Appendix 2 - Annual Performance Report 2024-25 Executive Summary
Perth and Kinross Council · 29 October 2025
Back to Perth and Kinross Council — 29 October 2025 and its agenda
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Appendix 2 A Perth and Kinross where everyone can live life well, free from poverty and inequalities
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Executive Summary: Annual Performance Report 2024/25 2 Annual Performance Report 2024/25 Executive Summary
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Corporate Annual Performance Report 2022/23 3 Executive summary This Executive Summary uses information from the Key Performance Indicators (KPIs) in the Corporate Plan to give an overview of where we are performing well compared to the previous year’s data, or where there has been a decline in performance. This is intended to offer an ‘at a glance’ summary of our performance. However, to fully understand the context and the wider activity being undertaken to support our key priorities it is important to read the full Annual Performance Report. Overview of KPI trends The tables within the full APR provide an overview of changes in performance within the KPI data between 2023/24 and 2024/25, or the most recent year available. Of these, 61% are moving in a favourable direction, 22% in an unfavourable direction, 9% remain static and 8% are either not available or not it’s not appropriate to make a comparison. When comparing this to last year, there is a slight increase in the percentage of indicators trending in a favourable direction. This can particularly be seen in our priorities around tackling climate change and developing the economy. Caution should be applied when interpreting this 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 data. Communities Physical and Mental Wellbeing Protect and Care Children and Young People Economy Tackling Climate Change Tackling Poverty 5 2 4 3 7 7 5 1 2 1 4 3 1 1 1 1 2 1 2 1 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 4 Overview of challenges and highlights Tackling poverty Prevent and mitigate the impacts of poverty for children living in Perth and Kinross: Perth and Kinross have made encouraging progress in reducing child poverty, with local rates now 3.8% below the national average - almost double the previous gap - and ranking seventh nationally. This progress is attributed to coordinated efforts in 2024/25, including holistic family support, strategic employability initiatives, and targeted programmes like Support and Connect and Future for Families, which engaged with 238 families over the course of the year. We also 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. Initiatives undertaken helped parents into work, provided digital access, and improved family access to sources of support. Despite housing pressures, our ‘Home First’ approach maintained stability in temporary accommodation, contrasting with a national rise. Mitigate Cost of Living Pressures for Households Experiencing or at Risk of Poverty: Efforts to mitigate the effects of poverty continue to be a priority in Perth and Kinross. Key initiatives included The Financial Inclusion Project, in partnership with Citizens’ Advice Bureau, delivering £784,052 in financial gains and supporting 677 tenants in arrears. In 2024/25, 564 tenants received £203,000 in financial assistance through the Tenancy Sustainment Fund, helping them manage arrears and maintain stable housing. Current and gross rent arrears reduced, highlighting the effectiveness of our integrated support model. 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. Our Welfare Rights service secured £9.2 million in additional benefits for residents, driven by improved service promotion and follow-up. We distributed £269,000 to over 1,400 households through the Financial Insecurity Fund, with a strong focus on rural communities and those without recourse to public funds. National recognition came in October 2024 when the Welfare Rights and Welfare Fund teams won the Excellence in Social Inclusion Performance Award for their work in prisons and foodbanks. Access to services was expanded through targeted outreach, including regular engagement at Double Dykes and collaboration with Broke Not Broken to support Gypsy/Traveller communities. A six-month outreach programme at @Scott Street improved referral rates and enabled Social Work teams to adopt online referrals. Partnerships with YMCA and Creative Exchange provided tailored welfare rights support for young people aged 16– 25. Additionally, a weekly Welfare Fund outreach service in HMP Perth supported over 90 prisoners preparing for release. Promote and Encourage Local Employers to Follow the Principles of the Scottish Government Fair Work Action Plan: Perth and Kinross Council continues to champion the Scottish Promote and encourage principles of the Scottish Government Fair Work Action Plan Maximise income from benefits and concessions Mitigate cost of living pressures for households experiencing and at risk of poverty Prevent and mitigate the impacts of poverty for children 1 2 1 1 1 1 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 5 Government’s Fair Work Action Plan by embedding fair work practices and promoting them among local employers. All businesses receiving Council grant funding are required to pay the Real Living Wage, and the Council ensured all its employees, including apprentices, receive fair pay. Targeted incentives supported local employers in recruiting for roles that paid the Real Living Wage. Through the Futures for All Employer Recruitment Incentive, financial and employability support was provided to 48 businesses—20 in Perth and 28 in rural areas—with all new recruits (excluding apprentices) receiving the living wage.
