resource constraints make it impractical to mitigate against all potential risks. In developing the Medium-Term Financial Plan, the Council must also be aware of the sustainability of its expenditure proposals. Significant issues, which are of relevance in determining the Revenue Budget, are outlined below. Local Government Funding 15.2 It is anticipated that the Council will receive the 2025/26 financial settlement in December 2024. It is understood that the Scottish Government will not provide information on future financial years at that time. 15.3 Future funding settlements will be influenced by many aspects of the wider economic climate and UK and Scottish Government policies. The global economic situation including the cost of living, inflation and growing demand / need for public services may result in significant additional uncertainty over future funding levels. 15.4 Following the devolvement of a number of taxes to the Scottish Government, under the terms of the Scotland Acts, the actual level of funding available to the public sector is more directly linked to the performance of the Scottish economy. Income from devolved taxation will be dependent upon the relative performance of the Scottish economy. 15.5 The Scottish Government’s most recent Medium Term Financial Strategy, which was published in Summer 2023 identified a “modelled shortfall” of £1.875 billion by 2028/29. 15.6 The potential for cash and real terms reductions in funding beyond financial year 2025/26 is considered to represent a significant risk in the management of the budget over the medium term. Page 435 of 454
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15.7 Once inflation is included, these factors may result in further significant real terms reductions in funding to the Council over the medium term at a time of rising demand for Council services. 15.8 At this time, there is also no information on any conditions which may be attached to the local government finance settlement in 2025/26 and beyond, or indeed opportunities. Future Pay Awards 15.9 The 2025/26 and 2026/27 Provisional Revenue Budgets contain an assumed uplift of 3% for all staff groups. This is also the working assumption for 2027/28. 15.10 In recent years the final pay awards have been weighted towards the lower end of pay scales with the average increase being more than the amount budgeted. In future years there is a risk that this policy is maintained putting further pressure on Council pay bills. 15.11 The Scottish Government have also provided additional funding in these recent years to meet the gap between the budgeted and actual pay awards. There is a risk that this funding is not forthcoming in future years. 15.12 There is a further risk arising from the impact of historic and future pay awards on existing pay and grading structures. Depending on the outcome of final pay negotiations, and how they affect the lower end of the pay scale, there may be a requirement to undertake a review of the pay and grading structure. 15.13 Beyond this, there is an aspiration from Trade Unions to progressively move towards £15 per hour minimum rate of pay for the Scottish Local Government workforce. Expenditure Pressures 15.14 Elected members have previously been briefed on the current challenges in the construction sector and as widely reported, supply chain pressures are emerging across all sectors of the economy. There is accordingly a risk in expenditure pressures within both the Revenue and Capital Budgets increase over the short and medium term. 15.15 Traditionally, expenditure pressures approved in provisional revenue budgets tend to be understated. There is a risk that these pressures increase in advance of setting final revenue budgets. Implications of the Approved Capital Budget 15.16 The Council has an established policy of drawing down the Capital Fund to support capital expenditure. As the Capital Fund reduces, resources will have to be redirected from the Revenue Budget to support the loan repayments over the short to medium term. Page 436 of 454
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15.17 In setting the 2025/26 Provisional Revenue Budget, the Council began to address this by agreeing to apply 1% of Council Tax income each year, in perpetuity, to supporting the Capital Budget. 15.18 Under the current approved Capital Budget, this will not be sufficient and further increases in the loan charges budget will be required. The proposal included within this report to increase the contribution to 1.25% will make a significant difference. Council Tax 15.19 The Medium-Term Financial Plan and Capital Budget funding strategy assumes levels of growth in the number of Band D equivalent properties. These assumptions are based on levels of growth currently being experienced. If these levels of growth in the number of properties do not continue there is a risk to the budgeted level of Council Tax income. 15.20 The Council Tax Strategy also relies on there being no national restrictions on the capacity for Councils to increase Council Tax levels. Perth and Kinross Integration Joint Board 15.21 The Integration Joint Board has received additional Scottish Government funding, linked to national policy initiatives, over the last three years either directly or channelled through the NHS and there is an assumption that this will both continue and increase in future years in line with Scottish Government announcements. 