Appendix 1 - Phase 2 Project Summary Updates
Perth and Kinross Council · 7 May 2025
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Appendix 1 Transformation and Change – reshaping our organisation Phase Two Project Summary Updates – May 2025
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Appendix 1Contents Page Projects 1. Additional Support Needs 2. Artificial Intelligence 3. ALEO’s Review 4. Business Systems 5. Customer Services Transformation 6. Employability Service Review Project 7. Fairer Communities for All Model 8. Leadership Phase 2 9. Perth Secondary Estate Review 10. Public Transport in the Community 11. Strategic Procurement & Commissioning Project 12. Tayside Contracts Review 13. Whole Family Wellbeing (WFWB) programme 14. Working Smarter 15. Zero Waste & Operations
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Appendix 1Programme Name Additional Support Needs (ASN) Programme Description The Programme aims to transform educational provision by enhancing the quality of learning environments and specialist support for children and young people, ensuring equity in education and delivering best value. It seeks to reduce expenditure on expensive external placements by the Inclusion Service, redirecting the budget towards earlier intervention and prevention in mainstream provision. Additionally, the Programme will establish clear ASN pathways, develop ASN provision at all levels across the authority, increase capacity for future PKC placements, reduce the number of pupils placed outside PKC ASN provision, design a sustainable transport process, and provide regular reporting to monitor the financial position. This will help comply with legal requirements and ensure quality provision is delivered. Programme governance structure Executive Sponsor Thomas Glen Senior Responsible Owner (SRO) Fiona MacKay (Programme Sponsor: David Macluskey) Programme Manager Jaclyn Meikle Current Programme Timeline Programme start date 31/10/2023 Planned Programme completion date 31/10/2028 This Programme is intended to support a fundamental change in our approach to Additional Support Needs. Within PKC This Programme is scheduled to complete in October 2028; however, the Programme outcomes will be delivered over a much longer term. Current status of the Programme The project is progressing well with all workstreams on track. The project is planned to be delivered in 3 phases and the last twelve months have been focussed on establishing the data, information, infrastructure and support to allow for the delivery of Phase 1 Intensive Support Provision. The formal consultation around this phase is ongoing, currently scheduled to be completed by the end of June this year with the Phase 1 ISP anticipated to be operational for the start of the academic year 2025/2026.
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Appendix 1Agreed Programme Outcome(s) (Phase One) The Programme is anticipated to deliver the following: 1 Revised Staffing Standard and Allocation Model (Core & Exceptional) for classroom-based support staff for implementation from 2025/6. Reviewed and re-aligned support staff (PSA/PSSW) to meet need. 3 School leaders and staff clear on support roles & remit. 4 Identified staff groups are clear on responsibilities in relation to meeting duties of ASL Legislation. 5 Annual ASN Learning Programme is made available to all staff that is accessible and inclusive. 6 Increased number of staff have completed certified ASN inclusion training. 7 Progression Pathways for all staff groups. 8 Create communication enabling environments where almost all children, young people, staff and families feel safe and able to learn. 9 Recommendations identified in relation to: a) Early intervention to reduce demand and escalation through staged levels b) The physical environment of inclusive classrooms - Learning Spaces, Experiences and Interactions c) Supporting parents 10 Improved local access to Intensive Support provisions (ISPs) 11 Reduced travelling distances for children and young people accessing ISPs, resulting in reduced travel costs. 12 Standardised learning environments within Intensive Support provisions (ISPs) 13 Revised support staffing model for Intensive Support provisions (ISPs) 14 PKC 16+ Transition Framework that enables young people to have a more graduated approach as they move from school to employment, education or training. 15 Clear pathway(s) for young people not meeting criteria for established pathways. 16 Improved consistency of delivery of post school planning & preparation support. 17 Compass App embedded to support post school transition. 18 Redesigned Speech & Language Therapy contract for the delivery of assessment and intervention for children and young people in education. 19 Improved access to Speech & Language Therapy for children and young people in education 20 Reliable ASN SEEMiS Data. 21 Trained SEEMiS users supported by a revised SEEMiS Guidance Document. 22 School leaders will effectively use SEEMiS data to inform the development of their Universal Offer within schools. 23 Partners will have access to the analysis of SEEMiS data to inform Future Planning within other sectors.
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Appendix 1Outputs delivered since last update 1 Support Staff (Pupil Support Assistants (PSAs)/Primary School Support Workers (PSSWs) Allocation: Proposals for revised model for 2025/26 onwards Role & Remits: Revised Job Profile for classroom-based support staff drafted for consultation, improving clarity of role for staff and flexibility of staffing for schools 2 Career Long Professional Learning (CLPL) Progression Pathways: Pathways for PSAs, Community Link Workers (CLWs), and Community Link Assistants (CLAs) all now developed. PSA Induction: Establishing core offer to improve initial skill base, including supply staff network ‘offer’ System Change: Development of a systematic approach to the collation & review of routinely captured information to inform CLPL planning 3 16+ Transitions Predictions of need: Health Audit identifying S3-S6 pupils currently at risk of missing assessment for intellectual disability diagnosis Guidance Development: Improving access to and consistency of support – single- & multi-agency Parent/School/HSCP collaborative planning: Completion of Compass App trial – informing further developments Pathway mapping: includes identifying gaps in suitable post-school opportunities – identifying risks 4 Reviewing Service Level Agreements (SLAs) - Speech and Language Therapy Contract Redesign: Review developing Public to Public contract with NHS Tayside to provide greater transparency/targeting of available funding to meet the needs of children & young people in ELC settings/Schools 5 Data Informed Decision Making (DIDM) Inclusive Practice Power Bi development to enable schools to track, monitor, self-evaluate & plan (universal offer, training) Reliability of data – developing guidance, training and routine auditing programme 6 Inclusive Environments Audit of physical environment of schools completed - to inform guidance, training and resources to reduce barriers to learning Quiet spaces/reducing dysregulation: Sensory equipment provided for schools providing enhanced support Aug 2024 and Aug 2025 School Visits: Practice visits commenced focussing on identifying and sharing learning from ‘best practice’ in use of sensory resources. Funding: Newly available for development of outdoor spaces to support learning. 7 Intensive Level Support Improving communication/reducing dysregulation: Core ICT communication resources kit and sensory equipment identified and procured Staff grading: Review underway ISPs: Expansion proposals to deliver locality model agreed by PKC Learning &Families Committee, next steps - Statutory Consultations (commencing 24/3/25).