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Executive Summary: Annual Performance Report 2024/25 6 Tackling climate change and supporting greener sustainable places Support the prioritisation of sustainable, cleaner and greener transport in line with the National and Regional Transport Strategies: The Council has supported Community Transport Groups through forums and direct liaison, investing in Multi-Purpose Vehicles for long-term loans. Elected members approved transferring Council minibuses to Community Groups at end of their Council life. A scheme providing free bus travel on the first Saturday of each month continued from June 2024 to March 2025, for passengers who do not hold a free bus pass. A total of 38,042 passengers benefited from this offer and encouraged use of public transport. 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, the Council made significant progress in improving energy efficiency and supporting low-carbon living. We delivered new energy-efficient housing, upgraded existing stock, and enabled private homeowners to access funding. Key activities included completing 37 new affordable social rent homes, prioritising energy efficiency improvements for homes with Energy Performance Certificate Bands E and F, upgrading 440 properties to meet Energy Efficiency Standards for Social Housing, beginning a £6.5m refurbishment at the Double Dykes Gypsy Traveller site, supporting private homeowners to improve energy efficiency of their properties, and providing free home energy advice to 1,638 households. To conserve and enhance the biodiversity of our natural environment: The Council made strong progress in protecting and improving biodiversity, focusing on tree planting, habitat restoration, community engagement, and targeted ecological improvements. Key activities included planting 3,142 trees, supporting the Grow Wild initiative, conducting targeted biodiversity work, enhancing ponds, awarding 16 Nature Restoration Fund (NRF) grants, and empowering council teams and community groups to make lasting improvements for nature. To adapt to and mitigate the impact of climate change on the way we operate: Perth and Kinross is actively addressing the impacts of climate change through a range of practical measures aimed at building resilience and supporting a circular economy. In 2024/25, the Council advanced flood risk management by completing the Perth Surface Water Flood Study and initiating plans in Bridge of Earn, Comrie, and Scone, while progressing and undertaking preparatory work and data collation for design in other areas. Construction of the Comrie Flood Protection Scheme is underway and on budget, with the South Kinross scheme moving To adapt to and mitigate the impact of climate changes on the way we operate To conserve and enhance the biodiversity of our natural environment Improve the energy efficiency of our buildings, and encourage our partners and private householders to consider improvements Support the prioritisation of sustainable, cleaner, and greener transport 2 1 2 2 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 7 forward through formal notification and a scheduled hearing. A dedicated Watercourse Inspector team replaced seasonal support and £4.7 million has been invested in flood-related capital and revenue projects to reduce flood risk and support essential works. Waste reduction efforts included a mattress reuse initiative with PUSH, diverting items from incineration and creating jobs. Following introduction of a new twin-stream collection system, figures continue to indicate increased household recycling rates, as well as generated additional income from separated recyclables.
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Executive Summary: Annual Performance Report 2024/25 8 Developing a resilient, stronger and greener local economy Support and promote business growth, business and place innovation and investment in both our urban and rural areas: In 2024/25, the Council enhanced support for business growth and innovation in Perth and Kinross, focusing on start-ups, rural enterprises, digital industries, and inward investment. We supported 252 business start-ups, led the Tayside region in Business Gateway Growth referrals, and provided tailored support to 254 micro-enterprises, self-employed individuals, and social enterprises. We also expanded Perthshire Artisans to support creative sector businesses, designed the first phase of the Perth Eco-Innovation Park, and launched a new Customer Relationship Management system to improve business interaction tracking. 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: The Council has continued to reduce its reliance on the national grid by investing in low-carbon energy and smart technology, supporting sustainability and local economic growth. In 2024/25, the Council progressed two major clean energy projects, installed a medium-scale heat pump system at a rural primary school, and explored new partnerships to expand solar power and battery storage. 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, Perth and Kinross Council positioned Perth and Kinross as a vibrant destination for business, investment, and tourism by leveraging our cultural identity, natural assets, and UNESCO status. The Council promoted the area as a dynamic destination, delivered high-impact creative projects, grew the Perth City & Towns platform, and achieved a marked increase in visitor numbers and the tourism sector’s economic impact. We also strengthened cultural tourism and regeneration through strategic promotion and investment, including the opening of the new Perth Museum. 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: In 2024/25, the Council supported 618 adults to achieve learning outcomes, awarded £92,000 to support local organisations through the Adult Learning in the Community Fund. We launched employability drop- ins, supported unemployed clients through the Skills Passport project, 58 unemployed clients gained awards and 21 now in work or self-employed. Support people into work and encourage business to access initiatives to create new… Promote what our city and towns have to offer to businesses, investors and tourists Invest in innovative green power and smart technology solutions Support and promote business growth and investment 1 1 1 4 1 1 1 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 9 We registered 140 new young people with our Youth Employability Team, 122 completed support – 94% of whom moved into a positive destination.
