Appendix 1 - PKC 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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ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Appendix 1
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Annual Performance Report 2024/25 1 PKC - GENERAL Contents Contents Introduction 2 Performance summary 3 Priority: Tackling poverty 4 Priority: Tackling climate change and supporting greener sustainable places 11 Priority: Developing a resilient, stronger and greener local economy 19 Priority: Enabling our children and young people to achieve their full potential 268 Priority: Protecting and caring for our most vulnerable people 37 Priority: Supporting and promoting physical and mental wellbeing 45 Priority: Working in partnership with communities 52 Key contact 59
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Annual Performance Report 2024/25 2 PKC - GENERAL Introduction Welcome to our Annual Performance Report for 2024/25. This report provides an overview of the work undertaken by Perth and Kinross Council over the past year. It reflects the dedication of our teams, the strength of our partnerships, and the resilience of our communities in the face of ongoing challenges. Our vision remains clear: a Perth and Kinross where everyone can live life well, free from poverty and inequality. Delivering on this ambition requires us to focus our efforts where they are needed most - supporting those in greatest need, protecting our most vulnerable residents, and creating the conditions for a thriving local economy. In 2024/25, we continued to invest in targeted support for families and individuals experiencing poverty, expanded opportunities for fair work and employability, and strengthened our approach to care and protection. At the same time, we have worked to deliver services more efficiently, making the best use of the resources available to us in a climate of increasing financial pressure. This report is structured around the Council’s seven strategic priorities and includes performance data, case studies, and links to further information. It also reflects on areas where improvement is needed and outlines how we are responding to emerging challenges and opportunities. We are proud of the progress made this year and grateful to everyone who has contributed - including Council officers, elected members, partners, businesses, and community and voluntary groups. We hope this report provides a clear account of our performance and our ongoing commitment to delivering high-quality public services for the people of Perth and Kinross. Councillor Eric Drysdale Thomas Glen Council Leader Chief Executive
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3 PKC - GENERAL Performance summary Performance against priorities and actions The following pages highlight just some of the work we have undertaken with our communities and partners across the private, public and third sectors throughout the year. This is listed by priority area as outlined within our Corporate Plan 2022/23-2027/28. Case Studies Each priority area contains a short summary of relevant case studies, which can be viewed on PK Performs website. Key Performance Indicators Each priority area also includes Key Performance Indicator (KPI) data with an indication of change over the last year and accompanying commentary. Data is shown between 2021/22 – 2024/25, or the most recent year available. Caution should be applied when interpreting KPI data, as these are only indicative of performance. Changes in performance should be considered in the context of the current operating environment, challenges and whether we control, influence or are informed by the services which are reflected in the data. It is also important to note that the APR covers the period from April 2024 to March 2025. Data and evidence is collected from various sources, which can have different reporting timescales out-with the Council’s control, and therefore some data is reported in arrears, or some is not available until later in the year. Targets Targets for each KPI are also presented where relevant and highlighted by a traffic light system as to whether the 2024/25 performance has met the target. KPI Overview KPI Annual Change Change since last reporting year is favourable Change since last reporting year is unfavourable Change since last reporting year is static No data available to make comparison N/A 33 12 5 4 KPI performance against target Met or exceeded target Target not met Target Not Set 24/25 Target Set but data not yet available Not appropriate to set target 18 18 7 3 8 Supporting information Best Value themes In addition to reporting on performance against the actions and indicators set out within our Corporate Plan and in line with the statutory performance information direction, we have created a supplementary report on our performance aligned to the Best Value themes. Read the Best Value Themes Performance Report 2024/25 on our PK Performs website. Financial information We have also included financial information online which details where we get our money from and how that budget is used. Read the supporting financial information on our PK Performs website.
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4 PKC - GENERAL Priority: Tackling poverty Action: Prevent and mitigate the impacts of poverty for children living in Perth and Kinross Perth and Kinross has made encouraging progress in reducing child poverty. The local rate is now 3.8% below the national average, nearly double the previous gap of 2%. This improvement has improved the area’s ranking to 7th nationally for lowest child poverty rates. While these results are promising, data will be closely monitored over the next two years to ensure the improvement is sustained. Key activities contributing to this in 2024/25 are included below and detailed further in the Children’s Scorecard 2024/25: • A network of public, third sector, and community organisations collaborated to deliver holistic family support, focusing on employability, income maximisation, and wellbeing. • Strategic efforts across all partner organisations supported parents into work by providing access to affordable housing, transport, childcare and employability support. • The Support and Connect programme trained frontline workers to deliver wraparound support, helping families transition from crisis support to sustainable livelihoods. • The Children’s Scorecard tracked service responsiveness to people with lived experience of poverty and monitored progress against child poverty reduction targets. • Through the Future for Families project we: engaged with 238 families, including 199 new families; supported 45 parents into self-employment; and provided digital devices to 98 families experiencing digital poverty. • We helped remove barriers to employment for parents by providing 3,229 childcare places across the public and private sectors and funding 300 Strong Start places for 2-year-olds. • We allocated over £82,500 to support holiday food for school children and 70 children benefited from free places at the Fuelled for Fun holiday programme. • Despite increased demand for temporary accommodation due to the housing crisis, our ‘Home First’ approach helped maintain stability in terms of families being in temporary accommodation. Between 2020 and 2024, the number of households in temporary accommodation remained stable, with 6 households (15 children) in March 2025 compared to 8 households (16 children) in March 2024 – reducing disruption for families which is critical for child development and wellbeing. In the same period the national figure rose by 36%. CASE STUDY The Family Advice and Community Connections Service was commissioned from Aberlour and launched in September 2024 using Whole Family Wellbeing Fund funding. It provides flexible, early help to families across Perth and Kinross, allowing them to access support directly without professional referral. Action: Mitigate cost of living pressures for households experiencing or at risk of poverty We have taken a targeted, person-centred approach to easing cost- of-living pressures for households in or at risk of poverty. Through financial support, early intervention, and strong engagement, we have helped residents maintain stable housing and improve their financial wellbeing. Key activities contributing to this include: • In 2024/25, 564 tenants received £203,000 in financial assistance through our Tenancy Sustainment Fund (TSF), helping them manage arrears and maintain stable housing. The
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5 PKC - GENERAL fund uses a flexible, person-centred approach to ensure support reaches those who need it the most. • Our rent collection strategy continues to deliver exceptional results, achieving an in-year collection rate of 100.17% in 2024/25, up from 99.15% the previous year. This result, supported by a 53-week rent year, reflects the success of our tenant-focused approach that balances financial rigour with personalised support. Key enablers of this success include: • Digital Inclusion Project: provided devices, data, and training to tenants to improve digital access. • Centralised Arrears Team: took a proactive approach to early intervention and tailored support to prevent arrears increasing. • Tenant engagement: over 6,700 support calls handled, strengthening responsiveness when they need it. • Rent arrears reduced significantly, highlighting the effectiveness of our integrated support model • current arrears fell from 9.59% to 8.03% • gross arrears dropped from 10.98% to 8.83%. • The Financial Inclusion Project, in partnership with Citizens’ Advice Bureau, delivered: • £784,052 in financial gains for tenants. • Support for 677 tenants in arrears Action: Maximise income from benefit entitlement and concessions for households experiencing or at risk of poverty In 2024/25, we strengthened our efforts to help residents increase their income through benefits and financial support. By focusing on outreach, targeted funding, and inclusive service delivery, the Council ensured that support reached those most in need - particularly in rural areas and among vulnerable groups. Recognition at a national level highlighted the impact of this work, which continues to evolve through strong partnerships and community engagement. Key activities contributing to this in 2024/25 include: • £9.2 million in additional benefits secured for Perth and Kinross residents by our Welfare Rights service in 2024/25. This represents an 8% increase in financial outcomes from 2023/24, reflecting improved service promotion, follow up and tracking processes. • £269,000 distributed through the Financial Insecurity Fund to over 1,400 households, including those without recourse to public funds. Despite reduced funding and fewer applications, over 66% of payments were directed to rural households facing financial hardship. • In October 2024, our Welfare Rights and Welfare Fund teams won the Institute of Revenues, Rating and Valuation’s Excellence in Social Inclusion Performance Award for Scotland, recognising their impactful work in prisons and foodbanks across urban and rural communities. • We strengthened access to Welfare Rights and Welfare Fund services by reducing barriers and increasing awareness in targeted communities. Key examples include: • Beginning regular outreach at Double Dykes and partnering with Broke Not Broken to support Gypsy/Traveller communities in Kinross. This improved engagement, built trust, and strengthened relationships, with officers now being accepted and welcomed into the communities. • Delivering a six-month outreach programme at @Scott Street .This led to improved referral rates and stronger partnerships, enabling Social Work teams to move to online referrals and increasing client engagement to ensure full entitlements are obtained. • Partnering with YMCA, Creative Exchange, and others to enhance welfare rights support for young people aged 16–
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6 PKC - GENERAL 25, ensuring tailored assistance for this age group. This is the first time that young people have been specifically targeted with this type of support in Perth and Kinross. • Establishing a weekly Welfare Fund outreach service in HMP Perth in collaboration with the Scottish Prison Service. This supported over 90 prisoners preparing to reintegrate into the community, helping them access entitlements and stabilise their transition. CASE STUDY Provision of Welfare Rights Outreach in Prison – This case study highlights our efforts to ensure provision of financial support for prisoners and their families, to improve the transition from prison to community for individuals due to be released. We are the first and only local authority in Scotland to provide this outreach service. Action: Promote and encourage local employers to follow the principles of the Scottish Government Fair Work Action Plan, including the real Living Wage and Scottish Business Pledge We continue to champion the Scottish Government’s Fair Work Action Plan by embedding fair work practices across our own operations and encouraging local employers to do the same. Our focus remains on ensuring fair pay, inclusive recruitment, and meaningful support for businesses committed to the Real Living Wage and the Scottish Business Pledge. Key activities contributing to this in 2024/25 include: • Ensuring that all businesses receiving Council grant funding paid the living wage to their employees • Supporting local employers to recruit through targeted incentives where roles pay the Real Living Wage. • Paying the Real Living Wage to all our employees, including apprentices • Through our Futures for All Employer Recruitment Incentive (ERI), we provided financial and employability support to 48 businesses – 20 in Perth and 28 in rural areas. All participating employers paid the living wage to new recruits (except apprentices), with a focus on helping individuals facing barriers to employment to access fair work opportunities. • Further developing our Customer Relation Management (CRM) system to improve our intelligence and develop enhanced engagement with our Top 100 businesses. Areas of Focus • Better understand and capture the value of preventative spend and how funds are allocated to develop a budgeting approach based on identified need and overall wellbeing • Review actions contributing to ongoing reduction in child poverty levels to identify and enhance the most effective interventions. • Expand Fast Online Referral Tracking system referral pathways and deliver Support and Connect training to frontline staff and partners to provide a more consistent and comprehensive support service Links to other Performance Information ➢ Child poverty action in Perth and Kinross – Perth & Kinross Council (pkc.gov.uk)
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7 PKC - GENERAL Key Performance Indicators related to this priority: Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 24/25 Annual Change Target Target Met/ Not Met Prevent and mitigate the impacts of poverty for children Percentage of children living in poverty after housing costs in P&K Inform 18.7% (note, viewed as an outlier due to small sample as a result of COVID) 21.9% 21.7% 19.2% N/A 10% by 2030 (SG Target) N/A 2024/25 information will not be published until June 2026; commentary is based on the most recent data published. All figures are based on estimates using Scottish Government (SG) data. Perth and Kinross continue to outperform the national average in tackling child poverty. This local rate has fallen from 21.7% to 19.2%, compared to the Scottish average of 23%. This 1.5% reduction has widened the gap between Perth and Kinross and the national average to 3.8%, nearly double what it was previously. This improvement may be linked to: • Perth and Kinross recording the second highest growth in affordable housing per 1,000 residents between 2018-2024 • Local authority and private sector rental charges remaining below the national average • Strong performance in promoting and delivering Best Start and Crisis Grants While these figures are encouraging, continued monitoring over the next two
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8 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 24/25 Annual Change Target Target Met/ Not Met years will be essential to confirm whether this represents a sustained improvement. We will continue to prioritise areas where we are performing less well against the national average, such as free school meal uptake and child poverty in urban wards. Mitigate cost of living pressure for households experiencin g and at risk of poverty Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded) Influence 545 256 884 2,205 1,638 500 Advice was provided to a total of 1638 via the Scarf energy advice programme as a result of both the Housing and Climate Change funding streams. Whilst there has been a decline in the number of households supported in 24/25, this is due to this measure only capturing advice services funded by the Council. Figures for 23/24 included the Heat Project, which continues to support residents but is now funded elsewhere. This year we are taking a more targeted approach which may result in a further reduction in the number of households being provided with advice, but which could lead to more impact within Perth and Kinross. Number of new affordable homes, including new build and buy backs Control 124 (100 new build, 24 buy backs) 308 (276 new build, 32 buy backs) 203 (167 new build, 36 buy backs) 173 (105 new build, 48 buy backs, 20 empty homes) 264 (37 new builds, 116 buy backs, 23 empty home and 18 acquisitions*) 210 In 2024/25, 264 new affordable homes were completed across Perth and Kinross by us and our Registered Social Landlord partners. Of these, we delivered 37 new build properties and purchased 116 as buybacks. The Local Housing Strategy sets a yearly target of 210 new affordable homes a year, based on assessed housing need and demand. While this is shown as an annual target, delivery is over a 5-year
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9 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 24/25 Annual Change Target Target Met/ Not Met strategy as annual delivery may vary due to the nature of new housing development. To maintain progress while our new-build programme is being established, the decision was taken to exceed the standard buyback target of 40 homes. This approach has helped ensure a steady supply of council housing during a period of transition. We also acquired 18 homes from the National Trust of Scotland. Maximise income from benefits and concessions Number of Scottish Welfare Fund Crisis Grant applications Influence 6,336 5,498 6,539 7,421 7,856 N/A (not appropriate to set targets) N/A Since June 2023, first point of contact calls have been re-routed directly to the Welfare Rights team. This change has led to an increase in applications, driven by improved access to specialist advice, a rights-based approach to crisis support, and external pressures such as Universal Credit (UC) Managed Migration; UC deductions and the ongoing cost of living crisis. The new call handling process ensures queries are managed end-to-end by trained advisors, providing accurate and timely support from the outset. In 2024/25, over 100% of the Scottish Government allocation of £653,000 for the Scottish Welfare Fund was spent on Crisis Grants. Additional local funding was used to meet the remaining demand for Crisis Grants and to fully fund Community Care Grant awards. Of the 7,856 applications received, 5,118 awards were made.