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Appendix 1Project Name AI Project Project Description This programme will be designed to position PKC at the forefront of digital transformation and align with our overarching goal to leverage cutting-edge technology to drive efficiency, enhance service delivery, and foster innovation across all facets of our operations. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Alan Taylor (Programme Manager Steven Watt) Project Manager Chris Wright Current Project Timeline Project start date 01/11/2024 Planned project completion date 31/03/2028 Current status of the Project The AI and Automation Strategic Business Case was presented to the Transformation Board (TB) in September 2024. It highlighted some of the potential benefits of AI and automation for the Council. The Board acknowledged the strategic importance but noted the need for detail on return on investment (ROI) and savings projections. Subsequently, since the budget setting at full council, an investment to take forward a strategic AI programme has been agreed.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Operational Efficiencies and Scalability: By automating routine tasks, PKC not only achieves operational efficiencies that benefit residents, businesses, and partners but also enhances our ability to scale service delivery efficiently. This strategic use of AI and automation enables us to meet the growing demands of our communities without the necessity of increasing our headcount. 2 Enhanced Decision-Making: With AI's predictive capabilities, we can make more informed decisions that are data-driven and outcome-focused. 3 Innovation and Growth: The integration of AI can foster a culture of innovation, encouraging the development of new services and solutions that benefit all stakeholders, including businesses and partners. 4 Community Resilience: AI can enhance the ability to respond to and recover from events, ensuring that services remain robust and reliable for the community, businesses, and partners. 5 Economic Development: AI insights can aid in understanding the local economic landscape, helping to attract, retain, and grow businesses within the community. 6 Collaborative Partnerships: AI can facilitate better collaboration between local government, businesses, and partners by providing a platform for shared data and insights, leading to more cohesive and integrated service delivery. Outputs delivered since last update Copilot DPIA’s signed off by Customer and Digital Strategic Lead Copilot Pathfinder Programme - The Copilot Pathfinder Programme is an initiative aimed at integrating Microsoft Copilot to improve productivity across different departments. The programme covers the following components: Training and Education, Community and Support, Monitoring and Compliance, ROI and Benefits Realisation, Governance and Policies, and Evaluation and Next Steps.
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Appendix 1Project Name ALEO's Review Project Description To find the best model of delivering leisure and culture services to people across Perth and Kinross within current financial climate. To recommend a future delivery model best suited to future needs for ALEO’s that is capable of: Optimising PKC investment in leisure and culture services. Increasing back-office efficiencies, including with other partners where appropriate (for example Perth and Kinross Heritage Trust, Pitlochry Festival Theatre). Growing and diversifying new income streams. Recommending an appropriate constitutional/governance structure for any new delivery model on the basis of options appraisal (sole member, SCIO, mutual etc). Project governance structure Executive Sponsor Thomas Glen Senior Responsible Owner (SRO) Charlene Guild Project Manager N/A Current Project Timeline Project start date 23/08/2024 Planned project completion date 31/03/2027
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Appendix 1Current status of the Project An initial report was presented to full Council in December 2023, setting out a series of recommendations for ALEO improvement, made by Glasgow Audit, an external auditor. These recommendations were approved in principle and an options appraisal review requested – specifically in relation to the consolidation of corporate services across all ALEO’s. There have been a number of changes to PKC since then with the Head of Culture & Communities leaving the organisation in April 2024 and the project not progressing as planned until a new Senior Responsible Owner (SRO) was appointed in August 2024. A full meeting was held on 23 August 2024 with ALEO Chairs / CEX’s and PKC Senior Officers where a plan for moving ahead was agreed. A project working group comprising ALEO Chief Executive officers and senior Council officers has been established and is meeting regularly to ensure momentum is maintained. In addition, the following progress has been made over the last six months: Agreement of overarching project outcomes and critical success factors by group. Establishment of Transformation & Change project monitoring process and regular updates on project progress to Transformation Board and to Elected Member’s through F&R Conveners, SNP Leaders, S&P Conveners meetings. Recruitment exercise to Project Manager (PM) role to take forward the options appraisal exercise, continue to drive momentum and monitor / report the progress of wider recommendations with the Glasgow Audit Report 2023. While the post was advertised in October with interviews in early November 2024, unfortunately there was no appointable candidate. At this stage, the full working group agreed that consultancy expertise would be preferred to take forward the options appraisal exercise. Procurement exercise to appoint an external consultant took place initially in December 2024 but due to competing workloads and other factors, the preferred consultant was appointed in March and began the work with a full Inception meeting on 1 April 2025. This is due to be completed by July 2025 with a full options review along with recommendations for progress being presented to full Council on 10 September 2025. In line with the agreement of the project working group, external consultants have been commissioned to undertake a detailed options appraisal on the following options: 1. Bring all ALEO’s in house to PKC 2. Bring some ALEO services in house (e.g. consolidation of corporate services from ALEO’s delivered by PKC) and ALEO’s retain own identity / library services brought back into PKC 3. Create one new ALEO / two new ALEO’s – streamlining corporate and back-office services 4. Create one ALEO for culture and sport and considering possible change of status for Perth Theatre & Concert Hall This work is scheduled to be completed by early summer with a recommended option being tabled to Council in early autumn 2025. Once an option has been approved by Council, a full consultation and engagement exercise will be undertaken from September 2025 – March 2026. Following this, implementation of any new ALEO model will take place over the period April 26 – March 27 which is in keeping with originally stated timescales for the project.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1. Ensure a sustainable model of delivery of leisure and culture services in future 2. A more streamlined and consistent approach across all ALEO organisations in terms of systems and corporate support Outputs delivered since last update 1 Establishment of project working group comprising ALEO Chief Executives and senior council officers 2 Successful procurement exercise to appoint an external consultant to carry out detailed option appraisals. Inception meeting was held on 1 April 2025 with work due to be completed by July 2025 with a full options review along with recommendations for progress being presented to full Council in early autumn 2025.
