Agenda Document Pack - Perth and Kinross Council - 29/10/2025
Perth and Kinross Council · 29 October 2025
Back to Perth and Kinross Council — 29 October 2025 and its agenda
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Ambition | Compassion | Integrity Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality Council Building 2 High Street Perth PH1 5PH 22/10/2025 A hybrid meeting of Perth and Kinross Council will be held in the Council Chamber on Wednesday, 29 October 2025 at 10:00. If you have any queries please contact Committee Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Provost X McDade Depute Provost A Parrott All Bailies All Councillors Page 1 of 396
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Perth and Kinross Council Wednesday, 29 October 2025 AGENDA MEMBERS ARE REMINDED OF THEIR OBLIGATION TO DECLARE ANY FINANCIAL OR NON-FINANCIAL INTEREST WHICH THEY MAY HAVE IN ANY ITEM ON THIS AGENDA IN ACCORDANCE WITH THE COUNCILLORS’ CODE OF CONDUCT. 1 WELCOME AND APOLOGIES 2 DECLARATIONS OF INTEREST 3 MINUTES 3(i) MINUTE OF MEETING OF PRE-DETERMINATION COMMITTEE OF 10 SEPTEMBER 2025 FOR APPROVAL (copy herewith) 7 - 8 3(ii) MINUTE OF MEETING OF PERTH AND KINROSS COUNCIL OF 10 SEPTEMBER 2025 FOR APPROVAL (copy herewith) 9 - 14 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 25/274) 15 - 16 5 PERTH AND KINROSS ANNUAL PERFORMANCE REPORT 2024/25 Report by Strategic Lead - Strategic Planning, People and Performance (copy herewith 25/275) 17 - 118 6 LOCAL CHILD POVERTY ACTION REPORT AND CHILDREN'S SCORECARD 2025 Report by Strategic Lead - Strategic Planning, People and Performance (copy herewith 25/276) 119 - 180 7 INTEGRATION JOINT BOARD ANNUAL PERFORMANCE REPORT 2024-25 (copy herewith 25/277) Council is asked to note the IJB Annual Performance Report which was approved by the IJB Audit and Performance Committee on 25 August 2025. 181 - 250 8 DEMOGRAPHIC AND POPULATION CHANGE : IMPACT ON SOCIAL CARE 251 - 288 Page 3 of 396
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Report by Director Integrated Health and Social Care/Chief Officer (copy herewith 25/278) 9 ALEO'S REVIEW (OPTIONS APPRAISAL 2025) Report by Chief Executive (copy herewith 25/279) 289 - 390 10 COMMITTEE TIMETABLE OF MEETINGS 2026/2027 (copies herewith) 391 - 394 11 APPOINTMENTS TO COMMITTEES/OUTSIDE BODIES 1. Council is asked to note the updated guide to political balance on committees (attached). 2. Council is asked to agree that Ian Massie replace Councillor Grant Laing on the Finance and Resources Committee. 3. Council is asked to agree that Councillor Eric Drysdale be appointed Vice-Convener on the Finance and Resources Committee. 4. Council is asked to agree that Councillor Ian Massie replace Councillor Grant Laing on the Property Sub-Committee. 5. Council is asked to agree that Councillor Tom McEwan be appointed Convener of the Property Sub-Committee. 6. Council is asked to agree that Councillor Stewart Donaldson be appointed as Vice-Convener of the Property Sub-Committee. 7. Council is asked to agree that Councillor Ian Massie replace Councillor Grant Laing on the Economy and Infrastructure Committee. 8. Council is asked to agree that Councillor ken Harvey replace Councillor Grant Laing on the Climate Change and Sustainability Committee. 9. Council is asked to agree that Councillor Eric Drysdale replace Councillor Grant Laing on the Community Planning Partnership Board. 10. Council is asked to agree that Councillor Grant Stewart replace Councillor Grant Laing on Tayside Contracts Joint Committee. 11. Council is asked to agree that Councillor jack Welch replace Councillor Grant Laing on the Tay Cities Deal Joint Committee. 12. Council is asked to agree that Councillor Tom McEwan replace Councillor Grant Laing on the COSLA Convention. 11(i) POLITICAL BALANCE SEPTEMBER 2025 (copy herewith) 395 - 396 12 ELECTED MEMBERS BRIEFING NOTES Council is asked to note the following Elected Members Briefing Notes that have been issued to elected Members since the previous Council meeting: 3 September Encampment at Western Edge Park 11 September Update regarding protests over accommodation for people seeking asylum 12 September Blairgowrie Recreation Centre closure 12 September Pullar House and Kinnoull Street Update Page 4 of 396
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16 September Annual homeless statistics 17 September Material on lampposts 17 September Street weed clearing 2025 22 September Council Leader 23 September Further update on Public Transport Transformation project 23 September Perth High School closure 24 September Perth High School re-opening information 24 September Treasury Activity and Compliance to 30 June 2025 25 September New Council Leader 26 September Protests over accommodation for people seeking asylum 1 October Stone of Destiny Exhibition 1 October Health and Social Care Partnership Financial Recovery Plan 2025/26 2 October Further misinformation about asylum seeker accommodation 2 October New Council Depute Leaders 3 October GP out of hours service information 3 October Protests over accommodation for people seeking asylum 6 October Braco Primary School 6 October Bus Infrastructure Fund 10 October Protests over accommodation for people seeking asylum 10 October Christmas Lights Switch-On 10 October North Inch Golf Course Update 14 October EIS Industrial Action Ballot 17 October Protests over accommodation for people seeking asylum, 18 October 2025 Page 5 of 396
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PRE-DETERMINATION COMMITTEE Minute of hybrid meeting of the Pre-Determination Committee held in the Council Chambers on Wednesday 10 September 2025 at 9.30am. Present: Provost X McDade, Depute Provost Parrott, Bailies A Bailey, R Brock, C McLaren and M Williamson; Councillors K Allan, H Anderson, L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, K Harvey, D Illingworth, I James, N Khogali, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, C Stewart, G Stewart, A Watt, R Watters and J Welch. In Attendance: T Glen, Chief Executive; C Mailer, Depute Chief Executive; S Merone, Strategic Lead – Economy, Development and Planning; K Smith, S Panton, A Gudgeon, N Sworowski (all Economy, Development and Planning); G Fogg, S Hendry, A Brown and M Pasternak (all Legal and Governance). Apology for Absence: Bailie C Ahern Provost McDade, Presiding 1. Welcome and Apologies The Provost welcomed everyone present to the meeting and an apology was noted as above. 2. Declarations of Interest In terms of the Councillors’ Code of Conduct, Councillor F Smith declared a non-financial interest in item 3 on the agenda. A1. Request for Deputations Members agreed to the deputation requests in relation to item 3 on the agenda. COUNCILLOR SMITH LEFT THE MEETING AT THIS POINT 3. Reconfiguration of existing golf course and club house from 18 holes to 9 holes, and a community hub building and associated sports courts and bike trails, walking and cycling paths and car parking area, erection of up to 175 residential dwellings, open/amenity space, landscaping, drainage, upgraded site access and associated works at Craigie Hill Golf Club, Pickembere, Perth Kristian Smith, Development Management and Building Standards Services Manager introduced the report and delivered a slide-based presentation. 3(i) Page 7 of 396
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Ms Janice Haig and Mr Malcolm MacConnachie, objectors, addressed the committee and answered Members’ questions. Mr Derek Ross and Mr Athole McDonald, agents, and David Mitchell, Jamie Hall, Alan Cargill, supporters, addressed the committee and answered members questions. There followed a recess and the meeting re-convened at 11.30am. Members asked a number of questions to officers on the contents of the report. The Committee, noting that the application would be determined at the meeting of Council to be held immediately following this meeting, concluded its business. Page 8 of 396
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Perth and Kinross Council Minute of hybrid meeting of Perth and Kinross Council held in the Council Chamber, 2 High Street, Perth on Wednesday 10 September 2025 at 12.20pm Present: Provost X McDade, Depute Provost A Parrott, Bailies B Bailey, R Brock, C McLaren and M Williamson; Councillors K Allan, H Anderson (up to Item 6), L Barrett, P Barrett, B Brawn, S Carr, A Chan, D Cuthbert, S Donaldson, E Drysdale, J Duff, A Forbes, M Frampton, N Freshwater, K Harvey, D Illingworth, I James, G Laing, I MacPherson, C Mair, I Massie, S McCole, T McEwan, J Rebbeck, W Robertson, C Shiers, F Smith, C Stewart, G Stewart, A Watt, R Watters and J Welch. In Attendance: T Glen, Chief Executive; C Mailer, Depute Chief Executive; S Merone, Strategic Lead – Economy, Development and Planning; S MacDonald, A Farnington, S Crawford, Strategic Lead – Property Services; J Beveridge (all Property Services) G Fogg, S Hendry, A Brown and M Pasternak (all Legal and Governance), Apologies for Absence: Bailie C Ahern and Councillor N Khogali. Provost X McDade, Presiding 1. Welcome and Apologies Provost McDade welcomed all those present to the meeting and apologies were noted as above. 2. Declarations of Interest In terms of the Councillors’ Code of Conduct, Councillor F Smith declared a non-financial interest in item 5, and Councillor S Donaldson declared a non-financial interest in item 6 on the agenda. 3. Minute of Meeting of Perth and Kinross Council of 18 June 2025 for Approval The minute of the meeting of Perth and Kinross Council of 18 June 2025 was submitted and approved as a correct record. 4. Outstanding Business Statement The Outstanding Business Statement was noted and it was agreed to remove the completed actions. 3(ii) Page 9 of 396
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5. Reconfiguration of existing golf course and club house from 18 holes to 9 holes, and a community hub building and associated sports courts and bike trails, walking and cycling paths and car parking area, erection of up to 175 residential dwellings, open/amenity space, landscaping, drainage, upgraded site access and associated works at Craigie Hill Golf Club, Pickembere, Perth Motion by Bailie A Bailey and Councillor H Anderson I move for approval subject to the following being addressed by manner of conditions: • Transport planning concern about interaction with new supermarket • Access arrangements in case of flooding on local road network When such conditions are considered alongside the significant wider benefits of this development, including; the provision of affordable and accessible housing units within the core of Perth City, its conformity with 20 minute neighbourhood policy, and the long-term security of a popular sports club, it is considered by council there is sufficient justification and net gain to permit the development, contrary to the provisions of the adopted development plan. Amendment by Councillors I Massie and G Stewart To support the recommendations of the Strategic Lead – Economy, Development and Planning in Report 25/221 and to refuse the application. (There followed a short recess and the meeting reconvened at 12.50pm) The Mover and Seconder of the Motion agreed to incorporate an additional condition: • to delegate to officers authority to draft and impose appropriate planning conditions for an in-principle application of this nature together with the requirement for, if appropriate, to require the applicant enters into a section 75 agreement. In terms of Standing Order 21., a roll call vote was taken: 9 Members voted for the Motion as follows: Depute Provost A Parrott, Bailie A Bailey, Councillors K Allan, H Anderson, A Chan, J Duff, A Forbes, T McEwan and A Watt. 26 Members voted for the Amendment as follows: Provost X McDade, Bailies R Brock, C McLaren and M Williamson, Councillors L Barrett, P Barrett, B Brawn, S Carr, D Cuthbert, S Donaldson, E Drysdale, N Freshwater, K Harvey, D Illingworth, I James, G Laing, I Macpherson, C Mair, I Massie, S McCole, W Roberston, C Shiers, C Stewart, G Stewart, R Watters and J Welch. Page 10 of 396
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2 Members abstained as follows: Councillors M Frampton and J Rebbeck. Resolved: In accordance with the Amendment. (There followed a recess and the meeting reconvened at 2.15pm.) COUNCILLOR ANDERSON LEFT THE MEETING AT THIS POINT. 6. Tay Cities Regional Deal Programme – Update on PK Projects There was submitted a report by Strategic Lead – Economy, Development and Planning (25/223) providing an update on the process of Reshaping the Tay Cities Deal (TCD). Projects in Perth and Kinross could either be confirmed for delivery within the timescales of the Deal or replaced by alternatives projects by February 2026. Resolved: (i) The contents of the report be noted. (ii) It be agreed that the Strategic Lead – Economy, Development and Planning to provide a further update on the progress at a future meeting. COUNCILLORS M FRAMPTON, K ALLAN AND P BARRETT ALL LEFT THE MEETING DURING CONSIDERATION OF THE FOLLOWING ITEM. 7. Perth City Centre Development & Design Framework Review Update There was submitted a report by Strategic Lead – Economy, Development and Planning (25/224) providing an update on the Perth City Centre Development & Design Framework, originally presented in September 2024 (Report No. 24/241), outlining: progress since the Council’s approval to consult on the Framework, summary of feedback from engagement and public consultation, proposals being advanced or prepared for next-stage development, a pipeline of projects ready for progression when funding becomes available. Motion by Councillors G Laing and E Drysdale To approve the recommendations in Report 25/224. Page 11 of 396
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Amendment by Bailie A Bailey and Depute Provost A Parrott • Council agrees Recommendations 2.1, 2.2 and 2.3. • However, Council additionally notes its concern that a once in a lifetime opportunity to truly integrate bus and rail transport in our city is being missed due to Network Rail's timescales not matching Council's own funding timescales. • Further it notes that the land currently occupied by carriage sidings, but previously earmarked for the bus station, will now become surplus to railway use in 5 years based on the Cabinet Secretary's recent announcement that Fife and Borders electrification is to proceed. • Therefore, council additionally requests that officers continue to partner with Transport Scotland and Network Rail to ensure that if the opportunity arises prior to detail design, the bus station can be fully integrated within the footprint of the railway station. The Mover and Seconder of the Motion agreed to incorporate the Amendment into the Motion. Resolved: In accordance with the revised Motion. 8. UK City Net Zero Partnership Declaration There was submitted a report by Strategic Lead – Economy, Development and Planning (25/225) asking Perth and Kinross Council to sign the UK City Net Zero Partnership Declaration and become a part of a new vanguard of places committed to collective efforts for achieving carbon reduction savings in partnership with the private sector. The Declaration will be used as a platform to promote Perth and Kinross to investors. Resolved: (i) To agree to sign the UK City Net Zero Partnership Declaration and become a member of the group of local authorities supporting the declaration. (ii) To agree that Strategic Lead – Economy, Development and Planning provides a further update on the progress at a future meeting of a relevant committee. Note: In terms of Standing Order 22.1, Councillors I James and F Smith requested that their dissent to the decision be recorded. 9. Committee Timetable of Meetings 2026/2027 It be agreed that the Timetable of Meetings 2026/2027 be deferred to the next meeting of Perth and Kinross Council on 29 October 2025. Page 12 of 396
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10. Appointments to Committees/Outside Bodies Resolved: 1. The updated guide to political balance on committees be noted. 2. Councillor Andy Chan be replaced by Councillor Bob Brawn on the Audit and Committee. 3. Councillor Bob Brawn be appointed Vice-Convener of the Audit and Risk Committee. 4. Councillor Andy Chan be replaced by Councillor Keith Allan on the Finance and Resources Committee. 5. Councillor Andy Chan be replaced by Councillor Neil Freshwater on the Licensing Committee. 6. Councillor Andy Chan be replaced by Councillor John Duff on the Property Sub-Committee. 7. Councillors Colin Stewart (Vice-Chair), Michelle Frampton, David Illingworth and Sheila McCole be re-appointed to the Perth and Kinross Integration Joint Board. 11. Senior Councillor Remuneration Resolved: The change to Senior Councillor remuneration as set out on the agenda be agreed. 12. Elected Members Briefing Notes The Elected Members Briefing Notes, issued since the previous Council meeting and as set out on the agenda, be noted. 13. Statement by Council Leader on Pullar House Councillor G Laing provided an update on the Council’s decision to purchase Pullar House and the adjoining Kinnoull Street multi-storey car park, following the resolution passed on 4 September 2024. The acquisition, effective from 11 September 2025 is part of the Perth City Integrated Investment Proposal and is expected to generate annual savings of £1.8 million. Pullar House will host co- located public sector agencies, enhancing collaboration and helping cover revenue and capital costs. Seven employees from Smart Parking and Robertsons will transfer to the Council as part of the car park’s operational transition. Final purchase details are being completed, with full update to be presented at the Finance and Resources Committee on 1 October 2025. Page 13 of 396
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14. Valedictory – Stephen Crawford, Strategic Lead – Property Services The Provost, Bailie A Bailey, and Councillors G Laing, J Duff and L Barrett passed on their best wishes on behalf of all elected members to Stephen Crawford , Strategic Lead – Property Services who was retiring from the Council at the end of September following working for a number of years with the Council. Page 14 of 396
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PERTH AND KINROSS COUNCIL OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 25/274) Please note that this statement sets out outstanding decisions of Council / this committee / sub-committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then agreement will be sought to its removal from the OBS. No Date / Minute Reference / Report Number Subject Title Outstanding Action Update Lead Officer /Service Action Due/ completed Action Expected 29. 10 September 2025. Agenda Item 7. Communication to Network Rail. Joint letter to be issued on behalf of all political groups to Network Rail regarding investment in Perth Railway Station. Letter to be issued in October. Members’ Support COMPLETED October 2025 4 Page 15 of 396
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee: Perth and Kinross Council Date of Meeting: 29 October 2025 Report Title: Perth and Kinross Council Annual Performance Report 2024/25 Report Number: 25/275 Report Author: Carole Hendry, Service Manager – Strategic Planning and Performance Organisational Lead: Greg Boland, Strategic Lead – Strategic Planning, People and Performance ___________________________________________________________________ 1. Purpose 1.1 The Annual Performance Report (APR) is part of the Council’s strategic planning and performance framework, supporting delivery of its vision and achievement of outcomes. It provides an overview of how the Council has performed against its priorities, actions and associated key performance indicators in the period from April 2024 to March 2025, as set out within the Corporate Plan 2022-2027. 1.2 This report is structured as follows:- 1. Purpose 2. Recommendations 3. Background 4. Summary Information 5. Impact Value Assessment 6. Appendices 2. Recommendations It is recommended that the Council:- 2.1 approves the Annual Performance Report for 2024/25. 2.2 agrees the amendments/deletions of Key Performance Indicators (KPIs), outlined in paragraph 4.3 (Table 1), for future Annual Performance Reports. 5 Page 17 of 396
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2.3 agrees the proposed reporting arrangements for the Corporate Delivery and Improvement Plan and Annual Performance Report outlined in paragraph 4.8. 3. Background 3.1 Perth and Kinross Council’s Annual Performance Report (APR) is a statement of the progress made towards achieving its strategic priorities and meeting its statutory duty to deliver best value during the financial year 2024/25. It provides elected members, officers and the public with an understanding of the performance achieved through qualitative narrative as well as details on indicators and areas for improvement. In addition, an Executive Summary is attached at Appendix 2 which provides an overview of Key Performance Measures (KPI) trends for each strategic priority and a short narrative to explain performance. This shorter version will help support the Council’s public performance reporting activity on the website and via social media. 3.2 To support the APR, as with previous years, supplementary information is online on the website PK Performs, including case studies which give illustrative examples of progress towards the Council’s vision of a Perth and Kinross where everyone can live life well, free from poverty and inequalities. 3.3 A draft of the APR was considered by the Scrutiny and Performance Committee on 17 September 2025 (Report 25/230). This allowed the Committee to scrutinise the report and provide feedback which has been incorporated into the APR appended to this report. 4 Summary Information 4.1 The Council’s APR for 2024/25 is a high-level summary of the impact that Council services collectively had in the period 1 April 2024 to 31 March 2025. It provides a summary of trends in data against each of the indicators, however, these should be considered in the context of the current operating environment, challenges and whether we control, influence or are informed by the data. 4.2 Within the APR performance is reported against the Council’s seven key priorities and associated actions identified within the Corporate Plan. Detailed information and data is provided on Key Performance Indicators (KPIs), performance and improvement. 4.3 To ensure KPIs remain relevant, some changes have been identified, as outlined in Table 1 below. Council is asked to approve these changes for the 2025/26 Annual Performance Report. Page 18 of 396
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KPI Title Priority Change Reason Number of employers signed up as Living Wage employers in Perth & Kinross Tackling Poverty Removal This KPI only includes those who have paid for Living Wage Foundation accreditation, whilst officers are aware that many more employers who pay the real Living Wage are not accredited. Another existing KPI (Percentage of people earning less than the real Living Wage) is more relevant. Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh) Developing a resilient, stronger and greener local economy Split into two KPIs - one to reflect generation of renewable energy; and one to reflect low carbon heat source technology The current KPI combines two distinct categories of energy generation: renewable and low carbon (see distinction below). While both contribute to decarbonisation, they differ in source, sustainability, and operational control. • Renewable energy (e.g. solar PV solar water heating, hydro, wind) is typically zero-emission at the point of use and often directly managed by the Council. • Low carbon heat sources (e.g. biomass boilers, heat pumps) may still produce emissions or rely on external management, making their performance and impact different. Two of the largest low carbon heat sources in the estate are not directly managed/maintained by the Council and including their output in a combined KPI can obscure the Council’s direct contribution to renewable generation. Splitting this KPI will assist in demonstrating progress against each energy source and bring us in line with Scottish Government policy and reporting frameworks which increasingly distinguish between renewable and low carbon technologies. Page 19 of 396
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KPI Title Priority Change Reason Total number of homes built in rural areas of Perth and Kinross Working in partnership with communitie s Title change - Number of new affordable homes in rural areas, including new build and buy backs The wording of the indicator should be changed to remove explicit reference to new build and include other delivery types, such as buybacks, as this more accurately reflects the scale of new supply rural housing that is described in the Key Action Summary (Increase the supply and availability of rural housing). This ensures a more accurate measuring of the KPI and reflects reporting elsewhere. Table 1 4.4 Throughout the APR, there are examples of how services have continued to have a positive impact on outcomes for individuals, businesses and communities. The Executive Summary provides an overview of how this has been achieved. 4.5 Despite these achievements the Council are not complacent and recognise the many challenges we faced within 2024/25, and those that lie ahead. The report recognises some of these challenges and the work that we are doing to make positive change. 4.6 In May 2024, the Corporate Delivery and Improvement Plan (CDIP) was approved (Report 24/148). A progress update on the improvement actions within the CDIP is shown at Appendix 3. In addition, included under each of the corporate priorities within the APR we have outlined key areas of focus for 2025/26. 4.7 The current Corporate Plan will require to be updated in 2027 and offers the opportunity begin the process of reviewing the current Council priorities, aligning both local and national needs as well as undertaking wider engagement with our partners, community groups and more generally with the wider Perth and Kinross population. The planning and engagement for this will commence in the latter part of 2025 and beyond. 4.8 As a result, it is proposed that we continue to provide updates to the existing CDIP actions, with any areas of focus for the following year identified within the APR. We will also consider further how we report on the current Corporate Plan for 2025/26 and 2026/27 with a view to streamlining the APR process. 5. Impact Value Assessment This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. Page 20 of 396
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6. Appendices 6.1 Perth and Kinross Council Annual Performance Report 2024/25 6.2 Annual Performance Report 2024/25 Executive Summary 6.3 Key Improvement Activities from CDIP 2024-25 Page 21 of 396
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ANNUAL PERFORMANCE REPORT 2024/25 PKC - GENERAL Appendix 1 5 Page 23 of 396
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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 Page 24 of 396
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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 Page 25 of 396
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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. Page 26 of 396
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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 Page 27 of 396
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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– Page 28 of 396
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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) Page 29 of 396
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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 Page 30 of 396
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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 Page 31 of 396
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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. Page 32 of 396
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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. Page 33 of 396
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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. Page 34 of 396
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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: Page 35 of 396
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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 Page 36 of 396
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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 Page 37 of 396
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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. Page 38 of 396
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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. Page 39 of 396
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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 Page 40 of 396
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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. Page 41 of 396
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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. Page 42 of 396
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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 Page 43 of 396
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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. Page 44 of 396
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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. Page 45 of 396
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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. Page 46 of 396
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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. Page 47 of 396
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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. Page 48 of 396
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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 Page 49 of 396
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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. Page 50 of 396
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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: Page 51 of 396
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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. Page 52 of 396
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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) Page 53 of 396
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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 Page 54 of 396
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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. Page 55 of 396
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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 Page 56 of 396
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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. Page 57 of 396
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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 Page 58 of 396
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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. Page 59 of 396
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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. Page 60 of 396
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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. Page 61 of 396
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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 Page 62 of 396
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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. Page 63 of 396
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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. Page 64 of 396
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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 Page 65 of 396
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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 Page 66 of 396
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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. Page 67 of 396
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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 Page 68 of 396
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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 Page 69 of 396
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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%. Page 70 of 396
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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. Page 71 of 396
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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. Page 72 of 396
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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. Page 73 of 396
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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. Page 74 of 396
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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. Page 75 of 396
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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. Page 76 of 396
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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. Page 77 of 396
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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 Page 78 of 396
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Appendix 2 A Perth and Kinross where everyone can live life well, free from poverty and inequalities 5 Page 79 of 396
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Executive Summary: Annual Performance Report 2024/25 2 Annual Performance Report 2024/25 Executive Summary Page 80 of 396
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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 Page 81 of 396
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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 Page 82 of 396
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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. Page 83 of 396
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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 Page 84 of 396
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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. Page 85 of 396
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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 Page 86 of 396
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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. Page 87 of 396
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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 Page 88 of 396
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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 Page 89 of 396
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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. Page 90 of 396
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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 Page 91 of 396
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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 Page 92 of 396
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1 Appendix 3 Key Improvement activities from CDIP 2024-25 The following section provides an update on improvement actions included in the Corporate Delivery Improvement Plan 2024/25, approved at Council on 15 May 2024. Priority: Tackling Poverty What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update A co-ordinated and collaborative approach with partners and communities to mitigate the impact of poverty across Perth and Kinross An overarching Poverty Strategy, including key strategic actions for 2024/25 to prevent and mitigate the impacts of poverty for children living locally, will be considered later in 2024 Performance measures will be agreed as part of the Poverty Strategy (including baselines) Strategic Planning, People and Performance March 2025 An Anti-Poverty strategy, which includes actions and performance measures has been developed by the Anti-Poverty Task Force and actions taken forward by thematic sub-groups for delivery. Encourage and maximise the update of all supports targeted for children and young people to reduce costs and to reduce the impact such costs have on the outgoings families in poverty Increasing uptake of free school meals for eligible children A 5% increase of uptake of free school meals Baseline: 2022/23: 65% (primary pupils); 43% (secondary pupils) Education and Learning March 2025 2023/24: 65% Primary, 53% Secondary 2024/25: 66% Primary, 60% Secondary While the uptake of Free School Meals (FSM) has clearly increased among secondary pupils, Primary uptake has not changed significantly and overall, there has only been a slight increase of around 1% in uptake. The uptake of FSM has been actively promoted by schools and by the central communications team to encourage applications and uptake. Support is also provided for families to complete applications. Encourage and maximise the update of all supports targeted Reduce the cost of the school day Schools using the Cost of the School Day toolkit with Education and Learning March 2025 The majority of schools have now included Cost of the School Day within their school improvement plans and 5 Page 93 of 396