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10 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 24/25 Annual Change Target Target Met/ Not Met Total amount of benefit income gained as a direct result of involvement from the Welfare Rights Team Influence £5.5m £5.3m £6.5m £8.5m £9.2m N/A (not appropriate to set targets) N/A In 2024/25, the Welfare Rights service helped Perth and Kinross residents gain an additional £9.2 million in benefits – an increase of 8% compared to 2023/24. The service received 8,109 referrals, with 6,315 of these being new clients. This rise in referrals reflects targeted efforts to promote the service and maintain contact with customers, enabling better tracking of outcomes. Promote and encourage principles of the Scottish Government Fair Work Action Plan Number of employers signed up as Living Wage employers in Perth & Kinross Influence N/A New Indicator 91 97 100 102 110 This figure shows a slight increase on last year, whilst not meeting the increased target. This KPI does not show the full picture of employers who pay the real Living Wage in Perth & Kinross. The figures are only inclusive of those subscribed to the Living Wage Foundation Pledge scheme, where accreditation is paid for. It is recommended that this KPI be removed with the existing KPI titled Percentage of people earning less than the real Living Wage being a more relevant indicator for the action and priority at a more granular level. Percentage of people earning less than the real Living Wage Influence 25.3% 16.5% 12% 13.8% (provis.) N/A Awaiting Data TBC15% N/A (24/25 Target Set but data not yet available) The 2023/24 figure is currently provisional ahead of finalisation in November 2025, when the provisional figure for 2024/25 will also be released.
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11 PKC - GENERAL Priority: Tackling climate change and supporting greener sustainable places We continue to deliver the Climate Change Strategy and Action Plan for Perth and Kinross. This sets out our plans and actions to reduce carbon emissions and build resilience, meet our regulatory requirements and protect our environment for current and future generations. Action: Support the prioritisation of sustainable, cleaner and greener transport in line with the National and Regional Transport Strategies We closely monitor UK and Scottish Government targets relating to green transport to ensure that we adhere to these. We also participate in Transport Scotland’s Policy Consultative Group to contribute to and learn from peer organisations. We continue to support our Community Transport Groups across Perth and Kinross with our Community Transport Forum and by directly liaising with communities who approach us seeking support to establish a new Community Transport Group. The Public Transport Unit has invested the majority of the Scottish Government’s Community Bus Fund in purchasing MPVs for long term loan to several Community Transport Groups to enable them to deliver transport locally with volunteer drivers. Elected members approved a motion to transfer Council minibuses, which have reached the end of their Council life, to Community Groups, rather than sending the vehicles to auction. Free bus travel was funded throughout Perth and Kinross on the first Saturday of each month, from June 2024 - March 2025, for passengers who do not hold a free bus pass. A total of 38, 042 passengers benefited from this offer. Action: Improve the energy efficiency of our Council housing stock and public buildings, and encourage our partners and private householders to consider where they can make improvements In 2024/25, we made strong progress in improving the energy efficiency of homes and supporting low-carbon living. Our work focused on delivering new energy-efficient housing, upgrading existing stock, and enabling private homeowners to access funding for improvements. These efforts contribute directly to reducing fuel poverty and lowering carbon emissions across Perth and Kinross. Key activities contributing to this in 2024/25 include: • 37 new affordable social rent homes were completed in Methven, Rattray and Kinross, all with high insulation levels and solar panels to reduce energy bills and carbon footprint. • Prioritising energy efficiency improvements to homes in Energy Performance Certificates (EPC) Bands E and F, which currently represent 2.6% of our housing stock. This work will contribute to ensuring all our homes meet the Scottish Government’s minimum EPC Band D target by 2025. Access challenges remain and our housing teams are working to resolve this. • 440 properties were upgraded to meet the Energy Efficiency Standard for Social Housing (EESH) standards in 2024/25. As of March 2025, 87% of properties meet EESH - a 5% improvement from the previous year. We continue to work with tenants and teams to improve more properties where possible. • A £6.5m refurbishment began at the Double Dykes Gypsy Traveller site in Perth, replacing existing chalets with more energy efficient homes. Five chalets were delivered by April 2025 with energy-efficient heating, hot water systems and renewable technology.
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12 PKC - GENERAL • Over £3m in grants were issued by March 2025 through the Home Energy Efficiency Programmes for Scotland Area Based Schemes (HEEPS ABS) and ECO4 schemes to help private homeowners improve the energy efficiency of their properties. • 1,638 households were provided with free home energy advice to help reduce energy bills, write off energy debt, improve energy efficiency and reduce damp and mould. Action: To conserve and enhance the biodiversity of our natural environment We made strong progress in protecting and improving biodiversity across Perth and Kinross, recognising its vital role in building climate resilience. Our actions have focused on tree planting, habitat restoration, community engagement, and targeted ecological improvements. These efforts help us create healthier ecosystems, support wildlife, and strengthen our response to climate change. Key activities contributing to this in 2024/25 include: • Planting 3,142 trees in our open spaces – an increase from 2,512 in 2023/24 – boosting carbon capture and contributing to climate resilience and flood mitigation. • We supported the Grow Wild initiative by distributing the locally cultivated Westbank Wonder Mix, a native pollinator seed blend that reduces reliance on water-intensive annuals and strengthens Nature Networks. Community involvement was central to this success, with 20 groups receiving native herbaceous plants, 15 receiving wildflower seeds, and 7 receiving pollinator shrubs to enrich local green spaces. • Our ecology reports guided targeted biodiversity work in parks and graveyards in collaboration with local communities, including removing invasive species. Meanwhile, pond enhancement projects at six sites introduced native planting, hedgehog-friendly designs, and amphibian hibernacula— creating thriving habitats for diverse wildlife. • 16 Nature Restoration Fund grants were awarded, with three more deferred to 2025-26. These empowered council teams and community groups to make lasting improvements for nature. • The community NRF projects spanned around 199ha of restoration and included: invasive species control; riparian habitat restoration; tree and shrub planting; wildflower meadow creation; pond enhancement; surveying; a new tree nursery; and provision of tools and training for sustainable land management. CASE STUDY Biodiversity Towns and Villages Project funding of £277k was utilised to set up 3 Biodiversity towns, 10 Biodiversity villages and 2 Biodiversity neighbourhoods. This case study highlights projects rolled out across communities that are helping to restore natural habitats which provide food and shelter for wildlife, supporting a thriving ecosystem. Action: To adapt to and mitigate the impact of climate change on the way we operate We are taking practical steps to reduce the impact of climate change on our operations and communities. From flood protection and waste reduction to sustainable reuse initiatives, our work is helping to build resilience, protect homes and infrastructure, and support a circular economy. These actions reflect our commitment to climate adaptation and mitigation across Perth and Kinross. Key activities contributing to this in 2024/25 include:
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13 PKC - GENERAL • We advanced flood risk management by completing the Perth Surface Water Flood Study and starting studies and plans in Bridge of Earn, Comrie, and Scone. We also progressed the Milnathort Flood Protection Scheme and began preparatory work for the Blairgowrie & Rattray Surface Water Management Plan, and data collection to support the outline design of the Dunkeld and Craigie Flood Protection Schemes. • Construction of the Comrie Flood Protection Scheme began following Council approval in November 2023. It remains on track for completion anticipated in Q4 2026 and within budget. The South Kinross Flood Protection Scheme was formally notified to the Scottish Government, with a Local Authority Hearing scheduled for October 2025. • Our dedicated two-person Watercourse Inspector team carried out routine inspections and maintenance of key watercourses throughout the year, replacing the previous seasonal student support. In total, £4.3 million was invested in capital projects and £0.4 million in revenue projects to reduce flood risk and support essential works. • We launched a mattress reuse project with local charity PUSH, supported by £24,873 funding from the Zero Waste Scotland Small RIF fund. Donated mattresses are cleaned, sanitised sold affordably - diverting mattresses from incineration and creating employment opportunities. • Following the successful securing of £2.72m of capital investment from the Scottish Government Recycling Improvement Fund (RIF), we introduced a new twinstream collection, with an improved kerbside recycling service for around 97% of householders. Whilst the 2024/25 performance figures are awaiting verification, updated 2023/24 figures show an overall increase in household recycling rates to 51.7%. • An additional bonus with the separation of products has resulted in a financial benefit with an increase of income from recyclable items. CASE STUDY Cross Tay Link Road Carbon Management embedded sustainability into every stage of design and construction, achieving over 51,000 tCO₂e in carbon savings. Key innovations included the use of flexible pavement with a hydraulically bound material (HBM) base, low-carbon concrete mixes, and sustainable drainage systems. Carbon reduction was made a contractual requirement, with procurement and design decisions driving measurable environmental benefits. The project is now recognised nationally as a leading example of low-carbon infrastructure delivery. Areas of Focus • Ensure we have a cleaner and greener Council fleet • Develop local public transport solutions which set the needs of residents and the environment as top priority • Improved energy efficiency and reduction in carbon emissions in the Council estate • Increase provision of biodiversity sites Links to other Performance Information ➢ Waste Management Plan 2010-2025 - Final Update (Plan being revised in early 2026) ➢ Fleet Decarbonisation Strategy ➢ List of Nature Restoration Fund Projects 2024/25