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Appendix 1Project Name Business Systems Management Efficiency & Rationalisation Project (BSMER) Project Description This project will review all Council business systems / Applications, describing how they are currently managed; resourced; supported and developed and make recommendations on the design of a new Digital operating model to support delivery of modern Council Digital Business. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Alan Taylor Project Manager Dave Turner Current Project Timeline Project start date 01/06/2023 Planned project completion date 31/03/2026 Current status of the Project The project has been extended to the end of March 2026, which has enabled the team to further develop the Application Portfolio and the application lifecycle Following the successful presentations of Application Landscape documents to Strategic Leads and their management teams, the project team have been focussing on scheduling Application Landscape Review Sessions. These sessions are to gather more information about applications which we can use to develop our application portfolio. This data has already proved useful for FOI requests, out of contract systems and potential procurements. Decommissioning process, which is part of the application lifecycle, is currently being developed. Involvement in Flare migration and more recently Swift decommissioning being used to help inform this process. Liaison work with senior management with Education and Learning is ongoing to investigate scope of work required to create an application portfolio of all software application used within all of our schools. Work is ongoing to develop the Application Lifecycle process: from defining and specifying initial application requirements; procuring the most effective software solution; effective and efficient ongoing contract management for the application; establishing and robust decommissioning framework and methodology.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 To create a detailed picture of how people / resources are allocated across the organisation supporting Council business systems and clarify total cost of ownership for business systems and associated capital / revenue budgets. 2 To create a Business Capability Model describing how Business systems collectively deliver on Council objectives. 3 Introduce a new operating model for optimal delivery of modern digital business including: a revised Business Relationship and Business Partnership Agreements between services and IT; a defined model / approach for decommissioning / retiring Business systems. 4 Improve records management compliance. 5 To create a detailed picture of all contracts associated with all business systems capturing all key procurement and contract information, allowing for better contract management in the future. Outputs delivered since last update Survey developed released and reviewed Application data was collected from various sources and recorded centrally in a master spreadsheet; this is being developed int an application portfolio. (Data sources often proved to be incomplete or inaccurate, data therefore had to be checked leading to delays) Creation of Application Landscape Packs for Strategic Leads. Detailing application details, costs, contracts Application Landscape Pack presented to all Strategic lead sand their management teams and signed off. As part of the Decommissioning workstream requirements documents were developed for Flare – regulatory Services and Glamis – Licensing Creation of application master spreadsheet has revealed applications out of contract or not used. This has led to savings in both ending the contracts or renewing the contract with fewer licenses.
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Appendix 1Project Name Customer Services Transformation Project Description To develop a new model for customer services by adoption of a customer-centric approach to customer contact management which will substantially simplify our current arrangements; enrich jobs and empower customer service staff to satisfy most requests at first point of contact. The model will provide the opportunity to blend digital customer channels, assist vulnerable citizens by an appropriate channel, operate more effectively in and across localities, to achieve more with less resources, less effort, and less bureaucracy. Project governance structure Executive Sponsor Alan Taylor Senior Responsible Owner (SRO) Steven Watt Project Manager Liz Colledge Current Project Timeline Project start date 01/10/2024 Planned project completion date 31/03/2026 Current status of the Project The project has progressed well with the majority of the Phase 1 outcomes now delivered, please see section below for details. Initial meetings are ongoing at service manager level regarding consolidation of Housing locality calls. Following these, service redesign workshops will be undertaken with the wider stakeholders. Once Housing Service functions have been consolidated, this will represent the completion of Phase 1 of this project. Phase 2 of the project will focus more on our approach to delivery of customer services and while it will be delivered as an individual project, it will be dependent on the wider cultural change programme being delivered through other areas such the Leadership Phase 2 project. A revised Customer Service Strategy and associated Customer Service Standards and Charter is currently being drafted.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Consolidation of Dispersed Customer Services 2 Delivery of recurring revenue savings 3 Improving access to Council services for our customers 4 Develop draft revised customer service strategy 5 Develop draft revised customer service standards Outputs delivered since last update All non-Housing Services customer service staff have now been consolidated under one Service. The Customer Service Centre (CSC) have successfully consolidated parking calls and are on track to consolidate Housing Repairs calls on 31 March 2025. Savings from the Phase 1 of the project have been delivered
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Appendix 1Project Name Employability Service Review Project Project Description To develop an implementation plan to deliver a strategic and co-ordinated employability service for PKC. Designing a new model that makes best use of the current expertise, skills, and resources to ensure a more cohesive and effective service. This will involve maximising the reach and impact of our collective resources and delivery of services and operating in a more connected and integrated way putting people and their needs at the centre of the redesign. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Serge Merone Project Manager Alison Seggie Current Project Timeline Project start date 01/08/2024 Planned project completion date 30/04/2025 Current status of the Project The project is well underway with the information gathering stage now complete (questionnaires and follow up interviews), with officers now working on how that information will be presented. The information is being analysed and used to inform what the likely options/improvement actions are for future delivery. The review is being supported and underpinned by a Design Led Thinking approach. Three initial workshops have been held with the final workshop scheduled for the 22 April after the Easter holiday period. Some additional work is still underway in terms of stakeholder input and benchmarking with other Local Authorities. A report will then be presented to the Transformation Board in late May. With implementation of the recommendations to follow.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Through maximising the reach and impact of our collective resources, we will provide a more integrated and effective offer for clients/individuals looking for support to upskill and access employment. 2 That we operate in a more connected, integrated way, considering all the resources (people and financial) at our disposal. 3 We will provide a more integrated and effective offer for local businesses looking for support with recruitment and skills development. 4 We will ensure we use data, intelligence, and analytics to better inform decision- making and target services. Outputs delivered since last update 1 Questionnaires to key internal employability service/support stakeholders, these were followed up face to face in-depth interviews. 2 Initial half-day Design Led Thinking Workshop held with a wide range of internal delivery/support partners 3 Two-day follow-on in-depth workshop held with a smaller cohort to explore our current key challenges 4 These workshops were facilitated by an external expert on Design Led Thinking
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Appendix 1Project Name Fairer Communities for All Model Project Description The "Fairer Communities for All" model focuses on creating inclusive, equitable, and sustainable communities where everyone has access to essential services and opportunities. This model ensures that: all community members have a voice in decision-making processes and access to service and resources. there is fair access to healthcare, housing, education and employment opportunities. there is effective and strong partnership between communities, the council, community planning partners, voluntary sector and businesses to respond to and address need. resilient communities are developed and sustained. The overall aim of this model is to build sustainable communities where everyone can thrive and live life well, free from poverty and inequality. The model will knit together elements of the multi-disciplinary locality working (MDLW) programme and our community engagement transformation project to strengthen the efficiency and effectiveness of community engagement and empowerment across the Council. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Elaine Ritchie Project Manager Paul Smith Current Project Timeline Project start date 06/11/2023 Planned project completion date 31/03/2027 This project is intended to create the environment which supports a fundamental change in our approach to delivering services to support our communities over the long-term. This project (which establishes this environment) is scheduled to complete in March 2027; however, the project outcomes will be delivered over the much longer term.