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2 Priority: Tackling Poverty What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update for children and young people to reduce costs to reduce the impact such costs have on the outgoing’s families in poverty action plans in place Cost of the School Day guidance has been published. Impact will be measured over the course of 2025/26 based on measures included in the plans submitted. Increasing uptake of the National Entitlement Card for free bus travel to reduce travel costs Run drop-in sign up sessions to support people who have challenges to sign up online. A 5% increase in uptake of the National Entitlement Card amongst under- 22s. Baseline: March 2024 18,742 of under 22s with a card, 69.4% of under 22s in P&K Strategic Planning, People and Performance March 2025 March 2025 – 20,323 young people between 5 – 21 years with a card – 77.5% of U22s in PKC – this is an increase of 8.1% compared to the previous year and above the 5% increase target. Of the young people 5 – 11 years, 45% with a card, of the young people 12 – 21 years, 99.6% with a card. Comms have been issued throughout the year, on the Council’s social media platforms and on the real time information screens promoting the free 60+, disabled and U22s free bus passes. The free first Saturday in the month bus travel was also promoted in these areas. Promote NEC take up alongside free Saturday bus travel marketing activity Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Ensure we have a cleaner and greener Council fleet Implement the Fleet Decarbonisation Strategy for Perth and Kinross Council From 2025 100% of all fleet vehicles under 3.5 tonnes which reach the end of their useful life or lease period to be Environment and Infrastructure March 2025 The Fleet Decarbonisation Strategy was approved by the Climate Change & Sustainability Committee in April 2025, with the aim of aligning fleet purchases with future developments in technology, and with the aim of increasing the number of Low Emissions Vehicles (LEVs) within the Council fleet between 2025-2030. Page 94 of 396
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3 Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update replaced with electric vehicles Baseline: In 2022/23 17 fleet vehicles were electric (4% of total fleet) We continue to closely scrutinise UK and Scottish Government targets relating to green transport to ensure that we continue to adhere to these. We also participate in Transport Scotland’s Policy Consultative Group. In 2024/25, 4.5% of the Council’s fleet were electric or powered by other zero direct carbon fuel technologies, above the target of 3.85% with three electric vehicles purchased in the year. Develop local public transport solutions which set the needs of residents and the environment as top priority Consider how subsidised local bus services could be configured to be more effective, efficient and economic, addressing equality issues and environmental commitments Develop a fully costed business case for new models of public transport delivery Scoping of proposals and project plan developed Establish baseline for number of journeys delivered through subsidised local bus transport, including existing support provided through Demand Responsive Transport and Community Transport Housing and Communities March 2026 PKC IT department have built a Power BI dashboard for reporting and analysing on bus passenger and revenue information. PTU have set up data feeds from the bus companies who use Ticketer electronic ticket machines and also a data feed from Stagecoach East Scotland’s electronic ticket machines. The Demand Responsive Data can be inputted manually from monthly returns. Consultants have been engaged to support the Council in the delivery of the outline business case and five workstreams have been established. Improved energy efficiency and reduction in carbon emissions in the Council estate A Local Heat and Energy Efficiency Strategy (LHEES) will be published in May 2024 Progress on LHEES. Performance measures on this improvement will be agreed as part of LHEES Economy, Development and Planning March 2025 The final approved LHEES and Local Area Energy Plans were published in May 2024. Following publication, a KPI framework has been developed and external delivery groups have been established. Key LHEES delivery actions have been progressed including option development for a new Perth City Centre Heat Network and Heat Network Designation Zoning across Perth and Kinross more widely. Page 95 of 396
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4 Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update This Council continued to fund SCARF to provide free home energy advice. This benefitted over 1638 households, helping to increase the warmth of homes while bringing down fuel bills and lowering emissions. As a result, £3,360 of fuel debt was written off, relieving immediate pressure for households in crisis. 558 households were provided with face-to-face support and personalised advice and interventions that helped them take control of their energy usage. This advice delivered an estimated £51,661 in household savings and 123.56 tonnes of carbon dioxide emissions savings. Last, 108 onward referrals were made to additional schemes and support services, ensuring clients could access everything from energy advice funding to welfare rights advice. Increase provision of biodiversity sites Increase provision of biodiversity sites Developing a long-term plan for managed grassland areas Increase volume of uncut grassland areas Baseline: 2023/24 40.4ha (53.68 acres) Environment and Infrastructure Housing and Communities March 2025 The grassland management trials were further extended in 2024/25 to include all sites in Perth and the surrounding landward areas towards Dundee. This forms part of the ongoing development of a long- term plan to support a “long grass” approach across Perth and Kinross. As part of ‘Grow Wild’ Phase 1, the area managed under this approach has increased from 49.16 hectares to 121.5 hectares in 2024/25. Initial monitoring shows that unmown areas support greater biodiversity, with increases in both insect and flower populations. This contributes to reversing the decline in pollinators—essential for food production— and supports efforts to halt biodiversity loss. Delivery of UK Shared Prosperity Fund funded Biodiversity Towns and Increase in number of biodiversity interventions Environment and Infrastructure March 2025 114 community engagements carried out for Biodiversity towns and villages. Page 96 of 396
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5 Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Villages Project and the Greening Industrial Estates Project Baseline: 2022/23 – 64 biodiversity interventions completed Housing and Communities Biodiversity towns and villages help to create habitat and the monitoring contributes to national recording statistics to show the changes nationally. Raingardens help to mitigate flooding. Activities delivered include: • 10 community mapping sessions • 11 events (Gardening for Wildlife, Amphibian Ladders, Scottish Swift Conference, Portmoak Gala, Hedgehog Highways) • 27 site visits & recces • 2 volunteer sessions • 5 tutorials • 18 Snowdrop plantings • 27 swift box installs • 7 meetings in person or online • 7 interactive Zoom conferences • 226 fruit tree plantings • 18 Mag/BeePost installs • 5 Businesses received non-financial support • 2 SuDS raingardens implemented Page 97 of 396
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6 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Unlock new investment in employment and housing land to support business growth in new growth sectors Commence design work and development of Perth West Eco Innovation Park Level of business interest in Perth West demonstrated by leasing or buying land Baseline: new measure, baseline data to be established 2024/25 Economy Development and Planning March 2025 Design work has already commenced with respect to opening the 11ha of land that will form the first phase of the Perth Eco-Innovation Park at Perth West. Ground investigations have been carried out and Heads of Terms will soon be agreed allowing the transfer of land to the Council. A commercial real estate and property investment consultancy (JLL) began work in May to review market conditions and recommend a development partner who can work with the Council to realise the employment potential of the site. There is a steady level of interest from businesses in industrial sites and premises that the Council owns or manages including Northfield Business Park. Enquiries from companies looking for new premises in existing commercial business complexes remains steady. A baseline measure for this KPI is in the process of being established. Make Perth and Kinross a more competitive inward investment destination and encourage investment for growth from Developing and improving Invest in Perth information and support for new and existing businesses investing in Perth and Kinross Introduce Business Enquiry Management Increased levels of interest and awareness in inward investment opportunities in Perth and Kinross Baseline: new measure, baseline data to be establish in 2024/25 through the new Business Enquiry Management Economy Development and Planning March 2025 In October 2024, we launched a refreshed Invest in Perth website designed to promote Perth and Kinross as a prime location for doing business. The new site targets both local businesses seeking support and those interested in inward investment and land opportunities. With a cleaner, more user- friendly design, the website serves as a hub for signposting to business support agencies while showcasing current investment prospects. Page 98 of 396
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7 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update existing businesses in key growth sectors System to provide more data and insight System being introduced in 2024 In January 2025, we launched and implemented our new Customer Relationship Management (CRM) system. This allows us to track all business interactions and engagements and monitor business opportunities and challenges. Make Perth and Kinross a more competitive inward investment destination and encourage investment for growth from existing businesses in key growth sectors Working more closely with Business Gateway, Growbiz and key businesses and sector representatives Increased levels of interest and awareness in inward investment opportunities in Perth Baseline: new measure, baseline data to be established in 2024/25 through the new Business Enquiry Management System being introduced in 2024 Economy Development and Planning March 2025 252 Business start-ups were supported by Business Gateway; this is an increase compared to 23/24 figures. Our New Start and Pre-Start Plus (previously Early-Stage Growth) target (20) exceeded, with over 22 businesses supported. Perth and Kinross had the highest BG Growth referrals across Tayside with 23, which are businesses with projected turnover increases of £200k+. Funding is provided to GrowBiz to support start-up micro enterprises/self- employed individuals and social enterprises in rural Perth and Kinross. Support is also provided for developing an enterprising culture in young people and in rural communities. The 2024/25 target for Enterprise Support for GrowBiz was 45 businesses a month, totalling 180 over a 12-month period. This target was exceeded with a total of 254 businesses receiving enterprise support in 2024/25. 231 businesses attended learning & networking sessions, exceeding the target of 180. 43% of businesses supported in 2024/25 fell into the category of Perth and Kinross Council's targeted growth sectors. The number of new businesses that started trading with the assistance of GrowBiz was 76. Perthshire Artisans had a target to support 36 creative sector businesses and was Page 99 of 396
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8 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update supporting 168 by the end of the 2024/25 financial year. Increased number of businesses in the creative and digital industries Renewed focus on the visitor, cultural and creative economy as a result of greater collaboration through the new focussed delivery structure. Demand for business space for creative and digital industries will increase Baseline: new measure, baseline data to be establish In 2024/25 through the new Cultural Database in progress for 2024 Economy Development and Planning March 2025 Perth and Kinross now hosts 355 registered creative businesses, with initiatives underway to grow this number. The Culture Strategy 2023–2025 is being actively progressed, embedding culture as a driver of economic growth. Perth’s UNESCO City of Crafts and Folk Art status is enhancing its profile, supported by a programme of impactful local and international projects. The Famous Grouse Ideas Centre continues to support innovation, entrepreneurship, and digital growth, with programmes like The Angel’s Share attracting investment and supporting business development. Techscaler has established a regular presence, helping build a strong tech community and promoting Perth and Kinross as a hub for digital business. Unlock private investment and expertise to support public and private energy projects Develop a Strategic Energy Partnership with private partner and pipeline of energy investable projects Increased investment in energy projects shown through number of strategic cases approved for delivery which include financial investment Baseline: new measure, baseline data to be establish in 2024/25 Economy Development and Planning March 2025 We are progressing the Strategic Energy Partnership approach and have received advice from our legal advisers on the appropriate delivery models – based on other experience from similar models from across the UK. A draft Procurement Strategy will be agreed by an officer Board currently being established. A Competitive Dialogue process will be used to select a private sector partner which should be announced by March 2026. Page 100 of 396
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9 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Increase in number of registered businesses in energy Baseline: established in 2022/23 Annual Performance Report More people choose Perth and Kinross as a destination for holidays and day trips Increased promotion of consumer and visitor offer via Perth City and Towns website and social media channels Deliver national and international tourism campaigns with Visit Scotland. Attend or be represented at national and regional travel trade events Increased consumer and visitor expenditure, dwell time and overnight stays. Baseline: 2022 Direct tourism expenditure: £463.48 million Average length of stay (staying visitors): 3.1 days Economic impact of tourism: £646.50 million Economy Development and Planning March 2025 Perth City & Towns is the promotional arm of Perth & Kinross Council in terms of residents and visitors, overseeing the marketing and promotion of Perth City and the surrounding towns, large events, and footfall drivers, as well as tourism initiatives for the area, The website offers promotional opportunities for retail, hospitality businesses, visitor attractions and event organisers via a multi-platform marketing strategy and vibrant, varied programme of events. Perth City and Towns Website – 108,685 Active Users - 57,670 of which is organic search. Top Location – London with 23,169 Followed by Perth – 17,604 Edinburgh, Dundee and Glasgow. Locations spanning across the UK. Social Channels: Facebook 33K followers Twitter / X 11K followers Instagram 7K followers. Mailchimp Newsletter – 23K – Monthly Newsletter advertising what’s on across the region. Page 101 of 396
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10 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update We delivered a series of creative campaigns and events to promote Perth city centre and support local businesses. Notable new additions included Perth Cocktail Week, which showcased 35 venues and generated an economic impact of £263K, and the Street Life Campaign, which highlighted over 130 independent retailers, reinforcing Perth’s identity as a hub for unique, local shopping. Other initiatives included Perth Eat Week, the launch of a new City Centre Map, and continued promotion of the Perth & Kinross Gift Card, all aimed at boosting visibility and footfall across the city. Events are the most popular pages with the Christmas Blog generating 21,158 page views, followed by the events and festivals blog generating 19,341 page views. Perth City and Towns platform will continue to be used to promote the region. The website will undergo a rebuild in 2025/2026 to further enhance the brand, improve navigation, refresh content whilst also adding additional functions to support promoters and end users. Further enhance our employability outreach capacity, supporting individuals in community settings Review and increase the number of employability outreach locations and frequency Increased numbers of individuals supported in targeted locations and overall increase in number of people supported Baseline: 2022/23 - 215 number of people supported in outreach locations Economy Development and Planning March 2025 We have increased the number of people supported overall, including within key priority areas. Within 2024/2025 we have supported 199 parents with 45 of those participants moving into Self-employment 13 of which were supported with childcare whilst moving back into employment. 119 participants have been successful at accessing our training grant which is in place to upskill or gain a new qualification. While direct outreach remains a challenge, we have strengthened local visibility and access by working Page 102 of 396
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11 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update through trusted partners, improving referral routes, and responding quickly to identified needs. Working in partnership with different services at the NEXT STEPS 4 ALL employment drop-ins at Letham 4 all we have seen 21 clients engage with us since this began in March 25’ We are a referral pathway on FORT giving better access to employability services – 1 referral from a different agent so far but support is now in place. Crieff community campus remains an outreach hub on the first Thursday of every month – the staff were keen to give us a bigger presence in the library allowing us to connect with book bug attendees. Recognising challenges around traditional outreach, our approach has focused on making ourselves more visible and accessible where families already are – flexibility has been key. Strengthening warm referral pathways through partners such as Business Gateway and establishing a regular presence at The Hub – allowing families to meet with us in trusted, familiar spaces. We are collaborating and working together to improve visibility – employability board/ flyers on tables and marketing for tv screen in main foyer. Page 103 of 396
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12 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Attainment at key milestones is raised for all children and young people Using health and wellbeing census data to inform school level improvement plans PKC attainment for each of the indicators within the Corporate Plan will increase to at least target levels. Baseline: established in 2022/23 Annual Performance Report Education and Learning February 2026 For Session 2024/25:31% of primary schools had included a priority addressing Health and Wellbeing on their School Improvement Plans: 22% of primary schools identified the Nurturing Schools programme 13% identified Relationships and Behaviour 10% identified Health and Wellbeing curriculum development Over 70% of schools have now engaged with the Nurturing Schools Programme. Increase the number of young people going into positive destinations such as work experience, further education, volunteering and employment By placing an Employability Youth Worker in each locality to liaise with school Early intervention approach in school and delivery of employability programmes Increase in school leavers entering positive initial destinations Baseline: 2022/23 (95.97%) Education and Learning March 2025 Summer leaver data is not yet available for 2024/25, however for 2023/24 the percentage of school levers entering an initial positive destination increased to 96.4% from 95.97% in 2022/23. Over the course of the year, an internal Work Placement Assessors course has been delivered in conjunction with the corporate Health and Safety team. 20 staff have now been trained, including Employability Youth Workers. This has built additional capacity for work placements to be arranged and by training the Employability Youth Workers, those who are most at risk of not achieving a positive destination can be prioritised for work experience placements. The number of pupils undertaking work experience placements has increased to 596 in 2024/25 and is on a steady upward trajectory from 264 in 2021/22. External funding has been secured to run a pilot Enterprise and Employability programme at Perth High Page 104 of 396
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13 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update School for S3 pupils who are at risk of not achieving a positive destination. YMCA are working with groups of 6- 8 young people in each school with a focus on employability skills. The impact of the programme includes an Employability Award at SCQF Level 4 which all participants are on track to achieve. This recognises improved consistency in attendance and engagement, improved attitude towards youth workers, improved engagement in accredited work and participation in wider opportunities. Those delivering the programme reported improved engagement, development of key life skills, and increased self- confidence among participants, many of whom may underachieve within the school environment and leave school with no positive destination. A school atmosphere conducive to learning and personal development, where children and young people feel safe, secure, listed to and have their views taken into account on issues that affect them Implementation of the updated Anti- Bullying Strategy which will include key strategic actions for 2024/25 Schools will have robust procedures to reduce bullying in line with improving relationships Education and Learning March 2025 The PKC Anti-Bullying Strategy and supporting Operational Guidance were published in June 2024. These support children, young people, parents and staff in schools and ELC settings to feel be informed on approaches to prevent bullying and be confident that bullying can be addressed wherever it happens. Schools are using these to inform the development of local procedures, appropriate to their own context. Considerable work has been undertaken on Relationships and Behaviour with the promotion of a culture and ethos within our settings where positive, respectful relationships and valued and invested in. Guidance on relational approaches has been shared with schools. Support and professional learning has also been provided to ensure that respectful relationships and Page 105 of 396
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14 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update positive behaviour are a foundation of practice within schools and ELC settings. The most recent available data for 2024/25 shows a reduction of 7% in the number of bullying incidents recorded when compared with the previous year. Improved understanding of causes of attainment gap so that effective interventions can be identified and implemented Review and refresh the Perth and Kinross Council interventions toolkit to address the needs of key priority groups All schools will plan, record and track pupil progress via the Closing the Gap tool A reduction in the poverty- related attainment gap for school leavers Baseline: established in 2022/23 Annual Performance Report Education and Learning March 2025 The Interventions Toolkit was launched in 2023 and was subsequently updated in 2024 to share details of impact of interventions in Perth and Kinross settings. The tool provides links to resources, training and guidance with a focus on evidence-based interventions and approaches, including support for practitioners in undertaking needs analysis. It links very closely with the Closing the Gap Tool (CTGT) which tracks and monitors PEF-funded interventions aimed at improving outcomes for children and young people impacted by poverty, with a focus on tackling the poverty-related attainment gap. KPI - 100% of schools are using the CTGT to plan, track and monitor interventions, with impact measured and next steps noted. This facilitates quality assurance of all interventions funded by Pupil Equity Funding (ensuring that the conditions of the grant are adhered to and that interventions are appropriately targeted and evidence- based). It also enables the dissemination of good practice and successful outcomes across the service through case study and report evidence. KPI - Leaver data in relation to the Poverty Related Attainment Gap demonstrates a reduction over time. The Page 106 of 396
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15 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update gap between SIMD Q1 and SIMD Q5 school leavers attaining 1 or more qualification at SCQF Level 5 has reduced from 28% in 2020/21 to 19% in 2023/24. The gap between SIMD Q1 and SIMD Q5 school leavers attaining 1 or more qualification at SCQF Level 6 has reduced from 41% in 2020/21 to 28% in 2023/24 Improve support to children and young people with additional support needs to realise their full potential Through the Additional Support for Learning Transformation Programme Maintain or reduce placement within independent schools Baseline: new measure, baseline to be established in 2024/25 Education and Learning March 2025 We currently have 29 children placed in independent schools. This is a concerning spike in what was previously a downwards trajectory. The implementation of actions from the ASN Transformation Programme will address this going forward with the creation of three additional Intensive Support Provisions across Perth and Kinross (open in August 2025). Additionally, a review of the provision for children and young people with Social and Emotional Behaviour Needs (SEBN) will ensure that their needs can be appropriately met. A revised model for support staff and the use of PowerBI will provide time for schools to ensure that ASN data is accurately recorded and that the allocation of support is closely linked to identified need. Career Progression Pathway models for staff supporting learners with ASN have been drafted with mapping underway to ensure that all training is linked to statutory duties, is evidence-based and links to the Staged Levels of Interventions. The Compass App, designed by ARC Scotland, is being rolled out across PKC secondary schools. This enhances understanding of the post-school transition process by Page 107 of 396
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16 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update young people with additional support needs and the adults supporting them, enabling them to be more in control of the process. Education and Learning and NHS Tayside have collaborated to complete an audit of young people in S3 – S6 who meet the criteria for an intellectual disability, facilitating services providing post-school support to more effectively plan their provision to improve options for the young people. Various initiatives have been implemented to support inclusive learning environments across PKC, including the purchase of enhanced support resources, such as pop-up sensory spaces (tents) and weighted blankets, vests, or body socks for children who require appropriate pressure support to help them regulate their behaviour. Compared with the previous year 2023/24, data on the number of incidents of incidents of distressed, challenging, violent or aggressive behaviour reported by staff in 2024/25 has shown a reduction of 12%, which is almost 200 fewer incidents. Provide Kinship Carers with a range of supports to enable them to meet the needs of children in their care Provide opportunities for Kinship Carers to engage in: • Support groups • Training Number of Support Groups and Training Opportunities afforded to Kinship Carers Baseline: new measure baseline to be established in 2024/25 Children, Families and Justice March 2025 Our Carers Group for kinship meet monthly. We have a core group of around 12 carers who attend regularly. The group is gaining popularity, and our carers are actively encouraged to join us. In the support group we present opportunities for learning. The model works very well as it generates a lot of discussion. During the assessment process, learning for carers takes place – for example, a common theme is trauma related care, and carers are asked to reflect on this to increase their understanding. Page 108 of 396
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17 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Following the placement of a child a common theme we address is around Life Story and how carers can help a child understand their circumstances. There are also ongoing supports in local communities being developed to support the development of informal networks. The support has ensured that carers feel able to care for the children and avoid a breakdown in the arrangement. We recognise that not all carers want to attend a group and have a model of support where individual carers are allocated an individual worker this allows for one-to-one support if that is there preferred option. National resources are available, and carers are aware of how to access them. Improve educational outcomes for looked after children Where additional educational support is identified in a child’s plan – to provide access to online tutoring. Number of looked after children in receipt of online tutoring. Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 29 pupils have been supported via online and face 2 face tutoring support from the Volunteer Tutors Organisation (VTO). Page 109 of 396
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18 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Take a partnership approach to the assessment of risk of significant harm to a child Undertake Initial Referral Discussions between Social Work, Police, Health and Education Number of Initial Referral Discussions Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 In 2024/2025 there was a total of 222 Initial referral discussion (IRDs) across Children and Family social work service. These IRDs involved 358 children and young people. These discussions always include relevant partners in the police, social work, health and, where necessary, education. In keeping with the previous years, the need for IRDs continues to reduce and we think this relates to improved universal support services and increased early intervention preventing crisis and the need for crisis intervention. Take a partnership approach to minimising and reducing risk through early support and assessment Weekly Multi Agency Screening Group (MASH) to triage referrals Number of Families triaged Number of children triaged Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 Between April 2024 to March 25, 218 children were triaged and allocated via the weekly MASH meetings. This equates to 185 families which has increased from the 170 in the last reporting year. We are keeping intervention at a proportionate level according to assessed need. In line with the Promise, we are ensuring that families are receiving the right support at the right time. It’s not appropriate for us to measure impact/ outcome when all we have done is triaged the referral to the most appropriate place. Enhance our housing support offer by implementing an Intensive Housing Support Service for people with complex needs Commission a third sector provider to deliver intensive housing support. Repeat homelessness presentations will be minimised and tenancy sustainment for previously homeless people with complex needs will increase Baseline: Housing and Communities March 2025 The Intensive Housing Support service was commissioned and launched in October 2023. Since its introduction, the service has consistently operated at full capacity, supporting approximately 20 individuals at any given time. It is delivering significant benefits for people whose needs exceed the scope of existing support services. However, due to the relatively small scale of the service Page 110 of 396
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19 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update 2019/20 (25); 2020/21 (30); 2021/22 (15); 2022/23 (5) Feedback from people with complex care needs will be positive with better outcomes being reached. Qualitative measure to demonstrate positive impact and the short time it has been in place, it is challenging to demonstrate outcomes through key performance indicators (KPIs). Many of the individuals supported have complex, long-term needs and deeply embedded behaviours, which require time and sustained support to address. The Intensive Housing Support service contract runs to October 2025 and has been extended to March 2026. Beyond this, we intend to mainstream the service by including it as part of the recommissioning of the much larger Floating Housing Support service, by redesigning the model to provide for service-users with Low, Medium and High support needs. The new, integrated service will be in place from April 2026. Where children cannot remain living at home, every effort is made to keep them within their kin network Children, parents / carers and kin networks are listened to and afforded the opportunity to have their say through Family Group Decision Making Number of families completing the Family Group Decision Making (FGDM) process and adhering to a family plan Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 The FGDM and Lifelong Links continue to be promoted and offered to families. We have rolled out the connections tool which identifies who is important to the child and who they want to keep in touch with. This is proving very popular with children and young people and other local authorities. In the past year 76 children/young people were referred, and plans agreed for 54 of these. This is shown in the overall decrease of children and young people being accommodated and an increase in those in kinship arrangements. Maintain significant relationships for care experienced children to deliver on the principles of The Promise Offer care experienced children and young people to create a Lifelong Links plans to maintain Number of children and young people completing Lifelong Links plans Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 We have identified a space where brothers and sisters who are separated can come together and have fun. During 2025/26 this will become operational and is being designed with the voice of children and young people and carers in mind. Page 111 of 396
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20 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update significant relationships. In line with The Promise which recognises the importance of sibling relationships - we are creating a place where meaningful sibling family time can take place. We want this to be an organic development and will promote it through our networks. Page 112 of 396