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14 PKC - GENERAL Key Performance Indicators related to this priority: Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target Met/Not Met Support the prioritisation of sustainable, cleaner, and greener Number of publicly available charging devices per 100,000 population Influence 86.2 125.5 133.9 175.4 349 It should be noted that the target for this KPI in previous reports had been based on the number of charging connectors, of which there are two in every unit. The target has been amended to reflect the number of units in line with the KPI measure going forward. It will also rise with a predicted 30% increase in uptake of electric vehicles following a local strategy developed alongside Urban Foresight in 2023. However recent law changes on the taxation of electric vehicles may affect the actual uptake. We estimate that planned progress is delayed by around a year, due to delays in funding. A large-scale contract is set to be awarded in April 2026, earmarking the install of approx. 100 charging units. Percentage of Council fleet vehicles that are electric or other zero direct carbon fuel technologie s Control 5.3% 3.8% 3.6% 4.5% 3.85% The Council added 3 more electric vehicles to its fleet in 2024/25. We will continue to closely monitor developments in evolving new technologies, particularly electric and hydrogen. The Binn Ecopark Hydrogen Facility being developed by Green Cat Energy in Glenfarg, could make hydrogen a viable option within Perth and Kinross. If it is completed by June 2027 this would allow the Council’s Fleet Team to review the options for using hydrogen as a fuel source for our HGV fleet ahead of the national target of ceasing petrol/diesel vehicle production in 2030. We are working on a project looking at the introduction of a hydrogen facility within our Friarton Depot. If successful, it could see hydrogen being available on
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15 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target Met/Not Met site also from 2027. Using Hydrotreated Vegetable Oil (HVO) in the Council waste fleet should also see CO2 savings of c1000 tonnes by 2027. Improve the energy efficiency of our buildings, and encourage our partners and private householder s to consider improvement s Percentage of Council housing meeting the Energy Efficient Standard 2 for social housing (minimum EPC B) Control 6.2% 6.6% 7.1% 8.0% 8.0% Of the total housing stock (8,226 properties as of 31 March 2025), we’ve increased the number meeting the Energy Efficient Standard 2 for Social Housing from 565 to - an increase of 92. This was achieved through new builds and investment in existing properties, despite access challenges. Scope 1 and 2 Emissions from Council Non- Domestic Estate (tonnes CO2e) Control 10,761 9,226 9,080 8,976 Rolling 3% per annum reductio n Although the national electricity emissions factor remained unchanged, which means switching from gas to electricity would not lead to a drop in carbon emissions, our overall emissions still fell. This is due to reduced energy use across our buildings and services. It should be borne in mind that emissions will be heavily influenced by the assets held within the estate and reductions have been achieved despite increases in Gross Internal Floor Area with inclusion of Perth Museum and Bells Sports Centre. To conserve and enhance the biodiversity of our natural environment Area grassland managed by PKC for biodiversity improvemen t objectives (ha) Control 21.8ha 40.4ha 40.4ha 121.5ha N/A (Target not set) N/A We more than doubled our management of grassland areas included in Grow Wild, increasing from 49.16ha to 121.5ha. Early monitoring has shown noticeable increases in insect and flower populations in unmown areas.
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16 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target Met/Not Met To adapt to and mitigate the impact of climate changes on the way we operate Total household waste recycled/co mposted as % of all household waste Influence 50.2% 49.3% 51.7% N/A (Awaiting verification) 60% 2023/24 figures have been revised following SEPA verification and show an increase of 2.4% on the previous year. 2024/25 data is yet to be verified; however we project that there is a further increase, largely due to the new kerbside recycling system (twinstream). Previously this was documented in the Waste Management Plan (WMP), however going forward this will be incorporated in the Circular Economy Strategy. Historic data for this KPI has been amended to reflect a consistent reporting period aligned with the calendar year data reported to SEPA. Climate Change Assessment Tool (CCAT) overall score Control 61% 69% 71% 74% 78% Our score improved by 3%, with strong gains in Adaptation (up from 79% to 96%), Emissions (up by 5 points) and Behaviour (up by 5 points). Procurement remains the lowest category at 38%, with no change from last year. Improvement is aimed for in future years following a new five-year Sustainable Procurement Strategy being approved in June 2024. Governance dropped by 18 points, despite an increase in the accountability by senior management score. The 2023/24 score was artificially inflated due to a one-off internal audit that wasn’t repeated this year.
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17 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Priority: Developing a resilient, stronger and greener local economy Action: Support and promote business growth, business and place innovation and investment in both our urban and rural areas In 2024/25, we strengthened our support for business growth and innovation across Perth and Kinross, with a particular focus on start-ups, rural enterprises, digital industries, and inward investment. Our efforts have led to increased engagement, exceeded programme targets, and laid the groundwork for future sustainable development. We continue to build a dynamic and inclusive business ecosystem that reflects our commitment to entrepreneurship, creativity, and economic resilience. Key activities contributing to this in 2024/25 include: • Supporting 252 business start-ups through Business Gateway, exceeding last year’s figures and surpassing our New Start and Pre-Start Plus programme target with 22 businesses supported. • Leading the Tayside region in Business Gateway Growth referrals, with 23 high-potential businesses projecting turnover increases of £200k+, highlighting strong entrepreneurial momentum. • Providing tailored support to 254 micro-enterprises, self- employed individuals, and social enterprises through GrowBiz, significantly exceeding our target of 180. • Enabling 231 businesses to participate in learning and networking sessions, with 43% aligned to our targeted growth sectors, and 76 new businesses supported to begin trading. • Expanding Perthshire Artisans to support 168 creative sector businesses—well above our target of 36—demonstrating a thriving rural enterprise culture. • Designing work and related investigations for the first phase of the Perth Eco-Innovation Park (11ha), progressing Heads of Terms to unlock sustainable business growth. • Maintaining steady interest in our industrial sites, including Northfield Business Park, with ongoing enquiries from businesses seeking premises in established hubs. • Launching a refreshed Invest in Perth website in October 2024, improving mobile responsiveness and accessibility, resulting in a 24% increase in traffic over six months. • Introducing a new Customer Relationship Management system in January 2025 to enhance tracking of business interactions, improve economic intelligence, and strengthen our engagement impact. • Continuing to support innovation through the Perth Ideas Centre at Creative Exchange, offering entrepreneurs and Small to Medium Enterprises access to technical equipment, training, and events focused on creative and digital industries. • Hosting Techscaler, delivered by CodeBase, at the Ideas Centre, reinforcing Perth and Kinross’s profile as a hub for scaling tech businesses. • Delivering The Angel’s Share programme, enabling local businesses to pitch to certified investors, attracting inward investment and encouraging relocation to the region. Action: Invest in innovative green power and smart technology solutions to reduce reliance on electricity from the national grid and create opportunities for business growth and regeneration We are reducing reliance on the national grid by investing in low- carbon energy and smart technology—supporting both
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18 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL sustainability and local economic growth. Key activities contributing to this in 2024/25 include: • We progressed two major clean energy projects featuring heat pumps and solar panels, helping to reduce emissions and energy costs across our estate. • We installed a medium-scale heat pump system at a rural primary school, replacing oil heating with a cleaner alternative. • We are actively exploring new partnerships and agreements to expand solar power and battery storage, aiming to increase on- site energy generation and reduce grid dependency. • As the national grid becomes greener, we remain committed to using electricity—especially through heat pumps—as our main heating source, while continuing to invest in smart, low-carbon technologies. Action: Promote what our city and towns have to offer to businesses, investors and tourists by capitalising on built and natural heritage and assets such as the new Perth Museum and the benefits to the whole area of Perth’s status as UNESCO City of Craft and Folk Art In 2024/25, we continued to position Perth and Kinross as a vibrant and distinctive destination for business, investment, and tourism. By leveraging our cultural identity, natural assets, and international recognition as a UNESCO City of Craft and Folk Art, we delivered impactful programmes and infrastructure that enhanced community engagement, boosted visitor numbers, and supported economic growth. Key activities contributing to this in 2024/25 include: • Promoted Perth and Kinross as a dynamic destination by building on our UNESCO City of Craft and Folk Art status and showcasing our cultural and natural assets. • Delivered a curated programme of high-impact creative projects through local, national, and international partnerships, with ongoing work to embed creativity into everyday community life through new assets and infrastructure. • Grew the Perth City & Towns platform to over 100,000 active users, supporting local businesses and events through a multi- platform marketing strategy and targeted campaigns with partners such as Expedia, TripAdvisor, and Scotland’s Tay Country. • Achieved a 25.1% increase in total visitor numbers, with day visitors up 21% and overnight stays up 21.6%, contributing to a 33% rise in direct visitor spend and a 37% increase in the sector’s overall economic impact. • Strengthened cultural tourism and regeneration through strategic promotion and investment, including the successful opening of the new Perth Museum as a flagship attraction. CASE STUDY The opening of Perth Museum marked a major cultural milestone for the city, transforming the historic City Hall into a vibrant heritage destination. With £27.5 million in funding from the Council and the Tay Cities Deal, the museum welcomed over 128,000 visitors in its first four months. Community pride was reignited through the return of the Stone of Destiny, while the museum’s design and programming aim to boost tourism, celebrate local history, and reposition Perth as a key cultural hub in Scotland.