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Appendix 1Current status of the Project This project builds on previous work in selected localities to pilot developing a locality based multi-disciplinary working approach. As this work progressed it became apparent that the community engagement transformation project had a lot of synergies and overlap so the decision was taken at transformation board to combine the two projects. This approach and the national interest in the work to date from the Improvement Service and Scottish Government has enabled us to attract funding from the Fairer Futures fund to scale up and rollout this placed based approach in more communities in Perth and Kinross. We have just recruited a project manager and are starting to implement this phase of the joint transformation project. Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Stronger relationships with our communities, creating a shared sense of purpose. 2 Deliver services to communities in need through a focused and targeted approach. 3 Deliver services that are more responsive to the needs within local communities, and to work together in partnership to address them with a clear focus on early intervention and prevention. 4 A collaborative approach to meet the needs of local communities, shifting resources to meet needs. 5 Continuing to tackle discrimination and prejudice, promoting equal opportunities for all, creating a fairer Perth & Kinross 6 That decisions at a locality level are based on evidence and are made collaboratively, working with all stakeholders, including Elected Members resulting in streamlined levels of bureaucracy. Outputs delivered since last update 1 Multi-disciplinary team established in Highland Perthshire, key issues identified and community engagement underway. Links with Property Asset review in Pitlochry. 2 Activity in Letham including Love Letham community wealth building, establishing multi-disciplinary working in Letham hub appointing a locality lead and developing a multi-disciplinary team 3 Multi-disciplinary approach to delivering the CPP community action plan for Coupar Angus 4 Fairer Futures Funding secured, and Programme manager appointed 5 Six communities in high need identified and actions to progress with this work is underway. 6 Wider Fairer Communities programme developed for Perth and Kinross as a whole
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Appendix 1Project Name Leadership Review Phase 2 Project Description Deliver future proofed operating models which will generate improved service delivery focused on our priorities Deliver improved performance and generate efficiencies including the approved savings targets Create and deliver a robust workforce planning process which will underpin the delivery of the new operating models and related budget efficiencies Complete the delivery of Year 2 of the Evolving Leadership Development Programme Embed the Leadership for All programme Review and deliver performance related documentation which aligns with the 5 Foundations of Leadership and relevant elements of the Leadership development programmes Create an environment where cultural behaviours are embraced and evidenced Project governance structure Executive Sponsor Thomas Glen Senior Responsible Owner (SRO) Greg Boland Project Manager Current Project Timeline Project start date 01/10/2024 Planned project completion date 31/03/2027 Current status of the Project A project steering group has been established with a meeting schedule put in place. A proposal based upon the evaluation of Year 1 has been developed and agreed with the Strategic Leadership Team to take forward the second year of the Evolving Leadership in Practice programme. In addition, also the elements of a PKC wide offer designed to cascade key principles to the next levels of leadership. Work is underway to recruit to the additional fixed term PR9 post put in place to support the delivery of the programme. A review of service workforce plans has been carried out and work will now continue to ensure that these are future proofed, “living” documents which reflect on-going changes and challenges in each service.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Development of operating models, using service design and business improvement, to deliver the Council’s strategic priorities. 2 Implementation of revised structures achieving total savings from Leadership Review phase 1 and 2 delivering £1.7m organisation-wide savings at PR8 and above by April 2026. 3 A workforce plan for Perth and Kinross Council which clearly identifies leadership roles (numbers, grade, responsibilities). 4 A streamlined leadership model across the organisation and delivery operating models aligning structures and leadership practices with strategic priorities and objectives and the five foundations of leadership 5 The completion of the Evolving Leadership programme and implementation of the Leadership for All programme which will embed the leadership competency model at all levels of leadership and reflected in PDD documentation. Outputs delivered since last update Evaluation of Year 1 of the Evolving Leadership in Practice programme. Implementation of Year 2 of the Evolving Leadership in Practice programme. Workforce plans are in place for Strategic Lead areas.
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Appendix 1Project Name Perth Secondary Estate Review Project Description Education is integral to delivering our corporate priorities relating to children and young people, the wider health and wellbeing of people in Perth and Kinross and meeting our climate change/climate justice obligations. This project will consider how the Secondary Learning Estate in Perth City facilities are best aligned with the corporate priorities. Project governance structure Executive Sponsor David Macluskey Senior Responsible Owner (SRO) Stephen Crawford Project Manager Brian Reid Current Project Timeline Project start date Oct 2024 Planned project completion date Dec 2027 (Assuming Statutory Consultations) Current status of the Project Ongoing – Project Board Formed, initial output works undertaken, following stakeholder engagement the project is now establishing potential option appraisals to be developed and considered by the board to agree which are further developed. Agreed Project Outcome(s) The Project is anticipated to deliver the following: The review will consider how best to: ensure the Perth City secondary learning estate is well aligned with service need and corporate estate priorities. to improve operational efficiency of school facilities/community facilities. Consider compliance with statutory carbon emission reduction targets. Consider future requirement for substantial investment in multiple buildings. Committee approved way forward. Outputs delivered since last update Stakeholder engagement exercise through the consultation hub, Data gathering including roll projections, housebuilding projections, condition surveys, analysis of existing sites. Analysis of educational benefit.