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21 Priority: Supporting and promoting physical and mental wellbeing What improvement s do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Targ et Date Progress Update Increase uptake of sport and physical activities. Work with key partners to develop programmes which optimise opportunities for physical activity Numbers of participants have increased. Baseline: 2022/23 (1.002M) Economy, Development and Planning March 2025 Working with key partners throughout 2023-24 and into early 2024-25, there was continued focus on the completion of the Year 1 Action Plan, developed as part of the Physical Activity & Sport Strategy 2023-2028. However, due to the unexpected flooding and subsequent closure of Bells Sports Centre in October 2024, this had a significant impact on the usage levels and all individual and group bookings, had to be re- directed to other available venues across Perth & Kinross for the foreseeable future. The Olympia Dundee re-opening early in 2024, also impacted the displacement that had been evident throughout 2023-24 at Perth Leisure Pool. Overall, participation in 2024-25 dropped to 886,359. Increase uptake of sport and physical activities. Social prescribers encouraging the use of outdoor activities Reduction in health and social care issues related to inactivity. Baseline: new measure, baseline to be established in 2024/25 Health and Social Care Partnership March 2025 This action is to be removed as there is no data and for a range of reasons this is not measurable. Increase uptake of sport and physical activities. Work with schools and sport groups to increase the number of opportunities for children and young people to take part in physical activity Number and percentage of the total school roll (primary and secondary) participating in Active Schools/ school sports Baseline: established in 2022/23 Annual Performance Report Education and Learning March 2025 Through our commitment to Physical Education, Physical Activity and Sport (PEPAS), and working in partnership with a range of other organisations (e.g. Live Active Leisure, UHI Perth, SportScotland and community clubs), participation in extra-curricular sport activities has continued to improve with a 43% participation rate in 2024/25. Page 113 of 396
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22 Priority: Supporting and promoting physical and mental wellbeing What improvement s do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Targ et Date Progress Update This equates to 7859 primary and secondary pupils taking part in extracurricular sport and physical activity, a 1% increase on the 2023/24 academic year. Notably PKC secondary school pupils’ participation in extracurricular clubs is in the top 3 local authorities in Scotland at 38%. Reduce waiting times for people to access Mental Health Services. Redesigning specialist community mental health services across Tayside. Reduction in waiting lists (weeks) Baseline: established in 2022/23 Annual Performance Report Health and Social Care Partnership March 2025 The CMHWB Delivery Plan has now come its conclusion and so we are moving to a new version which will be more strongly aligned to the pan-Tayside vision of have a more uniform "Model of Care" for Tayside. Deliver the Strategic Delivery Plan for Community Mental Health and Wellbeing (CMHWB) Increase access to preventative and community support. Reduction in waiting lists (weeks) Baseline: established in 2022/23 Annual Performance Report Health and Social Care Partnership March 2025 Page 114 of 396
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23 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Deliver a clear, consistent, and joined up approach to supporting communities and households with the help and support they need to mitigate and move beyond poverty. Develop multi- disciplinary locality working focussed on locally identified needs. Feedback from communities and staff on the effectiveness of the multi-disciplinary team approach Strengthened partnerships within localities with case studies to evidence Qualitative measure to demonstrate impact Strategic Planning, People and Performance March 2025 March 2026 Progress has been made in several areas and new areas have been identified to enhance our rolling programme. External evaluation activity with the Scottish Government is planned for 2025 to better assess which approaches and interventions have the biggest impact. Provide more affordable homes to support liveable and sustainable communities Deliver PKCs affordable housing programme of 1,050 over the next 5 years Maintain 53%/47% split across urban and rural areas, which is in line with the population split in Perth and Kinross Baseline: 22/23: Total 242 homes (54 buybacks/ empty homes; 145 new rural homes (77%) and 43 new urban homes (23%) Achieve an average 210 affordable housing completions each year. Baseline: 2022/23 (203) Economy Development and Planning March 2027 The adopted Local Housing Strategy 2022-27 (March 2023) target is to deliver 1050 affordable homes with an Urban (53%) / Rural (47%) split to ensure representative distribution. In financial year 2024/25, there were 264 (above target of 210) new affordable homes completed by PKC and our RSL partnerships with an urban/rural split of 53% Urban (140) and 47% Rural (124). Note that the rural figure reported here is greater than the ‘total number of houses built in rural areas’ as reported in the APR (113). This is due to the inclusion of new supply affordable homes that are provided via empty homes grant initiative. Support community groups to manage local assets, such as community halls Support community groups to develop Community Increase in number of Community Asset Transfers Baseline: 2022/23 (0) Housing and Communities March 2025 In 2024/25, we supported 34 community groups who expressed interest in Community Asset Transfer (CAT), providing them with relevant asset information and a single point of contact. This is an increase from 31 groups supported in 2023/24. Page 115 of 396
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24 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Asset Transfer (CAT) plans Carry out engagement activity to promote Community Asset Transfer as an option Increase in community groups applying for community asset opportunities. Baseline: established in 2022/23 Annual Performance Report This approach has helped build relationships and enabled meaningful discussions about whether CAT is the right path for each group. Currently, 16 groups are still considering the CAT process—a reduction from 21 live cases at the end of 2023/24. This decrease is due to some groups finding alternative solutions outside the CAT process, while others have chosen not to proceed with their projects. Each group progresses at its own pace, but several are expected to move forward with full Stage 2 applications within the next year. The launch of the Advancing Community Assets Fund in 2024/25 has further supported progress. To date, £74,000 has been allocated to fund capital works, surveys, valuations, and development workers to strengthen community ownership applications. Examples of groups that found alternative solutions in 2024/25 include: • Blairgowrie and Rattray Development Trust, who secured a long-term lease for Wellmeadow Toilets in July 2024, ensuring the facility— previously earmarked for closure—remains open to the public. • Aberfeldy Development Trust, who completed the purchase of the Slaughterhouse Field site to develop community-owned affordable housing. Increased engagement and applications from Review application and assessment Increase in the number of groups receiving community investment funding Housing and Communities March 2025 In 2024/25, Ward Panels allocated just over £326,000 to support 114 projects aligned with the priorities set out in the Council’s Corporate Plan. Page 116 of 396
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25 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update communities to the Community Investment Fund (CIF) grants programme process and implement improvements identified through evaluation of the 2023/24 Community Investment Fund programme Baseline: established in 2022/23 Annual Performance Report Increase in the number of people benefitting from a Community Investment Fund funded project Baseline: 2021/22 36,115 people benefitted from a Community Investment Fund funded project A review of the application and assessment process has been completed, and a new proposal will be brought forward for the 2025/26 Community Investment Fund grant programme. The proposed model aims to: • Increase engagement with communities and community organisations • Strengthen collaborative working at a local level This refreshed approach is designed to ensure the fund continues to deliver meaningful impact and supports community-led priorities. An empowered and skilled workforce who are confident in engaging with resident and communities and demonstrate the organisational values and expected behaviours at all times. Delivery of action within the Employee Engagement and Cultural Change Programme. Feedback from our workforce, managers, and community members Strategic Planning, People and Performance March 2025 The People and Culture Strategy 2024-28 Delivery Action Plan was approved in June 2024 and expanded on the work of the previous Employee Engagement and Cultural Change Programme. It includes specific measures allowing the monitoring and measurement in specific areas to identify improvement and the need for further action. The plan is monitored by the Workforce Planning Themed Board, chaired by Strategic Lead, Strategic Planning, People and Performance. The 2024 Employee Survey results are a positive indication that we are effectively delivering the improvements with 92% of respondents saying they feel their team demonstrates the PKC values often / every day. The development of individual team action plans created in response to survey results and the progress made with these has allowed continued monitoring of the response and progress towards improvement. A further survey will take place in autumn 2025. Page 117 of 396
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality __________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 29 October 2025 Report Title: Local Child Poverty Action Report and Children’s Scorecard 2025 Report Number: 25/276 Report Author: Margaret Lynch, Poverty Officer Organisational Lead: Greg Boland, Strategic Lead -Strategic Planning, People and Performance 1. Purpose 1.1 The purpose of the report is The Child Poverty (Scotland) Act 2017 requires Perth and Kinross Council and NHS Tayside to publish a Local Child Poverty Action Report (LCPAR) annually. This is the 7th report, presenting: • An update on actions taken during 2024/25 • The new Child Poverty Action Plan for 2025/26 • Progress against the Child Poverty Delivery Plan 2022–2026 • The Children’s Scorecard 2025 1.2 Arrangements have been made to share the report with the Community Planning Partnership board members, the Anti-Poverty Task Force and the Integrated Joint Board. 2. Recommendations It is recommended that the Council: 2.1 Note the report. Confirm continued commitment to the strategic aims of the Child Poverty Strategy set out in the Local Child Poverty Action Plan 2020/21l: • Raise awareness of the causes and consequences of child poverty • Foster social cohesion and reduce stigma • Reduce the negative effects of poverty on children and families • Enable children and families to prepare for a life free from poverty 6 Page 119 of 396
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2.2 Reaffirm commitment to the objectives of the Perth and Kinross Child Poverty Delivery Plan 2022–2026 and work with NHS Tayside and Community Planning Partners to: • Provide opportunities and support to enter, sustain and progress in work • Maximise support for families to lead dignified lives • Support the next generation to survive and thrive • Deliver a one-Council, whole-family, whole-community approach to poverty mitigation and prevention in Perth and Kinross. 3. Structure of report 3.1 This report is structured as follows: • Background / Main Issues • Proposal • Conclusion • Appendices – Child Poverty Delivery Plan and Children’s Scorecard 4. Background/Context 4.1 The LCPAR follows Scottish Government guidance, with a strategic focus, evidence-based reporting, and case studies. It provides a review of what has been done to tackle child poverty in the last year, and what is planned for the year ahead. 4.2 The LCPAR is accompanied by the Children’s Scorecard which measures progress on child poverty against 31 local indicators and assesses service responsiveness to those issues raised by parents from the Priority Family groups in the research which informed the development of the Child Poverty Delivery Plan 2022-2026. 4.3 Perth and Kinross Council, in partnership with NHS Tayside and Community Planning Partners, has adopted a whole-systems, place-based approach to tackling child poverty. The strategy is informed by lived experience, aligned with national frameworks like Best Start, Bright Futures, United Nations Convention on the Rights of the Child (UNCRC), Getting It Right for Every Child (GIRFEC), and Scotland’s Promise to Care. The Council’s whole systems approach emphasises: • Relationship-building • Local agency • Multi-level collaboration This fosters dignity, resilience, and long-term change. 4.4 Governance has been strengthened through the Anti-Poverty Task Force, Poverty Board and the Poverty Working Group. The Poverty Working Group provides operational support. The Children’s Scorecard continues to track progress and service responsiveness. Page 120 of 396
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4.5 The latest figures show 5,155 children (19.2%) living in relative poverty in Perth and Kinross, down from 5,750 (21.7%) the previous year. This marks a 2.5% reduction, widening the gap with the Scottish average to 3.8%. Perth and Kinross now rank 7th nationally for lowest child poverty rates, up from 12th position which was held in recent years. This indicates that local action has been effective in reducing child poverty beyond that driven by measures taken by the Scottish or UK Governments. 4.6 This year the Children’s Scorecard takes a deeper dive into the statistics around delivery and performance. It reports on the analysis of data from 2018 – 2022 and 2022 – 2024 to mirror the periods of the two Child Poverty Delivery Plans of the Scottish Government, and the Child Poverty Delivery Plan for Perth and Kinross. It reports on indicators which measure progress in poverty and inequality, income maximisation, dignified living and survive and thrive – the 3 workstreams of the Child Poverty Delivery Plans of the Scottish Government and Perth and Kinross. Positive signs include: - • The drop in the number of children in poverty because of housing costs from 2501 in 2022 to 1959 in 2024. (Relative poverty is calculated before housing costs by the UK Government and after housing costs) by the Scottish Government, therefore we can calculate how many children experience poverty because of housing costs). • Strong delivery around affordable housing via the Affordable Rents policy and the increase in the supply of affordable housing. Perth and Kinross Council is ranked 7th out of all Scottish local authorities for per capita increase in housing stock between 2018 and 2024. • Since 2018, 2042 people have progressed into employment because of their participation in Council funded or operated employability schemes and the pay gap between Perth and Kinross and Scotland closed. Between 2018 and 2022 and by 2024, Perth and Kinross had a positive pay gap with Scotland of £3.10 above the national average. • Since 2022, Perth and Kinross Council’s Welfare Rights Team and Perth Citizen’s Advice Bureau (CAB) delivered £25.2 million in client financial gain. When compared with peer local authorities, Perth and Kinross is amongst the top performers for Scottish Welfare Fund grant accessibility and support. • The Not in Employment, Education and Training (NEET) rate for 16 – 19- year-olds declined from 6% in 2018 to 4% in 2024; Perth and Kinross has an employment rate of 61% for young people aged 16 – 24 which is 8 points above the Scottish average. • In terms of child development – post Covid-19 recovery for 4 – 5-year- olds has been good for those who were babies at the time of the pandemic. • Education and Learning has delivered exceptional performance around narrowing the poverty-related attainment gap at a time when most authorities have seen widening gaps at all levels. Page 121 of 396
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4.7 However, challenges remain such as: • Housing costs push nearly 2,000 children below the poverty line. • 590 families are affected by the two-child benefit cap. • The Gender pay gap remains static at 15.6%. • Transport and childcare barriers to employment persist, especially in rural areas • Targeting interventions and monitoring service delivery to ensure that efforts to support parents to progress into work, attain dignified living conditions and wellbeing support is reaching Priority Families and those in most need. • Information on correctives actions are included in the LCPAR Plan for 25/26 and the Child Poverty Delivery Plan 2022 – 2026, however the next iteration of the Child Poverty Delivery Plan 2026 – 2030 will have to pay keen attention to these challenges. 5. Proposals and Next Steps 5.1 This report details work undertaken in 2024/25 in fulfilment of the 2024/25 Local Child Poverty Action Plan and sets out the Action Plan for 2025/26. 5.2 The Local Child Poverty Action Plan for 2024/25 comprises workplans for three key areas: Work - Providing opportunities and support needed to enter, sustain, and progress in work (employability and skills, housing, connectivity, childcare and economic opportunity) Dignified Living - Maximising the support available to families to lead dignified lives and meet their basic needs (person-centred support, social security, and income maximisation) Survive and Thrive - Supporting the next generation to survive and thrive (next generation). 5.3 This work will be subject to independent scrutiny by the Anti-Poverty Task Force who will provide additional expertise from across Perth and Kinross which will inform the implementation, monitoring and evaluation of the Child Poverty Delivery Plan and the development of future annual Local Child Poverty Action Plans. 5.4 In the course of 2025/26 we will undertake further research with parents, children and young people from Priority Family Groups, and consult with other key stakeholders to review the Child Poverty Delivery Plan 2022 – 2026 and develop a further iteration of the plan for 2026 – 2030. 6. Conclusion 6.1 We know that 5,155 children across Perth and Kinross are living in poverty. The negative impacts of poverty cannot be underestimated, both in the short and the longer term. This report sets out the Councils continued commitment to tackling child poverty in the area. Page 122 of 396
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It demonstrates our understanding of child poverty in Perth and Kinross, the key areas of focus and the actions that we will continue to progress with our partners to ensure that child poverty is minimised and that all our children are supported to live well. 6.2 The Poverty Working Group will continue to oversee and monitor progress towards delivery on commitments in the Child Poverty Action Plan 2025/2026 and will report on the same to Perth and Kinross Council in the next LCPAR report in 2026. 6.3 The Poverty Board will provide scrutiny of the implementation of the Local Child Poverty Delivery Plan 2022-2026 and each annual Child Poverty Action Plan. 6.4 A new Child Poverty Delivery Plan will be proposed to Perth and Kinross Council in 2026. 7. Appendices • Appendix 1 – Local Child Poverty Action Report, 7th Edition 2024/25 with Child Poverty Delivery Plan 2022 – 2026 and Children’s Scorecard 4th Edition 2025. Page 123 of 396
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1 Appendix 1 Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 7th Edition 6 Page 125 of 396
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2 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Contents Introduction ...................................................................................................................................................................................................... 4 Context ............................................................................................................................................................................................................. 7 What we did in 2024/25 to tackle child poverty ................................................................................................................................................. 9 Spotlight on Innovation and Good Practice ..................................................................................................................................................... 13 Targeting Positive Destinations - S3 Construction Academy, Perth High School......................................................................................... 13 Breadalbane Academy – Supporting Pupils to Access Free Bus Travel ...................................................................................................... 15 Futures for Families .................................................................................................................................................................................... 17 The Big Hoose ............................................................................................................................................................................................ 19 Update from the Supporting People, Addressing Need programme ............................................................................................................ 21 FORT Referral Management System .......................................................................................................................................................... 22 Perth Welfare Society – Wellbeing of Muslim Women ................................................................................................................................. 25 Families Empowering Communities ............................................................................................................................................................ 26 Infant Feeding – Emergency Pathway ......................................................................................................................................................... 27 Development of Toolkit ............................................................................................................................................................................... 27 Christmas Family Hampers 2024 ................................................................................................................................................................ 29 Tayside Financial Well-being Project – Aberlour and Dundee, Perth and Kinross and Angus Councils ....................................................... 31 APPENDIX 1 ...................................................................................................................................................................................................... 33 Child Poverty Delivery Plan 2022-2026 .............................................................................................................................................................. 33 Strategic Aims ................................................................................................................................................................................................ 33 Objectives ...................................................................................................................................................................................................... 33 Our Approach ................................................................................................................................................................................................. 34 Children’s Scorecard 2025 ................................................................................................................................................................................. 33 Key Achievements .......................................................................................................................................................................................... 34 Child Poverty .................................................................................................................................................................................................. 36 Page 126 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 3 Child Poverty at Locality and Ward Levels ...................................................................................................................................................... 37 Income from Employment ............................................................................................................................................................................... 38 Dignified Living ............................................................................................................................................................................................... 39 Survive and Thrive.......................................................................................................................................................................................... 42 Feedback from Parents .................................................................................................................................................................................. 43 Service Response .......................................................................................................................................................................................... 45 Page 127 of 396
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4 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Introduction Perth and Kinross have made encouraging progress in the latest child poverty figures which show a notable improvement in outcomes compared to the national picture. In 2024, the proportion of children living in relative poverty after housing costs (AHC) in Perth and Kinross has fallen to 19.2% (5155), down from 21.7% (5750) the previous year. This 2.5 % reduction is particularly significant when viewed against the Scottish average, which currently stands at 23%. Historically, Perth and Kinross has maintained a child poverty rate approximately 2% below the national average but this year, the gap has widened to 3.8%, nearly double the previous margin which is positive progress in the fight against child poverty in Perth and Kinross. Where Perth and Kinross historically has ranked between 10th and 12th for lowest child poverty rates amongst local authorities, we have now risen to 7th place. While these developments are promising, we remain cautiously optimistic. We will continue to monitor data closely to confirm that this is a sustained trend rather than a short-term fluctuation. It is estimated that 1,959 children in Perth and Kinross are pushed below the poverty line due to housing costs alone. This underlines the importance of continued action to address housing affordability as a key driver of child poverty. At the time of writing, 590 families with children are affected by the two-child benefit cap, this reduces family income significantly and impacts adversely on all children in the affected families. The progress made is the result of a sustained, collaborative, cross- sector effort. The reduction in child poverty rates can be attributed to the combined efforts of Council and NHS services, Community Planning Partners, and the third and community sectors. The Anti- Poverty Task Force has played a pivotal role in providing strategic leadership, while the deepening collaboration between Perth and Kinross Council and NHS Tayside has strengthened our collective response to poverty and inequality. As we move forward, we remain committed to building on this momentum ensuring that every child in Perth and Kinross has the greatest opportunity to thrive, regardless of their background. Thomas Glen Chief Executive, Perth and Kinross Council Nicky Connor NHS Tayside Chief Executive, Nicky Connor. Page 128 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 5 This report has been jointly produced by Perth and Kinross Council and NHS Tayside; it reflects the wider collaboration with our Community Planning Partners and a deepening engagement with our key stakeholder groups. It is our seventh Child Poverty Action Report and includes actions taken to implement our Child Poverty Delivery Plan 2022-2026. The Child Poverty Delivery Plan aligns with Best Start, Bright Futures: tackling child poverty delivery plan of the Scottish Government which covers the same period. It connects to and will deliver a rights-based approach as set out in the UN Convention on the Rights of the Child with reference to those articles which relate to child poverty: • Article 3 (best interests of the child) • Article 6 (life, survival and development) • Article 12 (respect for the views of the child) • Article 26 (social security) • Article 27 (adequate standard of living). It is underpinned by GIRFEC (Getting It Right For Every Child) the national approach in Scotland to improving outcomes and supporting the wellbeing of children and young people by offering the right help at the right time. It supports children and their parents to work in partnership with the services that can help them. The GIRFEC approach is child-focussed and uses the SHANARRI wellbeing indicators, to identify need and measure progress. It also aligns with the Scottish Government’s No One Left Behind approach to employability support. In particular, the growing emphasis on supporting parents into work, and to increase their earnings in work. It will contribute to the delivery of Scotland's Promise to Care - Keeping the Promise to young people that they will grow up loved, safe and respected and relates to the delivery of Plan 21-24 which requires organisations to demonstrate how they are ensuring that they play a part in mitigating the impacts of poverty. It flows from the Perth and Kinross Corporate Plan 2022/23 - 2027/28 which has Tackling Poverty as a corporate priority and the Perth and Kinross Community Plan 2022-2032 adopted by our Community Planning Partners which sets Reducing Poverty as a strategic priority. Although created after the Child Poverty Delivery Plan, the Anti-Poverty Task Force has now adopted a Poverty Strategy, which was endorsed by Perth and Kinross Council, which aligns with the approach and objectives in the CPDP (2022 – 2026). The Anti-Poverty Task Force’s Action Plan has now been agreed. Page 129 of 396
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7 Context Perth and Kinross Council has adopted a place- and people- based, whole systems approach to child poverty reduction. This strategy is informed by lived experience and aims to support families in crisis toward sustainable livelihoods. Since 2022, this approach has delivered: • A 3% reduction in child poverty, widening the gap between local and national averages to 3.8%. • An improvement in Perth and Kinross’s ranking from 10th–12th to 7th among Scottish local authorities. Integrated Holistic Support Collaboration across public, third, and community sectors has enabled integrated service delivery focused on: • Employability • Income maximisation • Wellbeing The Anti-Poverty Task Force provides governance, while the Children’s Scorecard tracked service responsiveness and progress against targets. Strategic Alignment All partner organisations prioritised addressing the immediate concerns of parents and supporting them to move out of crisis and move towards more sustainable livelihoods This involved improved access to: • Affordable housing • Flexible childcare • Transport • Employability support • Wellbeing services The Support and Connect programme trained and continues to train frontline workers to deliver holistic support beyond crisis intervention. Lived Experience and Frontline Insight Wel listened to Priority Families to understand poverty’s impact and where they felt services were providing incomplete or inadequate support. Frontline workers identified the following issues as key: • Lack of affordable housing and childcare • Limited transport connectivity • Need for real Living Wage employment • Data-driven resource allocation • Health and wellbeing Page 131 of 396
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8 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 These insights informed strategic priorities and service redesign. Governance and Partnership Perth and Kinross Council played a convening role, funding the Anti-Poverty Project Manager’s post with the Anti-Poverty Task Force and facilitating multi-disciplinary locality teams with staff drawn from a variety of public sector organisations. The Community Planning Partnership (CPP) embedded poverty reduction into its Local Outcome Improvement Plan, aligning it with employment and wellbeing. PKAVS hosted the Anti-Poverty Task Force and coordinated emergency support through initiatives like The Big Hoose, which supported over 2,300 families and 4,600 children. Operational Delivery Local Employability Partnership supported over 2042 adults into employment. ((2018 – 2024) • PKC’s Local Housing Strategy delivered 1069 new homes and maintained affordable rent levels. (2020 - 2025) • Income maximization efforts yielded £25.5M in client financial gain via PKC Welfare Rights and Perth CAB. (2022-2024) The SPAN Programme, which has to date referred 316 people for help and support. • Families Empowering Communities funded early intervention and wellbeing activities for 136 families, 90% from Priority groups. • The Cash First Partnership provided crisis support and entry into broader services. Systemic Transformation Inspired by John Paul Lederach’s peacebuilding methodology, the Council’s whole systems approach emphasizes: • Relationship-building • Local agency • Multi-level collaboration This fosters dignity, resilience, and long-term change. Preventative spend research is underway to identify which externally funded elements can be mainstreamed due to cost savings. Measuring Impact The Children’s Scorecard, now in its fourth year, tracks: • Poverty indicators (employment, cost of living, benefits) • Progress on priorities identified by families The 2025 Scorecard includes peer comparisons, trend analysis since 2018, and alignment with the Scottish Government’s child poverty dashboard. Conclusion Perth and Kinross’s whole systems approach has built a resilient ecosystem of partnerships, governance, and data- driven service delivery. The shift from crisis response to sustainable support is now embedded across sectors, ensuring that child poverty reduction remains a strategic priority. Page 132 of 396
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9 What we did in 2024/25 to tackle child poverty Workstream 1 - Employment Includes addressing structural barriers to employment identified by parents and frontline works – access to affordable childcare, housing and transport. It also includes skills development, confidence building and employability support to enable people who want to work acquire the necessary skills to get work, sustain employment or move to a better job. Areas for Development • Closing the gender employment and pay gaps • Greater focus on the supply side of labour ensuring there are sufficient good jobs created within the local economy or accessible within the travel to work area. Page 133 of 396