15.22 However, there is a significant risk that Scottish Government funding for health and social care does not fully reflect anticipated increases in costs including demand and inflationary pressures. Inflation 15.23 There is a risk that levels of Service specific inflation further exceed budgeted provisions and that levels of general inflation cannot be contained within existing resources. This may lead to further reductions in levels of service in order to contain these inflationary pressures Further increases in the National Living Wage and “Foundation Living Wage” may exacerbate this risk with pressure to compensate providers and suppliers for enhanced wage rates. Current Economic Climate 15.24 There is a risk that both the Council’s capacity to generate income, and the expenditure it incurs in meeting demand for its Services, may be less predictable in the current volatile economic climate. 15.25 In terms of income generation, there is a continued risk that Council Tax collection levels, commercial rental income and other areas of income generated by the Council may be further affected. Page 437 of 454
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15.26 The economic climate and increases in the cost of living may also increase need for and expenditure on Council services – particularly around poverty. As far as possible, this risk will be managed within the Council’s available resources. Demographics 15.27 The overall population of Perth and Kinross is anticipated to reduce by around 1.0% over the next 25 years based upon National Registrars of Scotland forecasts. This may lead to reduced funding from Scottish Government. 15.28 However, within these overall projections the population aged over 65 is projected to grow significantly. This may place an additional financial pressure on both the Council and the Integration Joint Board into future years’ Revenue Budgets and financial plans. 15.29 The level and components of growth will be largely dependent on complex net migration patterns which are difficult to forecast with any certainty. 15.30 The needs of the population are also changing with more complex intervention measures required to protect young and old people alike. Climate Change 15.31 The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 has 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. 15.32 On 19 June 2019, Council passed a Motion that committed it to leading by example in accelerating the transformational change required to address the Climate Emergency, which had been declared by both the UK and Scottish Parliaments earlier that year. On 30 August 2021, the Council agreed to the establishment of a Climate Change Commission (Report No. 21/142 refers) which will provide scrutiny and oversight to Perth and Kinross’s Climate Change Plan. On 15 December 2021 the Council approved its Climate Change Strategy and Action Plan (Report No. 21/245 refers), 15.33 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 in December 2022 (Report No. 22/311 refers). 15.34 Legislation has been introduced by the Scottish Government that will aim to ensure Scotland through a series of 5-yearly carbon budgets reaches net zero greenhouse gas emissions by 2045 and is resilient to the changing climate. There are also a range of challenging intermediate targets and a further possibility that these targets will be accelerated by legislation. Page 438 of 454
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15.35 As the Council strives to both decarbonise and adapt to the changing climate, this will undoubtedly mean significant additional investment will be required. However, it must also be noted that there are major, current and proposed, national funding sources available, and the Council must ensure it is in a position to fully capitalise on these. Response to Covid-19 15.36 The long-term impacts of Covid-19 on society remain unknown at this stage. In terms of expenditure, there will be a requirement for the Council to invest in economic regeneration, to further support communities and to respond to emerging developments / health and wellbeing. In addition, there may be further pressures on household incomes leading to increases in poverty that may require a Council response. Arm’s Length External Organisations 15.37 There is an ongoing risk to the financial sustainability of the Council’s three Arm’s Length External Organisations. All three ALEOs may experience reduced income and additional costs as they adjust their offer to respond to the consequences of Covid-19 and the pressures arising from wider economic pressures. Severe Weather 15.38 There is a risk that the Council incurs further significant levels of expenditure responding to severe weather as has been the case in previous years. 16. CONCLUSIONS 16.1 In common with all Scottish local authorities and the wider public sector, Perth and Kinross Council continues to anticipate a period of financial constraint and growing costs and need for services. 16.2 Responding to the cost-of-living challenges has given rise to significant financial pressure on the Council’s Revenue Budget over the short to medium term, and the longer-term impact upon service demand; service delivery and the Council’s ability to generate and collect income will take some time to establish. 16.3 The Council continues to take proactive measures to enable it to address these challenges from a robust financial position and continues to develop and strengthen its arrangements for financial and resource management. 16.4 The approval of a Council Tax Strategy will protect front line services as well as potentially provide capacity to invest in infrastructure other key areas of service delivery. Its approval is a further example of the Council taking pro- active measures to improve its financial sustainability. 16.5 The continued roll out of the Transformation and Change Strategy will further support the Council’s response. Page 439 of 454