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Appendix 1Project Name Public Transport in the Community Project Description To develop a plan for a transport model that meets the needs of all our communities which is affordable, sustainable, efficient, and effective. This model will cover the provision of local bus services, mainstream home to school transport, ASN home to school transport, HSCP and children and families' transport. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Elaine Ritchie Project Manager Margaret Roy Current Project Timeline Project start date 01/04/2024 Planned project completion date 01/03/2027 Current status of the Project Year 1 of the project focussed primarily on the discovery phase, however, during this time the Public Transport Unit has delivered several key pieces of work and small tests of change both in terms of Public Transport and home to school transport, these are highlighted below. As we move into the next phase of the project, Passenger Transport and Community Transport Consultants have been engaged, and they have commenced work on the engagement strategy and process in addition to mapping out all current forms of contracted transport throughout Perth and Kinross. In addition, the consultants are also developing a Community Transport Strategy and targeting key issues facing our Community Transport Groups. Benchmarking of home to school transport costs and policy in all other 31 LAs has commenced and a review of our school transport policy is about to be started, including reviewing current transport arrangements to ensure best value. In addition, a similar review has commenced to ensure we are effectively and efficiently delivering the transport needs of clients from the Health and Social Care Partnership and our Children and Families’ service. To support this, we are continuing to ensure effective communication with key stakeholder through events such as elected member briefing sessions.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: A transport model that meets the needs of all our communities which is affordable, sustainable, efficient and effective. This model will cover the provision of local bus services, mainstream home to school transport, ASN home to school transport, HSCP and children and families’ transport. Outputs delivered since last update 1 Free Local Bus travel throughout Perth and Kinross on the first Saturday of every month commenced on Saturday 01 June 2024. This was publicised through the Council’s and bus operators’ social media platforms as well as on street and on bus posters, and RTI screen messaging. Passenger surveys carried out via interviews on street highlighted that the fact that it was free did encourage bus use both in terms of cost not being a barrier to travel and modal shift from car to bus. 2 Bespoke bus timetable leaflets were also produced to promote specific rural local bus services, and this will continue in 2025. These were well received by passengers who commented how they were very easy to understand and very useful. 3 A video informing how to read a roadside bus timetable and travel on a bus service is in the process of being produced as many members of the public complain that they cannot understand bus timetables. 4 Regular posts are scheduled on the Council’s social media channels to promote all three of the free national bus passes and as from April 2025, a “Bus Service of the Month” will be featured as well. 5 As a test of change initiative, two new Community Transport Groups were provided with Council owned MPVs to deliver local transport solutions in their rural areas. Kirkmichael Community Transport Group commenced operating their MPV on 25 July 2024. This new flexible operation also replaced fixed route off peak journeys which had been operated under contract to the Council. Muthill Community Transport Group commenced operating their MPV on 26 October 2024 and quickly received very positive feedback on how the service had been life changing for many residents, particularly in terms of attending medical appointments in Ninewells. Aberfeldy and the rural area between Blairgowrie and Dunkeld will see their MPVs in operation later in 2025. 6 Further tests of change were implemented with Glenfarg Community Transport Group (GCTG) being directly awarded a second, much longer, local bus service. The flexibility of service and vehicle type that Glenfarg Community Transport Group use, coupled with their outstanding level of reliability has seen the passenger numbers on this route, which operates in West Kinross-shire increase and receive very positive passenger feedback. To further support GTCG, the Council has purchased a brand new, low floor, wheelchair accessible minibus and the group will repay the Council for this over 8 years. This allows them to cease leasing one of their minibuses at a significant cost. It is also helping to reduce their costs as repayments for the new minibus are at a lower rate per month, allowing them to build a more financially sustainable fleet. 7 Further support was offered to the wider Community Transport Community in Perth and Kinross by delivering the minibus disposal scheme. Three more community transport groups have now taken ownership of their new minibuses over the past few weeks. In addition, £65k of Council Funding was awarded to 18 Community Transport Groups in Perth and Kinross to support them in providing essential transport for many residents across the whole of Perth and Kinross. The PTU are currently collating feedback and stories of lived experience from the group and their members to showcase what this funding achieved.
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Appendix 18 To enable greater and more in-depth data monitoring of our contracted local bus services to inform decisions about our local bus network, the PTU have been working with IT colleagues to produce a Power BI dashboard to this end. The first phase of this is now complete and ready to use. 9 In terms of Home to School Transport, operationally two small tests of change are in progress in that a Council pool car and Council employee are delivering a mainstream home to school contract and GCTG are also delivering a home to school transport contract. These will be evaluated against a commercial operator undertaking these and which is the most effective model. In addition, a review is underway on ASN transport delivery to Fairview School to establish the most effective model of delivery in future. 10 A review of the Home to School policy and procedure is currently underway, including benchmarking with other local authorities. This area will require extensive engagement with schools, parents, and carers to ensure everyone is informed and involved. As we progress with the project, we will implement additional small tests of change that result in efficiencies where appropriate. 11 The Public Transport Unit has been working with IT colleagues to design and produce a new school transport database which is now in use and is intended to allow a greater suite of reporting and remove the need for duplication of pupil details entry. The improved reporting will enable improved interrogation of data to inform possible efficiencies. 12 Improvement works are currently being undertaken internally in Perth Bus Station with a view to focussing on the external parts of the building once this is complete.
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Appendix 1Project Name Strategic Procurement & Commissioning Project Project Description To design and implement a new operating model for strategic procurement and commissioning to improve efficiency and optimise the value and benefits of our purchasing power. Helping us to better align spend with need and address pressures of changing demands. Optimising the public value of the procurement function and consolidated relevant skills and expertise across the organisations. Project governance structure Executive Sponsor Thomas Glen Senior Responsible Owner (SRO) Lisa Simpson Project Manager Current Project Timeline Project start date 16/01/2023 Planned project completion date 31/03/2027 Current status of the Project The Procurement and Commissioning Transformation project is a five-year programme of works comprising of a number of different workstreams all contributing to the delivery of our desired outcomes. The project is now entering its third year and details of outputs delivered are described below. A project team is firmly established and is working closely with all stakeholders to continue on the journey of transforming our procurement and strategic commissioning. Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 An effective, outcome-focussed operating model for the procurement and commissioning of goods, works and services for the Council. 2 Council spending is better aligned with need and addresses pressures of changing or increasing demand. 3 Where relevant, spend is based on an assessment of need, linked to the priorities of the Council’s Corporate Plan and Strategic Commissioning Plan of the IJB as it refers to services delivered by the HSCP on behalf of the IJB. 4 More effective strategic and financial planning by giving oversight and challenge as to why, what, how and when the organisation spends/invests for the future. 5 Optimised the public value of the procurement function and where appropriate consolidates relevant skills and expertise presently dispersed across the organisation. 6 Supports innovation in terms of customer centred service design and delivery. 7 Creates market disruption/challenges monopoly markets. 8 Supports and promotes sustainable procurement and a circular economy model. 9 Supports and promotes community wealth building. 10 Supports a whole life approach for procurement and commissioning capturing specification design, market intelligence, commissioning processes, contract management, delivery of outcomes, contract review and future commissioning.
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Appendix 111 Identifies and creates opportunities for commercialisation/income generation. Outputs delivered since last update 1 New five-year Sustainable Procurement Strategy PUBLISHED 2 Design of new “test of change” operating model 3 Contract and Supplier Management (CSM) Toolkit LIVE: CSM Toolkit (guidance, process maps and templates) launched. Support being provided to contract managers with use of toolkit, contract management and review of contract variations. Internal CSM training being developed to support Toolkit – aiming to be available beginning May 2025. Efficient management of our contracts and suppliers is critical to gaining maximum value from our contracts, including economic, social and environmental benefits as well as the key contractual outcomes, at the same time as managing contractual risk. The Toolkit is designed to be an easy point of reference for all staff with contract management responsibilities. Templates and process maps bring a consistent approach across the Council and ensure that all contract management activities are appropriately documented. 4 Digital Category Strategy developed (awaiting Strategic Lead approval): Strategy approved by Procurement & Commissioning Transformation Board on 27th January and now awaiting Strategic Lead approval. Work has commenced on developing an action plan. Support being provided to end users with systems that currently have non-compliant or no contract in place. 5 Development of PowerBI Spend Analysis LIVE: Designed to provide easy access to spend information which can be used during both the development of new contracts and contract management. Spend data can be analysed in multiple ways – by supplier, service area, geographically, time. Also gives statistics such as spend with PO, spend on contract, top suppliers, etc. 6 Adoption of Management Information Platform Scotland (MIPS) LIVE: PKC are the first Council to adopt the new Scottish Government procurement management information platform. The platform, which brings data direct from The Hub and Public Contracts Scotland, will improve data standards as well as significant time saving on statutory annual reporting. 7 Development of Strategic Lead Procurement Performance Reporting LIVE: A PowerBI platform developed for Strategic Lead areas. Examples of information available in the first release - spend from revenue; total spend; contracted spend; local spend and with SMEs; PO spend; Breakdown of spend by vender code business sector and organisational level. Each strategic area has their own individual page with targets which they would like to achieve in local spend, spend with SMEs, contracted sped and PO spend. Targets to be agreed at Business Partnering meetings. There is scope to further tailor these to strategic areas own needs given that data which they require is available. This new tool will be updated quarterly at the click of a button – previously Services were provided with monthly reporting on Excel spreadsheets which took a minimum of two full days to create. 8 Schools Savings Working Group set up to work on delivering cost savings and efficiencies across DSM. Completion of a number of mini projects under this including janitorial supplies product rationalisation and award of commitment contract. Currently working with individual schools to agree suitable routes to market for (non-school kitchen) food procurement, i.e. home economics, snacks, etc.