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10 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Workstream 2 – Dignified Living This includes income maximisation, crisis support and providing a one-door approach to the provision of holistic help and support. It aims to enable parents and families to move beyond crisis support to sustainable livelihoods by providing access to holistic support. The entry point for most families will be crisis support- but we aim to offer them access to employability and wellbeing services to change their prospects for the future. Areas for Development Roll out the Support and Connect training to all frontline workers in Perth and Kinross Page 134 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 11 Workstream 3 – Survive and Thrive This includes wellbeing and whole family support. It aims to improve the wellbeing of children and parents affected by poverty so that they can take advantage of opportunities for personal growth which enhances learning and leads to better employment prospects. Areas for Development • Review Council Funding for Emergency/Crisis Support delivered by third sector and community organisations • Undertake research with advocacy groups working with Priority Families to check that they are accessing the services and support they require. Page 135 of 396
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12 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Work - providing opportunities and support needed to enter, sustain and progress in work Dignified Living – support to families to lead dignified lives and meet their basic needs Survive and Thrive What are we going to do to tackle child poverty in 2025/26? • Identify and promote best practice on delivering the real Living Wage, championing the benefits to local employers. • NHS Tayside will use its strategic influence to tackle poverty and health inequalities • Implement Perth and Kinross Economic Wellbeing Strategy to ensure investment is used in areas of disadvantage and actions included to tackle child poverty • Extend childcare to support parental employment through wraparound care, community childminding and strong start2 • Work with the Local Employability Partnership to improve access to employment and representation in the NHS workforce amongst priority groups • Support parents who want to become self-employed childcare providers to gain qualifications • Support parental employment through the Futures for Families project to support partners into skills and employment outcomes that will increase their earning potential • Meaningfully engage with business community under the Futures for All Incentive project to create new, flexible and sustainable jobs for priority parents and people with employment barriers. • Accelerate delivery of 1050 affordable homes over 5 years • Buy back 40 former council houses • Provide support to community-led housing initiatives • Invest £4 million to upgrade Gypsy Traveller site with new energy efficient accommodation • Analyse data relating to the uptake of Council concessions and plot unmet need to local school catchment areas • Target income maximisation, employability offers and social prescribing to schools with the greatest levels of unmet need • Develop locality based, multi-disciplinary teams to support and connect parents and families to services • NHS Tayside will promote the Warmth Matters app and website to enable frontline workers to signpost people to a range of services and support • Work in partnership with Perth and Glenochil Prisons to provide an accelerated welfare rights service to people on release from prison • • Develop a joined-up approach to crisis intervention which is underpinned by Cash First including a new referral management system • NHS Tayside will increase the number of health-placed income maximisation referrals to welfare/energy advice services. This will include new work where children are severely disabled or have complex needs • Work with partner organisations to put in place robust referral pathways around health and wellbeing support for parents and their children • Work to maximise the impact of Pupil equity funding on children experiencing educational disadvantage because of poverty • Ensure there is continued promotion of evidence-based interventions to target aspects of literacy, numeracy and health and wellbeing • Embed the use of the Closing the Gap tool to create a holistic planning and impact measurement tool • Report regularly, analysing progress, to the Raising Attainment Board • Develop and implement a refreshed Raising Attainment Strategy for 2023 - 2026 • Work in partnership with local community organisations to deliver Fuelled for Fun programmes to provide activities and food to school age children during school holidays • Work with Tayside Contracts to increase the uptake of free school meals • Work with Gypsy Traveller families to support their child’s development, expanding on the provision of starter sacks. • Implement the Perth and Kinross Corporate Parenting Plan 21-24 Page 136 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 13 Spotlight on Innovation and Good Practice Targeting Positive Destinations - S3 Construction Academy, Perth High School As part of the community benefits associated with the contract for the construction of the new Perth High School building, Robertson’s Construction were approached to develop a pilot work experience programme for eight S3 pupils. As communities seek to recover and rebuild following the Covid-19 pandemic, schools across Scotland have reported a negative impact on attendance and “in-school truancy”, engagement, mental health and positive destinations. Data shows that S3 pupils have the lowest attendance across PKC and within the context of Perth High School a number of young people had been identified as at risk of not achieving a positive destination. The Construction Academy was offered from March to June 2024, one morning per week for 17 weeks. The eight young people selected had expressed interest in a career in the construction industry but were considered to be at risk of not achieving in school. The selection process involved a range of stakeholders including school staff, representatives from the construction company, the young people themselves and their parents. The young people had the opportunity to get a very genuine experience working alongside Robertson’s and supply chain staff on a site close to the new build. Page 137 of 396
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14 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Outcomes • Almost all young people involved in this project have gone on to secure places on the Perth UHI Multi-skills link course for S4. The one S4 participant has secured a full-time college place for multi-skills and a construction apprenticeship. • Three young people have been specifically identified by Robertson’s staff as having real potential and dedication and will have the opportunity to lead and mentor the next cohort of trainees. This will allow them to maintain their relationship with the team with potential opportunities for apprenticeships/summer programs when they are sixteen. • All of the young people involved have reported having a greater understanding of the construction sector and the world of work. • All young people involved feel that this will be beneficial to them in terms of being ready to take on a job or training in Construction. “This is amazing, I never would have thought that we could have used a cement mixer at school and been able to lay blocks and bricks properly. I kind of thought we would just have to watch, but even getting all the proper gear like the steel toe cap boots and jackets has been great. It’s not just a school thing; it’s like really being on a site” “I’m much more confident about trying things now because I know I can do it” “When we were first doing it, some stuff was really hard but we’re better now. Getting the cement in the mixer was much harder than it looked!” Page 138 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 15 Breadalbane Academy – Supporting Pupils to Access Free Bus Travel Background A Scottish Government study published in September 2021 concluded that people living in rural areas are significantly affected by the cost of travel. They are far more dependent on cars than those in urban areas and they need to travel further to access work, retail, study and leisure activities. In trying to address this inequality and as part of its climate emergency plans, the Scottish Government launched its free travel scheme for under 22’s in 2021, enabling young people aged 5 to 21 to travel on most bus services in Scotland for free using their National Entitlement Card (NEC). However, the NEC is tricky to apply for online and as a result we believed that young people and their parents were missing out on the potential benefits. We believed that by hosting an in-school application event, we would break down barriers by facilitating applications for new/replacement cards and adding free bus travel to existing cards. What did we do? We surveyed all pupils in September. It was clear that a number of pupils had lost/damaged their National Entitlement Card or were missing the free bus travel element. The decision was made to host an in-school event to help pupils apply for a new/replacement NEC card and to add free bus travel to existing cards. This required support from Campus Staff as well as the PKC Concessionary Travel Team. • In October, a letter was sent to all Primary and Secondary parents/carers sharing the benefits of the National Entitlement Card and announcing the in- school event. • Parents/carers were asked to complete an online form to determine the number of pupils requiring an application to be processed on the day allowing us to allocate adequate staffing resources. • As online responses were received, NEC application forms were printed from SEEMIS and passed to parents/carers for completion and return. • On the day of the event, applications were sorted by year group and class. Pupils were called down to the event to have their applications processed, returning to class within 10 minutes, causing minimal disruption to learning • Drop-in access to the event was also available during morning interval and lunch Page 139 of 396
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16 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Impact • Over the course of the event, the Concessionary Travel Team processed 150 applications for Primary and Secondary pupils. • The event was deemed a huge success. • Positive feedback has been received from parents who had found the application website difficult to navigate. • By hosting the event, we have facilitated the application process for a number of pupils who would not have otherwise chosen to submit one, enabling access to the benefits that the card offers. Next Steps • During the day, the team spoke about the benefits of holding this event on-site and we agreed that it would be a useful exercise to repeat each year, around the time of the timetable change, in preparation for the P7 transition and before the summer holidays, to ensure pupils can make the most of their free bus travel entitlement. • We also agreed to continue accepting applications from pupils throughout the school session, letting parents know it is not too late to request an application form which, once completed, is forwarded to the Concessionary Travel Team on their behalf. • We look forward to repeating the event next year. Page 140 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 17 Futures for Families Futures for Families is a pioneering initiative by the skills & employment support team @Perth & Kinross council that takes a holistic, family-centred approach to tackling child poverty and employability challenges. Unlike traditional services that operate in silos, this project integrates support across multiple sectors—skills development, childcare, digital inclusion, and self-employment—through a single point of contact: a dedicated key worker. It’s the only local employability programme fully focused on families and parents, offering tailored support and flexible funding solutions such as the elev8 training and self-employment grants. The project was designed to address the complex and overlapping barriers faced by families in or at risk of poverty— such as lack of childcare, financial instability, mental health challenges, and limited access to training or employment. By streamlining access to services and providing personalised, sustained support, futures for families has successfully helped individuals overcome these barriers and transition into meaningful employment or self-employment. Successful Outcomes Since its launch, the project has supported: • 376 clients • 141 individuals into sustained employment • 45 clients into self-employment in 2024/25 • 200 clients accessed training and qualifications SUPPORTING A PARENT WITH 3+ CHILDREN A parent with 3+ children was referred to Futures for Families team by Skills Development Scotland. The parent supported by has a disabled partner who is unable to work. This put financial strain on the client, as they were looking to advance in their career but as they were the sole earner, further investment in their career was beyond their means. Futures for Families provided support with the use of the Elev8 Training Grant to support the client to gain the qualification that would support them to be able to be in a higher paid job role and open more doors for the client to continue to advance in their career. Our client has now been able to gain a membership within Health and Safety and is being considered for a technical membership. We were delighted to hear that they have managed to successfully advance in their career, and this has opened more doors for the client. “I wanted to take a moment to say a heartfelt thank you for the incredible support you provided in funding my NEBOSH Page 141 of 396
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18 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 General Certificate in Occupational Health and Safety. Your belief in me and investment in my future has made a real difference in my life, and I’m truly grateful. Thanks to your help, I was able to enrol on the NEBOSH course, dedicate myself fully to the training, and ultimately achieve the qualification. Since completing the course, I’ve been able to gain membership with the Institution of Occupational Safety and Health (IOSH), which has been a significant step forward. This opportunity has opened up new doors and given me a clearer path toward a stable and rewarding career. More than that, it has shown me what’s possible with the right support. I now feel empowered to continue developing my skills and to contribute meaningfully to improving workplace safety.” Client X and the Singing Mamas Futures for families supported Client X on her journey into Self-employment, alongside support from our colleagues in Business Gateway. Client X completed her training with Singing Mamas and was successful at gaining funding through our Elev8 training grant, which helped with the purchase of essential equipment for Client X’s business startup. Client X has been successfully running two groups a week alongside her volunteering commitments and providing much needed support out and about in the community for women and babies. “I have always sought to do work that I find satisfying and purposeful in terms of supporting people with life’s struggles. whilst singing mamas will allow me to do this, it is also doing this in a very positive way that is specific and straightforward, and mostly- fun! I also hope that my work with singing mamas will support my husband to have more of a work life balance when I am contributing to the household finances. he has a very busy and stressful job where there is little room for flexibility or time for himself so I hope that my entry into work and earning will allow him some more breathing space. My children will greatly benefit from the positive mental health benefits I feel singing mamas will lead to in my own life. they will see me gaining joy from my work and I hope that I will be a positive role model for them. I also believe that feeling fulfilled in myself will help me to feel calmer in my family life.” Page 142 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 19 The Big Hoose The Big Hoose supports children and families in Perth and Kinross living in poverty with access to free everyday household items such as toiletries, cleaning products, bedding and more. It is supported by the Gannochy Trust, Perth and Kinross Council and hosted by PKAVS. To date it has processed 810 referrals and 57000 items have been distributed to 2560 families with 4950 children. Perth and Kinross Schools are Big Hoose partners – and each week they receive inventory updates letting them know what is available. The schools have run seasonal campaigns with the Big Hoose which have included promoting the Kelloggs Breakfast Club where free breakfasts were provided by Morrisons Cafes and a Spring Multi-sports club which provided free sports and lunches for children aged 5 – 14. The schools were able to access support from the Big Hoose in different ways. Inch View Primary School – Universal Access to Essentials Inch View Primary School integrated the Big Hoose Project into its wider equity strategy by offering homewares directly from the school reception. This initiative complemented other supports such as a breakfast café, pre-loved uniform station, and fruit snacks. Staff reported that these combined efforts helped reduce lateness and absenteeism, ensuring that all pupils could start the day with dignity and readiness to learn. St Stephen’s RC Primary – Confidential Family Support At St Stephen’s RC Primary, a community learning assistant used the Big Hoose Project to provide both essential and non- essential items to families. The uptake was described as “very good,” and the school plans to continue offering this support regularly. Importantly, the process was designed to be confidential, preserving the dignity of families while strengthening community trust. RDM Primary – Hygiene and Wellbeing Support RDM Primary School accessed the Big Hoose Project to support families with basic hygiene needs. This was part of a broader strategy to increase attendance at extracurricular activities and improve pupil wellbeing. Staff noted increased engagement with families and a more inclusive school environment because of this support. Page 143 of 396
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20 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Balbeggie Primary – Uniform Equity Through “The Social Flock” Balbeggie Primary School used the Big Hoose to support its “Social Flock” initiative, which provides recycled uniforms to families. This helped increase the number of children wearing school uniform and reduced financial pressure on families. The school also promoted the initiative through newsletters and parent events to ensure accessibility. Conclusion While exact figures on the number of families supported between August 2024 and June 2025 are not available, the Big Hoose Project has clearly made a meaningful difference across Perth & Kinross. Schools have reported improved attendance, stronger family engagement, and greater dignity for those receiving support. The project remains a vital part of the region’s efforts to reduce the impact of poverty on children and families. Page 144 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 21 Update from the Supporting People, Addressing Need programme Directory of Services A directory of services for Family Support1 was created in January 2024 and has been updated on a regular basis as further organisations requested to be included. This directory is hosted on the PKC website and has been extensively publicised with partners. Between 1 April 2024 and 31 March 2025, the directory had 2630 tracked views with 1577 individual users. It should be noted however that due to settings within the website linked to GDPR, we can only track viewers who opt into tracking. As a result, it is likely that these numbers represent an underestimation of the number of views the website has received. 1 Whole family support - Directory of services - Perth & Kinross Council 2 national-guidance-child-protection-scotland-2021-updated-2023.pdf para 4 3 Support and Connect Programme The Support and Connect Programme has 3 components • Social Needs Screening Tool • FORT (Fast online Referral Management System) • Training for frontline workers It has been funded by the Scottish Government’s Child Poverty Accelerator Fund, the Whole Family Wellbeing Fund and Perth and Kinross Council. Social Needs Screening Social needs screening has been identified by Scottish Government2 as a means of identifying unmet need and connecting individuals and families to help and support. The toolkit can be used by frontline workers to initiate open conversations with clients about their personal circumstances (focused on financial resources, housing, utilities, food 3insecurity, employment and exposure to violence), and to identify if they have all they need to meet basic needs. Page 145 of 396
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22 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 FORT Referral Management System The FORT Referral management System provides • A "one-stop shop" for referrals and service information. • An internal system and e-mail messaging for referral communication. • The ability to manage capacity and edit directory details. • An online and centralised system, making it accessible. • The ability to make onward referrals easily. • Help for partners to discover and connect with services. • Minimal referral forms making the process of connecting people to help and support time-effective, and user- friendly. There were also some concerns raised about the system, and as a result we have developed an action plan that identifies measures to address these, including: - • Enhancing training effectiveness (how training is delivered including online options, train-the-trainer approaches and briefing sessions for team leaders). • Increase visibility and engagement with FORT (publicity, updates on newly added services, case studies and success stories, identify new users) • Foster consistent and widespread adoption of FORT (FORT “Champions”, integration into workflows and processes, standardising of referral processes) • Improve user experience and reduce technical barriers (work with Advice Infrastructure to ensure appropriate security measures, improved login experience and user interface design) There are currently 56 partner organisations on the system within Perth & Kinross and 78 frontline workers have received training and accessed the system. Page 146 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 23 316 referrals have been made using the system, with some organisations choosing to only accept referrals from Fort, whilst other can both make and receive referrals. We continuing to work closely with stakeholders and partners to develop a rollout to other departments and organisations that work within Criminal Justice, Mental Health, Employability and Education sectors. System development System development and training is planned for the upcoming year, working to an action plan developed in collaboration with partners. This is part of a phased development of the system that aims to ensure that we are tracking the client journey, as well as learning together and collaborating with partners to build a network and increase the reach of the system (see actions and next steps below). FORT Partner Group FORT Partners meet monthly to discuss issues relating to the use of FORT, to share views on the user interface, and training processes. Presentations from groups who have newly joined the platform raise awareness of the services their organisations offer. A Partner Networking and evaluation event was held on 29th January, which gave the opportunity for FORT users to share their experiences and evaluate the pilot phase of the project. Positive aspects of the system were identified including: - Page 147 of 396
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24 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Support and Connect Training The aim of the training is to improve confidence amongst frontline workers in having what can be challenging conversations, and to ensure that they are aware of sources of support for clients. 8 cohorts of training have been completed over the funding period (September 2024 to March 2025). These have succeeded in building the connections between services, raising awareness of the FORT system and pathways to advice and help that can help those that organisations are supporting. There have also been requests from specific teams to train client-facing staff after managers/team leads have attended training. This includes the Perth & Kinross Council Central Arrears Housing Team; Futures for Families Support workers, PKAVS and the Fire and Rescue service, with training either being delivered currently or in the planning stages for 2025- 26. The directory component of Support & Connect4 is being further developed in 2025-26, with the aim to incorporate local organisations already listed on the Whole Family Support Directory of services as well as FORT partners and make this 4 Home (Support and Connect) into a more targeted and searchable directory to allow frontline workers and agencies to access help and support quickly across the region. The aim is to create one place for practitioners to search/filter for and find information that can assist families and individuals with a range of issues - including cost of living support, employability, wellbeing, connections to support for families and more. Feedback from the Support & Connect sessions shows how most participants recognised the value of the FORT referral system in improving partnership and collaboration with other organisation to support individuals and families. Page 148 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 25 Perth Welfare Society – Wellbeing of Muslim Women The Angel Share Fund provided by Perth and Kinross Council enabled Perthshire Welfare Society to provide safe spaces for Muslim women who were seeking to improve their mental health and wellbeing. 91 women took part in the weekly sessions which covered topics such as understanding trauma, coping with depression parenting skills and how to access services and support. Friendship groups formed and women are now meeting up with each other for coffee and a blether out with the structured workshop sessions that were provided. Feedback was overwhelmingly positive “Being a Muslim, I have been surrounded by religion, culture, and restrictions. These sessions have made me realise there is so much in me, but I have never had the confidence to reach out or talk about how I am feeling. Thank you so much for these sessions; I feel so much better and confident to reach out when I need help” "I learned so much during these sessions; I thought I wasn’t important and that no one would understand me. I am so happy I joined these sessions." "I have made friends because of these sessions, and I feel I am more than a wife and mum now." Building on the success of the Women’s Wellbeing Sessions, the group are launching a mental health project they have called Empowered Minds. They have also introduced weekly walking groups which provide an opportunity for women to reconnect and socialise in a supportive environment. Page 149 of 396
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26 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Families Empowering Communities Initially supported by Perth & Kinross Council in 2 locations (Letham and Crieff), WFWF funding has enabled the Families Empowering Communities project to be expanded in these locations, and to be rolled out into 3 new locations (North Muirton, Bertha Park and Blairgowrie), each of which have been identified as areas with significant deprivation and/or social inequality. The project is designed to improve wellbeing for families, increase availability and accessibility to local support, and to reduce the number of families requiring intervention from statutory services. The project makes use of the Place Standard Framework which allows communities to identify how their experience of place influences their health and wellbeing. Engagement activities are currently underway in each of the 3 new areas, with families involved sharing their views and identifying areas for change. A number of universal community activities have been organised which aimed to increasing visibility and awareness of the project, and to build relationships across the communities. FEC offers a range of pathways to support families, including one to one support for parents, whole family support, and universal community activities. A local community space has been established in each area, creating a welcoming environment for families, and bringing services into the local area (e.g. job clubs, support groups for young mums, and drop-in sessions with other support organisations). Families are therefore more able to access support in their local communities, in place and spaces that are free from stigma and judgement. Families Empowering Communities has supported 63 families with 96 children in the past year. Page 150 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 27 Infant Feeding – Emergency Pathway Following the launch of the UNICEF Guide to supporting families with infants under 12 months experiencing food insecurity in October 2022, Scottish Government recognised action was required to develop a more tailored resource relevant to stakeholders in Scotland. Multi-agency workshops were set up and by September 2023 a short life working group was formed to develop the toolkit. This considered the Scotland specific approach in relation to cash-first responses, reducing the reliance on foodbanks, and ensuring that holistic, wrap-around support was provided through existing infrastructure supporting families facing money worries. The Toolkit was launched in February 2024 and was developed through the lens of child poverty. This work highlighted a number of enablers including but not limited to, Child Rights being in law in Scotland, infants being formally recognised as vulnerable and therefore a priority group across national policies and frameworks in Scotland, the extensive time and effort put in to coordinating key actors and enablers across sectors, capacity building across specialisms and the importance of the UNICEF Baby Friendly implementation in the absence of adequate WHO code legislation. The tools and resources are designed to be used by welfare rights teams, health visiting and family nurse partnership teams, midwifery, infant feeding, GP’s, public health, social work, third and voluntary sector and anyone else working with families with young children and or during pregnancy. Development of Toolkit The toolkit was developed through the lens of child poverty and helps guide agencies and staff to provide support which is appropriate to the needs of families, taking a cash first approach. It explores how to support exclusively breastfed infants who do not need formula milk, but the family may need support in other ways to protect breastfeeding, or where the infant is fed through a combination of breastfeeding and Page 151 of 396
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28 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 formula milk, maximising breastfeeding through sustainable support. NHS Tayside’s pathways focus on prevention. It is integral that robust breastfeeding support is in place to ensure families can meet their feeding goals and breastfeed for as long as possible. A financial inclusion pathway for Maternity Services and Health Visiting and Family Nurse Partnership Services was developed to ensure families are supported before they reach crisis. The pathway is universal, so everyone is included in the financial inclusion pathway to reduce the stigma, and at multiple time points during the perinatal period. Referrals are then made to Welfare Rights, with a focus on the importance of referring during the antenatal period to ensure support is in place prior to babies’ arrival. A crisis pathway has also been developed called the ‘Tayside Infant Food Insecurity Pathway’ and is now implemented to meet the immediate need for first stage formula in a crisis situation prioritising a cash first approach. Data The importance of data and collating data sources to understand where and how families with infants are being supported, and the responsiveness of that support is vital to making a difference in these families’ lives. Data on this particular group is limited, and we are working on gathering data including through implementation of the Toolkit. Learning and Impact • It was important to have a varied range of stakeholders that helped to put this resource together and the organic relationships that formed from this. • There was no additional investment provided as part of the Toolkit development or to support implementation • The ongoing support from various stakeholders on the use of the Toolkit has been invaluable. • Do not underestimate the time it will take to develop and implement pathways of support • Training is required for social work/3rd sector etc. on infant nutrition and key public health messages related to this. • There is no ‘one size fits all’ approach but there are common tools and messages. Page 152 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 29 Christmas Family Hampers 2024 In previous years, various organisations across Perth and Kinross independently applied to Fuelled for Fun (FIHP) to provide Christmas food hampers. While this benefitted many families, it also led to duplication, with some families receiving multiple hampers. Due to GDPR restrictions, organisations couldn’t share application data. To address this, a collaborative approach was introduced in 2024, streamlining the process through a single application system and localised distribution. Participating Organisations The initiative brought together a wide range of partners: • Perth and Kinross Council Services: Parenting & Family Learning Team, Childcare Strategy Team, Community Link Workers, Community Wardens, and Criminal Justice (OWLS). • Third Sector Organisations: Logos, Letham4All, Big Hoose, Broke Not Broken, PKAVS, NHS, Buttons & Bows, and Discover Blairgowrie. • Business Partner: British Gas. Professionals working with families submitted applications on their behalf, based on their knowledge of the family’s needs. Families were not means-tested but had to consent to the application. Funding and Reach FIHP funding enabled the provision of 315 hampers. A total of 401 applications were received, including 14 duplicates, resulting in 387 unique family applications, supporting 795 children. An additional £3,000 from the Poverty Board ensured every eligible family received a hamper. Hamper Contents and Support Each hamper included a wrapped, age-appropriate family board game to be enjoyed on Christmas Day. Envelopes were added with a festive message, information on holiday support services (via Welfare Rights), and Play Z cards. OWLS supported the wrapping and envelope preparation. Larger families received increased quantities of key items. The Big Hoose contributed essential household items, helping families redirect their limited funds to other needs. Buttons & Bows provided nappies for families with infants under one year old. Page 153 of 396