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16.6 The Council remains committed to modernising and improving the efficiency of functions. This update of the Medium-Term Financial Plan reinforces the Council’s commitment to the delivery of excellent services in the context of meeting challenging savings targets which requires the engagement of the Council’s workforce; Elected Members; Community Planning Partners and the communities which it serves. Author Name Designation Contact Details Scott Walker Chief Finance Officer chxfinance@pkc.gov.uk Page 440 of 454
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ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement None Corporate Plan Yes Resource Implications Financial Yes Workforce Yes Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk None Consultation Internal Yes External None Communication Communications Plan None 1. Strategic Implications 1.1 The Council’s Corporate Plan 2022 – 2027 lays out seven outcome focussed strategic objectives which provide clear strategic direction, inform decisions at a corporate and service level and shape resources allocation. They are as follows: • Tackling poverty • Tackling climate change and supporting sustainable places • Growing a sustainable and inclusive local economy • Enabling our children and young people to achieve their full potential • Protecting and caring for our most vulnerable people • Supporting and promoting physical and mental wellbeing • Placing communities at the heart of how we work 1.2 This report relates to all these objectives. 2. Resource Implications 1.1. Financial 1.1.1. There are no direct financial implications arising from this report other than those reported within the body of the main report. 1.2. Workforce Page 441 of 454
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1.2.1. There are no direct workforce implications arising from this report other than those reported within the body of the main report. 1.3. Asset Management (land, property, IT) 1.3.1. There are no direct asset management implications arising from this report other than those reported within the body of the main report. 3. Assessments 1.4. Equality Impact Assessment 1.4.1. Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 1.4.2. The information contained within this report has been considered under the Corporate Equalities Impact Assessment process (EqIA) and has been assessed as not relevant for the purposes of EqIA. 3.2 Strategic Environmental Assessment 3.2.1 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.2.2 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. 3.3 Sustainability 3.3.1 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. In terms of the Climate Change Act, the Council has a general duty to demonstrate its commitment to sustainability and the community, environmental and economic impacts of its actions. 3.3.2 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. 4. Consultation 4.1 Internal 4.1.1 The Executive Leadership Team have been consulted in the preparation of this report. Page 442 of 454
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2. BACKGROUND PAPERS 2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (other than any containing confidential or exempt information) were relied on to any material extent in preparing the above report. 3. APPENDICES Appendix A (i) – Optimistic Scenario Appendix A (ii) – Mid-Range Scenario Appendix A (iii) – Pessimistic Scenario Appendix B – Assumptions Underlying Medium-Term Financial Plan Appendix C – Summary of General Fund Balances as at 31 March 2024 Page 443 of 454
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APPENDIX A (i) 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Total £'000 £'000 £'000 £'000 £'000 £'000 £000 STAFF RELATED EXPENDITURE Pay Inflation 5,035 5,135 5,238 5,343 5,450 5,559 31,759 Increments 750 750 750 750 750 750 4,500 Employers' National Insurance Contributions 0 0 0 0 0 0 0 Employers Superanuation Rates - Single Status 0 0 0 0 0 0 0 Employers Superanuation Rates - Teachers 0 0 0 0 0 0 0 NON STAFF RELATED PRESSURES Non Pay Inflation 6,361 3,775 3,650 3,894 3,565 2,383 23,628 Demographics 5,411 1,931 5,551 3,605 2,698 2,587 21,783 Loan Charges 1,000 1,000 1,000 1,000 1,000 1,000 6,000 Service Concessions 0 0 0 0 4,000 0 4,000 FUNDING INCOME ASSUMPTIONS Scottish Government Funding -3,531 -3,566 -3,602 -3,638 -3,674 -3,711 -21,723 Demographics -438 -356 -310 -242 -114 -70 -1,531 COUNCIL TAX ASSUMPTIONS Increase in charge -5,858 -6,210 -6,583 -6,978 -7,396 -7,840 -40,865 Increase in base -1,178 -1,236 -1,296 -1,360 -1,426 -1,496 -7,992 FEES AND CHARGES -1,744 -1,831 -1,923 -2,019 -2,120 -2,226 -11,862 TOTALS 5,806 -608 2,476 356 2,732 -3,066 7,696 OPTIMISTIC 11 Page 445 of 454