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19 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Action: Support individuals into work and to progress into better paid work, encouraging businesses to access initiatives to create new opportunities for those furthest from the employment market and those currently in low wage jobs We are helping people across Perth and Kinross access learning, training, and employment—especially those furthest from the job market or in low-paid roles. By working with local partners and businesses, we are creating pathways into sustainable, better-paid work and supporting inclusive economic growth. Key activities contributing to this in 2024/25 include: • We supported 618 adults to achieve learning outcomes – more than double our target of 300 – through SQA-accredited courses and short programmes in communications, numeracy, digital skills employability, volunteering and English for Speakers of Other Languages (ESOL). • We awarded £92,000 through the Adult Learning in the Community Fund to support 8 local organisations, reaching 220 learners through a diverse range of projects. Projects included ESOL support, rural skills training, digital literacy, employability programmes, and volunteer driver training. • Our adult advisors supported 48 people into employment, with outreach support available in Letham, Blairgowrie and Rattray, Kinross, Auchterarder, and Crieff. • We launched a monthly employability drop-in the Letham Hub, working with DWP and Skills Development Scotland. Through this partnership the Council will also continue to work in Letham on a weekly basis providing ongoing multi-disciplinary drop-in services including housing, Welfare Rights and CAB, supporting the “No Wrong Door” approach to service provision in Letham. • Through the Skills Passport project, 58 unemployed clients gained training awards, with 21 now in work or self-employed. • Our Youth Employability Team registered 140 new young people and 122 completed support – 94% of whom moved into a positive destination. Staff are based in every secondary school in Perth and Kinross delivering one-to-one and group support, and sector-based academies, and work closely with local employers. CASE STUDY Futures for All – Employer Recruitment Incentive supported Wild Hearth Bakery in Highland Perthshire to create a baking apprenticeship for a young person at risk of becoming NEET*. With £8,000 funding, the business provided meaningful training and development, resulting in the apprentice progressing to the Real Living Wage within six months. The scheme has had a transformative impact, with plans to expand support for inclusive employment opportunities across all age groups. *Not in Education, Employment, or Training Areas of Focus • Unlock new investment in employment and housing land to support business growth in foundational and key growth sectors. • Make Perth and Kinross a more competitive inward investment destination and encourage investment for growth from existing businesses in foundational and key growth sectors • Unlock private investment and expertise to support public and private energy projects. • Continue to grow visitor numbers for holidays and day trips • Further enhance our employability tracking and outreach capacity, supporting individuals in community settings.
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20 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL ➢ Perth & Kinross Economic Action Plan ➢ Perth & Kinross Tourism Strategy and Action Plan ➢ Perth & Kinross Culture Strategy Links to other Performance Information
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21 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Performance Indicators related to this priority: Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Support and promote business growth and investment Number of new business start-ups with support from Business Gateway Influence 220 250 231 252 260 The number of business start-ups supported by Business Gateway grew in 2024/25 and shows level progress within the Tayside Business Gateway LAs – slightly ahead of Angus and just behind Dundee. Area of available Serviced Employment Land (Ha) Influence N/A (New Indicator) 17.57 26.15 35 This figure is based on the Employment Land Audit 2025 (August 2025) and represents employment land immediately available across PK. There is an improved take-up of 2.7 ha per annum in the 3 years 2022-25 (compared to 2.1ha per annum in 8 years prior to 2022). There is 269ha of land constrained by minor factors including physical, amenity and ownership constraints. We are working with partners to make this land immediately available. 2024/25 saw 13 windfall planning permissions for employment land on sites not allocated in the Local Development Plan, and this contributed to a strong uplift in the immediately available land supply of over 9 hectares to 26.15 hectares. Percentage of premises connected to gigabit broadband Influence 40% 43% 46% 55% 50% Gigabit-cable connectivity reached 55% of premises, meeting our target. The recently announced Scottish Government partnership with GoFibre will connect 63,000 hard-to- reach premises in Scotland, including areas of Perth and Kinross – boosting future full fibre coverage.
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22 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Number of registered businesses in Creative Industries (including digital) Influence 380 350 335 355 (As of Dec 2024) 400 There are 355 registered creative industry businesses, including digital as of December 2024. This data is captured annually towards the end of the calendar year (Nov/Dec) to capture data for that period. We are delivering projects to grow this number, guided by the Culture Strategy 2023-2025. Perth's designation as the UK’s first and only UNESCO City of Crafts and Folk Art is raising our profile as hub for makers, crafters and creatives looking to start and grow their practice or business. Invest in innovative green power and smart technology solutions Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh) Control 2,535 2,226 2,703 2,593 Rolling 3% continual improvement While additional Heat Pumps were installed in 24/25, low carbon heat consumption fell due to operational issues with biomass boilers at Strathearn and Breadalbane community campuses. These sites are our largest sources of low carbon heat generation. Investigative works are ongoing to find a resolution. Electricity generation increased significantly thanks to new solar panel installations. It is recommended that this KPI be split into two: one to reflect generation of renewable energy; and one to reflect low carbon heat source technology. This will assist in demonstrating more clearly how we are performing in these linked, but discreetly separate areas.
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23 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Number of registered businesses in energy (including renewables growth sector) Influence 140 145 140 145 154 There are 145 registered energy businesses, including renewables growth. We’ve received multiple enquiries from companies interested in locating in Perth and Kinross, but land and office accommodation constraints together with other business specific factors have limited uptake. Recently Business Waste ranked Perth as the 5th most sustainable UK city for businesses, and first for renewable energy capacity per 100, 000 people. Promote what our city and towns have to offer to businesses, investors and tourists Investment in economic development and tourism (£ per 1,000 population) Control £100,569 £91,711 £85,842 N/A (avail Dec 25) N/A (not appropriate to set targets as national methodology being reviewed) N/A Data for 2024-2025 not available until publication of LGBF. Information is based upon most recent data published Total number of visits (in person) to libraries, museums, and galleries Influence 246K 441K 484K 765K 617k Visitor numbers rose significantly, driven by the successful opening of Perth Museum. Q1 saw a 106,307 rise in footfall, with library visits up 10.5%. Q2 saw a further increase of 200,952 visits, including a 12.8% rise in library footfall and 6,898 visits to Perth Art Gallery and Alyth Museum. Q3 continued to exceed targets, with library visits up 7%, despite a temporary reduction in mobile library services. Libraries showing notable improvement included Auchterarder, Breadalbane, Scone, Loch Leven, and North Inch. Q4 saw a 58% increase in overall footfall (+280,586), including a 550% rise in museum visits and a 36% increase at Perth Art Gallery following the reopening of two galleries.
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24 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Support people into work and encourage business to access initiatives to create new opportunitie s Percentage of unemployed people assisted into work from council operated/funded employability programmes Influence 15.7% 13.0% 13.7% 19.9% 15% Notable improvement of +6.2% can, in part, be attributed to increased engagement through several key projects and programmes. The Futures for Families programme engaged 199 new families in 24/25. 45 of these clients have moved into new self-employment opportunities with our support. This, being a new initiative, enhances the already existing suite of options. A greater focus on new job creation saw significant investment from PKC and Scottish Government of £343k. This funding created 48 new jobs, 22 of which were Modern Apprentices in micro and small businesses locally. In addition, we have supported 233 people into accredited training and qualifications. 246 people with a disability were supported into a positive destination. Number of adult learners achieving outcomes Influence 279 780 901 618 300 A total of 618 adult learners achieved outcomes across a range of programmes: • 132 achieved Level 2 Food Hygiene. • 159 learners completed digital skills courses. • 169 improved English skills through ESOL classes. • 43 achieved SQA qualifications at level 2, 3 or 4 in Numeracy, Communications or ICT. • 40 improved core literacy and numeracy. • 75 completed ASDAN short courses.
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25 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Lower figures in some areas reflect reduced demand following earlier surges, - e.g. ESOL enrolments linked to the Ukraine war and Food and Hygiene training for volunteers during and post COVID.
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26 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Priority: Enabling our children and young people to achieve their full potential The PKC Raising Attainment Strategy 2024-2027 sets out a shared vision, priorities, and expectations in relation to raising attainment and achievement for every child and young person. This strategy reflects the national ambitions of attaining excellence and achieving equity. Progress is reported in the annual Education Improvement Plan, presented at the Learning and Families Committee 27 August 2025. Overall, schools and Early Learning and Childcare (ELC) settings in PKC perform well and deliver high quality education as evidenced through internal and external scrutiny, review and inspection detailed below. Children and young people experience a curriculum which considers equity and excellence with work ongoing to ensure due consideration to the Cost of the School Day. Action: Ensure inclusive and quality education for all and promote lifelong learning By using data effectively and focusing on equity, our schools and early years settings are driving meaningful improvements and helping children and young people reach their full potential. Key activities contributing to this in 2024/25 include: • We strengthened the use of data in school improvement planning. The majority of schools now include actions to reduce the Cost of the School Day in their Quality Improvement Plans for 2025/26 – ensuring equity is embedded in everyday decision-making. • Our Early Learning and Childcare settings outperformed both national and comparator benchmarks in all Care Inspectorate Quality Indicators, reflecting the consistently high standards across Perth and Kinross. • Education Scotland inspected one secondary and seven primary schools. Of the primary reports published in 2024/25 (two reports were for inspections undertaken in 2023/24), one was graded “Very Good”, 16 “Good” and five “Satisfactory”. The secondary school received one “Good” and one “Very Good” 88% 90% 88% 84% 88% 74% 76% 74% 66% 73%77% 80% 78% 72% 77% 0% 20% 40% 60% 80% 100% Care, Play and Learning Setting Staff Team Leadership All QIs How good is our ... Quality Indicator (QIs) -Good or better (%) Perth & Kinross Council Comparator Authorities National
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27 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL grading, with strengths in leadership, attainment and partnership working. Schools have put in place action plans to address identified improvements, supported by our Quality Improvement Team. Common improvement themes identified in the inspection reports included consistency in learning, teaching and assessment, and better use of data to plan interventions. These are being addressed through: • individual action plans at school level • service-wide initiatives including the introduction of Principal Teachers of Learning and Teaching, funded by Strategic Equity Funding • universal, tailored or intensive support to schools and ELC settings to improve approaches to learning and teaching and the use of our Learning and Teaching Framework. • A National Thematic Inspection by His Majesty’s Chief Inspector of Education reviewed how local authorities support schools to improve. The visit to Perth and Kinross found our advice and guidance to be clear and comprehensive, with strong expectations set around standards and planning. Our responsive, risk-based approach to providing support and challenge to schools along with formal Quality Improvement Reviews were highlighted as good practice. • Quality Improvement identified key strengths and areas for development, which correlate with the findings of Education Scotland Inspections. These include key strengths such as: • positive climate and ethos in schools • effective use of data for improvement • targeted use of Pupil Equity Funding (PEF) to close the poverty-related attainment gap • impactful local authority-led programmes, including the National Improving Writing programme and Numeracy Schools initiative Areas for development included: • strategic approaches to self-evaluation and involving children, young people and their families • assessment and moderation practices • consistency in learning and teaching expectations CASE STUDY By utilising Nurturing approaches, which recognise that positive relationships are central to learning, wellbeing and resilience, Riverside Primary School delivered training and a programme of activities to develop positive self-esteem among children and young people, with involvement from families and carers. • We made strong progress across all Additional Support Needs (ASN) Transformation Programme workstreams, including: support staff; professional learning; inclusive environments; intensive support; transitions; speech and language therapy; and data-informed decision-making. Examples include: • Extensive options appraisals and statutory consultation processes were undertaken, involving a range of stakeholders, on proposals to develop three new Intensive Support Provisions (ISPs). These will open (temporarily pending formal approval in January 2026) in August 2025 providing intensive level learning and support for a greater number of children and young people within their own catchments. • A new support staff allocation model to better match staffing to identified learner needs.