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30 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Distribution Model Applications were sorted into five geographical areas for efficient local distribution: • Kinross-shire: Managed by Broke Not Broken. • Blairgowrie: Hampers assembled at Discover Blairgowrie; distributed by British Gas and PKC staff. • Crieff/Auchterarder: Logos hosted and helped distribute hampers with PKC staff. • Perth City: Perth Autism Support provided space; Letham4All and PKC staff handled distribution. • Other Areas: Hampers distributed from Perth Grammar School by PKC staff. Impact The Christmas hampers provided vital support during a financially challenging time, offering both nutritional relief and emotional uplift. The application process, based on professional insight rather than benefits eligibility, ensured support reached families in genuine need. Feedback from both professionals and recipients has been overwhelmingly positive, highlighting the value of this collaborative, community-driven initiative. Page 154 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 31 Tayside Financial Well-being Project – Aberlour and Dundee, Perth and Kinross and Angus Councils The Tayside Family Financial Well-being Project is a collaborative initiative aimed at supporting families in financial distress across the Tayside region. The case study highlighted the challenges families face, especially with public debt—75% of families in the region owed significant debt to public bodies such as the Department for Work and Pensions (DWP), local councils, and housing associations. The project sought to provide both practical and financial support to help families not only manage their debt but also improve their overall well- being. Through partnerships with local authorities (Dundee, Perth and Kinross, and Angus Councils), welfare services, and community-based organisations, the project leveraged existing resources to provide holistic, family-centred support. This included a debt relief fund, backed by the Robertson Trust, that helped families clear unmanageable public debt and improve their financial stability. Challenges Faced: Complexity of Public Debt: Families often faced multiple layers of debt, making it difficult to pinpoint effective solutions. The bureaucratic nature of public debt collection added to the stress, creating barriers to communication and support. Stigma and Fear: Many families felt ashamed of their financial situations, which discouraged them from seeking help. The fear of further sanctions or legal repercussions from public bodies prevented open discussions about their debts. Resource Limitations: There were inherent limitations in funding and resources available to tackle the scale of the debt issue. The project had to be strategic in leveraging existing community resources without duplicating efforts. Innovative Approaches and Outcomes Collaboration Over Competition: By forging strong partnerships with local authorities (Dundee, Perth and Kinross, and Angus Councils), welfare services, and community-based organisations, the project prioritised collective problem-solving. This collaboration allowed stakeholders to pool resources and expertise, fostering a supportive network that addressed the complexities of public debt. Page 155 of 396
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32 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Creation of a Debt Relief Fund: Backed by the Robertson Trust, the project established a debt relief fund that enabled families to clear unmanageable public debt. This financial support not only helped families regain financial stability but also restored their trust in public services. As a result, families became more willing to engage with welfare services, reducing their reliance on high interest borrowing options that often perpetuated the cycle of debt. Holistic Family Support: Recognising that financial assistance alone was insufficient, the project integrated social and practical support services. This comprehensive approach ensured that families received tailored assistance, including budgeting workshops, mental health support, and access to employment services. Families reported improved overall well-being and increased confidence in managing their finances. Data-Driven Insights: The project collected data on family experiences and outcomes, which informed ongoing adaptations to the programme. This focus on evidence allowed for a responsive approach to the specific needs of families, ensuring that interventions were relevant and effective. Page 156 of 396
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33 APPENDIX 1 Child Poverty Delivery Plan 2022-2026 Strategic Aims • To raise awareness about the causes and consequences of child poverty. • To foster social cohesion and reduce stigma surrounding poverty for children and families. • To reduce the negative effects of living in poverty for children and families. • To enable children and families to prepare themselves for a life free from poverty. Objectives Work Provide opportunities and support needed to enter, sustain and progress in work (Employability and skills, housing and economic opportunity, connectivity and childcare) Sharpening Focus • Supporting parents into work that pays the Real Living Wage or more. • Taking action to close the gender employment and pay gaps. • Addressing the challenges presented by rurality. Dignified Living Maximise the support available to families to lead dignified lives and meet their basic needs. (Person-centred support, social security and income maximisation) Sharpening Focus • Addressing the rural poverty premium. • Addressing the needs of the Gypsy Traveller community and other minority ethnic communities. • Addressing stigma which prevents parents and families from seeking help and support. Survive and Thrive Page 157 of 396
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34 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Supporting the next generation to survive and thrive. (Education and Children’s Services, Health and Social Care) Sharpening Focus • Closing the poverty-related attainment gap. • Addressing the challenges faced by disabled young people entering further and higher education and the jobs market. • Addressing mental health and wellbeing issues for parents and children affected by poverty. Our Approach Deliver a one-Council, whole-family, whole-community approach to connecting children and families to the help and support they need to mitigate and move beyond poverty. Sharpening Focus • Changing the way we work to use data-driven approaches to identify and connect with families affected by poverty. • Offer no wrong door approaches to connecting families to the help and support they need and want. • Developing multidisciplinary, cross-organisational working in teams at locality level to build inclusive communities which strengthen the web of support on offer to families and children affected by poverty. Page 158 of 396
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33 Children’s Scorecard 2025 4th Edition Page 159 of 396
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34 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Introduction Perth and Kinross Council (PKC), in partnership with NHS Tayside, continues to make progress in tackling child poverty. Each year we produce a Children’s Scorecard to measure performance around poverty reduction and mitigation. The Scorecard aligns with national strategies such as Best Start, Bright Futures and the UNCRC, and reflects the voices of families with lived experience. In preparation for the development of a 2nd Child Poverty Delivery Plan for Perth and Kinross 2026 – 2030, we expanded the Scorecard to include local data comparisons with peer local authorities (where the data was available) and an analysis of trends since 2018 to align with national and local delivery plans (2018 – 2022, and 2022 – 2026). The Scorecard this year takes a different format as it seeks to • Identify areas where progress is being made • Capture the learning from the Children’s Scorecard and identify those areas which have contributed to poverty reduction • To make recommendations for action to be considered in the development of the 2nd Child Poverty Delivery Plan for Perth and Kinross 2026 – 2030. A separate Children’s Scorecard Source Book provides all the background data to support these conclusions. Key Achievements Child poverty reduced by 3.2 percentage points since 2018, outperforming the Scottish average. 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 taken the area’s ranking to 7th nationally (from 12th) 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. The growing gap between child poverty rates in Perth and Kinross and the rest of Scotland suggests that what is being done locally is delivering the differential impact between poverty reduction achieved as a result of efforts of the UK and Scottish Governments. Page 160 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 35 What has achieved this change? A strong web of organisations across the public, third and community sector have been involved in developing an eco-system of support for children and families experiencing poverty. The Anti-Poverty Task Force provided strategic leadership and actively promoted cross sectoral engagement with poverty reduction across Perth and Kinross There are now 278 organisations/services signed up to the Supporting People, Addressing Need programme’s FORT referral management project - each one engaged in offering holistic services to families spanning crisis support, income maximization, employability and wellbeing. There is strategic alignment across Perth and Kinross Council, NHS Tayside and the Community Planning Partners all of which are committed to delivering poverty reduction and mitigation outcomes and are aligning resources behind this shared strategic priority. The Children’s Scorecard measures 1. Data and trends across the key drivers of poverty identified by the Scottish Government – Income maximization through work, benefits and actions taken to prepare young people to move beyond poverty to sustainable livelihoods. These are expressed in the three workstreams in Best Start, Bright Futures: - • Providing Opportunities and Support for Parents to Enter, Sustain and Progress in Fair Work • Dignified Living - Increasing Incomes Through Social Security and Benefits in Kind • Survive and Thrive – Supporting families to escape poverty and increase resilience to create conditions for long-term wellbeing and opportunity 2. Delivery - What has been delivered by Perth and Kinross Council to help parents into work, ensure dignity and create the conditions for long-term wellbeing and opportunity. 3. Responsiveness - How well our services have responded to challenges from parents in the Priority Family groups for improvements in the services that matter most to them. Page 161 of 396
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36 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Child Poverty Page 162 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 37 Child Poverty at Locality and Ward Levels Page 163 of 396
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38 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Income from Employment Page 164 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 39 Dignified Living Page 165 of 396
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40 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Dignified Living (cont) Page 166 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 41 Dignified Living (cont) Page 167 of 396
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42 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Survive and Thrive Page 168 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 43 Feedback from Parents Page 169 of 396
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45 Service Response Wellbeing Parents asked for • Help for families with issues around mental health or wellbeing. • Timely support for mental health for children and young people experiencing stress/distress. • Whole Family Support - Directory of Services was published in 2023 in response to parents’ requests for information – this has had 2600 views from 1570 unique users. • Direct 1:2:1 support has been provided for 380 families and 760 individuals. • Indirect support including one-off activities and signposting has supported over 2400 individuals. • A practitioner network with over 100 members has been established and 3 network meetings held. • Support and Connect Training has been provided to 78 frontline workers across 9 training cohorts. • £4.3M has been earmarked for Whole Family Wellbeing support over a 5-year period 2022 to 2027. • 136 families – 80% of whom were Priority Families were supported by the Parent and Family Wellbeing team who delivered a range of programmes including Fearless Triple P (supporting parents whose children have anxiety) Teen Triple P (supporting parents who are dealing with challenging teenage behaviour), the Incredible years programme (strengthening parent-child attachment) Anti natal Peep and Peep Learning together programmes (supporting parents to bond with their child). • School Holiday activities were provided to targeted families first and then offered to the wider community, these offered holiday food and fun to 267 adults and 720 children. • Families Empowering Communities team supported 63 parents and 96 children with counselling and ongoing support – 72% were lone parent families. Page 171 of 396
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46 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 • 110 families and 145 children were supported by the COPE team who offer intensive family support to families in their own homes. • A Family Advice and Community Connections Service was established and is being delivered by Aberlour to provide support to parents, carers, children and young people on issues related to whole family wellbeing. So far 84 families with 209 parents and children have used the service. Stigma and Dignity Parents asked • To be treated with empathy and understanding • That service providers understand it can be difficult for parents to admit they are struggling to make ends meet and ask for help. An online poverty awareness course has been placed on the PKC learning hub and has been completed by 178 employees with a further 38 in progress. 7 cohorts of Support and Connect training have been delivered to frontline staff with 78 frontline workers completed training. This will enable frontline workers to engage in sensitive and supportive conversations with people about their financial challenges, and to connect them to a range of services and support provided by 56 partners across Perth and Kinross. In the first 6 months of operation, the Support and Connect programme has supported 316 families. Page 172 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 47 Crisis Support Parents asked for • Accessible information on sources of help and support for parents in crisis - money, welfare benefits, in- kind support. • Help accessing support in times of crisis when they are experiencing stress. • Key worker approaches - where one person helps source support across a range of organisations. • Help with form filling and navigating the welfare benefits system. • Cash First Approaches Welfare Benefits Checks/Money Advice offered to Council employees. • Support for Foodbanks and Community Groups offering in-kind or crisis support. FORT/SPAN Our Welfare Rights service generated an additional £9.2 million in benefits for Perth and Kinross residents in 2024/25. This growth reflects enhanced service promotion and improved follow-up efforts to better track financial outcomes. In 2024/25, we provided around £269k in support to over 1,400 households through the Financial Insecurity Fund, targeting low-income residents and those without recourse to public funds. Despite reduced funding and fewer applications, the Council more actively directed support, with over 66% of payments going to households in rural areas facing financial hardship. We have built upon existing arrangements aimed at reducing barriers, raising awareness and improving access to both Welfare Fund and Welfare Rights services for targeted communities of interest. To support this in 2024/25 we: • Launched regular outreach at Double Dykes in Perth and partnered with Broke Not Broken to support Gypsy/Traveller communities in Kinross. This improved engagement, built trust, and strengthened relationships. • Ran a six-month outreach at @Scott Street in response to rising youth homelessness. Improved referral rates and stronger partnerships made further outreach unnecessary, with Social Work teams embracing online referrals and boosting client engagement to ensure full entitlements. • We partnered with YMCA, Creative Exchange, and others to enhance welfare rights support for young people aged 16–25. • Worked with the Scottish Prison Service to provide a weekly Welfare Fund outreach service within Perth prison. • We supported 1413 households to sustain their tenancy through our Tenancy Sustainment Fund, Financial Inclusion Project and Think Yes budget. • We supported 35 households in the Private Rented Sector to sustain their tenancies and prevent homelessness and hardship. Page 173 of 396
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48 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Housing Parents asked for • Increased supply of affordable housing • Ensure houses are let in a good state of repair. • Improved Communications. • Delivered a total of 264 affordable homes including 234 for social rented housing, and 30 for mid- market rent. • Delivered 37 Council new build homes and supported the completion of 70 new build affordable homes in partnership with RSLs across 9 developments. • Delivered new supply across the Perth and Kinross area, both in urban 53% and rural 47% areas. • Purchased 116 buybacks to increase the Council’s housing stock. • Brought back 23 empty homes for people in need of accommodation through the Empty Homes Initiative (EHI). • Continue to use our first Self-Build Register to inform rural housing need with 30 self-build expressions of interested registered to date. • Progressing 10 community-led projects with an estimated 60 homes planned. • Undertook a phase of consultation and design of a former primary school using our Sustainable Inclusive Homes Net Zero Carbon Design Guide with the project intended to create 45 new build affordable homes. • Undertook further feasibility for planning policy to be developed through LDP3 for Short Term Let (STL) control areas. • Delivered 4 additional new build homes to support individuals to live independently with outreach support and technology through our Independent Living Panel. • Rehoused 18 individuals through our Housing OT service into wheelchair accessible and adapted housing. Delivered 1 wheelchair accessible property and 12 adapted properties through our new build programme. In partnership with residents, delivered the first five of 20 new chalets to Double Dykes to replace existing older accommodation, and began wider improvements to the site. • Increased our work with SCARF to deliver our Home Energy Advice Team (HEAT) service, providing free and impartial energy efficiency advice to 1638 households which resulted in savings for residents. Page 174 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 49 • £441,681 invested in communal repairs for homeowners through our Missing Shares service. Supported repairs and improvements through a programme of 441 sensors being installed across Council housing stock. Delivered fibre to 63 new build properties in partnership with RSLs. Education Parents asked for • Information about help available to struggling families • Information on how to access help around school costs with assurance that these will be handled discretely and sensitively • Improvements in the quality of school meals • Affordable after-school provision to support parental employment. • The Family Advice and Community Connections service which supports families across Perth and Kinross is being actively promoted by schools. Through this service, any family with children under the age of 18 can access information, advice, and connections to other helpful services in their community. 84 families with 209 parents and children have used the service. • A group of 5 targeted schools in areas with higher levels of deprivation are trialling the FORT system provided by CAB. This will be rolled out more widely following evaluation of the pilot. • Staff from Rattray Primary School attended Support and Connect Training. As a result of positive feedback from this, a bespoke session will be offered to school staff on the next in- service day. This will ensure that staff are appropriately trained and supported to handle requests for support sensitively and discretely. Should this be over-subscribed, priority will be given to staff from schools ranked 1-10 in the area-based analysis of need. • Actions to reduce the Cost of the School Day have been included within school Quality Improvement Plans for 2025/6 with 75% of schools publishing a Cost of the School Day Plan for the first time. These include a number of initiatives to reduce barriers to participation relating to cost and the provision of support for families who may be impacted by poverty. Plans cover areas such as support with uniform; providing the resources required for school; support with meals, snacks and drinks; trips and transport; providing digital access; ensuring that extra- curricular activity and clubs are accessible to all; health and wellbeing; and ensuring that no one misses out on fundraising events and themed days. • Schools have been making and facilitating referrals for families to The Big Hoose which provides vital household goods, free of charge, to help ease some of the impact of poverty. Page 175 of 396
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50 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 • There has been active promotion of Free School Meals, School Clothing Grants and Education Maintenance Allowance to the entire school community, encouraging uptake by eligible families. In 2024/25, 1469 pupils (P6 and above) were registered for free school meals. This is an increase of 144 (10.9%) on 2023/24. By the end of 2024/25, 2242 pupils received a clothing grant (around 12.6% of the roll). This represents a small decrease of 77 (-3.3%) on 2023/24. • After-school provision and tax-free childcare have been actively promoted on social media channels reaching 6652 families. Page 176 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 51 Childcare Parents asked for • Increased access to accessible and affordable childcare. • Flexible childcare options to support parental employment. • Accessible information on available childcare options, places, and costs. • Information on the benefits of tax-free childcare is being posted once per month. It also goes on PKC wage slips once per quarter, ELC Newsletter, ERIC news & PKC website news once per quarter. All families registered with Kids Clubs/Wraparound Care who do not use Tax Free Childcare are emailed termly to advise of the benefit. • 1895 (8% increase on previous year) parents are supported to apply for and access their Tax- Free Childcare Account which links to other benefits (Tax Credit for Childcare, Universal Credit, Childcare Vouchers and Best Start Grants) resulting in wider access to affordable childcare. • 94 registered childminders in P&K (11 Funded Provider Childminders who can provide 1140hours per annum) • 49 Perth and Kinross nurseries providing and 33 funded provider nurseries providing childcare to 3524, 2–5-year-olds accessing funded ELC in Perth & Kinross (April 2025) • 4 Private/Voluntary Out of School Care Clubs • There are 1729 children registered to use 16 Kids Clubs/Wraparound Care which enables parents and carers to work or take up training opportunities. • 70 children benefitted from a free place at Kids Clubs’ holiday services during 2024/25 with £82,500 being provided by PKC for through Fuelled for Fun. Page 177 of 396
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52 | Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 Transport Parents asked for • Improved transport links in rural areas to support parental employment patterns. • Affordable local transport options. • PKC replaced the commercially withdrawn local bus service in the Highland Perthshire area and now fund these. • PKC replaced the commercially withdrawn Almondbank to Perth local bus service by providing funding for this. • Glenfarg Community Transport Group commenced operating a demand responsive local bus service in West Kinross-shire between Kinross and Tillicoultry which is fully funded by PKC. • Kirkmichael Community Transport Group and Muthill Community Transport Group commenced delivery transport for local residents with the MPVs provided by PKC. • Service 16 between Perth and Dundee was improved by Stagecoach East Scotland in early 2025, further to feedback from the public, elected members and PTU Council officers. In addition, PKC funded an additional early morning journey that is not commercially provided. • Council agreed to support Glenfarg Community Transport Group to increase their owned fleet in order to strengthen the group’s sustainability and future operations. • Council increased local bus budget for FY 25/26 to take account of RPI and ongoing increasing operational challenges, which ensured that no subsidised local bus services in operation in 24/25 would be subject to termination in 25/26 due to lack of financial resources in the local bus revenue budget. • In March 2025, PTU installed a new bus shelter and an electricity feed for information screen at the Bridge of Earn bus stop served by the low-cost intercity electric coach service, Ember, in order to improve access for rural passengers wishing to travel north or south to work locations. It is intended that the Real Time Information Screen will be installed at the bus stop in FY 25/26. • As at 31/03/25 78% of PKC Under 22 population had registered for a free U22s bus pass. • Free bus travel is funded by PKC on the first Saturday of each month across the whole of Perth and Kinross Council Area Page 178 of 396
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Local Child Poverty Action Report 2024/25 and Local Child Poverty Action Plan 2025/26 | 53 • Council committed to disposing of Council minibuses to Community Groups, free of charge, rather than selling them at auction when they reach the end of their Council life. • Improved layout works completed at Broxden Park and Ride site to accommodate the increasing journeys operated by the low-cost intercity coach providers, Ember and Flix. Page 179 of 396
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Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Ambition Compassion Integrity 7 Page 181 of 396
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2 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Contents Preface.................................................................................................................... 4 Introduction ............................................................................................................ 5 Our Vision ........................................................................................................... 5 Our Ambitions ..................................................................................................... 5 Our Strategic Priorities ........................................................................................ 5 Strategic Plan .......................................................................................................... 6 Looking Forward .................................................................................................. 7 Performance ............................................................................................................ 7 Demographics ...................................................................................................... 7 Performance Framework ....................................................................................... 9 Planning ........................................................................................................... 9 Doing ............................................................................................................... 9 Checking .......................................................................................................... 9 Acting ............................................................................................................. 10 Latest Performance ............................................................................................ 10 Feedback from people that use services .............................................................. 13 Health and Care Experience............................................................................. 13 Care Opinion .................................................................................................. 13 Care Group Activities and Achievements ................................................................. 15 Community Mental Health and Wellbeing ............................................................ 15 Access ........................................................................................................... 15 Prevention ...................................................................................................... 15 Person-Centred Care ....................................................................................... 16 Workforce ....................................................................................................... 18 Engagement ................................................................................................... 18 Primary Care ...................................................................................................... 20 Outcomes for People ....................................................................................... 20 Outcomes for Workforce ................................................................................. 21 Outcomes for the System ................................................................................ 21 Learning Disability and Autism ............................................................................ 25 Older People’s Services ...................................................................................... 31 Early intervention ............................................................................................ 31 Page 182 of 396
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3 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Shifting the balance of care .............................................................................. 34 Optimising Capacity and Flow .......................................................................... 34 Carers ............................................................................................................... 37 Substance Use ................................................................................................... 43 Adult Support and Protection .............................................................................. 45 Lead Partner Services ............................................................................................. 46 Public Dental ..................................................................................................... 46 Podiatry ............................................................................................................. 49 Prison Healthcare ............................................................................................... 52 Workforce ............................................................................................................. 54 Progress Across the Five Pillars ............................................................................ 55 Learning and Development ................................................................................. 55 Progress against the Strategic Plan ...................................................................... 56 Independent Inspection ......................................................................................... 58 Mental Welfare Commission for Scotland ............................................................ 59 Care Inspectorate Inspections ............................................................................. 60 Arrangements for Clinical and Care Governance ................................................... 61 Finance ................................................................................................................. 61 Financial Resources Available to the IJB 2024-2025 .............................................. 61 Financial Performance ........................................................................................ 62 Financial Plan ..................................................................................................... 63 Best Value .......................................................................................................... 63 Governance and Accountability ........................................................................... 64 Use of Resources ............................................................................................... 64 Key Contact ........................................................................................................... 64 Appendix ............................................................................................................... 65 Appendix 1.1: Perth and Kinross HSCP Service Breakdown .................................... 65 Appendix 2.1: National Core Suite Indicator 1 to 9, 5 year comparison .................... 66 Appendix 3.1: Strategic Priorities Mapped to National Indicators and the National Health and Wellbeing Outcomes ......................................................................... 68 To give us feedback ................................................................................................ 69 Page 183 of 396
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4 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Preface Jacquie Pepper, Chief Officer (Health and Social Care) Welcome to this year’s Annual Performance Report. In it you will read about our performance, including ways in which we have continued to develop and integrate health and social care services in Perth and Kinross during 2024-25. The achievements described have been made possible by the hard work and commitment of our staff who have adapted, innovated, and responded to the numerous and varied challenges that have come their way. You will also see examples of how we have worked with third and independent sector colleagues and local community groups to support the health and wellbeing of Perth and Kinross residents, developing new and innovative ways of responding to individual needs. We continue to focus on developing services based on what is important to, and needed by individuals, reflecting their goals and priorities, and supporting them to be as active and independent as possible. We have included a number of case studies that help to illustrate how our services meet people’s very specific needs and wishes. This report covers a year in which the Integration Joint Board (IJB) was presented with a very challenging financial context reflected by IJBs across the country. Against this backdrop our performance and delivery of positive outcomes for our residents have improved overall. IJB members worked with HSCP Officers to develop a financial recovery plan from September 2024. This was successful, along with a series of savings proposals agreed in March 2024, in reducing projected overspends. Our data shows that our population continues to increase alongside growing levels of need and complexity and this is set to continue as our population ages at a rate higher than Scotland and most of our comparators. The IJB faces ongoing financial uncertainty and is committed to early and ongoing financial planning to ensure that budget decisions are well informed and support the most effective and efficient use of resources. Engagement with individuals, communities, staff, partner organisations, and other stakeholders has underpinned much of our activity during 2024-2025, and positively, both NHS Tayside and Perth and Kinross Council have increased the level of funding to the IJB in 2025-2026. Page 184 of 396