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Executive Summary: Annual Performance Report 2024/25 10 Enabling our children and young people to achieve their full potential Ensure inclusive and quality education for all and promote lifelong learning: The Council is using data and focusing on equity to drive meaningful improvements in schools and early years settings, helping children and young people reach their full potential. A National Thematic Inspection highlighted the clear and comprehensive advice and guidance provided by Perth and Kinross, with strong expectations set around standards and planning. Key strengths identified include a positive climate and ethos in schools, effective use of data for improvement, targeted use of Pupil Equity Funding, and impactful local authority-led programmes. Reduce the poverty-related attainment gap: In 2024/25, there was steady improvement in literacy attainment across P1, P4, and P7, with the gap between the most and least deprived cohorts narrowing from 27% in 2020/21 to 21% in 2023/24. Numeracy attainment improved in both cohorts, but at a slower rate for SIMD Q1 than for Q5, resulting in a slight widening of the poverty-related attainment gap in 2023/24. However, the long-term trend shows progress, with the gap narrowing from 24% in 2020/21 to 22% in 2023/24. School leaver data shows significant progress, with the gap between SIMD Q1 and SIMD Q5 in achieving at least one Level 6 qualification reducing from 40% in 2021/22 to 28% in 2023/24, and the gap for leaving with at least one Level 5 qualification narrowing from 28% to 19% over the same period. Ensure that Looked After children and children and young people with additional support needs achieve health, wellbeing and education outcomes comparable with their peers: The Council’s new Corporate Parenting Plan 2025-30 sets out clear priorities to support Looked After Children to achieve their full potential. 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. The Staged Intervention Framework was implemented across Early Learning and Childcare settings and schools, offering a clear structure to support learners who face barriers. Schools are using a range of initiatives to support care-experienced learners, including one-to-one tutoring, mentoring, Learning Hubs, and Champions Boards. Outcomes for care-experienced learners are improving, with higher attainment in literacy and numeracy, and more care-experienced young people entering positive destinations on leaving school. Ensure that Looked After Children and children and young people with additional support… Reduce the poverty-related attainment gap Ensure inclusive and quality education for all and promote lifelong learning 1 1 1 1 1 2 2 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 11 Protecting and caring for our most vulnerable people Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe: In 2024/25, Perth and Kinross strengthened its multi-agency, trauma-informed approach to safeguarding vulnerable individuals. The Child Protection Duty Team received 8,832 referrals, a 9% increase from the previous year, with all triaged within 24 hours. The Scottish Child Interview Model was used in 85% of interviews, ensuring children have the best possible opportunity to tell their story. The Multi-Agency Screening Hub continued to provide early help to families in need and a Child Protection Committee Improvement Plan was launched. Adult protection saw improved triage pathways for those affected by addiction or mental health issues, and the Adult Support and Protection assessment framework was revised to focus on the quality of outcomes for adults and unpaid carers. Joint work in Letham explored community perspectives on public protection, and CPC Community of Practice professional development events helped refresh CPC guidance and support continuous service improvement. Ensure that people get the right care, accommodation and support where and when they need it: Efforts in 2024/25 focused on delivering timely, personalised care and housing support. Sixty- four percent of people with intensive needs received care at home, aligning with national averages. Hospital discharge performance remained strong, with 97.6% of adults discharged without delay. A new alliance contract expanded care hours, and internal teams like HART and HART+ supported more individuals with increased capacity. Despite challenges in foster and host family recruitment, we reduced the number of children placed with independent fostering agencies. A Youth Housing Panel was established to support care-experienced young people who are moving into independent living, and homelessness support continued for refugees and asylum seekers. In response to the national housing emergency, re-let times dropped significantly, and void properties were reduced. A Housing Condition Team was established to tackle condensation, mould, and damp, supported by sensors in over 440 homes to monitor air quality and improve tenant engagement. 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. Ensure that people get the right care and support where and when they need it. Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe.… Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe.… 1 1 2 1 1 2 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 12 Work with partners to reduce re-offending and support effective interventions for people in the justice system: Perth and Kinross Council advanced its justice interventions through trauma-informed practice and coordinated support. The Connectere group programme was successfully trialled and expanded, with trained staff delivering sessions to multiple cohorts. A test of change supporting individuals released from prison was scaled to all Scottish prisons, with 68% of participants accepting support. A Young Person’s Steering Group at Perth Academy evolved into a peer support model, helping children affected by justice system contact. Community Justice Services participated in a Care Inspectorate self-evaluation, highlighting strengths in strategic alignment and areas for development in performance and quality assurance frameworks. Harm reduction and recovery activities at HMP Perth were supported by a peer worker, employed by Hillcrest Futures, with a large number of group and one-to-one activities delivered in partnership with the Scottish Prison Service.