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28 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL • New data tools are helping school staff and central officers to record pupils needs accurately and ensure the right support is in place. • A revised Speech and Language Therapy contract now includes a defined ‘core offer’ and annual review process, allowing us to tailor priorities based on emerging needs. • Career Progression Pathway models for staff supporting learners with ASN are being mapped to statutory duties and staged levels of interventions, ensuring children are supported by trained and skilled staff. • 45 schools and 3 ELC settings now hold a Digital Schools Award, an increase of over 50% on 2023/24. Every school now has a named Digital Champion. Perth and Kinross had the second highest number of schools gaining Digital Schools Awards during 2024/25. • Schools are implementing the United Nations Convention on the Rights of the Child (UNCRC) Act 2024 supported by published guidance and shared examples of good practice. • The Rights Respecting School Award (RRSA) programme is active in many schools, with currently 16 holding the Silver Award accreditation, and 14 holding the Gold Award. CASE STUDY Over the course of 2024/25 Crieff Primary School has been working with Education Scotland, Children and Young People Improvement Collaborative (CYPIC) and PKC central officers on a pilot project to support practitioners to improve learning, teaching and assessment of Numeracy. Action: Reduce the poverty-related attainment gap By tracking progress over time and targeting support where it’s needed most, we’re helping more children and young people achieve their potential—regardless of background. Key activities contributing to this in 2024/25 include: • We’ve seen steady improvement in literacy attainment across P1, P4 and P7. The gap between the most and least deprived cohorts narrowed from 27% in 2020/21 to 21% in 2023/24. • Numeracy attainment has improved in both cohorts, but at a slower rate for SIMD Q1 than for Q5. As a result, the poverty- related attainment gap widened slightly in 2023/24. However, the long-term trend still shows progress, with the gap narrowing from 24% in 2020/21 to 22% in 2023/24. • Senior phase leaver data shows significant progress: • the gap between SIMD Q1 and SIMD Q5 in achieving at least one Level 6 qualification reduced from 40% in 2021/22 to 28% in 2023/24 • the gap for leaving with at least one Level 5 qualification narrowed from 28% to 19% over the same period. Action: Ensure that Looked After children and children and young people with additional support needs achieve health, wellbeing and education outcomes comparable with their peers Through targeted support, partnership working, and a refreshed policy framework, we’re improving outcomes in education, health and wellbeing. Key activities contributing to this in 2024/25 include:
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29 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL • Our new Corporate Parenting Plan 2025-30 sets out clear priorities to support Looked After Children to achieve their full potential. Progress is monitored by the Corporate Parenting sub- group of the Children, Young People and Families Partnership. • The Care Experience Children and Young People Fund enabled the recruitment of two additional youth workers, ensuring every secondary school has a dedicated contact/support youth worker for care-experienced pupils, strengthening relationships and support. • In 2023/24, 60% (12 out of 20) of Looked After young people attained at least one SCQF Level 4 qualification, below the national average of 72%, and attainment remains below that of all school leavers. Care should be taken when comparing these figures across years and cohorts due to the small numbers involved. A sub-group of the Raising Attainment Board has been established to focus on further improvements. Actions include: • Appointment of a Promise Improvement Lead (Education) to support attendance and raising attainment for all care experienced children and young people and young carers. • Delivery of refreshed guidance and training for school staff to ensure consistency of practice. • A Services for Young People project is being developed to improve attendance for care-experienced young people providing a tailored support to tackle the barriers to attendance. This will be part-funded through the Care Experience Children and Young People Fund. • The Staged Intervention Framework was implemented across Early Learning and Childcare settings and schools, offering a clear structure to support learners who face barriers. In September 2024, 39% of pupils (6,973) were identified as facing barriers - up from 35% in 2022/23. • The Staged Intervention Model promotes early intervention through a four-level framework, involving the child or young person, their parents or carers, school staff and, where relevant, other professionals, in developing a Child’s Plan. Annual audits will monitor implementation and consistency. • Schools are using a range of initiatives to support care- experienced learners, including: • one-to-one tutoring from the Volunteer Tutors Organisation (40 pupils supported, 14 of these showed improved attendance) • mentoring through MCR Pathways • Learning Hubs at Riverside and Letham Primary Schools • Champions Boards in every secondary school, supported by Youth Services • Attendance for children and young people who are looked after at home has fallen in the last academic session, from 77% in 2023/24 to 53% in 2024/25. The largest fall was for young people in S2 and S3 in secondary school, although these numbers need to be treated with caution as these are usually very small cohorts of pupils (33 pupils with attendance under 90%). Reviewing Officers and the Promise Improvement Lead (Education) are working in close partnership to ensure barriers to attendance and participation in learning are identified and joint planning is in place. • Outcomes for our care-experienced learners are improving, with higher attainment in literacy and numeracy. More care experienced young people are entering positive destinations on leaving school (up from 82% in 2022/23 to 95% in 2023/24), although gaps remain compared to their peers. Changes in this area need to be judged carefully as they refer to very small cohorts of young people, often less than 20 per year. • Fairview School won a national award for its work to promote inclusion and celebration of ASN learners.
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30 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL CASE STUDY Funding from the Scottish Attainment Challenge’s Care- experienced Children and Young People fund has enabled the facilitation of Learning Hubs in Riverside and Letham Primary Schools to provide additional support for care-experienced children and young people to achieve their potential. Areas of Focus • Attainment at key milestones is raised for all children and young people. • Attendance rates improve, particularly in the secondary sector. • Increase the number of young people going into positive destinations such as work experience, further education, volunteering and employment. • Improved understanding of causes of attainment gap so that effective interventions can be identified and implemented. • Improve support to children and young people with additional support needs to realise their full potential. • Provide Kinship Carers with a range of supports to enable them to meet the needs of children in their care. Links to other Performance Information ➢ Raising Attainment Update 2023/24 (Item 9) ➢ Corporate Parenting Plan 2025-2030 (Item 7)
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31 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Performance Indicators related to this priority: Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. *Attainment indicator data will not be published until February 2026; therefore, change relate to the most recent year of publication. Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 Annual Change Target Target Met/ Not Met Ensure inclusive and quality education for all and promote lifelong learning Percentage of children meeting expected developmental milestones when entering primary school Influence 82.0% 81.7% 80.6% 75.6% 81% In 2023/24, 75.6% of P1 children met all expected developmental milestones – a decrease likely to be linked to the cohort being born in during the COVID-19 pandemic, when early supports were not available to families. Public Health Scotland confirms a national increase in developmental concerns at age 4-5 reviews. Additionally, the percentage of additional support needs (ASN) within this cohort is slightly higher. Of those, 68% did not meet all milestones, up from 44% last year. This cohort also includes a higher proportion of boys (54% this year compared to 49% last year), and research tells us that boys typically make slower progress at this stage of development. Within this cohort more children are recorded as not having achieved one developmental milestone, rising from 267 last year to 298 this year. Particular issues are attention, emotional, social and speech and language which all show an increase of 3%. Through the embedded work of the Communication and Wellbeing Champions who plan and model daily high- quality play and learning experiences, there is a focus on early intervention to support development. ELC settings continue to focus on high-quality provision, outdoor learning, and emotional resilience to address developmental concerns and support children’s progress. Percentage of primary school pupils (P1, P4 & P7 combined) achieving expected levels Control 74% 77% 78% 80% 79% There has been a steady upward trend in this measure over time from 74% in 2020/21 to 80% in 2023/24. This compares favourably with the Scottish average of 81%. Literacy attainment gaps between the most and least deprived pupils have narrowed from 27% in 2020/21 to 21% in 2023/24. In numeracy, although both SIMD Q5 and SIMD Q1 have
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32 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 Annual Change Target Target Met/ Not Met Ensure inclusive and quality education for all and promote lifelong learning in literacy and numeracy improved, the gap has widened due to faster progress among the least deprived cohort. The Education Improvement Plan for 2025/26 prioritises numeracy, with targeted support for schools where numeracy attainment is below 70% or where gaps persist. This includes rollout of the pilot Improving Numeracy Project, completed in one setting in 2024/25. Proportion of school leavers attaining 1 or more passes at SCQF Level 5 Control 89% 89% 90% 88% 91% Leaver attainment at Level 5 declined slightly in 2023/24 but remains above the national average (83.5%). Attainment at Level 6 has remained stable, outperforming the national trend, which has steadily declined to 57.4% over the last three years. This may reflect the return to full course assessment for the first time since 2019. There has been a focus on a data driven senior phase curriculum to ensure that there is breadth, progression, depth, personalisation and choice available in the senior phase. This includes the development of Foundation Apprenticeships and a focus on developing qualifications in partnership with employers and industry. Proportion of school leavers attaining 1 or more passes at SCQF Level 6 Control 71% 66% 66% 66% 67% Participation of 16–19-year-olds participating in learning, training or work (%) Influence 94% 94% 93% 93% 93% There have been changes to how this data set has been collated. HM Revenue & Customs (HMRC) data was included within the data set (for the first time) in 2023 but was removed from the 2024 APM data set. To ensure comparability across publications, the 2023 data set has been revised to allow for comparisons between different years to be made on a like for like basis. This change has been reflected in the data recorded here. This measure is influenced by a range of other partners including Skills Development Scotland and UHI Perth. Our teams are working closely with them to ensure that young people achieve sustained positive destinations.
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33 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 Annual Change Target Target Met/ Not Met Reduce the poverty- related attainment gap Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 5 Control 28% 24% 17% 19% 24% The coronavirus pandemic (COVID-19) led to changes in how National Qualifications were assessed and graded, and this will have had an impact on the attainment of school leavers in 2019/20, 2020/21, 2021/22 and 2022/23. 2023/24 data demonstrates that the poverty related attainment gap at Level 5 has maintained a steady downward trend from 28% in 2020/21 to 19% in 2023/24, and at Level 6 has reduced from 41% in 2020/21 to 28% in 2023/24 with year-on-year reductions. This compares favourably with the national picture where the gap was 22.7% at Level 5 in 2023/24; wider than in 2022/23 (20.2%). At Level 6 this also compares favourably with the national picture where the gap was 38.4% in 2023/24; wider than in 2022/23 (36.9%). Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 6 Control 41% 35% 29% 28% 34% Ensure that Looked After Children and children and young people with additional support needs achieve comparable outcomes Percentage of children being looked after in community placements rather than residential placements – balance of care Control 96% 94% 94% 95% (as at 31st July 2024) N/A (Target not set) N/A Data for 2024-2025 not available until publication of LGBF. Information is based upon most recent data published. In 2023/24 there were 248 Looked After Children, with 95% looked after in the community – above the national figure of 89%. The overall number of children who are looked after has continued to decrease, however the population is changing. More are now looked after at home, looked after but living independently, or are in kinship arrangements. This reflects the success of early intervention projects and Family Group Decision Making (FGDM), helping families support each other and keep children within their birth families. Percentage of school leavers looked after within the last Control 62% 87% 87% 60% 72% We recognise that this group is a key priority for improved attainment. We have recently appointed a Promise Implementation Lead (Education) to track the educational
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34 ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 20/21 21/22 22/23 23/24 Annual Change Target Target Met/ Not Met year with 1 or more qualification at SCQF level 4 journeys of all school aged looked after children and young people. Note: Care should be taking when comparing these figures across years and cohorts due to the small numbers involved. The drop in performance from 2022/23 to 2023/24 amounted to a change in actual numbers of only 1.