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Appendix 19 Quick Quote e-learning module developed which will free up time within team. Awaiting final amendments. Expected to go live by 1st May. 10 Business Partnering: First business partnering meetings held with strategic lead areas, with further sessions planned. These meetings are designed to support better procurement planning and performance. This model enables the Procurement Team to identify and promote opportunities for greater cross- service collaboration and work towards achieving the objectives set out within the Sustainable Procurement Strategy. The Business Partnering Model will be rolled out across all Strategic Lead areas. 11 Protecting our environment: Flexible Framework Assessment completed. This tool allows us to determine and implement relevant actions that will embed good procurement practice and realise intended sustainable outcomes. Action Plan in place to move Council to a minimum L1 (Foundation) for all criteria across all topics (People; Objectives, Strategy and Communications; Process; Stakeholders; Monitoring and Reporting. 12 Process Maps and Templates: A new Contract Strategy template and Exemption template is available to take account of the Contract Management process which is being implemented. This seeks to gain information relating to Contract Management at the initial stage of any tendering exercise to ensure it is included throughout the process. Process maps have been updated to implement timescales. This will support the aim to move from working on a reactive basis to allow the team to provide a more proactive service. Failure by end users to comply with timescales will be reported quarterly to ELT.
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Appendix 1Project Name Tayside Contracts Review Project Description To undertake a review of the way in which Perth and Kinross Council Interfaces with Tayside Contracts, in terms of Governance arrangements, the role of elected members, procurement of services, standardisation of offer. This review will be undertaken alongside Tayside contracts own transformation programme to ensure that all possible benefits are realised from this unique arrangement of co-ownership between Dundee, Angus and Perth and Kinross, the 3 councils who co-own and fund Tayside Contracts. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Project Manager Current Project Timeline Project start date 01/11/2024 Planned project completion date 31/03/2026 Current status of the Project A fact finding study to consider the recommendations made within the previous report, is scheduled to begin later this year. Officers worked with Perth and Kinross members of the TC Joint Committee to inform the scope of the fact finding study. Officers from Perth and Kinross and Tayside Contracts also collaborated in developing the scope of the Study, this work has had the additional benefit of strengthening the relationships between both organisations. PKC finance colleagues reviewing charging and accounting information. Senior legal officers from both organisations are meeting to discuss concerns raised by Elected Members regarding governance and process. Meetings have been set up with Elected Members to meet with Tayside Contracts management team. Agreed Project Outcome(s)
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Appendix 11 Elected members are clear on their role and the remit of the Joint Committee 2 There is an understanding of the finance, governance and performance arrangements, allowing assurance of effective and efficient partnership arrangements with Tayside Contracts. 3 Any additional business opportunities identified, are explored. Outputs delivered since last update Agreed scope for fact finding study, scheduled to be undertaken later this year Changes to catering charging have provided greater clarity and helped with savings targets Savings target for catering have been achieved for 2024/25 New SLA in place for non-school cleaning to deliver further efficiencies in 2025/26 Tayside Contract Facilities Management services now delivered in line with APSE benchmarking Elected Member and Senior Officer Visit to Tay Cuisine
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Appendix 1Project Name Whole Family Wellbeing (WFWB) programme Project Description The Whole Family Wellbeing (WFWB) programme has been established to implement the Scottish Government initiative and associated Whole Family Wellbeing Fund). This initiative is aimed at increasing the delivery of early intervention and prevention, focused on holistic family support, when, where, and for as long as it is needed. The WFWB programme will ensure an increase in universally accessible early help and support, delivered where and when it meets families' needs. Aiming for a better collective awareness of available support and how to access it, for both families and professionals, it will aim to provide support as "joined up" and limit the number of professionals and services individually involved with families. It will also look to provide families with choice about support ensuring they are involved in decisions that affect them and that there is increased collaboration between services and organisations that support families (including adult services and third sector). The WFWB programme will encourage increased engagement with, and participation from children, young people, and families in designing and developing services and support, ensuring a clear and shared understanding of the needs of families across the whole system It will embed the key principles of holistic family support and early intervention and prevention within structures and systems (stigma-free, needs-based, rights-led), encouraging and empowering staff to develop innovative family support solutions in conjunction with the families they support. The WFWB programme will improve capacity within the workforce to respond to the needs of families in a holistic way, through effective signposting and support. Project governance structure Executive Sponsor Jacqui Pepper Senior Responsible Owner (SRO) Arun Singh Project Manager Carol McAuley Current Project Timeline Project start date 01/04/2022 Planned project completion date 31/03/2028 This project is intended to create the environment which supports a fundamental change in our approach to supporting our families and communities over the long-term. This project (which establishes this environment) is currently scheduled to complete in March 2028; however, the project outcomes will be delivered over the much longer term.