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Executive Summary: Annual Performance Report 2024/25 13 Supporting and promoting physical and mental wellbeing Work with partners to provide localised health and social care provision in areas of greatest need and in those most geographically distant from services: In 2024/25, The Learning Disability and Autism Strategy continued to guide person-centred support, while the Scope Team expanded its reach to 367 individuals, helping prevent hospital admissions and supporting transitions from long-stay care. Carers of people with complex needs benefited from a new peer support group, and programmes like CheckIn Giraffe and PAMIS offered meaningful activities to improve wellbeing and inclusion. Local efforts to reduce isolation included weekly lunch and soup clubs in Stanley, which saw high level of attendances. 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: The Council promoted active lifestyles and wellbeing through inclusive physical activity programmes and investment in green spaces. Falls prevention classes delivered by Live Active Leisure staff supported older adults, with over 2,000 wellbeing community classes and more than 20,000 attendances recorded. Seven parks and play areas were enhanced through community consultation, and design development for further parks is underway. The Right Track programme for young people on deferred sentences was independently reviewed, showing strong outcomes and earning national recognition, with participants reporting increased confidence and skill development. Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it: Integrated care services in Perth and Kinross helped 113 people avoid crisis placements and hospital admissions, with a fully established hub in Perth city enabling rapid responses to deteriorating health. Dementia support expanded through Alzheimer Scotland’s services, with a notable increase in referrals and support provided. The Community Alarm service handled over 260,000 calls and now supports over 3,900 clients. Unpaid adult carers received tailored support through statutory services and community initiatives, including respite breaks and wellbeing grants. Financial exclusion among carers was addressed through targeted support from Citizens’ Advice, with a 40% rise in demand. Mental health and learning disability services adopted SafeCare for real-time staffing visibility and enhanced staff training in adult protection, supported by multi-agency collaboration with Police Scotland and the Scottish Fire and Rescue Service. Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it 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 2 1 1 1 1 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A
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Executive Summary: Annual Performance Report 2024/25 14 Working in partnership with communities Establish locality multidisciplinary teams working with our community planning partners and residents to identify and address local solutions to local needs: Perth and Kinross Council expanded its multidisciplinary approach to addressing poverty and inequality through the Fairer Futures Fund. New teams were established in Rattray, South Crieff, and Muirton, building on existing pilots in Letham, Highland, and Coupar Angus. Local action plans were advanced through community consultation and service integration, while coordination was strengthened by consolidating support and enforcement services. A record number of Community Resilience Groups were supported to help communities’ response in the event of an emergency. Increase the supply and availability of rural housing: The Council acquired 20 properties in Dunkeld from the National Trust for Scotland, enabling secure Council tenancies for local households. A local lettings policy was introduced to ensure future allocations favour individuals with strong ties to the area, reinforcing the principle of “local homes for local people.” Efforts to expand rural housing focused on securing long-term tenancies and prioritising local connections. Develop and expand our approach to working with communities to identify local actions and priorities and deliver on these together: New chalets at Double Dykes provided culturally appropriate accommodation for Gypsy/Traveller communities, supported by resident-led engagement. The Warm Welcome Initiative funded over 100 groups to create winter spaces, increasing attendance and volunteer participation. We allocated £100,000 to 28 groups through our Locality Participatory Budgeting Fund. Volunteer groups contributed 40,000 hours to greenspace management, and community consultation shaped the design of 11 play areas. Joint investment in Davie Park changing facilities demonstrated the impact of community-led infrastructure. Equality aims and outcomes were updated to promote fairness and inclusion. 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: The Council launched a Leadership Competency Framework and revised its leadership model to support cultural change and improve community engagement. The Five Foundations of Leadership will guide future development, while a new Performance and Development Discussion Framework became mandatory in early 2025 to encourage meaningful conversations about outcomes. All discussions are recorded to support organisational planning. A Leadership and Manager Induction Toolkit was developed to help new managers understand their roles and responsibilities, with full rollout planned for 2025/26. Develop and expand our approach to working with communities Increase the supply and availability of rural housing 4 1 1 1 KPI TREND OVERVIEW Favourable Change Unfavourable Change Static N/A