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35 PKC - GENERAL Priority: Protecting and caring for our most vulnerable people Under the Social Work (Scotland) Act 1968, as amended by the Local Government (Scotland) Act 1994, Scottish local authorities hold statutory responsibility for delivering social work services. Children, Families and Justice Social Work are delivered by the Council, whereas Adult Social Work and Social Care services are delivered through the Perth and Kinross Health and Social Care Partnership (HSCP), under the governance of the Integration Joint Board (IJB). The IJB Annual Performance Report 2024-2025 outlines progress against the strategic ambitions set out in the IJB’s Strategic Plan 2024-2027. This section draws on key highlights and performance information from both services delivered by the council and those delegated to the IJB to protect and care for our most vulnerable people. Action: Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe Through strong multi-agency working, trauma-informed practice, and continuous improvement, we act quickly to identify risk and provide the right support at the right time. Key activities contributing to this in 2024/25 include: • In 2024/25 8,832 referrals were made to the Child Protection Duty Team – an increase of 9% from the previous year. This appears to be stabilising after increasing year on year post COVID-19. All referrals are triaged within 24 hours, with immediate action taken. Where significant child protection concerns are identified, we include Inter-Agency Referral Discussions (IRDs) or support via the Multi-Agency Screening Hub (MASH). • The Scottish Child Interview Model (SCIM), introduced across Tayside in May 2024, is now well imbedded in child protection processes. This trauma-informed approach was used in 85% of all interviews in 2024/25, ensuring children have the best possible opportunity to tell their story. Cross-boundary working with trained staff has strengthened consistency and access. • MASH continues to provide early help to families in need, bringing together statutory and third-sector partners to share information and direct families to the most appropriate support as soon as possible. • The Child Protection Committee (CPC) launched its updated CPC Improvement Plan 2025 to 2028, supported by a new strategy and schedule to guide self-evaluation activities. Audits led by the Child Protection Interagency Coordinator highlighted strong practices in relationship-based practice and rapid responses to risk. Areas for improvement include enhancing child and young people’s plans and better incorporation of their views into decision-making. • CPC Community of Practice events focused on professional curiosity and managing professional differences. These sessions were well attended and positively evaluated, helping to refresh CPC guidance and support continuous service improvement. • In adult protection, complex cases are managed through a multi-agency approach under the Adult Support and Protection (ASP) Act. Referral analysis led to new triage pathways for adults at risk due to addiction or mental health issues, supporting earlier intervention. • The ASP assessment framework was updated to focus on the quality of outcomes for adults and unpaid carers. The ASP workforce supports people in both urban and rural areas. Joint work between adult and child protection committees is
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36 PKC - GENERAL underway in Letham to better understand community views on public protection. • Reporting harm is actively encouraged. Although we see a levelling in the total number of Adult Protection (AP) referrals, it must be noted that the national ASP data that is made available, data for 2024/2025 demonstrates that Perth and Kinross receives more Vulnerable Person Reports (VPR) per head of population and third highest in Scotland for the total number of all AP referrals received. • The ASP Co-ordinator audits the AP concerns and VPRs that are not screened within 24-hours (50 out of 3,147). 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. • Interagency Referral Discussions (IRDs) facilitate the multi- agency sharing of information to determine how to safeguard and adult at risk of harm. The process for IRDs in Perth and Kinross has been found by the Care Inspectorate to be a good example of services providing an early multi-agency response to harm. CASE STUDY This case study highlights the benefits of using the Safe and Together approach – a relationship-based approach with family to safely return children to their mother’s care. This approach involved engagement with parents and family members ensuring children’s needs remained central. Action: Ensure that people get the right care, accommodation and support where and when they need it We’re focused on making sure people of all ages receive the right care, support and housing at the right time. Whether through health and social care, family-based support, or access to safe and sustainable homes, our work aims to meet individual needs and improve outcomes across Perth and Kinross. Key activities contributing to this in 2024/25 include: • 64% of people with intensive care needs received ‘care at home’, maintaining strong performance in line with the Scottish average of 65%. This reflects our continued commitment to helping people remain safely at home for as long as they wish to do so. • 97.6% of adults were discharged from hospital without delay, consistently meeting the national target of fewer than 34.6 per 100,000 adults. This was supported by a number of interventions which have reduced unmet care needs by around 800 hours since August 2024 • A new alliance contract with 15 care at home providers, increasing care hours from 6,302 to 8,073. • Care at Home providers now using the PinPoint mapping tool to better organise support provision. • Restructuring HART and HART+ teams to enable more personalised and timely discharges, supporting 256 people (up from 230) and increasing care hours from 1,450 to 1,847. HART and HART+ is the Council’s internal care at home and reablement service.
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37 PKC - GENERAL • During 2024/25 funded permanent placements to care homes due to unpaid carer breakdown and/or crisis decreased from 17.5% in 2023/24 to 7%. This indicates early intervention and prevention within the community for both the unpaid carer and cared for remains critical. • Recruitment of host families for our unaccompanied asylum- seeking children (UASC) has slowed despite targeted recruitment campaigns. Alternative accommodation options are being considered to ensure safe placements continue. • Foster carer recruitment remains challenging, but we’ve reduced the number of children placed with independent fostering agencies from 22 in 2023/24 to 16 in 2024/25, with two more transitions planned in 2025/26. • At the end of March 2025, 13 young people were in residential accommodation, with plans for three to leave in 2025/26. Active care planning is in place to support alternative family-based care options including: family group decision making; kinship care; support for families out of hours; and therapeutic supports from speech and language therapy and psychology. Notwithstanding, there is likely to be a continued need for residential accommodation for children during 2025/26. • A Youth Housing Panel was established to support care- experienced young people who are moving into independent living. Meeting monthly, the panel matches individuals to suitable accommodation based on skills and needs, working with partners including ROCK Trust and YMCA. Around 10 care leavers are expected to benefit annually, with consideration of extending this to other young people with complex needs. • As a council of sanctuary, we continue to support reducing demand for resettlement activity and people seeking asylum placed here by the home office. Some individuals who have been granted refugee or humanitarian protection status may choose to make homelessness applications in Perth and Kinross • In response to the National Housing Emergency, we reduced average re-let times from 37.8 days in 2023/24 to 24.87 days in 2024/25 and cut the number of void properties from 136 to 95. Improvements were achieved by deferring non-essential upgrades, simplifying compliance checks, and offering flexible decoration options – despite national challenges such as skilled labour shortages, rising material costs, and delays in utility connections. • To maintain progress, we introduced bulk material purchasing, launched recruitment initiatives, hired six modern apprentices, and partnered with Energy Angels to address utility delays - ensuring homes are delivered quickly and sustainably • A dedicated Housing Condition Team was established to tackle condensation, mould, and damp (CMD) in response to Awaab’s Law and new Scottish Housing Regulator indicators. We expanded our Housing Internet of Things (IoT) project by installing air quality sensors in over 440 homes to monitor temperature, humidity, and CO₂ levels in real time. This supports early identification of issues and encourages tenants to report problems at the right time, with staff training and tenant engagement helping to improve outcomes. CASE STUDY Youth Housing Support Group brings together providers of housing support with key teams in Housing and Children’s services. Support provided matches young people with more appropriate accommodation.
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38 PKC - GENERAL Action: Prepare for the establishment of the National Care Service and continue to strive for excellent health and social care outcomes for the people of Perth and Kinross The Scottish Government has revised its approach and through the Care Reform (Scotland Bill) will retain key policy commitments such as Anne’s Law, the establishment of a National Social Work Agency and improved support for unpaid carers, while no longer pursuing the transfer of adult social care responsibilities from local authorities. Action: Work with partners to reduce re-offending and support effective interventions for people in the justice system Through trauma-informed practice, coordinated release planning, and community-based interventions we are working together to help individuals rebuild their lives and to reduce the impact of offending on families and communities. We trialled the trauma informed group work programme Connectere within our men’s service. Following positive feedback from the first group (six completions), eight staff were trained to deliver the programme inhouse. Two further cohorts were completed in 2024 with eight participants and positive feedback on impact and group progress. “I enjoyed finally getting help for issues that have been lifelong. Also finding out that I am not alone in my issues.” – Connectere participant “The most beneficial session was the session on self- compassion. I don’t think I would have improved without it, I think it is something everyone should learn.” – Connectere participant • A small test of change to improve co-ordinated support to Perth and Kinross residents leaving prison on short-term releases was expanded from two prisons to any Scottish prison in June 2024. The approach brings together partners from several teams and agencies to discuss individual support needs and provide an effective offer of support to people leaving prison. A total of 47 people (40 males and 7 females) were considered during 2024/25 and 32 (68%) signed up for the support offered. This work will be expanded further in 2025-26 bringing all releases into the co-ordination meeting (Short-term Sentence, Long-term Sentence and Remand). A Young Person’s Steering Group was established at Perth Academy, involving seven young people affected by family contact with the justice system. Supported by Families Outside, the group helped develop youth- focused resources for the Child Impact Assessment project. In early 2025, the group evolved into a peer support model, offering fun and meaningful activities and some respite from the school environment. Learning from this group support expanding this model into other schools. • Our Community Justice Service (CJS) took part in a Care Inspectorate self-evaluation activity focused on measuring and reporting performance, quality and outcomes for people on community-based sentences. Perth and Kinross was one of the areas which received onsite. Strengths included a demonstratable capacity for improvement as evidenced by numerous focussed Strategic Needs and Strengths Assessment and work to align activity to the National Strategy for Community Justice. Areas for development included development of a Performance Framework and Dashboard and a Quality Assurance Framework.
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39 PKC - GENERAL • Hillcrest Futures employed a peer worker at HMP Perth to deliver harm reduction and recovery activities. There are 321 groups providing activities with 2,658 attendances, and 301 received one-to-one support. This work is delivered in partnership with the Scottish Prison Service. CASE STUDY Child Impact Assessment Project supports children and young people with a parent in contact with the justice system to be seen, heard and supported through the provision of widespread training for professionals and raising awareness of the Child Impact Assessment Toolkit. Areas of Focus • Take a partnership approach to the assessment of risk of significant harm to a child and minimising and reducing risk through early support and assessment. • Enhance our housing support offer by implementing an Intensive Housing Support Service for people with complex needs. • Where children cannot remain living at home, every effort is made to keep them within their kin network. • Maintain significant relationships for care experienced children to deliver on the principles of The Promise. Links to other Performance Information ➢ IJB Annual Performance Report 2024/2025
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40 PKC - GENERAL Key Performance Indicators related to this priority: Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Target Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe. (Children and young people) Percentage of children on child protection register over 12 months Control 8% 4% 6% N/A N/A (not appropriate to set targets) N/A Most child protection registrations last less than a year, with registrations of 12 months or more remaining low. This follows a peak of 28% in 2020/21 linked to the impact of COVID-19. Children and young people who remain on the register longer often have multiple and/or complex needs requiring coordinated support. Registrations now follow the revised National Child Protection Guidance (2021, revised 2023), with minimum duration of six months. Note: Children are removed from the register when risks have been mitigated and there has been an improvement in relation to the circumstances that led to them being registered in the first place. Rate of children on the child protection register per 10,000 children Control 21 20 19 N/A N/A (not appropriate to set targets) N/A Data for 2024-2025 not available until publication of LGBF. Information is based upon most recent data published 23/24 Scottish Average is 23.8 Calculated using 2022 Mid-Year Estimates (MYE) Population (0-15) figures until updated figures are published, in line with national approach. Child Protection registrations in Perth and Kinross remain in line with the national average rate (from 2022) of 20 per 10,000 population. This reduction reflects significant investment in consistent chairing of case conferences and earlier use of Child and Young Person’s Plans, helping reduce the need for case conference and registration by working collaboratively with families.