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APPENDIX A (ii) 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Total £'000 £'000 £'000 £'000 £'000 £'000 £000 STAFF RELATED EXPENDITURE Pay Inflation 7,552 7,779 8,012 8,252 8,500 8,755 48,849 Increments 750 750 750 750 750 750 4,500 Employers' National Insurance Contributions 0 0 0 0 0 0 0 Employers Superanuation Rates - Single Status 0 0 0 0 0 0 0 Employers Superanuation Rates - Teachers 0 0 0 0 0 0 0 NON STAFF RELATED PRESSURES Non Pay Inflation 10,354 8,009 7,168 7,223 6,982 6,900 46,636 Demographics 4,871 1,385 4,995 3,044 2,134 2,018 18,446 Loan Charges 1,000 1,000 1,000 1,000 1,000 1,000 6,000 Service Concessions 0 0 0 0 4,000 0 4,000 FUNDING INCOME ASSUMPTIONS Scottish Government Funding 0 0 0 0 0 0 0 Demographics -89 -7 39 107 235 279 564 COUNCIL TAX ASSUMPTIONS Increase in charge -4,784 -5,071 -5,376 -5,698 -6,040 -6,403 -33,373 Increase in base -883 -927 -972 -1,020 -1,070 -1,122 -5,994 FEES AND CHARGES -1,395 -1,451 -1,509 -1,569 -1,632 -1,697 -9,254 TOTALS 17,374 11,466 14,107 12,089 14,859 10,479 80,374 MID - RANGE 11 Page 447 of 454
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APPENDIX A (iii) 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Total £'000 £'000 £'000 £'000 £'000 £'000 £000 STAFF RELATED EXPENDITURE Pay Inflation 10,069 10,472 10,891 11,327 11,780 12,251 66,789 Increments 750 750 750 750 750 750 4,500 Employers' National Insurance Contributions 5,500 0 0 0 0 0 5,500 Employers Superanuation Rates - Single Status 0 0 1,254 0 0 1,254 2,509 Employers Superanuation Rates - Teachers 0 0 0 716 0 0 716 NON STAFF RELATED PRESSURES Non Pay Inflation 14,919 13,113 12,645 12,305 12,513 12,498 77,994 Demographics 4,428 968 4,586 2,657 1,793 1,690 16,122 Loan Charges 1,000 1,000 1,000 1,000 1,000 1,000 6,000 Service Concessions 0 0 0 0 4,000 0 4,000 FUNDING INCOME ASSUMPTIONS Scottish Government Funding 3,531 3,496 3,461 3,426 3,392 3,358 20,663 Demographics 260 342 388 457 585 628 2,660 COUNCIL TAX ASSUMPTIONS Increase in charge -2,929 -3,105 -3,291 -3,489 -3,698 -3,920 -20,432 Increase in base -589 -618 -648 -680 -713 -748 -3,996 FEES AND CHARGES -1,046 -1,078 -1,110 -1,143 -1,178 -1,213 -6,768 TOTALS 35,894 25,340 29,926 27,325 30,224 27,548 176,256 PESSIMISTIC 11 Page 449 of 454
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APPENDIX B Assumptions Underlying Medium Term Financial Plan Pay Inflation 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Mid-Range 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Pessimistic 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% Employer’s Superannuation – Local Government Pension Scheme 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic - - 0% - - 0% Mid-Range - - 0% - - 0% Pessimistic - - 1% - - 1% Employer’s Superannuation – Scottish Public Pension Agency (Teachers) 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic - - - 0% - - Mid-Range - - - 0% - - Pessimistic - - - 1%- - - General Inflation 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 1.6% 1.3% 1.1% 1.1% 1.0% 1.0% Mid-Range 2.6% 2.3% 2.1% 2.1% 2.0% 2.0% Pessimistic 3.6% 3.3% 3.1% 3.1% 3.0% 3.0% Demographics – General Population 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 0.1% 0.1% 0.1% 0.1% 0.2% 0.0% Mid-Range 0.0% 0.0% 0.0% 0.0% (0.1)% (0.1)% Pessimistic (0.1)% (0.1)% (0.1)% (0.1)% (0.2)% (0.2)% 11 Page 451 of 454
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Demographics – Older People 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 2.1% 2.9% 6.0% 4.2% 3.4% 3.0% Mid-Range 2.2% 3.0% 6.1% 4.3% 3.5% 3.1% Pessimistic 2.3% 3.1% 6.2% 4.4% 3.6% 3.2% Scottish Government Funding 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 0% 0% 0% 0% 0% 0% Mid-Range 0% 0% 0% 0% 0% 0% Pessimistic (1)% (1)% (1)% (1)% (1)% (1)% Council Tax Charge 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% Mid-Range 4.9% 4.9% 4.9% 4.9% 4.9% 4.9% Pessimistic 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Council Tax – No. of Band D Properties 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 800 800 800 800 800 800 Mid-Range 600 600 600 600 600 600 Pessimistic 400 400 400 400 400 400 Fees and Charges 25/26 26/27 27/28 28/29 29/30 30/31 Optimistic 5% 5% 5% 5% 5% 5% Mid-Range 4% 4% 4% 4% 4% 4% Pessimistic 3% 3% 3% 3% 3% 3% Page 452 of 454
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APPENDIX C Balance as at 31 March 2024 £'000 Revenue Grants (17,337) Service concession flexibility (17,262) Transformation and Workforce Management (7,606) Developer Contributions: Commuted Sums and Infrastructure and Affordable Housing (6,455) Affordable Housing (Resources accrued from reduced Council Tax Discounts) (5,609) School Estate (2,164) Anti-Poverty Measures (1,860) Non-Recurring Pressures c/f from 2023/24 (1,635) Car Parking (1,532) Culture (857) Devolved School Management (DSM) (501) Modern Apprentices/Graduate Trainees (367) School Counsellors (329) Children and Young People's Residential Care (281) Property Maintenance (262) Climate Change (205) Works Maintenance (200) Community Resilience (175) Salix Fund (102) Community Investment Fund (87) Ventilation Measures (76) Perth Leisure Vision (62) Local Government Elections (53) Local Action Partnerships (46) Financial Assistance (20) Earmarked Balances (65,083) 11 Page 453 of 454
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