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5 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Introduction Perth and Kinross Health and Social Care Partnership (HSCP) provides and commissions local health and social care services to meet the needs of the Perth and Kinross population, and to deliver the strategic objectives of the Integration Joint Board (IJB). Our aim is to improve health and wellbeing outcomes, by providing the right care and support in the right way and at the right time for the population through services delegated by NHS Tayside and Perth and Kinross Council. The IJB Strategic Plan 2024- 2027 sets out a shared vision, ambition and strategic priorities. Perth and Kinross is divided into three localities, North Perthshire, South Perthshire and Perth City, each with distinct population needs and service delivery models. Services are delivered through integrated, multi-disciplinary teams embedded in each locality, enabling rapid, person-centred support. This locality approach ensures services are responsive to local demographics, geography, and health and social care needs. Our Vision For every person in Perth and Kinross to live in the place they call home with the people and things they love, in good health and with the care and support they need, in communities that look out for one another, doing the things that matter most to them. Our Ambitions • For people to stay as well as possible for as long as possible. • For people to live as independently as possible for as long and as safely as possible. • For people to be able to thrive and feel valued members of the community. Our Strategic Priorities 1. Target resources to where people and communities need help most. 2. Make it easier for people to understand where and how to access services. 3. Provide health and social care supports close to home. 4. Work with communities to design the health and social care supports they need. 5. Improve integrated working. 6. Promote self-management and living well. 7. Value our workforce, support them to keep well, learn and develop. We use the National Framework for Community and Social Care Integrated Services to inform the development of local change and transformation plans, drawing on what is known to work in other areas. Priorities are progressed through the implementation of Page 185 of 396
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6 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 wider strategies and delivery plans with a broad range of outcomes sought via specific care groups as follows: • Mental Health and Wellbeing • Primary Care • Learning Disabilities and Autism • Older People’s Services • Carers • Substance Use These plans provide more detail on how we deliver our services and they are underpinned by outcomes focused performance management frameworks which are strongly linked to the National Health and Wellbeing Outcomes: People are able to look after and improve their own health and wellbeing and live in good health for longer. People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community. People who use health and social care services have positive experiences of those services, and have their dignity respected. Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services. Health and social care services contribute to reducing health inequalities. People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. People who use health and social care services are safe from harm. People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide. Resources are used effectively and efficiently in the provision of health and social care services. Strategic Plan Each Integration Authority must produce a strategic plan over the medium term, using the integrated budgets under their control. Stakeholders must be fully engaged in the preparation and review of the plan. This ensures a meaningful co-productive approach is taken to deliver the national outcomes for health and wellbeing and achieve the core aims of integration: • To improve the quality and consistency of services for patients, carers, service users and their families. • To provide seamless, integrated, quality health and social care services in Page 186 of 396
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7 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 order to care for people in their homes, or a homely setting, where it is safe to do so. • To ensure resources are used effectively and efficiently to deliver services that meet the needs of the increasing number of people with long term conditions and often complex needs, many of whom are older. An Integration Authority is required to review its strategic plan at least every three years and may carry out additional reviews. In carrying out a review, Integration Authorities must consider: • The national health and wellbeing outcomes. • The indicators associated with the national outcomes. • The integration delivery principles. • The views of the Strategic Planning Group. Looking Forward To continue the implementation of the strategic plan, new delivery plans for Older Peoples’ Services, Adult Services, and Primary Care are being developed. These will replace the existing care group strategic delivery plans which come to an end within the financial year 2025-2026. The structure of how these plans come together is set out within the IJB Performance Framework. Performance Demographics Perth and Kinross is a geographically large Local Authority area with a total population of circa 152,560 (National Records of Scotland) split evenly across the three HSCP (Health and Social Care Partnership) localities North Perthshire, South Perthshire, and Perth City. Chart 1 Page 187 of 396
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8 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 The population of Perth and Kinross is older compared to the overall population of Scotland. The number of people aged 85 and over is projected to increase substantially, which will significantly increase the demand for health and social care services. Chart 2 illustrates how the age profile of the population is expected to change between 2018 to 2028, with a large increase in the older population, without a similar increase in the working age population. At the year end of 2024-2025, Perth and Kinross was seven years into this population shift and the associated increase in need and demand is driving higher costs and budget pressures. Chart 2 Source: National Records of Scotland -Perth and Kinross Council our Profile This changing population profile combined with rurality, presents substantial challenges in the delivery of services at the scale required to meet the needs of the community. The Scottish Index of Multiple Deprivation indicates that 23.2% of our population live in the least deprived quintile and 6% in the most deprived. Perth and Kinross is classified as “Mainly Rural” (Scottish Government - Rural and Environmental Science and Analytical Services) and is the eighth most rural Local Authority area in Scotland. This means that service accessibility is a significant contributor to inequalities and reduces the potential for economies of scale. Life expectancy is above the Scottish average, 78.8 years for males and 82.6 years for females compared to 76.8 years and 80.8 years respectively. The number of people supported in the treatment of Long-Term Conditions (LTCs) provides some additional context on the health of our population and the consequential need for Health and Social Care support. It is estimated (based on people who have contact with NHS services) that 21.6% of the population have at least one LTC. These include cardiovascular, neurodegenerative and respiratory conditions, as well as other organ conditions namely liver disease and renal failure, arthritis, cancer, diabetes and epilepsy. Chart 3 shows how the population is affected by LTCs overall and with the prevalence of LTCs increasing with age, this demonstrates how the impact of the population shift results in significant additional demand across Health and Social Care services. Page 188 of 396
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9 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Chart 3 Performance Framework The Performance Framework (approved June 2025) outlines a structured, cyclical approach to planning, delivering, monitoring, and improving health and social care services. It is built around the Plan-Do-Check-Act (PDCA) model and aims to ensure alignment between strategic goals and operational delivery, with a strong emphasis on continuous improvement and accountability. Planning - Conducted at three levels - Strategic, Delivery, and Operational. Each level aligns with the IJB Strategic Plan (2024–2027),which sets seven key priorities: 1. Target resources to where they are needed most. 2. Improve access and understanding of services. 3. Deliver care close to home. 4. Co-design services with communities. 5. Enhance integrated working. 6. Promote self-management and wellbeing. 7. Value and support the workforce. Doing - Implementation of services based on operational plans that detail required resources, delivery methods, and performance metrics. This phase emphasizes quality improvement and responsiveness to local needs. Checking - Performance is monitored using a layered approach: • Strategic Level: Annual and quarterly reports using national and local indicators. • Delivery Level: Outcome-focused frameworks for care groups. • Operational Level: Real-time metrics on demand, capacity, and service quality. SMART objectives and both qualitative and quantitative data are used to ensure relevance and impact. Page 189 of 396
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10 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Acting - Informed decision-making based on performance data leads to service redesign, investment/disinvestment, and transformation. Emphasis is placed on data quality, governance and clear accountability at all levels. Governance and Reporting - Performance data is reviewed by multiple internal and external bodies, including the IJB, NHS Tayside, Perth and Kinross Council, and various management teams. Reporting is tiered to match the strategic, delivery, and operational levels, ensuring appropriate oversight and action. Technology and Tools - It is planned that the framework will leverage tools like Microsoft Power BI and the PK Performs system to integrate data across services, enabling a whole-system view and enhancing decision-making capabilities. Benchmarking and Improvement - Benchmarking against peer groups and national standards supports learning and improvement. Targets are set across short, medium, and long-term horizons, considering resource availability, demand and risk. Latest Performance Strategic performance is measured against the Core Suite of Integration Indicators (National Indicators) combined with those of Ministerial Steering Group (MSG). The table below summarises performance against these indicators, with comparisons to last year and to Scotland overall. Page 190 of 396
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11 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Table 1 Ref Indicator Description Perth and Kinross 2023- 2024 Perth and Kinross 2024- 2025 How we compare to last year Scotland 2024- 2025 How we compare to Scotland NI 12 Emergency admissions rate for adults (18+) (per 100,000 population) 14,049 14,394 2.5% 11,559 24.5% NI 13 Emergency bed day rate for adults (18+) (per 100,000 population) 119,654 110,545 -7.6% 113,627 -2.7% NI 14 Emergency readmissions to hospital within 28 days of discharge (rate per 1,000 discharges 18+) 153 153 0.0% n/a n/a NI 15 Proportion of last 6 months of life spent at home or in a community setting 89% 90% 0.8% 89% -0.6% NI 16 Falls rate per 1000 population aged 65+ (falls which result in a hospital admission) 26 25 -1.6% 23 12.4% NI 17 Proportion of care services graded "good" or better in Care Inspectorate inspections 71% 71% 0.4% 82% -10.7% NI 18 Percentage of adults with intensive care needs receiving care at home 64% 64% 0.2% 65% 0.8% NI 19 Number of days people aged 75+ spend in hospital when they are ready to be discharged per 1,000 population 645 654 1.4% 952 -31.3% MSG1a Emergency admissions per 100,000 population (all ages in acute hospital) 12,630 12,725 0.8% 10,822 17.6% MSG2a Number of unscheduled hospital bed days; acute specialties per 100,000 population 77,178 71,254 -7.7% 75,138 -5.2% MSG3a Accident and Emergency attendances 18+ per 100,000 population 18,615 19,629 5.4% 26,028 -24.6% MSG4 Delayed discharge bed days 18+ per 100,000 population 13,982 13,338 -4.6% 15,969 -16.5% Notes: 1. Data for NIs is published via Public Health Scotland. 2. NIs 1 to 9 are reportable every two years only. Please see Appendix 2 for the latest data. 3. NIs 17 and 19 data covers 2024-2025, all others are for calendar year 2024 due to incomplete data for January to March 2025. 4. NI 14 - It is not possible to accurately compare performance to elsewhere due to differences in data recording practices. 5. MSG data is provided for management information only, is unpublished and is subject to change. Exceeding our comparator or within 3% Between 3% and 6% from comparator More than 6% from comparator Page 191 of 396
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12 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 The rate of emergency admissions (NI 12) has increased by a small amount (performance has declined by 2.5% for the 18+ population and 0.8% when considering all ages (MSG1a)). Performance remains within the current target range which is good when considering the older and more frail population of Perth and Kinross and the related impact on the need for emergency care. When people have been admitted to hospital in an emergency their stay is likely to be shorter compared to 2023-2024 as the rate of emergency bed days (NI 13) has reduced (improved) by 7.6% (for 18+ population and 7.7% for all ages (MSG2a)) which demonstrates the commitment made to discharge people as early as it is safe to do so when their care can be continued in their home or homely setting. The risk of falls increases with age and given the growing older population in Perth and Kinross, higher admission rates due to falls (NI 16) 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. The number of readmissions within 28 days of discharge per 1,000 discharges (NI 14) has remained stable at 153, which has paused a previous upward trend against this measure. In the last six months of life (NI 15) people in Perth and Kinross spend 90% of their time at home (rather than within inpatient settings). This is similar to the 89% achieved last year and is good evidence of people being supported to remain at home in accordance with their wishes. Supporting people to remain at home as they age or as their care needs increase can be increasingly challenging. However, with 64% of people with intensive care needs receiving ‘care at home’ (NI 18), performance remains positive, consistent with last year and on a par with Scotland. The rate of Accident and Emergency attendances (MSG 3a) has risen by 5.4% compared to last year, indicating a decline in performance. However, it remains 25% better than Scotland overall. The underlying causes of this increase are complex and not yet fully understood. Ongoing efforts to further integrate health and social care services in communities are redesigning how people access services, particularly through the introduction of a Single Point of Contact. As this work progresses, attendance rates will be closely monitored. Performance in managing delayed discharges remains good. For individuals aged 75 and over, Perth and Kinross performs 31% better than Scotland overall (NI 19). Additionally, there has been a 4.6% improvement in delayed discharge performance for the 18+ population compared to last year (MSG 4). To provide additional context, 97% of patients in Perth and Kinross are discharged from hospital without delay (94% for those aged 75+). Page 192 of 396
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13 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Feedback from people that use services Health and Care Experience The Health and Care Experience survey covers National Indicators 1 to 9 and is published every two years (last publication was in 2024). Respondents for the survey are selected at random from GP practice lists with survey questions covering a broad range of topics including their experience of health and social care services. Please see 2023-2024 Annual Performance Report where more detail is provided on these indicators combined with data gathered through local service user surveys which show high levels of satisfaction. In support of the new strategic plan, and the performance framework, new approaches to gathering service user feedback are now being developed and will be used for future performance reporting. Care Opinion To broaden understanding of people’s experience, Care Opinion gathers real stories of the experiences and outcomes of using our services. All HSCP teams are using Care Opinion and in 2024-2025, 375 stories were shared, building on the 315 stories from the previous year. Some of these stories are provided within this annual performance report and all of these stories can be read on the Care Opinion website. As a result of feedback, improvements are being taken forward which will: • Improve access to nail surgery, • Fill appointment cancellations at short notice, and • Use technology better to improve continuity of care. As people provide feedback, they often mention how they felt about their experience and this word cloud gives a summary of the descriptive words used. People mentioned that they were ‘thankful’ in 12.5% of stories, ‘grateful’ in 12.3%, ‘supported’ in 11.2%, ‘put at ease’ in 9.3% and ‘happy’ in 8.5%. When considering what 100% of stories responded to with a mean response time of 68 hours. 97% of responses were rated as helpful. Page 193 of 396
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14 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 was good, ‘staff’ were mentioned 37.1% of the time, ‘professional’ was mentioned 26.1% of the time and ‘friendly’ 17.6%. Care Opinion helps staff and managers reflect on what they can do to make all aspects of care and treatment better. For what could be improved, there is a broad range of things, with two or three comments for each, which individuals mentioned that could have improved their experience, ranging from car parking to joined up care to waiting lists. Due to the breadth of comments, it is not possible to draw meaningful themed conclusions. However, 100% of stories are reviewed by staff and where possible, staff make the improvements people mention and these are taken forward on an individual basis. The chart below shows the overall rating for a variety of measures about people’s experiences which, when aggregated, achieved at least 4.73 out of 5 over the year. All the measures showed an improvement from last year. The majority of stories (89%) were submitted via the website, 5% via leaflet and 6% by phone and they have been viewed over 28,900 times (as at 17 April 2025). 43% of people identified themselves as the patient, 36% as a service user and 10% as a relative. Page 194 of 396
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15 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Care Group Activities and Achievements Community Mental Health and Wellbeing The Community Mental Health and Wellbeing Strategy has progressed five strategic themes, access, prevention, person-centred care, workforce and engagement. Access Mental health services are currently supporting around 5,000 individuals, with efforts focused on reducing wait times and improving access to care. The Primary Care Mental Health Transformation Programme, launched in March 2024, enhances early intervention through dedicated nursing support via General Practices, offering up to 240 appointments weekly. As well as providing early support and self-management the service enables referral into third sector services which can help to address the wider issues people encounter, not all of which will be mental health related. The inaugural Mental Health and Wellbeing Conference attracted over 230 attendees, fostering collaboration and shared learning. Clinical advancements include the continued excellence in Electroconvulsive Therapy (ECT) delivery, and the establishment of a Mental Health Clinical Care Governance Forum to strengthen oversight and accountability for HSCP provided services. Operational improvements include a dramatic reduction in Occupational Therapy wait times and the appointment of a Neurodevelopmental Disorder Nurse Co-ordinator to address rising ADHD referrals. The new Mental Health Clinical Pharmacy model supports medication management and pathway modernisation. Prevention The Suicide Prevention Strategy Group has worked closely with all sectors to prioritise prevention and early intervention of mental ill-health and suicide. Close working with Andy’s Man Club and Man Talk provides a targeted Men’s Suicide Prevention campaign. Support for adults and young people on suicide is provided through Suicide Awareness and Prevention Co-ordinators, and training is being developed to support Page 195 of 396
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16 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 families bereaved through suicide. Community-based initiatives like MoveAhead continue to grow, providing inclusive support through group and individual interventions, while the Health Hub at Murray Royal Hospital offers physical health advice and signposting, staffed by volunteers with lived experience. PKAVS delivers mental health and wellbeing support to the local community, from the grounds of The Walled Garden, Perth and Wisecraft in Blairgowrie. Through the facilitation of meaningful and therapeutic activities (creative arts, woodwork, horticulture, hospitality/catering and physical, nutritional and resilience focused activity) they aim for people to have better physical, emotional and mental wellbeing. Person-Centred Care People are supported to have the knowledge and confidence to take control and make decisions about their lives. Roles and services that act as community connectors, such as Social Prescribers and Community Engagement Teams, are fully embedded in communities and services. Specialist services work closely with community services and the third sector to support people to achieve personal outcomes through low level, early interventions. Some clinical interventions are offered successfully through online support and telephone triage. Community Teams and Hospital Teams liaise to ensure the needs of people are being met, and help to facilitate discharge from hospital safely, as early as is possible. There has been a reduction in people experiencing delay in their discharge for adult general psychiatric inpatient services down to zero in most weeks. Partnership working with the third and independent sector is key to delivering against population demands. For example, people with mental health presentations are supported to access the most appropriate service for their needs, depending on the severity of their condition. The Neuk Crisis Centre delivers support to people in crisis in Perth and Kinross, and the MoveAhead service continues to deliver early intervention and community-based services within areas of Perth with higher levels of health inequalities, e.g. Letham. 83 new referrals Jan to Dec 2024 “I have developed my communication skills.” “I have grown in confidence.” “I am happy I have the opportunity to try new things.” “I have developed my gardening skills and learnt how to manage my stress.” “I have built positive friendships in my creative sessions and developed relationships with staff.” “Staff have been very flexible meaning I have been able to attend both The Walled Garden and College.” Page 196 of 396
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17 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Digital mental health and wellbeing supports continue with investment in the ‘Brain in Hand’ app. As people engage with services, Silver Cloud (previously known as Beating the Blues) is promoted as a way for them to support their own mental health independently. 862 people have used Silver Cloud in the last 12 months and online CBT (cognitive behavioural therapy) is also provided by psychological services. Perth and Kinross is participating in a pilot with Health Improvement Scotland to assess the feasibility of national Adult Mental Health Core Standards. Staff are also actively engaged in the Pan-Tayside Mental Health and Learning Disability Whole System Change Programme and engaged in co-producing a new model of care for adult mental health at all levels. Third sector partnerships remain vital, with continued investment through the Community Mental Health and Wellbeing Fund and Perth and Kinross Council Budget Motion allocations. Distress Brief Interventions, now delivered by The Neuk, are increasing, with 250 referrals last year. Mindspace delivered 974 counselling sessions, and the Recovery College delivered 266 sessions and 63 courses. A participant on Creativity for Wellbeing said: We have a multi-professional approach to caring and supporting adults with multiple and complex needs and those at risk of harm. All staff are trained in ASP (Adult Support and Protection) legislation and the obligations to ensure faster identification, targeted, and well-co-ordinated responses. Perth Six Circle help disadvantaged adults improve social connections. Activities include weekly social activity clubs, interactive workshops including IT connections, formal or external social interaction opportunities, visits to places of interest, buddy support, joint events for local organisations and attendance at national events. 862 people used Silver Cloud in the last 12 months. “It helped me relax and be more me. It is wonderful to be able to express yourself through art.” “I feel part of a family. It gives me a purpose to get out of bed and engage with others and see places I’ve never been before, seen loads of Scotland I would never see so I feel really better connected to the community. I would not do things on my own. Perth Six Circle has helped me through this last year, particularly with the loss of both parents.” Page 197 of 396
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18 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Workforce Workforce developments show progress in nursing recruitment, though challenges persist in securing medical and allied health professionals. Work is progressing to integrate our specialist services like the Integrated Drug and Alcohol Recovery Team (iDART), multi-professional Learning Disabilities Team (SCOPE) and Primary Care Mental Health. This is part of a progression towards wider integration of services across the HSCP, with options around co-location explored. All HSCP mental health teams use Care Opinion to gather feedback and learn from what is working for people and what is not. Currently uptake is low, and the following is some of the work that is ongoing to address this. Depending on patient need, Care Opinion leaflets are provided which can be used to provide written feedback and then posted free of charge. This is a good option for some people as they can struggle to offer feedback via technology. The team also hosts Alzheimer Scotland PDS Link Workers and they collate feedback using the Single Quality Question, managed by Alzheimer Scotland. Another team provides a feedback box in their waiting area and a simple form asking three questions - Who are you open to, what are we doing well and what can we improve? - staff print the feedback in themes and display it in the waiting area to let the client group know that the feedback is used and valued. This has also improved staff morale and the culture around feedback. The feedback box has been massively successful and has provided some really rich and mostly positive feedback and has hopefully empowered people to feel involved in how we plan our service. We encourage development of staff through support, supervision and training and development opportunities to generate real improvement. Staff are supported to understand the importance of the communities we service by continuing to develop integrated working and locality-based services. Engagement Consultation and engagement is underway in relation to the development of the ‘Model of Care’ approach for mental health services. This programme is benefiting from the inclusion of people with lived experience in a co-production approach. A revised strategy for 2025 is in development, with a focus on integration, quality improvement, and whole system working. This strategy aligns with the Tayside-wide Mental Health and Learning Disability Whole System Change Programme and will ensure health “I feel less isolated, it gets me out of the house, and I enjoy the company of other service users. PSC have helped me to do different activities that I would not have done on my own. I’ve joined weekly aquarobics class with another service user. I look forward to attending the Six Circle and really enjoy myself.” For each month of 2024- 2025, over 94% of staff ‘LearnPro’ training complete. Page 198 of 396
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19 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 inequalities continue to be prioritised along with comprehensive equality, human rights and a person-centred approach. Care Opinion Story - I met with [staff] from Move Ahead during my rehabilitation of an injury that had left me immobilised and isolated for several months. I had lost confidence in being out and in busy environments and was also anxious about the rehabilitation as it had gone through several setbacks. [Staff] was easy to talk to. She had a great knowledge of different groups that are taking place around Perth and also took into account that I wouldn't be able to walk very far to get to them. It was such a was a relief to feel heard and supported in this way after all those months. [Staff] helped me to connect with a group and to create a staged strategy for increasing my exposure to busy environments while also thinking about the ongoing physical rehabilitation. I'm really grateful that this service is available. If there is anything that could have been better - it would be that the impact of anxiety and depression on recovery could have been made more clear in the first place and the referral could have been made sooner. This experience has taught me a lot about the danger of separating physical and mental health from each other. Case Study – The client made a self-referral to MoveAhead following a conversation with the Primary care mental health and wellbeing nurse. The client is a double amputee, she had been coping well until recently when she realised that this was her “life now” and she took a dip in her mental health, feeling depressed, not going out, and only speaking with her husband and two dogs. And the occasional telephone communications with family. She made a self-referral to MoveAhead having moved to Perth from Kinross, due to requiring a house that had the adaptations for her requirements. Initially she felt that she was lacking motivation and looking for building structure and routine to her day. Following our discussions about different support that was available, the client made a self-referral to Mindspace counselling service and has recently started with this finding it beneficial. She identified that she would like to attend a craft group to help build social connections and reduce isolation. She has been attending the CATH connect, “knit and natter” group on Wednesdays and “on the mend” group on Fridays, which she enjoys and has made friendships. She has built a good relationship with the staff at CATH, often helping at events, has been supported into volunteering opportunities, and has now started as a “Purple Lady” in her volunteer role at Tay Ward. She recently got the opportunity to start using her “legal head again” for letting her house. It was a pleasure working with her and watching her grow in confidence and be able to use her personal experience to help others. Page 199 of 396
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20 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Primary Care Through the Primary Care Strategic Delivery Plan (update report) strong progress is being made against the delivery of outcomes for ‘people’, ‘workforce’, and ‘the system’. Key successes include the full embedding of First Contact Physiotherapy (FCP) into core services, the expansion of access to Primary Care Mental Health and Wellbeing Nursing, now accessible to all 23 practices, and the continued development of Community Treatment and Care Services (CTAC). These services are now integral to the delivery of modern, community-based care. Outcomes for People The FCP service is available across Perth and Kinross and has delivered 12,398 appointments for people in 2024. This is a utilisation rate of over 90% with DNA rate (patient Did Not Attend) of 7.1%. The chart below shows the spread of utilisation across Perth and Kinross. A high percentage of people (almost 70%) are discharged after their initial appointment demonstrating the value of the service to people and ‘the system’ overall. The Community Treatment and Care (CTAC) service workforce are trained in public protection and work in partnership with GP practices and wider multi-disciplinary teams to safeguard those at risk and to assist with more co-ordinated responses to safeguarding concerns. Advanced Nurse Practitioners focus on urgent care home visiting with a focus on older people, some of whom have the most complex needs. They work within a multi- disciplinary team to ensure people are seen by the right professional for their condition, for example; a Podiatrist, an Occupational Therapist or Physiotherapist. People experiencing a mental health crisis often reach out to their GP. Working in partnership with The Neuk crisis centre, GPs are able to refer people who can benefit from non-stigmatising and holistic support. An example of using technology to support people with their conditions are ‘Near Me’ which provides appointments remotely via video link, reducing the need for travel for physical face to face appointments. ‘Medlink’ is another example. This system is used by 70% of GP practices to help people manage their chronic health conditions. A Digital Development Group has been established to continue the implementation of these and other technologies. Page 200 of 396
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21 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 We work with communities to develop bespoke care and support, such as the Primary Care Team using a voluntary blood bank service in rural areas, enabling an increase in phlebotomy appointments. Outcomes for Workforce Workforce recruitment, particularly in pharmacy, continues to be a national issue, exacerbated by a mismatch between demand and the levels of people training to become the future workforce. Alterations to how the CTAC service is managed have been successful with Staff Side colleagues applauding the inclusive approach that was taken to support staff. The new arrangements will allow a greater level of consistency of delivery and better utilisation of appointments across the three localities. General Practice ‘Learning Time’ is now embedded in annual plans (training afternoons for all general practice staff), iMatter surveys are completed annually and staff health, safety and wellbeing is a standing item on the Primary Care governance group. Primary Care staff complete annual personal development plans and access TURAS to ensure core training needs are met, and access LearnPro for additional learning. The Primary Care Team achieved the Health and Safety Silver Accreditation Award. Outcomes for the System All 23 GP practices participated in recent prescribing efficiency initiatives, which saw patient’s medication switched to less expensive alternatives. These efforts demonstrate a commitment to cost-effective prescribing and system-wide sustainability. Accommodation constraints are limiting the expansion of multi-disciplinary teams and the services that can be delivered, however, the Premises Group and Sustainability Group are actively addressing these issues, including progressing the Primary Care Premises Strategy 2023–2028. The Primary Care Team undertook public engagement in Bridge of Earn to inform a needs assessment in June 2023, with a report published in 2024. The collaborative Medlink used in 70% of practices Primary Care Team achieved Health and Safety Silver Accreditation Award in November 2024. Page 201 of 396