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41 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Target Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe. (Adults) Number of Vulnerable Person Reports received Influence 1,755 2,254 2,262 2,255 N/A (not appropriate to set targets) N/A In 2024/25, 2,255 Vulnerable Person Reports (VPRs) were received – consistent with recent years. The Adult Protection Committee encourages reporting where concerns exist, enabling timely intervention. Although we are seeing a levelling in the VPRs received, national data shows Perth and Kinross receives more VPRs per head of population than any other area in Scotland. This is likely due to strong partnership arrangements around this area of work. Percentage of Adult Support and Protection (ASP) Initial Referral Discussions held within timescale Control 67% 69% 75% 86% 100% 86% of Adult Initial Referral Discussions (IRDs) were held within five days of the decision to proceed. Routine auditing of IRDs ensures timely safeguarding and accountability and confirm that where IRDs took place outwith the target of 5 days no adult was left at undue risk. Ensure that people get the right care and support where and when they need it. Number of households presenting as homeless Influence 610 737 849 861 N/A (not appropriate to set targets) N/A Homelessness presentations increased slightly by 1.4% in 2024/25. Despite this, our commitment to the ‘Home First’ approach remains strong. Focused on prevention, rapid rehousing, and tenancy sustainment, this model continues to deliver sector-leading outcomes and person-centred support. Percentage of affordable homes built to wheelchair and adaptable standard (units) Control 4.3% 8.9% 10% 11% 10% of all social housing built Of the 107 affordable homes built in 2024/25, 12 were adapted properties suitable to meet the needs of older or ambulant disabled households, including one being suitable for wheelchair use.
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42 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Met/Not Met Target Percentage of adults receiving any care or support who rate it as excellent or good Influence 77% 73% 70% N/A (HACE data available 25-26) N/A N/A (Target not set) N/A HSCP no longer uses the Service User Experience Survey (SUPE). Future reporting will draw on the Health and Care Experience (HACE) survey data, available next year. As the HSCP implements the newly approved IJB Performance Framework new measures and targets will be established to supplement the 2 yearly publication of HACE data. Percentage of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life. Influence 76% N/A 76% N/A (HACE data available 25-26) N/A N/A (Target not set) N/A
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43 PKC - GENERAL Priority: Supporting and promoting physical and mental wellbeing Adult Social Work and Social Care services are delivered through the Perth and Kinross Health and Social Care Partnership (HSCP), under the governance of the Integration Joint Board (IJB). The IJB’s Annual Performance Report 2024-2025 outlines progress against the strategic ambitions set out in the IJB’s Strategic Plan 2024- 2027. This section draws on key highlights from the report, alongside performance information from Council services which are not delegated to the IJB. Action: Work with partners to provide localised health and social care provision in areas of greatest need and in those most geographically distant from services By focusing on person-centred services, inclusive activities, and community-led initiatives, we’re helping people live healthier, more independent lives closer to home. Key activities contributing to this in 2024/25 include: • The Learning Disability and Autism Strategy 2022-2025 continues to drive person-centred support, with progress reported to the IJB in June 2025. • The Scope Team was established in May 2022 and now supports 367 people which is an 8% increase since March 2024, has successfully prevented hospital admissions and assisted people to return from long-stay hospital care to their community, in line with the ‘Coming Home’ ambitions. The SCOPE team has continued to deliver support which is sustaining individuals in their own homes, reducing the need for admission into hospital or care provision. There have been no admissions into long stay hospital in the last 12 months. • Additionally, the team also provides valuable assistance to carers of people with complex needs. A new peer support group for carers has attracted 15 participants, strengthening informal networks and wellbeing. • The ‘Check In Giraffe’ programme delivered over 6,000 hours of work experience and 3,500 hours of additional support through 301 sessions and 67 different activities – helping people overcome barriers to employment. • Promoting a More Inclusive Society (PAMIS) supported 46 registered families and reached many more through inclusive community events. In 2024, the team responded to 219 enquiries, held 100 online meetings, and hosted 50 in-person events. Two digital passports were developed to improve person-led communication. • Stanley Development Trust provided weekly soup and sandwich clubs to reduce isolation among older residents. In 2024, there were 496 attendances at the Lunch Club and 280 at Soup Club. “I have always felt included and valued at Giraffe. People play different roles in the organisation, but there is no hierarchy of importance. No one person is more important than another.” – Check In Giraffe participant
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44 PKC - GENERAL “PAMIS staff consistently go above and beyond to support our family.” “PAMIS are always such a great support to me.” – PAMIS registered users “Soup and lunch clubs are great value for money and a good social occasion for older people.” – Stanley Development Trust feedback Action: Improve health and wellbeing in Perth and Kinross by increasing overall participation in sport and physical activity and promoting the wellbeing benefits of time spent in our natural surroundings Through inclusive programmes, community-led initiatives, and investment in green spaces, we’re helping people of all ages stay active, connected, and well. Key activities contributing to this in 2024/25 include: • We supported Live Active Leisure staff to deliver evidence-based falls prevention classes. These classes are based on later life training, postural stability instructor training, and have been shown to be highly effective in reducing falls among community dwelling older adults. Over 2,000 Wellbeing Community Classes were delivered, supporting more than 20,000 individual attendances. Activities included chair-based social classes, social circuits, aqua circuits/aerobics, and chair-based yoga. • The risk of falls increases with age and given the growing older population in Perth and Kinross, higher admission rates due to falls are to be expected. This is reflected in the rate of 25 admissions per 1,000 people aged 65 and over in Perth and Kinross, compared to 23 per 1,000 for Scotland. Despite this, performance against this indicator remains good, with a marginal improvement of 1.6% compared to last year • Seven parks and play areas were enhanced- in Bridge of Earn, Luncarty, Blairgowrie, Scotlandwell, Greenloaning and Braco – with design development continuing for a further four in Perth and Crieff. Each project was shaped through community consultation to reflect local needs and aspirations. • The Right Track programme, supporting young people aged 16- 26 on deferred sentences, was recognised with a Butler Trust Commendation for the Right Track Project Officer. The programme and participants continue to feedback positively on the sense of achievement they gain from participating, noting they have had the opportunity to learn skills they never thought were possible for them. A review was carried out in 2024/25 and highlighted strong outcomes and identified development areas, including identifying resilience as a risk. In November 2024, an additional worker was recruited to increase capacity. CASE STUDY During the 2024 Olympics, 20 care homes and three day centres took part in the annual Go4Gold challenge, with residents and service users taking part in physical and wellbeing challenges in their own setting. The event, jointly facilitated by the HSCP and Scottish Care, celebrated participation and community spirit.
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45 PKC - GENERAL CASE STUDY Girls for Change: Get Active, Get Confident brought together 40 pupils from across Perth and Kinross for a day of workshops and fitness sessions aimed at building confidence and promoting physical activity. Held at Dewars Centre, the event tackled body image, exercise myths, and gender inequalities. Inspired by the day, pupils at Bertha Park High School launched an “Into Exercise” project to support peers disengaged from PE. Early results show promising improvements in participation and wellbeing. Action: Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it Through integrated care, dementia support, technology-enabled services and targeted help for unpaid carers, we’re improving health outcomes and supporting people to live well in their communities. Key activities contributing to this in 2024/2025 include: • Between April 2024 and February 2025, 113 people were supported by local integrated care services to remain at home and avoid crisis placements or hospital admissions service, helping shift the balance of care. • In Perth city, the integrated hub is now fully established, enabling rapid, multi-disciplinary responses when health deteriorates. Urgent care Advanced Nurse Practitioners are working with locality teams to expand this model across the region. • Dementia support has grown through Alzheimer Scotland’s Brain Health Centre and dementia cafés. In 2024, 275 referrals were made for Post Diagnostic Support (PDS), with 279 people receiving support by December – an increase of 12% from January. • The Community Alarm service handled 260,911 calls in 2024/2025, with 99.26% answered within 60 seconds - up from 98.83% the previous year. The service now supports over 3,900 clients and 12,000 devices, helping people stay safe and independent at home. • In 2024/2025, 692 unpaid adult carers received tailored support through statutory services, including day centres, sitting services, and respite. These services offer carers essential breaks to help maintain their own wellbeing. Additionally, 166 carers benefited from donated Respitality breaks, 252 were referred to Live Active for wellbeing support, and 472 received grants under the Time to Live Scheme. • PKAVS Carers’ Centre was awarded the Carers’ Trust for Carers’ Quality Award, recognising its commitment to outstanding service delivery. The centre had 1,622 adult carers registered this year - a 15% increase since June 2024. The Carers’ Centre delivered the following supports to carers in 2024-2025. • Carers have a higher risk of financial exclusion. In 2024/2025, 847 unpaid carers received support from Citizens’ Advice, mainly with debt and energy advice -a 40% increase from the previous year. We are working with partners and internal teams to identify those in need and ensure they are signposted to appropriate support. • Since January 2024, all Inpatient Mental Health and Learning Disabilities Services in Tayside have been using SafeCare to reflect real time staffing visibility, red flags and associated mitigations and professional judgement • One of our key learning objectives this year across the Mental Health Service family has been further enhancement of staff knowledge of Adult Support and Protection particularly for Senior Charge Nurses, Team Leaders, Clinical and Professional Team Managers, Integrated Managers and Service Managers. The Service have been working proactively with both Perth and Kinross Council and NHS Adult Protection Teams to progress
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46 PKC - GENERAL this with two half day events delivered engagement with the Police Scotland Public Protection Unit and engagement with the Scottish Fire and Rescue Service for fire safety. Areas of Focus • Improve health and wellbeing in Perth and Kinross by increasing overall participation in sport and physical activity and promoting the wellbeing benefits of time spent in our natural surroundings • Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it Links to other Performance Information ➢ Community Justice Progress Report 2023-24 (Item 5) ➢ Joint Carers Strategy 2023 to 2026 ➢ IJB Annual Performance Report 2024/2025
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47 PKC - GENERAL Key Performance Indicators related to this priority Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target: Met/Not Met Improve health and wellbeing in Perth and Kinross by increasing overall participation in sport and physical activity and promoting the wellbeing benefits of time spent in our natural surroundings Number and percentage of the total school roll (primary and secondary) participating in Active Schools/ School Sports Influence 5,190 29% 7,200 39% 7,776 42% 7,859 43% 43% Participation in extra-curricular sport activities has continued to rise, with 38% of secondary school pupils involved in extra- curricular clubs – placing Perth and Kinross in the top three local authorities in Scotland. Number of attendances at pools, indoor and outdoor sports and leisure facilities and programmes (thousands) Influence 564K 1.002M 1.116M 951K 1.013m Attendance at Live Active Leisure venues fluctuated due to the closure of Bells Sports Centre following flooding. Q1 saw 241,577 visits. Q2 dropped to 212,967 (-12%) with the quieter summer period, before rising slightly in Q3 to 220,490 (+3.5%). In Q4, following the successful relocation of the gym to Dewars Centre, attendance rose to 275,545 (+25%) driven by higher gym memberships and overall attendance, plus increased use of classes and sports halls across other venues in Perth and Kinross. Percentage of residents satisfied with local leisure facilities Influence 74% (2019- 2022) 73% (2020- 2023) 75% (2021- 2024) N/A 70% N/A (Target set but data not yet available) Data for 2024-2025 not available until publication of LGBF. Information is based upon most recent data published. Latest figures indicate a 2% increase compared to previous and are above the national average of 67%.