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Appendix 1Current status of the Project The Whole Family Wellbeing programme is funded through the Scottish Government Whole Family Welfare Fund, this funding was anticipated to end in March 2026, however, the Scottish Government have recently announced an extension of the WFWF to the end of financial year 2026/27. Whilst confirmation of the final allocation for Perth & Kinross has not yet been received, it is anticipated that the level of funding available will allow us to continue to deliver the programme. The Programme has been focussed on the following general areas: Access and Availability - Improving awareness of, and access to services that support families Engagement with Children, Young People and Families. Service Design and Delivery: consideration of different ways in which additional capacity to deliver holistic family support can be achieved. Systems Leadership and Collaborative Working. Support for the Workforce: looking at opportunities to share learning and good practice, to identify training needs within the wider community, and promote the principles of holistic family support. This work has resulted in many areas if positive developments in supporting our families: these are outlined in later sections of this document. The confirmation of additional funding has allowed us to develop a budget through to March 2028 (although Scottish Government funding is confirmed only to March 2027, earlier project underspend has allowed for this). This longer timescale allows for an extended period in which to evaluate positive outcomes and impacts, to plan for sustainability, and to mainstream funding for projects as appropriate. Consultation with partners have identified key areas for support for families including mental health support, addressing child poverty and supporting families where a child has additional support needs. Funds have been ear-marked for development in these areas over the next period of the Programme. Areas of focus are currently under consideration by partners including the Anti-Poverty Task Force, Child Poverty and Additional Support Needs (ASN) partners. A decision on targeting mental health support will follow the publication of the new PKC Mental Health Strategy which is due this year.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 An increase in universally accessible early help and support, which is delivered where and when it meets families' needs. 2 Better collective awareness of available support and how to access it, for both families and professionals. 3 Support is experienced as "joined up", limiting the number of professionals and services individually involved with families. 4 Families are provided with choice about support and are involved in decisions that affect them. 5 There is increased engagement with, and participation from children, young people and families in designing and developing services and support. 6 The key principles of holistic family support and early intervention and prevention are embedded within structures and systems (stigma-free, needs-based, rights- led). 7 There is increased collaboration between services and organisations that support families (including adult services and third sector). 8 There is a clear and shared understanding of the needs of families across the whole system. 9 Staff are encouraged and empowered to develop innovative family support solutions in conjunction with the families they support 10 There is an improved capacity within the workforce to respond to the needs of families in a holistic way, through effective signposting and support. Outputs delivered since last update 1 The Whole Family Support – Directory of Services (located here), has been established and is being updated monthly, with over 30 additional services and organisations being added since the directory was launched in January 2024. A new resources section, linking families with a range of self-directed support resources has also been added. As of November 2024, the directory had been viewed by over 1,300 unique users, with over 2,000 tracked views. 2 The Family Support Practitioner Network was launched on 23 October 2024 at an in- person event at the Perth Civic Hall. 43 practitioners and managers from 24 different service areas/organisations were present at the event. The theme of the event was holistic family support, and, alongside presentations from a variety of Third Sector partners attendees were able to network with colleagues. A second event was held on 15th January with a focus on financial support for families, and it is planned that the network will meet quarterly to facilitate improved collaborative working between partners providing support for families. To support the Practitioner Network, the Padlet app has been used to develop to allow members of the network to share resources and information about training opportunities. 3 As part of wider collaboration with Child Poverty colleagues and Perth Citizens Advice Bureau (CAB), the Fast Online Referral and Tracking (FORT) system (a referral management system) has been developed to facilitate transfer of referrals between partners to provide a more holistic support to families. Perth CAB is coordinating the FORT system, with over 40 partners already involved. PKC Services started to be added to the FORT system in December 2024. Whilst the focus is currently on the provision of financial and welfare support, we are looking to expand this to include a wider range of support partners including health, wellbeing, and employability.
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Appendix 14 The new universal family support service (delivered by Aberlour Children’s Charity) started receiving referrals for support at the beginning of September 2024. The Family Advice and Community Connections Service (FACCS) has been commissioned to screen, signpost and/or provide a flexible range of supports to families requesting early help across Perth & Kinross. 5 As part of the establishment of FACCS, Family Support and Community Workers have undertaken extensive engagement and awareness raising across the whole of Perth & Kinross. They have attended community events, school activities (including Parent’s Evenings and Parent Council meetings), mother and toddler groups, and various third sector and community groups. Further launch activities are currently being planned. 6 The Families Empowering Communities (FEC) team have continued their expansion into Muirton, Bertha Park and Blairgowrie (in addition to existing provision in Letham and Crieff). A programme of activities in the Easter and Summer 2024 holidays engaged with 87 families (261 children) across the 5 supported areas. In each case, approximately 60% of families had not previously engaged with FEC activities. The team coordinate community groups which provide various activities for local people including games nights, family play sessions and parent/community drop-in sessions. One to one support is also available for parents. The team received 21 referrals for one-to-one support in the first quarter of 2024-25, with the focus of work being around parenting skills and supporting parents with their health and wellbeing. 7 The FEC team have used the Place Standard Tool to engage with children in three PKC primary schools (as part of ongoing engagement with children in the 5 supported areas). This tool provides a simple framework to structure conversations about place and prompts discussion about both the physical and social aspects of the area in which the children live. Over 200 children from Rattray, Newhill and Riverside primary schools shared their views on what they felt about the space in which they lived. Although there was variation between areas, a key theme arising from these conversations was the children’s views around not feeling safe within their school/community, with comments including concerns about traffic, vandalism and litter, and community safety. The children’s recommendations were shared with a range of relevant partners and will inform the ongoing work of FEC in each community. 8 The Parenting and Family Learning Team (PFLT) have delivered a range of programmes that are part-funded through the Whole Family Wellbeing programme, including Fearless Triple P (supporting parents whose children have anxiety), Teen Triple P (helping parents’ confidence in dealing with challenging teenage behaviour), Incredible Years programmes (strengthening parent-child interactions and attachment), and ante-natal PEEP (supporting parents to bond with their child). During the period April to September 2024, approximately 60 parents have attended these programmes (which vary in length) for support with a range of parenting skills. Feedback from parents has been very positive, with many commenting that they felt they understood their child better, were more able to manage challenging family issues, and felt that they had developed better relationships within their families. The PFLT team also signposts parents to other service providers as appropriate, and many parents progress between PFLT programmes as their child gets older, with the team providing longer-term support where needed. 9 Since January 2024, the PKC COPE Team (who work with children on the edge of care) have been supported by the WFWB programme to increase their capacity to support families at different times across the day. Since this time, the number of referrals received by the team have doubled from approximately 15 families to 30 families per quarter. 10 The WFWB programme is supporting the Supporting People Addressing Needs (SPAN) programme which is being developed in collaboration with PKC Child
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Appendix 1Poverty colleagues and Perth CAB. The programme aims to support increased partnership between PKC and the third sector and brings together a range of existing projects supporting families with their finances. A key focus is on reducing the stigma around talking about money. The programme includes training for front-line workers in being able to engage with families sensitively about money, understanding the wider needs of families, providing improved referral pathways and increased awareness of the range of support available for families.