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22 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 engagement method was commended for its co-ordinated approach and for strengthening relationships with the local Community Council. A public premises survey was done in September/October 2023 with the report published in August 2024. Drop-in sessions led by third sector colleagues at PKAVS have opened up access to Primary Care services for people seeking asylum. This work will continue throughout 2025-2026 with the Primary Care Conference in September 2025 bringing together Churches Action for The Homeless (CATH), PKAVS, Mindspace and more. Further community connections are now in place through the Letham Hub as a key stakeholder supporting the HSCP commitment around early intervention, prevention. Primary care managed services were developed to support GP Practices, aiming to reduce workload for GPs and improve sustainability. A Primary Care ‘Primary Connections’ event is now scheduled for September 2025 which will bring general practice and HSCP managed services together to network, build stronger relationships and consider improvement ideas for the future. When GP practices close, it impacts substantially on the people that use the service. To mitigate this as much as possible, Equality and Fairness Impact Assessments (EFIAs) are completed whenever a practice signals their intention to close. An example of the mitigation offered was the commissioning of Perth Access Cars to facilitate support to local residents needing transport to see their GP, following the closure of a branch surgery. In conclusion, significant progress has been made with a clear focus on improving access, supporting integrated care, and addressing health inequalities. While financial, premises and workforce pressures remain, the strategic direction and collaborative efforts across Perth and Kinross provide a strong foundation for continued transformation in primary care. Page 202 of 396
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23 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Finding my voice: A journey from silence to safety (Care Opinion Story) It was February 2025 when I first visited my GP practice in Perth. I had just spent nearly four months recovering from lower back surgery and was struggling badly with anxiety and insomnia. I believed I just needed a repeat prescription to get through the sleepless nights and the mental fog. But that appointment turned out to be the first step toward uncovering something much deeper - and darker - that I hadn’t fully acknowledged: I was experiencing domestic abuse. My GP referred me to MindSpace, a local mental health support service in Perth. That’s where I met [name], the counsellor who changed everything. She conducted my initial assessment and, despite there being a 3 to 4 month waiting list, kindly took me in right away. Her compassion and understanding were immediate. She helped me recognise that the abuse I was enduring wasn’t just in my head - it was real, and it wasn’t limited to just physical violence. Until then, I had thought domestic abuse only meant bruises and scars. She helped me see the emotional manipulation, coercive control, sexual and digital abuse for what they truly were. She didn’t just stop at helping me understand - she empowered me. She gave me direct helplines, support contacts, and the encouragement to seek help. That’s how I came across several organisations that became lifelines: Abused Men in Scotland, MoveAhead, The Neuk (a mental health and suicide prevention centre), and the Perth and Kinross Access Team for Adult Social Care. Through the Access Team, I was connected to [name], a social worker who didn’t just listen - she gave me hope. She immediately sprang into action, reaching out to her colleagues to start preparing for a safe house placement. She was proactive, reassuring, and determined to help me find safety. That’s when I was referred to MoveAhead, a community mental health and wellbeing service. There, I met [name], a gem of a person who works for the NHS. He was one of the few people who didn’t just understand my situation - he believed me. He made me feel seen and safe in a world where male victims of domestic abuse are often dismissed or overlooked. He literally walked from one building at Perth Royal Infirmary to the bus station just to pick me up for our first appointment. That gesture, small as it may seem, meant everything - it told me I wasn’t alone anymore. He went above and beyond his role. He treated me like a younger brother during a time when I felt utterly alone and broken. He listened without judgment, reassured me when I was full of doubt, and most importantly, he made me believe that men can be victims too. He regularly took me out on walks or to church, helping me open up in safe and calm environments. He even gave me his work number in case I needed him urgently and was always connected over email. Page 203 of 396
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24 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Continued - When I had to make a last-minute change to the escape plan, he didn’t hesitate. He adapted immediately, rearranging everything to accommodate the new day, ensuring my safety came first. He also accompanied me to the council, helped me submit a homeless application, and even booked an appointment with my GP on my behalf to make sure my prescriptions were in order. These weren’t just professional duties - they were acts of kindness, humanity, and solidarity that I’ll never forget. During the process, I was also supported by [name] from the Ethnic Minorities Law Centre. He patiently helped with all the paperwork related to the Migrant Victims of Domestic Abuse Concession, using his legal expertise and calm presence to make a very chaotic time feel manageable. Thanks to all these incredible people, I’m writing this from the safety of my council-provided accommodation. My mental health score is getting significantly better, and I can finally breathe like a human being again. I'm no longer living under the shadow of constant surveillance and psychological torment. No more being questioned about where I’m going or who I’m meeting. No more being forced to share passwords, hide my belongings, or live on eggshells fearing the next outburst. No more being told which job I can or cannot take. No more emotional blackmail, threats, or being forced into intimacy. No more replying to constant check-ins or feeling guilty for seeing friends or using social media. I can finally remove the privacy screen protector from my phone, speak freely to my family, and not whisper in the garden to have a private conversation. The coercive control, emotional abuse, sexual intimidation, and digital surveillance had pushed me into hypertension, anxiety, depression, insomnia, and suicidal thoughts. I was alive, but I didn’t feel human. But now - I do. I feel safe. I feel hopeful. And I feel grateful. Every single person I encountered along the way - [names] and the incredible teams behind the organisations that stood by me - helped rebuild the broken pieces of my life. They enrolled me into workshops and seminars to help me rebuild confidence and rediscover purpose. When everyone else in the world made me feel like I had to constantly defend or explain myself, these people just welcomed me with kindness. They treated me like a human being - something I had almost forgotten how to feel. Thank you, from the bottom of my heart, to everyone who walked with me on this journey. And especially - thank you, [names]. I owe you both more than words can ever express. Page 204 of 396
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25 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Learning Disability and Autism The implementation of the Learning Disability and Autism Strategy 2022-2025 has made significant progress in delivering person-centred support for people with autism and/or a learning disability. The SCOPE Team is multi-disciplinary and provides specialist support for people with autism and/or a learning disability who have complex needs. Care Opinion Story - I was under unbearable stress at work, was not sleeping, anxious and depressed. I live alone and felt I had no one to openly talk to. I felt like I was trapped, my problems and stresses building up with no release and I have to be honest and say that I did think about ending my life. I decided to go off sick from work and made an urgent appointment with the GP. This was the best thing I could have done as I was able to be open and was given the time to explain how I felt. I was signed off work and this helped remove the guilt I was feeling about taking time off and, most importantly, helped me to focus on my own wellbeing and deal with my problems. I was given an antidepressant and also made an appointment to see the wellbeing nurse. About a couple of weeks passed before I saw the nurse. In that time, I had been taking my meds and trying to eat well, stay active and talk to my family. I was starting to get anxious about going back to work and seeing [staff] helped to reassure me that I still needed some time to get better and went over where I could get support and also, importantly, helped me to plan how to tackle re-engaging with work. I still have some time before my sick line runs out and I will see the GP before that, so, will be able to make a decision about whether I feel ready or not at that time. In the meantime, I will continue to try and look after myself and follow the plan I made with [staff]. Care Opinion Story - I was referred to the mental health team by my GP after I reached out and needed help. I was given an initial appointment very quickly and re-directed to the most appropriate support within a week. I completed a 5-week stress management course which was delivered 1:1 by [staff] at [my GP] Surgery. I found the course extremely useful. [Staff] was very supportive and explained everything I was feeling and experiencing in a clear and understanding way. I was able to unpick so much of the anxiety and find ways to manage my stress and anxiety better. I feel I now have tools to help me in times of crisis, and it’s encouraged me to keep working on coping strategies myself. I’d like to pass on my thanks to [staff] and the mental health team for all of their support - they really helped me when I needed it. Page 205 of 396
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26 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 The integrated approach of the SCOPE Team helps service users to live as independently as possible in their own communities and, as the team’s reach has developed since it was establishment in May 2022, it has been possible to support more and more people with their needs. The team now supports 367 people which is an 8% increase since March 2024 and 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 also directly supports carers of people with complex needs for example through the establishment of a new carer peer support group with 15 people showing an interest in sessions. Through development of the SCOPE team as part of the Complex Care Transformation Programme, the role of Family Group Decision Making (FGDM) Co-ordinator was developed. This role was seen as essential to ensuring that people and their families/carers had the opportunity and space to have their views heard and be actively involved in the development of their support. The role was initially funded temporarily through the Coming Home Community Change Fund for three years but has now been made permanent. Feedback questionnaires have shown an approval rating of 4.7 out of 5 (25 responses in 2024-2025) for the service, and the comments received have been extremely encouraging and demonstrated the positive impact the service has provided. To support further integration the role of Integrated Team Manager was created to manage SCOPE’s multi-disciplinary Health and Social Care professions (Learning Disability Health Services, Learning Disabilities Nursing, Physiotherapy and Occupational Therapy). Work has commenced to integrate the service further moving away from aligned services to integrated services, including co-location. SCOPE outreach workers have supported 31 service users over the past 12 months, an increase of six from the previous year. They have supported people transitioning to day opportunities, college and in some instances to new accommodation. The team have also supported independent travel, training, accessing community resources and commencing volunteering opportunities. The Learning Disability Day Support Collaborative initiative, "Joining Together for a Good Life," aims to improve day services for people with autism and/or learning disabilities in Scotland. Perth and Kinross is one of four regions collaborating with Health Improvement Scotland on this project. Sixty service users and/or their carers are participating. 4.7 out of 5 approval rating for Family Group Decision Making. increase in people supported by outreach workers. 24% Page 206 of 396
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27 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 In recent years we have successfully developed “Core and Cluster” supported accommodation for people with learning disabilities and autism so they can remain within their own community. This is now being expanded to the Crieff area and potentially to areas of highland Perthshire. This is a joint project with the community, the HSCP and housing colleagues to explore opportunities to meet service demands and deliver on strategic priorities of supporting people close to home, and to work with communities to design the services they need. The Independent Living Panel (ILP) and SCOPE Team support the local implementation of the Coming Home Report by enabling people with autism and/or a learning disability in a long stay hospital and/or placed outside the area to return to a community setting in Perth and Kinross. The ILP identifies supported accommodation for people with additional needs including those with a learning disability and/or autism. Over the past 2½ years, the ILP has supported 60 people into their own tenancies, including those into Core and Cluster projects. This model of delivering supported accommodation has increased the number of people supported in the community, from 332 in 2018-2019, to 413, an increase of 24%. The average cost of a package has reduced by £4.5k per annum (for people under 65) which is evidence of the cost effectiveness of the new model. Supporting people to access and remain in employment is a priority, and consultations with those with lived experience identifies key support themes and has highlighted barriers people experience in their education and employment. Currently the Employment Support Team assists 83 people with complex needs to overcome barriers and to be included in employment. Check In Giraffe provides valuable work experience and training to those facing barriers to mainstream work opportunities. 60 service users/carers take part in Joining Together for a Good Life. increase in people supported to live more independently. 8% 60 people with supported accommodation needs supported to live independently in the past 2½ years. increase in people supported in the community since 2018 to 2019. 24% Cost of care reduced by £4.5k on average. 67 different activities in the programme. Page 207 of 396
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28 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 To improve recruitment and retention of people who are neurodivergent, and to become a more inclusive employer, we held learning sessions for 82 managers and staff across Perth and Kinross Council services, which raised awareness and understanding of how to support neurodiverse colleagues. These sessions identified existing supportive resources and areas for enhancing recruitment practices. A Health and Wellbeing Passport was created to help employees share information that impacts their working life with their manager, for example that they have a medical condition affecting their mental or physical health, or that they are a carer for a family member. A staff group for neurodiverse employees was also formed and integrated with the existing Staff Disability Network. This partnership project led to sharing experiences at a Holyrood Insights Conference. To support physical health, Learning Disabilities Service has collaborated with GPs to provide 138 ‘annual health checks’ for people with a learning disability, in the 12 months to February 2025. These are aimed at reducing the impact that having a learning disability can have on people’s physical health. The Learning Disability Intensive Support Service (LDISS) also conducted 74 physical health checks and provided various clinics, including antipsychotic, ADHD monitoring, epilepsy, Clozapine, Down Syndrome screening, and lithium therapy. The Learning Disability Occupational Therapy and Physiotherapy Teams are developing Postural Care Services and have commenced assessments of people’s needs. A transition process between paediatric and adult physiotherapy teams has also been established to ensure a seamless transition for young people and their families. The “Hear Our Roar” involvement network launched successfully in June 2024 with the Centre for Inclusive Living, and will provide a valuable network for people with a learning disability to take part in civic life and for their views to be heard. In February, the group elected leaders from their membership, who will be guided by the Charter of 6,000 work experience hours delivered by Check in Giraffe. 301 sessions and more than 3,500 additional support hours. “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.” 82 staff trained in neurodiversity support for colleagues. 138 health checks completed in 12 months. LDISS conducted 74 physical health checks. Page 208 of 396
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29 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Involvement and improve the lives of people with additional support needs by increasing their ability to shape the decisions that affect their lives. A Neurodevelopmental Co-ordinator has improved access to attention deficit hyperactivity disorder (ADHD) and autism assessment. Based on feedback from people with autism and ADHD, and from their families and carers, we have implemented a new approach within Community Mental Health services which is furthered aimed at improving waiting times. This is at an early stage and over the coming year further feedback and the lived experience of those that need support will be gathered and used to shape future delivery. The Overnight Responder service (delivered by the Community Alarm service) uses technology in the form of Komp which allows people to communicate through a video call type function which is simple to use. Dedicated staff can provide a physical response if needed but often communication via a visual call is all that is needed. A trial of the technology in January 2024 with five people was such a success that it has been possible to reduce the reliance on ‘waking night’ support, improving efficiency. The technology has since been rolled out to further people expanding the trial. This has concentrated on Perth City with opportunities to expand the technology’s use in other areas, being explored. The Brain in Hand App (further information on this is in the Community Mental Health and Wellbeing Section) supports people with learning disabilities and autism to self- manage their mental wellbeing. The testimonial below reflects the positive experience of people using the application. Collaborative workshops and the “Collab” group have shaped improvements in autism and mental health services. There is a strong commitment to inclusion, independence, and co-production evident throughout HSCP services. We are enhancing our links with TAACT (Tayside Adult Autism Consultancy Team), to improve clarity of how to access services for people with autism. 67 people with lived experience attended ‘Collab’ workshops to drive change and improvement. The Collab gained funding to support the development of a training resource using storytelling. Technology Enabled Care trials reduced overnight staffing needs. “I can now travel on buses on my own, and more often than not when I do feel panicky, I know I can and do open my app for reminder of my tools to help keep mind occupied and not over thinking about my surroundings.” “Brain in hand helps remind me of appointments and keep track of my varied mental health on a daily basis. Problems and solutions help with anxiety as I don't have to think about solving my problem which only makes me more anxious.” Page 209 of 396
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30 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 PAMIS - 46 families in Perth and Kinross are registered with PAMIS, but the organisation reaches many more through open, inclusive community events. In 2024, two digital passports were supported and developed. We regularly connect with people who access our services to hear about their experiences and explore what matters most to them. The poster was created by a person supported by the care provider Ark at a Continuous Conversation event at Rannoch Road. The poem was composed by a member of staff after conversations with people in Core and Cluster accommodation and the testimonial reflects the positive impact on someone of being able to live independently. Lived experience shapes services, 67 people attended ‘Collab’ workshops. 219 enquiries and 100 online meetings. 50 face to face meetings and events. ”PAMIS staff consistently go above and beyond to support our family.” “PAMIS are always such a great support to me.” “Knowing that there is a family support service available in my area gives me great reassurance.” Page 210 of 396
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31 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Older People’s Services As the Older People’s Strategic Delivery Plan (2022–2025) concludes, significant progress has been made in transforming services for older adults, despite ongoing demographic, financial, and workforce challenges. The key themes for this transformation are early intervention, shifting the balance of care, and optimising capacity and flow, each of which has seen tangible progress. Early intervention Early intervention efforts have expanded significantly. Programmes such as CAPA (Care About Physical Activity), dementia-friendly walking routes, and the Go for Gold initiative in care homes have promoted physical wellbeing and social engagement. Our Age Friendly work continues to develop, with a range of projects/groups being developed seeking to identify the challenges faced by older residents, and collaboratively develop practical solutions. We also celebrated International Day of Older People (1 October) with an event in the Civic Hall with several community groups What My Home Means to Me – A poem reflecting conversations with some people in Core and Cluster accommodation In my own house, my name on the door, A place of pride, I cherish and adore. Walls painted in colours I chose with care, A garden where I breathe the fresh air. Quiet surrounds me, peace I find, No more noise, just a tranquil mind. Visitors come, family and friends, no staff needed, we feel safe. I live my best life, with space to roam, Shows and discos, I call it home. Holidays planned, adventures await, From Poland to Wales, memories create. In the countryside, I feel alive, Walks and bus rides, I thrive. Football banter at the local pub, Outreach Garden, a social hub. More space now, no single room, Intercom buzzes, no need to assume. Support planned, week by week, Staff who listen, changes we seek. From homeless unit to a flat so grand, Quiet and spacious, a life well planned. Fitness shared, tips and tricks, Cats to care for, my heart they fix. Plans in place, two weeks ahead, Time alone, no longer a dread. Finances managed, cooking too, Dreams of learning, a car brand new. My home is more than walls and floors, A place to grow, to laugh, to be. This is what my home means to me. Page 211 of 396
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32 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 coming together, which highlighted the range of options and activities available to older people in their communities. 1 October at Civic Hall event to commemorate International Older People’s Day. Over the 2024 Olympic period, 20 care homes and three day centres took part in the annual Go4Gold challenge. Residents and service users take part in physical and wellbeing challenges in their own setting. This themed event was jointly facilitated by the HSCP and Scottish Care. Watch the full awards ceremony, Go4Gold 2024 (18.39 minutes) – with additional footage from parties at care homes to celebrate. We have supported the upskilling of staff from Live Active Leisure to enable them 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. Wellbeing Community Classes bridge the gap for older people between their home and Live Active facilities. They give the opportunity for people to be active in their community, closer to home. Over 2,000 Wellbeing Community Classes have been delivered supporting over 20,000 individual attendances with some people attending multiple classes. Examples of the types of activities undertaken include chair based social classes; social circuits; aqua circuits/aerobics; chair-based yoga. Page 212 of 396
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33 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Volunteer engagement has also grown, with 110 active volunteers supporting care homes, inpatient settings, community services, clinics for vaccination and hearing aids and inpatient areas. Stanley Development Trust supports people to lead independent, healthy and active lives through activities and by creating a safe and sustainable place for further generations, by encouraging all members of the community to engage. Weekly soup and sandwich clubs attract older people who may not otherwise leave their homes. Stanley Development Trust have become members of Age Scotland, giving access to training and resources specifically for older people. 20,000 attendances at over 2,000 wellbeing classes. 110 Volunteers supporting people and services “I enjoy working side by side with others, making sure patients don't feel alone or simply just putting a smile on their face. I feel privileged to be one of those who are able to sit and talk to people, who may not have anyone else to talk to.” “Volunteering is about purpose, responsibility, and friendship. After being away from work for a while, volunteering has allowed me to work towards a needed service under a supportive team. It has given me the chance to be responsible without too much pressure and to grow those responsibilities as I recover. Lastly, it has given me new friends and acquaintances which make the volunteering enjoyable and make me feel a part of something bigger.” “The volunteers we have here at MoveAhead are an integral part of the team when it comes to the facilitation of the many groups that we have running at present. All of our volunteers go above and beyond what is expected of them in the respective roles. The service that the volunteers provide ensures that the groups can continue to run and also allows the MoveAhead staff to carry out their work supporting people in their local communities. I would like to take this opportunity to thank them for their continued support and service.” 496 attendances at the Lunch Club in 2024. 7% 280 attendances at the Soup Club in 2024. “Soup and lunch clubs are great value for money and a good social occasion for older people.” Page 213 of 396
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34 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Shifting the balance of care In shifting the balance of care, 113 people were supported by local integrated care services to remain at home and avoid crisis placements or hospital admissions service (between April 2024 and February 2025), and urgent care Advanced Nurse Practitioners are working with locality teams to develop integrated hubs across Perth and Kinross. In Perth City the integrated hub is fully established enabling rapid, multi- disciplinary responses to people when their health deteriorates. Dementia support has expanded through Alzheimer Scotland’s Brain Health Centre and dementia cafés, with 275 Post Diagnostic Support (PDS) referrals made to Alzheimer Scotland and 279 people receiving PDS (Post Diagnostic Support). Alzheimer Scotland – The number of people receiving post diagnostic support rose from 258 in January 2024 to 289 in December 2024. Technology-enabled care has also advanced. The Community Alarm service handled 260,911 calls, with 99.26% answered within 60 seconds, up from 98.83% the previous year. This service now supports over 3,900 clients and 12,000 devices, ensuring timely responses and enhancing safety at home. Within the stroke unit at Perth Royal Infirmary a more person-centred approach has been developed. People who have suffered a stroke are now assisted to identify individual rehabilitation goals that are achievable and meaningful for them. Uptake and maintenance of person-centred goal planning is monitored regularly and has become a routine part of service delivery. Optimising Capacity and Flow Progress in delivering the DWD programme was presented to the IJB in March 2025. This programme takes a whole system view of the discharge process and is 113 people supported to remain at home. “Our Link Worker was extremely kind, sensitive and professional with our family and particularly Mum. Very practical guidance, readily available and flexible. I found her support to be invaluable in the early stages of Mum’s diagnosis, when I was struggling to access support via Social Work. My only criticism of the service is that it ends too soon, because I suspect things are just going to get more challenging. However, I massively appreciate the support we have had and the Link Worker was wonderful.” Over 99% of Community Alarms answered within 60 secs. Page 214 of 396
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35 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 transforming the flow of people through inpatient services and back to their home as early as safely possible. The national target for delayed discharges is set at fewer than 34.6 per 100,000 adults which has been consistently met in Perth and Kinross. This translates to 97.6% of adults being discharged without any delay. Key to this progress has been the redesign of Care at Home services. A new alliance- based contract introduced in September 2024, brought 15 providers into a collaborative model, improving flexibility and responsiveness, and this has helped increase hours of delivery from 6,302 to 8,073. This model of delivery is helped by the introduction of technology where providers access a mapping tool (PinPoint) which identifies where people need support with a new or altered package of care. Internally, HART and HART+ (Home Assessment and Reablement Teams) were restructured to support a Discharge to Assess model, enabling more personalised and timely discharges. Internally, teams delivering care at home have supported 256 people (an increase from 230) and increased hours of delivery from 1,450 to 1,847. These changes, alongside innovations such as the use of mapping tools, have helped reduce unmet care needs by approximately 800 hours since August 2024. As part of Older People’s transformation, we have developed individual communication and engagement plans as part of our process and we work closely with the engagement team to deliver this. Care Opinion is in place for all Older People’s teams, and the feedback is used to enhance and redesign services where needed. These achievements lay the foundation for future transformation. A ten-year Ageing Well Strategy is in development, aiming to address the complex needs of our ageing population, with the focus remaining on delivering high-quality, person-centred care, which enables older people to live well, independently, and with dignity in their communities. 97.6% of adults DWD. Unmet need reduced by 800 hours increase in internal care at home hours provided. 27% increase in external care at home hours provided. 28% Page 215 of 396
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36 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Case Study - In January 2024. Rannoch Community Trust and Dunkeld, Birnam and District Community Development Trust collaborated to co-produce a community led approach to provide social care services for their communities. There have been a number of social work and social care representatives who are involved in project discussions. Consultation was undertaken with people who reside in Kinloch Rannoch in March 2025, this community asset project continues to develop and a service level agreement has been established to which formalises the nature of the service delivered. Testimonial - My Mum, who was 94 at the time, had a fall in her kitchen in mid-January and fractured her pelvis. She spent four weeks in Ninewells Hospital, Dundee and on her return home to Auchterarder she received care from the HART team. From the outset, the team was very professional; understanding of my Mum and her needs and exceedingly patient. I was concerned that she would have difficulty accepting care from male staff, but this was never the case. The aim of the carers was to always let her do as much as she could herself, make her own decisions about how she would like to do things and to do those things at her own pace - nothing has ever been rushed. Her short-term memory was badly affected when she came out of hospital, and this has led to a lot of confusion and lack of confidence for my Mum. This has remained a problem but with the ongoing patience and care from the team, her confidence has improved, and she can now manage her medication, which is sent in a weekly tray from the pharmacy. She also manages to get most of her meals by herself although she likes to have reassurance from her carer that she is doing things correctly. The family was involved in her care plan, and she was given a key worker who was extremely knowledgeable and informative about what the carers hoped to achieve. It was decided that one carer in the morning, teatime and nighttime would best serve her needs, and this has worked very well. My Mum now tends to doze quite a lot during the day, and the morning carer can assist with getting her lunch ready, if necessary. Help was also provided with bin collection. We were not aware that such a thing as "assisted bin lifts" existed and this has now been organised and makes everything much easier. Page 216 of 396
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37 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Carers Delivery of the Joint Carers’ Strategy 2023–2026 is designed to have a positive impact on carers through a co-production approach, ensuring carers are valued, recognised, supported and empowered. An Equalities Impact Assessment was completed prior to the approval of the Carers’ Strategy to ensure no negative impacts of the actions in the strategy for people with protected characteristics. Continued - A carer is present when my Mum has a shower, although she likes to wash herself, and this gives both the family and Mum great peace of mind as she can be quite unsteady on her feet. My Mum's preferences are always asked for, and permission given, before anything is done - the very definition of Person-Centred Care. The carers are all very good at keeping in contact with myself and they are willing to have a chat and let me know how Mum is doing or if there is anything I need to know. I have had regular updates from her key worker, both by email and phone calls, and as I live in Devon this has been of great comfort, knowing that she is in very capable hands and her needs are being looked after. I cannot say enough good things about the HART team. Their excellent training and abilities shine through. I used to get myself very concerned about Mum being alone at home after my Dad died in 2014. She values her independence greatly and wants nothing more than to remain in her own home. After meeting the HART team, seeing their commitment to my Mum and seeing the improvement in her confidence over the past weeks, we now know that she can remain in her own home, with carers, at least for the foreseeable future. My brother, myself, my Mum and the entire family are eternally grateful to HART; many thanks to you all for your kindness, commitment and care. Testimonial - I was referred for a consultation to Occupational Therapy to help me to manage worsening arthritis in my hands. My Occupational Therapist was very friendly and approachable; she listened well and was very knowledgeable about how to treat my condition. She gave me a number of aids to use if and when I need them and advised me how to keep my hands as protected and healthy as possible. I saw her again two weeks later and she then gave me exercises to do and explained them fully. I then saw her six weeks after that and was able to see the benefit of doing the exercises and a marked improvement in my grip strength. I found the sessions very useful, and I see how important protecting my hands through strengthening exercises and extra care is for the future. Page 217 of 396