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48 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target: Met/Not Met Percentage of adults satisfied with parks and open spaces Control 90% (2019- 2022) 91% (2020- 2023) 89.7% (2021- 2024) N/A N/A (Target Not Set) N/A Data for 2024-2025 not available until publication of LGBF. Information is based upon most recent data published. Satisfaction with parks and open spaces remains high at 89.7% (2021-24), slightly down from 91.3% in 2020-23 but still above the national average of 85%. Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it Mental Health - Reduction in waiting times for people to access Mental Health Services (weeks) Influence 33 36 39 42 N/A (Target Not Set) N/A The increase in waiting times is attributed to unprecedented referral levels, increased awareness and prevalence of Mental Health conditions, and more people seeking neuro- diversity assessments (such as ASD and ADHD). Community Mental Health Teams are focused on complex cases, resulting in many referrals being rejected or waitlisted, while alternative services are also at capacity. A new Model of Care is being developed across Tayside, aiming to implement a single point of referral and triage system to reduce waiting lists and improve timely access. Percentage increase in people who feel that their health and social care support was easily accessible and well communicated Influence 80% 89% 57% N/A (HACE data availabl e 25- 26) N/A N/A (Target Not Set) N/A HSCP no longer uses the Service User Experience Survey (SUPE). Future reporting will use data from the HACE survey, available next year. As the HSCP implements the newly approved IJB Performance Framework new measures and targets will be established to supplement the 2 yearly publication of HACE data.
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49 PKC - GENERAL Priority: Working in partnership with communities We recognise that there is no one-size fits all solution to working with communities to address local needs. In 2024/25 we have tested and operated different approaches. Some of the progress made is outlined below. Action: Establish locality multidisciplinary teams working with our community planning partners and residents to identify and address local solutions to local needs In 2024/25, we expanded our multidisciplinary approach to tackling poverty and inequality across Perth and Kinross, supported by Scottish Government funding through the Fairer Futures Fund. Our Fairer Futures project is a placed based and data driven approach to identifying and addressing communities of highest need within Perth and Kinross and then delivering a multi-disciplinary holistic approach in partnership with those communities. By deepening local engagement, strengthening service coordination, and enhancing community resilience, we are building a more inclusive and responsive support system tailored to the needs of our most vulnerable communities. Key activities contributing to this in 2024/25 include: • Secured Fairer Futures funding support to scale up our multidisciplinary approach, appointing a programme manager and recruiting a dedicated project team to lead delivery in new priority localities: Rattray, South Crieff, and Muirton, alongside existing pilots in Letham, Highland, and Coupar Angus. • Advanced the Letham Action Plan by bringing additional services into the hub, commissioning youth work from YMCA, and conducting further community consultation. • Reviewed the Coupar Angus Action Plan and provided targeted support to the Strathmore Hub to develop a sustainable operating model. • Engaged with communities in Highland through consultation sessions in Aberfeldy, Pitlochry, and Kinloch Rannoch to inform future planning. • Strengthened local coordination by consolidating Community Support and Enforcement services, with new leadership roles enabling more effective collaboration between specialist and locality-based teams. • Supported a record 65 community groups—exceeding our target of 60—to establish Community Resilience Groups using ringfenced Council funding, enhancing emergency preparedness and response, as demonstrated during severe weather events. • Delivered targeted enforcement actions, including Operation Anvil, which improved public safety and consumer protection through successful interventions such as the seizure of counterfeit tobacco and the issuing of a significant fine. CASE STUDY A Community Outreach Programme initiated to support the prevention of fraud and scams amongst vulnerable people. The programme visits various community groups and engages with residents providing advice on scams whilst assessing if individuals require further support.
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50 PKC - GENERAL Action: Increase the supply and availability of rural housing Our efforts focus on securing long-term tenancies, prioritising local connections, and strengthening collaboration with key partners to deliver sustainable housing solutions. Key activities contributing to this in 2024/25 include: • We acquired 20 residential properties in Dunkeld from the National Trust for Scotland (NTS), enabling 20 households to transition into secure Council tenancies and increasing access to affordable housing in the area. • We worked closely with NTS and tenants to ensure a smooth transition, providing responsive support throughout the handover process. • We introduced a local lettings policy that prioritises future allocations for individuals with strong ties to the Dunkeld area, reinforcing our commitment to the principle of “local homes for local people. Action: Develop and expand our approach to working with communities to identify local actions and priorities and deliver on these together We are deepening our partnership with communities by co- designing local solutions, investing in inclusive spaces, and empowering residents to shape decisions that matter to them. Our approach is rooted in trust, transparency and shared ownership, ensuring that local priorities drive meaningful change. Key activities contributing to this in 2024/25 include: • The development of new chalets at Double Dykes – phased occupation of which began in May 2025 - represents part of our wider investment in high-quality, culturally appropriate accommodation for Gypsy/Traveller communities. We introduced a resident-led engagement model shaped by direct feedback, including regular on-site sessions, digital participation via Microsoft Teams, tailored newsletters, and real-time updates through noticeboards - strengthening trust and empowering residents to play an active role in shaping their living environments. • Through our Warm Welcome Initiative, we allocated over £200,000 to more than 100 community groups to create warm, welcoming spaces during winter. Co-design workshops led to a 34% increase in overall attendances (45,336), a 36% increase in unique attendees (6,156), and a 67% boost in volunteer participation (835 volunteers). Warm Welcome Evaluation Report 24/25 • We allocated £100,000 through our Locality Participatory Budgeting Fund to 28 community groups in areas facing the greatest socio-economic challenges. Residents voted on proposals tackling poverty, cost of living, and volunteer development, with 2,516 votes cast – a 23% increase from last year. Children and young people played a key role, with 799 aged 5-17 actively involved. • We supported 118 volunteer groups who contributed 40,000 hours to enhancing greenspace management. Despite reduced funding, we provided insurance, training, materials, and, in some cases, financial support, helping enhance local spaces and community pride. • We consulted communities on the design of 11 play areas, receiving 486 responses. Workshops with schools ensured children’s voices were heard, resulting in inclusive, multifunctional designs that reflect local aspirations. • We contributed £0.5 million towards new changing facilities at Davie Park, led by Blairgowrie and Rattray Community Football Club - demonstrating the impact of joint investment in community-led infrastructure.
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51 PKC - GENERAL • We updated our Equality aims and outcomes for 2025 to 2029 clear actions to promote fairness, inclusion, and opportunity for all. Further details are provided in the Perth and Kinross Council Equality and Perth & Kinross Council Equalities Mainstreaming Report 2023-25. Action: Deliver our internal cultural change programme ensuring all staff contribute to our commitment to engage with and be accessible and responsive to our residents and communities • We launched our Leadership Competency Framework, setting out the actions and behaviours expected of all our teams to help us deliver our organisational vision and strategic outcomes and work effectively with communities. • We revised our leadership model and introduced the Five Foundations of Leadership to support cultural change and improve how we engage with residents. This model will be central to future leadership development activity. • We adopted a new Performance and Development Discussion (PDD) Framework making it mandatory for all staff in early 2025. It includes structured prompts to encourage meaningful conversations about delivering better outcomes for people and communities. All annual PDDs are recorded in our HR system to support analysis and future organisational development planning. • We developed a Leadership and Manager Induction Toolkit as part wider support for new managers in understanding their role and responsibilities, including how they contribute to shaping our culture. This guide, along with enhanced induction processes, will be launched in 2025/26. Areas of Focus • Scale up and roll out of Fairer Futures programme to Rattray, South Crieff, Muirton and North Muirton. • Develop updated locality profiles to support a needs-based approach. • Support delivery of Business Improvement, Culture and Behaviours and Workforce Planning workstreams of the Leadership Development Phase 2 Transformation Project. • Implement the newly developed Leadership and Managers Induction toolkit. Links to other Performance Information ➢ People and Culture Strategy Action Plan ➢ Perth & Kinross Council Equalities Mainstreaming Report 2023-25. ➢ Community Empowerment Annual Report 24-25 (Item 8) ➢ Locality PB Fund 24/25 - Funding Awards ➢ Community Investment and Local Action Partnership Funds 2024/25 (Item 10) CASE STUDY Parapet Repairs at Bridge of Cally were carried out following storm damage in December 2023, with climate resilience built into the design. A key moment came when a local resident shared historical photos showing the bridge once had flood chutes—prompting Perth & Kinross Council to reinstate them as part of the repair. This community insight helped shape a more effective and contextually appropriate solution. Combined with drainage improvements and collaboration with landowners, the works have successfully prevented further flooding and strengthened local engagement in infrastructure planning.
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52 PKC - GENERAL Key Performance Indicators related to this priority Data will be indicative of performance and should be considered in the context of the current operating environment and level of influence. Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target: Met/ Not Met Increase the supply and availability of rural housing Total number of houses built in rural areas of Perth and Kinross Influence 55 63 111 113 60 This includes 29 buybacks, 66 new builds, and 18 purchases from National Trust Scotland in Dunkeld. Number of Community Development Trusts supported to increase the availability of rural housing Control N/A New Indicator, baseline to be established and targets set thereafter 3 4 4 4 We are actively supporting four community development trusts to explore community-led affordable housing initiatives. Current projects include: • refurbishment of two flats in Aberfeldy • planning permission in progress for 12 new affordable homes in Kinloch Rannoch and 10 new affordable homes in Aberfeldy • negotiations to purchase three flats for mid- market rent in Aberfeldy • a feasibility study to convert Blair Atholl’s former rail station into three affordable homes Develop and expand our approach to working with communities Number of community groups with local resilience plans Influence 26 28 53 65 60 The number of Community Resilience Groups rose from 53 to 65 in 2024/25 - a 22.6% increase – thanks to targeted funding awarded in the Council budget, which enabled tailored support from our Community Support and Enforcement team. These groups played a vital role during recent weather events, supporting local residents and maintaining essential services.
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53 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target: Met/ Not Met Control Number of communit y groups supported to increase their capacity 236 343 258 110 270 In 2024/25, 110 community groups received support—of which 91 were new to the service. This highlights the team’s growing role in building the capacity of emerging and less- established groups, helping them to develop skills, confidence, and sustainability for the future. It is to be noted that we have strengthened our reporting processes to ensure greater accuracy. Previously, we counted the number of times a community group was supported. Under the new method, we count the number of individual community groups supported. This change provides a more reliable picture of the support being delivered. While it may result in a lower overall figure being reported, it better reflects the breadth of our engagement. Future targets will be revised to align with this updated reporting approach. Number of community groups supported in the asset transfer process Influence 7 26 31 34 25 We supported 34 community groups who expressed interest in Community Asset Transfer (CAT), offering a single point of contact and clear asset information. Sixteen groups are still actively considering the process, with several expected to progress to Stage 2 within the next year. Others have found alternative solutions that better suit their needs. Number of groups receiving community investment funding Control 141 85 104 115 110 CIF award numbers will vary year on year depending on the projects that ward panels chose to support. In 2024/25, we received 161 applications - up from 110 the previous year - and distributed £326,383 between 115 groups, an increase of 11.
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54 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 21/22 22/23 23/24 24/25 Annual Change Target Target: Met/ Not Met Number of participation requests Influence 0 0 0 2 N/A (not appropria te to set targets) N/A We received two participation requests. One, related to a proposed rural library closure, was accepted but did not progress as the library remained open. The second was declined due to timing, but we committed to working with the community when it is time to progress the outcomes with which they are concerned. Note: Participation Requests (PRs), introduced under the Community Empowerment Act, provide a legal safeguard for community groups seeking greater involvement in decision-making and service delivery. An increase in PRs may indicate growing community confidence and capacity—a positive sign—or highlight shortcomings in initial Council engagement, which would be a concern.
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55 PKC - GENERAL Key contact For further information on any area of this report please contact the Strategic Planning, Performance and Risk Team stratplanperform@pkc.gov.uk. Disclaimer: All hyperlinks correct at time of publication