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Appendix 1Project Name Working Smarter Project Description The Working Smarter programme has a number of different projects all related to the strategic and integrated approach of people, technology and crucially, property – looking to improve how we integrate all three for the best outcomes in relation to facilitating better productivity, embracing technology, more effectively using our estate and buildings and enhancing employees experience through flexible operating models. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Stephen Crawford Project Manager Kirsty Fleming Current Project Timeline Project start date 01/04/2021 Planned project completion date 21/12/2027 Current status of the Project The Working Smarter project is currently at a key stage in its development. Council on 4 September 2024 approved the purchase of Pullar House and the Kinnoull Street Multi Storey Car Park: Purchase negotiations are currently ongoing and progressing as anticipated Positive discussions are ongoing with prospective Partners to collate with PKC within Pullar House Three existing tenants expected to renew leases on cost-sharing basis and 7 prospective tenants, 2,400m² likely to be let (35.6% of Pullar House) and all are a high likelihood of finalising terms. Space planning exercise (phase 2) is currently ongoing to maximise the utilisation of available office space for both Council staff and partner organisations o Associated reconfiguration and relocation of staff within Pullar House and 2 -26 High Street is currently underway, with moves scheduled between May and September 2025 o Technical design being finalised for Justice Services relocation from St Martin’s House to 2nd floor of Pullar House (construction scheduled to begin September 2025) o Design phase reaching completion and construction scheduled at Inveralmond Depot for collocation of Traffic & Network Team (May / June 2025) Parking Services, supported by Property Services, are appointing an external Project Manager to progress essential upgrades to the car park
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Improved collaboration, at all levels, and between Council staff and our other stakeholders. 2 Utilising technology and new working styles to facilitate better productivity. 3 Enhanced employee experience and work/life balance through our more flexible operating model – we anticipate an additional benefit from this in the areas of staff recruitment and retention. 4 More effective use of our property estate, allowing more collaborative working and reducing our carbon footprint. 5 An established model which will provide for the more effective, efficient and sustainable delivery of services to our communities. Outputs delivered since update 1 Council approval to purchase Pullar House and Kinnoull Street multi-storey car park 2 Board and service approval to relocate Justice Services to within Pullar House and Traffic & Network Team to Inveralmond Depot 3 Pre-purchase collocation of NHS Vaccination Services within Pullar House 4 Space Planning phase 1 completed with feedback received from all Strategic Leads to inform final phase
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Appendix 1Project Name Zero Waste & Operations Project Description This programme involves a review of waste strategy and waste management arrangements to deliver national initiatives, improved outcomes and realise best value and service efficiencies. It has a number of workstreams including: commercialisation review; operational asset review; circular economy strategy and service design beyond twin stream; schools recycling improvement, fleet transformation. Alongside this, the programme also includes a review of the delivery of our operations to ensure we are maximising opportunities for efficiency and effectiveness. Project governance structure Executive Sponsor Clare Mailer Senior Responsible Owner (SRO) Fraser Crofts Project Manager Pete Leonard Current Project Timeline Project start date 01/12/2024 Planned project completion date 31/12/2027 Current status of the Project This project is still in its early stages, overall it is progressing well with a number of different workstreams engaged in initial factfinding and discovery work. A formal governance structure has been established with the project being reviewed monthly and, the programme is flagged as ‘green’, meaning that it is being delivered largely to schedule. The programme is reviewed monthly by the Strategic subject to scrutiny by the Transformation and Change Board on a six-weekly basis.
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Appendix 1Agreed Project Outcome(s) The Project is anticipated to deliver the following: 1 Clarity on resource requirements and operating model for all activities currently being undertaken by the Operations Team 2 Commercialisation review will present service delivery options and identify the optimum target operating model. 3 Operational property/depot asset review will establish investment requirements to support a sustainable (money and carbon) operational asset base over the next 30 years, aligned with the approach set out in the Council’s approved Property Asset Management Strategy 4 Circular economy strategy will inform the future transformation of the Council’s waste and recycling operations and associated infrastructure and/or major contracts expenditure together with sustainable economic development activity with local businesses 5 Fleet transformation will build on the existing Fleet Asset Strategy to identify investment requirements to support the decarbonisation of the Council fleet. It will also seek to maximise the efficient use of the fleet/grey fleet. There is a dependency on other work to extend and improve EV charging infrastructure 6 Schools recycling improvement project will reduce carbon emissions and save money and present STEM and citizenship opportunities for learners. 7 Further development of the technology system will improve business insights and customer service Outputs delivered since last update 1 This project is still in its early stages, overall, it is progressing well with a number of different workstreams engaged in initial factfinding and discovery work. A formal governance structure has been established with the project being reviewed monthly and, the programme is flagged as ‘green’, meaning that it is being delivered largely to schedule. The programme is reviewed monthly by the Strategic subject to scrutiny by the Transformation and Change Board on a six-weekly basis. A scope has been agreed for external consultants to carry out a review of Operations resourcing, which will include a benchmarking exercise, and it is hoped that a contract award can be made soon. Meantime progress is being made on reducing levels of overtime and agency usage. 2 Initial project planning for the commercial waste review is complete and a number of tasks are complete/underway. Three potential sources of additional income have been identified: Increase the number of commercial customers that can be serviced from domestic routes that have available capacity Expand the Front-End Loader (FEL) business Expand the skip hire business. A business model canvas has been developed to inform the service design and delivery model, and a draft marketing plan has been developed. 3 The Operational Property/Depot review is at an advanced stage, and we expect to receive the draft options appraisal report on schedule. 4 A dedicated officer is coordinating the Circular Economy strategy development, which requires input from various teams across the Council. A project plan is in place and a report and draft strategy will go to the 20 August CC&S Committee, seeking
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Appendix 1permission to move to public consultation on the draft strategy. The same Committee will also receive a final update on the existing Waste Management Plan. 5 A report will go to the 30 April CC&S Committee setting out a medium-term fleet decarbonisation strategy. This will include a recommendation to roll out the use of Hydrogenated Vegetable Oil (HVO) fuel to the remainder of the heavy fleet. This follows a successful trial with several waste vehicles. The report also sets out plans to extend the Council’s electric pool vehicle fleet and to develop charging point infrastructure to support this. 6 A detailed project plan is in place for Schools Recycling Improvement together with a dedicated project officer. A project coordination group has been put in place, which includes representatives from education and facilities management. The improvement plan is being rolled out on a phased basis, with Bertha Park and its associated primary schools being the first phase. There is a high level of engagement from pupils and teachers. 7 Utilising the opportunities of digital technology is at an early stage of development. A high-level project plan is in place. There are interdependencies with other transformation projects in the digital and customer service space and joint meetings with other project leads are taking place