Perth and Kinross Annual Performance Report 2024-25
Perth and Kinross Council · 29 October 2025
Back to Perth and Kinross Council — 29 October 2025 and its agenda
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee: Perth and Kinross Council Date of Meeting: 29 October 2025 Report Title: Perth and Kinross Council Annual Performance Report 2024/25 Report Number: 25/275 Report Author: Carole Hendry, Service Manager – Strategic Planning and Performance Organisational Lead: Greg Boland, Strategic Lead – Strategic Planning, People and Performance ___________________________________________________________________ 1. Purpose 1.1 The Annual Performance Report (APR) is part of the Council’s strategic planning and performance framework, supporting delivery of its vision and achievement of outcomes. It provides an overview of how the Council has performed against its priorities, actions and associated key performance indicators in the period from April 2024 to March 2025, as set out within the Corporate Plan 2022-2027. 1.2 This report is structured as follows:- 1. Purpose 2. Recommendations 3. Background 4. Summary Information 5. Impact Value Assessment 6. Appendices 2. Recommendations It is recommended that the Council:- 2.1 approves the Annual Performance Report for 2024/25. 2.2 agrees the amendments/deletions of Key Performance Indicators (KPIs), outlined in paragraph 4.3 (Table 1), for future Annual Performance Reports.
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2.3 agrees the proposed reporting arrangements for the Corporate Delivery and Improvement Plan and Annual Performance Report outlined in paragraph 4.8. 3. Background 3.1 Perth and Kinross Council’s Annual Performance Report (APR) is a statement of the progress made towards achieving its strategic priorities and meeting its statutory duty to deliver best value during the financial year 2024/25. It provides elected members, officers and the public with an understanding of the performance achieved through qualitative narrative as well as details on indicators and areas for improvement. In addition, an Executive Summary is attached at Appendix 2 which provides an overview of Key Performance Measures (KPI) trends for each strategic priority and a short narrative to explain performance. This shorter version will help support the Council’s public performance reporting activity on the website and via social media. 3.2 To support the APR, as with previous years, supplementary information is online on the website PK Performs, including case studies which give illustrative examples of progress towards the Council’s vision of a Perth and Kinross where everyone can live life well, free from poverty and inequalities. 3.3 A draft of the APR was considered by the Scrutiny and Performance Committee on 17 September 2025 (Report 25/230). This allowed the Committee to scrutinise the report and provide feedback which has been incorporated into the APR appended to this report. 4 Summary Information 4.1 The Council’s APR for 2024/25 is a high-level summary of the impact that Council services collectively had in the period 1 April 2024 to 31 March 2025. It provides a summary of trends in data against each of the indicators, however, these should be considered in the context of the current operating environment, challenges and whether we control, influence or are informed by the data. 4.2 Within the APR performance is reported against the Council’s seven key priorities and associated actions identified within the Corporate Plan. Detailed information and data is provided on Key Performance Indicators (KPIs), performance and improvement. 4.3 To ensure KPIs remain relevant, some changes have been identified, as outlined in Table 1 below. Council is asked to approve these changes for the 2025/26 Annual Performance Report.
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KPI Title Priority Change Reason Number of employers signed up as Living Wage employers in Perth & Kinross Tackling Poverty Removal This KPI only includes those who have paid for Living Wage Foundation accreditation, whilst officers are aware that many more employers who pay the real Living Wage are not accredited. Another existing KPI (Percentage of people earning less than the real Living Wage) is more relevant. Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh) Developing a resilient, stronger and greener local economy Split into two KPIs - one to reflect generation of renewable energy; and one to reflect low carbon heat source technology The current KPI combines two distinct categories of energy generation: renewable and low carbon (see distinction below). While both contribute to decarbonisation, they differ in source, sustainability, and operational control. • Renewable energy (e.g. solar PV solar water heating, hydro, wind) is typically zero-emission at the point of use and often directly managed by the Council. • Low carbon heat sources (e.g. biomass boilers, heat pumps) may still produce emissions or rely on external management, making their performance and impact different. Two of the largest low carbon heat sources in the estate are not directly managed/maintained by the Council and including their output in a combined KPI can obscure the Council’s direct contribution to renewable generation. Splitting this KPI will assist in demonstrating progress against each energy source and bring us in line with Scottish Government policy and reporting frameworks which increasingly distinguish between renewable and low carbon technologies.
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KPI Title Priority Change Reason Total number of homes built in rural areas of Perth and Kinross Working in partnership with communitie s Title change - Number of new affordable homes in rural areas, including new build and buy backs The wording of the indicator should be changed to remove explicit reference to new build and include other delivery types, such as buybacks, as this more accurately reflects the scale of new supply rural housing that is described in the Key Action Summary (Increase the supply and availability of rural housing). This ensures a more accurate measuring of the KPI and reflects reporting elsewhere. Table 1 4.4 Throughout the APR, there are examples of how services have continued to have a positive impact on outcomes for individuals, businesses and communities. The Executive Summary provides an overview of how this has been achieved. 4.5 Despite these achievements the Council are not complacent and recognise the many challenges we faced within 2024/25, and those that lie ahead. The report recognises some of these challenges and the work that we are doing to make positive change. 4.6 In May 2024, the Corporate Delivery and Improvement Plan (CDIP) was approved (Report 24/148). A progress update on the improvement actions within the CDIP is shown at Appendix 3. In addition, included under each of the corporate priorities within the APR we have outlined key areas of focus for 2025/26. 4.7 The current Corporate Plan will require to be updated in 2027 and offers the opportunity begin the process of reviewing the current Council priorities, aligning both local and national needs as well as undertaking wider engagement with our partners, community groups and more generally with the wider Perth and Kinross population. The planning and engagement for this will commence in the latter part of 2025 and beyond. 4.8 As a result, it is proposed that we continue to provide updates to the existing CDIP actions, with any areas of focus for the following year identified within the APR. We will also consider further how we report on the current Corporate Plan for 2025/26 and 2026/27 with a view to streamlining the APR process. 5. Impact Value Assessment This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment.
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6. Appendices 6.1 Perth and Kinross Council Annual Performance Report 2024/25 6.2 Annual Performance Report 2024/25 Executive Summary 6.3 Key Improvement Activities from CDIP 2024-25