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38 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 The number of carers continues to grow, as reported in the most recent National Carers’ Census (21% increase from 2023-2024). Support to carers is provided by dedicated Carer Support Workers based in integrated locality teams. There are a further six funded Carer Support Workers, supporting carer needs in SCOPE and iDART teams, Day Services, Hospital-based and Palliative Carer Support. This promotes early identification of carers across the spectrum of needs and enables quick and effective support. Adult unpaid carers have a right to an Adult Carer Support Plan which identifies carers’ personalised outcomes and applies self-directed support options by dedicated carer support workers and wider assessing teams (Access Team). Any needs which meet the eligibility criteria, and cannot be met through universal or commissioned services, are supported internally. In 2024-2025, 692 unpaid carers were supported by statutory services. This includes the application of self-directed support, for example providing replacement care through day centres, the sitting service and residential respite. Replacement care allows carers to get a vital break from their caring role. Breaks enable carers the time for social, recreational, emotional or therapeutic activities, and supports improved life balance. The provision of personalised support strives to reduce any negative impact of caring, and to enable carers to continue to provide care. During the lifetime of this strategy there has been a significant reduction of funded permanent placements due to carers not feeling able to continue their caring role, reducing a further 10.5% this year alone, from 17.5% to 7% (April to December 2024). Not only does this suggest carers feel more able, but importantly, it also allows the cared for person to remain in their own home and community. 166 adult unpaid carers received Respitality Breaks. 252 adult unpaid carers were referred to Live Active. 472 carers received grants under the Time to Live Scheme. Page 218 of 396
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39 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 PKAVS Carers’ Centre - One of the standout achievements for the Carers’ Centre in 2024 was being awarded the Carers’ Trust for Carers’ Quality Award, a recognition of commitment to outstanding service delivery. PKAVS had 1,622 Adult Carers registered to their service this year, increasing 15% from June 2024. The Carers’ Centre has delivered the following supports to carers in 2024-2025. Carers are at increased risk of inequalities, including financial exclusion. Work with the Carers’ Centre, along with internal assessments, identifies carers experiencing financial difficulties. This work enables carers to be signposted to the Citizens’ Advice Bureau for financial advice. Citizens’ Advice Bureau have supported 847 unpaid carers, mainly with debt and energy advice. This is an increase of 40% from last year. 3,810 day centre spaces provided for cared-for individuals, offering carers valuable respite. 359 short breaks awards distributed through various funding streams. 672 packs of complementary therapy vouchers issued. Telephone Support: 7,026 outgoing calls made. Information and Advice: 27,540 requests handled. 168 adult carer support plans/self-assessments and 53 Young Carers’ Service delivered. 3,296 personal outcomes supporting 1,066 carers actioned. 179 counselling sessions provided for adult and young carers. 847 private tuition sessions delivered to 78 young carers approaching exams. 127 adult unpaid carers signposted to Citizens’ Advice and Welfare Rights by PKAVS. Citizens’ Advice supported 847 unpaid carers, mainly with debt and energy advice. “My husband has been attending the Day Centre every Wednesday for nearly a year. When I pick him up, he is always cheerful. I know he has enjoyed himself, even if he cannot always recall the details. This helps me relax during the precious hours I have to myself.” Page 219 of 396
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40 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Carers have improved access to clear, accessible information, including refreshed online content, multilingual resources, and animated videos on Looking After Someone, Carers’ Rights, Emergency Planning for Carers, and Financial Support for Carers. Training opportunities are provided for unpaid carers to enable them to feel confident in their caring role. Additionally, we have targeted areas we know carers are likely to attend. We have worked with the GP Communication Group to improve identification of unpaid carers in GP practices, deploying information across 28 sites including GP surgeries and vaccine centres. Information resources are provided and promoted across community groups on potential support options for carers. Improvement work for the Carers’ Centres online resources is underway, and improvements have been achieved relating to information on the support carers can access at different transitional points in their caring role. Perth and Kinross Healthcare Improvement Scotland Frailty project strives to provide carers with useful information about the cared for person’s needs. This safeguards the person who is cared for, reducing the risk of readmission, and promotes the safety of the carer in their caring role. Training opportunities are provided for unpaid carers to enable them to feel confident in their caring role. In 2024-2025, the Carers’ Centre ran 61 training courses with 291 attendances. Multi-disciplinary team meetings and assessments ensure key information about individuals is shared appropriately. The Emergency Planning document for Carers has been revised so that the information recorded is complete for care and treatment planning, and translations are available in four languages, and in easy read. “The opportunity to attend trips and meet others in a similar position restores a sense of normality when things seem tough.” “Young Adult Carer events always have a positive atmosphere and act as an escapism from any anxiety and stress. Thank you to all involved. We had a marvellous afternoon, met new friends, and have a better idea of what is going on with support for carers. Food was amazing and the company fantastic. It has been great getting away from my mundane daily tasks. Thank you again for a wonderful day.” 61 PKAVS training courses with 291 attendances. Page 220 of 396
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41 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Change Mental Health provide support to unpaid carers looking after someone with mental health needs and the Carers’ Centre signposts to relevant agencies. Carers’ assessments provide information around what carers need and information sharing protocols with other agencies have been developed so people do not have to share information multiple times. This is something people find frustrating and can be a barrier to access. The Hospital Discharge Team are supported by a Hospital Link Worker which has improved information sharing and supported discharges better, by ensuring carers have the information they need to continue in their caring role. Peer support groups, including cafés and a Carers’ Choir, have grown, and 360 grants were awarded to enable carers to take breaks. Carer Support Workers are embedded across services, and training has been enhanced for both staff and carers. The Training Programme for The Carers’ (Scotland) Act equips the health and social care workforce with the relevant knowledge to assess carers, and to enable effective supports to meet their individual outcomes. 117 Health and Social care professionals have undertaken this training over 21 sessions. Carers who are in employment can face additional barriers and challenges. Ongoing work to increase the number of Carer Positive employers aims to encourage supportive and inclusive workplaces for carers. This work has included our attendance at a local Careers Fair, employers’ fora, and using our presence as a commissioner to promote this vital initiative to help unpaid carers remain in employment. Perth and Kinross Council, NHS Tayside, our local Carers’ Centre, and Change Mental Health are all Carer positive employers, supporting the health and wellbeing of our employees who are also unpaid carers. The National Census and the Carers’ Census are used to gather feedback and evaluation to understand the impact of inequalities on unpaid carers including financial exclusion. Our work with PKAVS Carers’ Centre and signposting to Welfare Rights and Citizens’ Advice is intrinsic to the assessment of the financial impact of a caring role when undertaking an Adult Carers’ Assessment. Carers are actively involved in service planning through Carers’ Voice and through other strategic groups embracing the principles of Equal, Valued and Expert. Independent Advocacy is commissioned from Independent Advocacy Perth and Kinross (IAPK), which received 1,607 new referrals in 2024, and a total of 2,205 people were supported. 29.8% of referrals were for people who had previous IAPK support. Independent advocacy is offered to all service users including those whose liberty is restricted, for example, 116 referrals were for people in prison, and 59 referrals for inpatients of Rohallion forensic services. 25 referrals were for people supported by drug and alcohol services. IAPK supported eight Large Scale Investigations and 15 referrals 360 grants enabled carers to take breaks. Page 221 of 396
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42 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 were for unpaid carers. The New Scots Project was started in 2024 to support those living in Perth seeking asylum to navigate barriers and opportunities. Crossroads held their annual coffee morning with approximately 175 people attending, including care staff, board members, office staff and service users and carers. This is a very popular event, allowing staff to meet people they speak to on the phone and it lets the volunteer board members meet staff and services users. The Supporting Unpaid Carers’ Booklet was revised and promoted across community settings for Carers’ Week 2024. Promotion within communities at various times and venues throughout the year is highlighted on the Staying Connected map. Carers’ Week 2024 – Putting Carers on the Map Total Community Engagement – events happening within communities 45 Community Support – unpaid carers groups. 21 Information Drops – public access points. 105 Information Mail Drop – GP surgeries 28 “No one understands me, thank you for taking the time to listen and understand.” “You've been a huge support to myself.” “Your professionalism, passion, enthusiasm and caring nature should be bottled and given to everyone.” “They felt safe to express their views to you.” “Thank you for being there.” “I don’t think I'd have had the same response if I had done this on my own.” Page 222 of 396
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43 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Substance Use In 2024-2025, the Perth and Kinross Alcohol and Drug Partnership (ADP annual update report) made substantial progress in delivering its Strategic Delivery Plan, focusing on prevention, harm reduction, recovery, and family support which was person-centred and trauma-informed. Testimonial from Carer supported by North Locality Team - Thanks again you wonderful woman, have made me feel like there’s hope again. Testimonial from Carer Supported by South Locality Team - Thank you for all you’ve done. We have a new carer, who I think will be really good. She’s very nice and first day is this Saturday so I can visit my sisters. I’m very excited. Testimonial from a Carer supported by Scope Team - My family moved to Perth and Kinross three years ago and within weeks I had a meeting discussing my role and needs, something that had never happened before! As a result, I was granted four hours weekly respite which I use on Friday mornings. This gives my son a busy time and allows me time to relax before the weekend. I have also used funds for an overnight away leaving the Personal Assistant in charge. My Carer Support Worker has encouraged me to consider doing this on a more regular basis and has said that she will fully support me in applying for funding. I also regularly receive information on meetings and events that are relevant to my situation. With the help of my support worker, I was recently awarded funds from Time to Live to attend a Linocut two-day workshop which I thoroughly enjoyed. I know that I can contact my Carer Support Worker at any time to discuss my needs and that she has a good knowledge of my situation. Testimonial from Carers’ Centre - I'll never forget the support I have received from PKAVS and The Carers’ Trust. I've met with such kindness and care from all of you, during such a heart-breaking time, at the loss of my son. Another part of journey. The £400 received in my bank on 23 December 2024 came at such a time for me to be able to catch my breath and time to refresh. I came into the centre because I knew I needed to do something. I took to the lady I spoke to straight away; she was so kind. She must have thought I was crazy, but it was so easy to open up to her. Even today speaking to you, I normally need to see someone’s face to get to trust them, but I can hear in your voice that you really care and that I can trust you. Thank you for calling and for listening. Page 223 of 396
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44 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 There was a significant expansion in youth and community engagement, with 25 people completing the Professional Development Award in Youth Work, and 14 more are scheduled for training. The Drug Ambassador Project was successfully integrated into the Mental Health Ambassador Programme, now active in all high schools, promoting early intervention and reducing stigma. More Alcohol Brief Interventions (ABIs) were delivered than had been achieved previously, with 158 delivered in the final quarter alone, which is the most delivered in any quarter in recent years. There has been a reduction in drug-related deaths over 2024-2025, and community-based recovery has been strengthened through peer-led initiatives, lived experience networks, and wider Naloxone distribution, with a 37% increase from quarters three to four. There has been an increase in the number of reported Nitazene detections, which are a new group of potent synthetic opioids, posing a substantial risk of overdose, drug- related hospitalisation and drug-related death. In response, the ADP commissioned Turning Point Scotland (TPS) to undertake a local drug testing project. The three-month study saw staff from the TPS Perth and Kinross Floating Housing Support Service offering Nitazene testing strip kits to people known to be using street drugs and offering harm reduction advice, and ensuring people have naloxone and know how to use it. This project is being evaluated and, if successful, the ADP will work with other partners to widen the roll-out of drug testing strips. The ADP also strengthened its Recovery-Oriented System of Care (ROSC), ensuring more integrated and person-centred support to provide the right support, at the right time for individuals, families and communities impacted and harmed by alcohol and drugs. This will be further supported in 2025 as the ADP has partnered with SRC (Scottish Recovery Consortium), a national organisation which supports, represents and connects recovery across Scotland. Progress in introducing MAT (Medication Assisted Treatment) Standards has already seen improvements to the services that people receive. This is evidenced by more people starting treatment and shorter waiting times for treatment to commence. The ADP has also expanded access to treatment, with 80% of those referred offered appointments within three weeks. For Opioid Substitution Therapy (OST), although the caseload declined slightly from 471 to 446 over the year, people who accessed treatment have had the benefit of three options for their OST, and 75% of people offered the treatment receive a prescription within one day of engaging with the service. Community engagement flourished with the launch of a new ADP website, the expansion of recovery cafés in Perth City, Pitlochry and Aberfeldy, and the second annual RecoverMay celebration, which included events like art exhibitions, recovery coaching graduations and outdoor activities like the Ben Vrackie Walk. Recognising the impact of substance use on families, the ADP funded several initiatives, including Hillcrest Futures, Tayside Council on Alcohol’s Birch Project, and Barnardo’s Hopscotch. These services provided trauma-informed, whole-family support, addressing both prevention and recovery. Page 224 of 396
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45 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Tayside Council on Alcohol (TCA) - Through the delivery of counselling and creative therapies, the TCA supports individuals experiencing difficulties, or with concerns around alcohol, gambling, cannabis, cocaine and other non-opioid recreational substance use. TCA also provides support to significant others who are affected by these issues within their family or wider social network. From January to December 2024, there were 224 new referrals and a wait time of three months. All clients had a first contact appointment within three weeks of referral, and these had an engagement level of 72%. For assessment and one to one counselling appointments the engagement level was 71%. iDART (Integrated Drug and Alcohol Team) moved to significantly improved premises, valuing people who use services and providing support in a quality, trauma-informed environment. During 2024-2025, the team developed a multi-agency consultation hub for people with co-occurring mental health and substance use issues who require additional support or specialist care and treatment. Coupled with the continued development of a local mental health and substance use protocol, this will ensure that people will benefit from a whole system, person-centred and evidence-based care plan throughout their recovery journey. This will build on the improvements already evidenced following the implementation of MAT Standard 9. Overall, the ADP’s work in 2024-2025 reflects a comprehensive, collaborative approach to reducing harm and supporting recovery across Perth and Kinross. Collaborative working with third-sector partners, Police Scotland, and NHS Tayside has underpinned progress, ensuring services are responsive, inclusive, and aligned with the national mission to reduce drug harm and save lives. Skinnergate supported 99 people over the year. It is now a pet friendly temporary accommodation service which improves the emotional wellbeing of residents. Five dogs were accommodated with their owners over the year. The first "Sober Event" was held in Perth and included music, comedy and food. A Recovery Café was started, and it provides a safe, supported environment. Trauma informed spaces were introduced within the unit for staff and clients. Adult Support and Protection A multi-agency approach to safeguarding people is taken in complex cases of adult protection concerns. The Adult Protection Committee (APC) programme of self- evaluation and audit work shows that where complexity exists, we use the Adult Support and Protection Act to deliver a multi-agency approach to safeguarding. “Skinnergate saved my life.” “The staff go above and beyond.” “Love the new residents’ lounges.” “Great place to be.” Page 225 of 396
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46 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Analysis of adult protection referrals has led to the implementation of triage pathways for referrals of those considered at risk of harm who experience addiction and/or mental health concerns. This supports the principles of early intervention and prevention within an HSCP context. The ASP assessment framework was refreshed and updated using the findings from the ASP audit and self-evaluation work. It takes a more qualitative approach and focusses on the impact and the outcomes for the adult and his or her unpaid carer. The APC (Adult Protection Committee), made up of representatives from a wide range of professions including Police Scotland, Social Work and Health, supports a trauma informed approach to safeguarding and, to embed this in all that is done, specific ASP trauma informed e-learning has been developed for staff. The APC sees engaging with adults and their unpaid carers throughout the ASP episode as a key area for improvement. The APC audit following the publication of national Adult Support and Protection guidance in this area supports this. Our Adult Support and Protection workforce is sufficient to ensure that those who live in urban and rural areas are safeguarded under the ASP Act equally. In terms of cross cutting work, the adult and child protection committees are undertaking joint community engagement work with the Letham community to understand what adult and child protection means to them. Lead Partner Services A recent report to the IJB, Lead Partner Services Perth and Kinross, outlines the responsibilities for Perth and Kinross IJB in relation to lead partner services. The Lead Partner Services Update for Angus gives an update on the position of the services for which Angus IJB holds lead partner responsibility. Public Dental Our Public Dental Service (PDS) is delivered Tayside wide, taking forward the following priorities: • Continued provision of dental services and preventive care for core PDS patients across Tayside. (Core PDS patients are those who cannot access care in general dental services). • Maintain current service levels for sedation referral service for children and adults. • Maintain current service levels for paediatric and special care adult referral service. • Maintain current service levels for general anaesthetic (GA) paediatric exodontia. • Improved GA access for special care adults. • Continue rolling programme of dental examinations and comprehensive dental care for Care Home residents. • Respond to patient feedback particularly through Care Opinion as a means of continued service improvement. Page 226 of 396
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47 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 The service provides care for people in high priority and vulnerable groups that cannot access dental care elsewhere. It provides a referral service for treatment which requires general anaesthetic or sedation, and for patients requiring specialist input. This covers a wide range of dental care for paediatric and adult patient groups. Teaching for undergraduate dental and dental therapy students is provided through the Outreach Teaching Programme, and there is a daily emergency service for unregistered patients. Dental care is provided at fixed clinic locations, in prisons, care homes and hospitals and in domiciliary settings. The service operates a mobile dental van for socially excluded groups and special care patients who cannot leave their care home setting and there is provision for bariatric services and wheelchair access at fixed clinics in Perth, Dundee and Arbroath. Patients can be treated in their wheelchairs. NHS Tayside’s Oral Health Improvement Team continue to deliver the national oral health improvement programmes (Childsmile, Caring for Smiles, Mouth Matters, Smile4Life and Open Wide) with ongoing development to collaborate with wider partners and reach out to support those at greatest risk of poor oral health. Based on clinical evidence, the Childsmile programme is adapting to focus on the aspects which have been demonstrated to be most clinically effective. Over the next two years there will be a change in emphasis to focus on supporting children and families from the most deprived areas and to optimise the supervised toothbrushing programme in nurseries and targeted primary schools, which has been shown to be a hugely successful cost- effective intervention. The PDS delivers the National Dental Inspection Programme (NDIP) every year and assesses the dental health of Primary 1 and Primary 7 children. This data supports access to dental care for vulnerable and high-risk children. The NDIP report published in October 2024 describes the detailed inspection of Primary 1 children during the academic year 2023-2024 when 74% of Primary 1 children were found to have no obvious decay experience, similar to the national figure of 73.2%. These figures had remained relatively stable since the previous detailed inspection of Primary 1 children in 2019-2020 (73.4% in Tayside and 73.5% nationally). No detailed inspection was undertaken from 2021-2022 as a result of disruption during the pandemic. NDIP reports have consistently described a social gradient in oral health, with children from more deprived areas more likely to have experienced dental decay. This is evident in Tayside in both Primary 1 and Primary 7 with children from less deprived areas being more likely to receive a report of ‘no evidence of cavities’. At national level, based on results of detailed inspections it is notable that the 2024 report, for the first time, describes improved oral health only in Primary 1 children from the most deprived areas (SIMD 1 and 2), with a slight worsening in children from less deprived areas. Though clear inequalities in oral health remain evident the gap has reduced slightly. 74% of P1 children have no obvious dental decay. Page 227 of 396
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48 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 General dental practitioners have been recruited to work sessions in Perth Prison to address waiting lists there. Limited access to adult special care general anaesthetic lists and subsequent long waits are being addressed at Board level. The Public Dental Service continues to face some recruitment challenges and there are still some vacant dental officer positions. Several training level posts were also unfilled this year and this has also had a negative effect on service provision. Demand for dental care is high, and the availability of General Dental Services is limited with only one practice in Perth and Kinross currently accepting new NHS patients (limited postcodes only). Further specialist services, including emergency care is provided for unregistered patients via Dundee Dental Hospital. We have reduced waiting times for paediatric tooth extraction. The median wait in Tayside is now 59 days. 92% waits are under 26 weeks (Scottish figure 65% waits under 26 weeks). The Public Dental Service deliver a highly valued drop-in service for people experiencing homelessness or experiencing addiction through a Mobile Dental Unit which visits locations such as The Steeple in Dundee. The Public Dental Service works with partner organisations such as Parish Nursing to deliver care to this vulnerable group. The value of this service has been recognised through awards including the Tackling Health Inequalities Award at Scotland’s Health Awards 2024, and the bronze award for Social Impact and Global Citizenship at the 2024-2025 NHS Tayside Star Awards. The undergraduate teaching provided through the Outreach programme has delivered consistently high standards of teaching for undergraduate dental and therapy students from the University of Dundee, and University of the Highlands and Islands. The Outreach service allows patients who do not meet the Public Dental Service remit but are suitable for student teaching to receive care under supervision at our centres. The Outreach centres at Broxden Dental Centre Perth, Kings Cross Dundee and Springfield 92% waits under 26 weeks for paediatric tooth extraction. Page 228 of 396
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49 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Medical Centre Arbroath were inspected by NHS Education for Scotland this year and all received excellent reports. Podiatry NHS Podiatrists are experts in all aspects of foot and lower limb function and health; relieving pain; maintaining tissue viability; treating wounds; keeping people mobile and active, thereby supporting people to maintain their independence and quality of life. The podiatry service supports the National Preventative and Proactive Care Agenda by identifying and mitigating the impact of future foot health demands and reducing the burden on both primary and secondary care. Demand for the service remains high, driven by an ageing population and a growing number of people presenting with long term conditions leading to complex lower limb problems, resulting in greater dependency on the service. The service has a fluid and constantly evolving clinical caseload of approximately 6,379 people and delivered approximately 46,071 patient contacts in this year. The referral rate remains consistent at an average of 600 per month. Podiatry new patient referrals are prioritised as follows: Testimonial - My Dad developed a gum abscess and subsequently required treatment to resolve this. He was reviewed by a very kind and caring Dentist called [name] who was accompanied by a Nurse called [name]. They were both extremely friendly, supportive and very professional in a time when my Dad was experiencing pain and discomfort. In addition, my Dad was anxious as this was affecting the caring role he provides for my Mum. My parents are elderly and mostly housebound, so the domiciliary care and attention delivered by both was beyond excellent. They provided the relevant dental treatment and reassurance with a calm approach which made the world of difference to my Dad. Our family are extremely grateful to [them] and can’t thank them enough for their support and kindness. Testimonial - I started to get toothache and swelling but being so scared of the dentist I ignored the is for a few days until it got to the point where I had to call. I phoned Broxden and got an emergency appointment with a fifth year dental student. Her and the dental nurse could not have been nicer to me. They were so kind and explained everything, even wiped my tears as I was so scared. The treatment all went so smoothly, and I didn’t feel a thing. 600 people per month are referred to Podiatry resulting in over 46,000 patient contacts. Page 229 of 396
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50 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 • Urgent - infection/ulceration – appointed within five working days. • Soon – moderate/high risk diabetes foot risk score, severe peripheral arterial disease, nail surgery – appointed within 12 weeks. • Routine – referrals that do not indicate any condition which puts the person at immediate risk but meets the clinical criteria for assessment are placed on a waiting list with a target date of 18 weeks. The service continues to meet the ‘urgent’ and ‘soon’ targets. Improvements have been made over the last year in relation to the routine waits, with 308 people waiting over 18 weeks at the end of April 2024, reducing to 93 at the end of March 2025. Recruitment to podiatry posts continues to be a national issue. In response our service has increased its capacity for student placements and improved the placement programme offered to them. As a result, we have been able to appoint new graduates over the past few years, including four full-time equivalent graduates this year. The service has worked collaboratively with the Scottish Social Services Council (SSSC), and NHS Fife to produce two, foot care resources – Personal Care for Feet and CPR for Feet. These are designed to support staff working in various care sectors to help them maintain and improve their knowledge and skills in footcare. Below is an example of the impact of the learning from these resources: “I've discussed the importance of feet care with a colleague, who again was not aware until discussing how important feet care is in our line of work, and we both never realised how dangerous pressure ulcers can be, never realised people could end up needing amputation through this.” In the previous year, the service introduced Care Opinion to gain feedback on the Podiatry Nail Surgery Service. During this reporting period Care Opinion has been rolled out to include Podiatry Musculoskeletal and Rheumatology Services. Testimonial - My daughter aged 10 had to have a partial toenail removal due to a recurring in growing toenail. The podiatrist and healthcare worker who dealt with my daughter were truly wonderful. They were so good with her as she was really scared, they made a very frightening experience for her as easy as possible. Testimonial - I attended in the morning, the podiatry/rheumatology department at PRI, Perth and wanted to express my thanks for the staff members I met with. Especially the young lady who helped me tremendously. My experience was 100%. Thank you! Testimonial - Excellent service at MSK Podiatry, Ninewells Hospital, Dundee. Was seen by [staff], a very caring and competent professional who listened to me, explained what the problem was and what exercises to do to improve my condition. NHS at its best. Thank you. Page 230 of 396
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51 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Patient Initiated Returns (PIR) - Continual increase in demand for podiatry care and the increasing burden of wounds necessitates the transformation of parts of our service to help us tackle the challenges we face and maintain a service fit for future demand. The service sees the introduction of PIR as a positive change. It empowers patients with the knowledge to take control of their own care based on their individual needs at any given time. PIR gives patients control over their follow-up care allowing them to be seen quickly when required, while avoiding the inconvenience of appointments of low clinical value, for example, a patient attending a routine appointment as part of their care plan for us to check or monitor, despite nothing in their foot health having changed since their last visit. For patients this means more flexibility around when they access care. For clinicians, it means fewer appointments of low clinical value freeing up time to support the patients most in need, and decreases cost associated with these routine or Case Study - The introduction of Prescription Only Medicines Supply (POM-S) NHS Tayside Podiatry Service is looking to introduce a First Contact Nail Surgery Service to improve the patient pathway/journey for people with painful nail conditions whilst supporting the antimicrobial agenda. Podiatrists registered with the Health and Care Professions Council who have a POM-S annotation on their registration can lawfully supply and administer certain medications within the course of their professional practice. A recent audit on nail surgery pathways highlighted a variation in practice within Primary Care in the use of antibiotic therapy prior to referral to podiatry for acute nail conditions. It was noted that many patients had received multiple courses of antibiotics before a referral to podiatry was made. This practice does not comply with antimicrobial stewardship guidance and has a detrimental impact on; the patient experience/journey and capacity within General Practice. Continued - The service invokes the use of the podiatry POM-S annotation for podiatrist working within NHS Tayside. To comply with local NHS governance arrangements the service drafted NHS Tayside Podiatry and Prescription Only Medicine (POM-S) Exemptions Guidance. This guidance was required to be presented to both the NHS Tayside Medicines Policy Group and the Antimicrobial Stewardship Group. In addition to support the continued professional education of staff and to maintain safe and effective practice, a POM-S LearnPro has been introduced. The guidance document was supported and approved by both the above groups. The service now has governance in place to support the use of POM-S annotation allowing further improvement as part of a test of change to address above situation. Page 231 of 396
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52 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 low value follow-ups, thereby supporting the long-term sustainability of the service. It should however be recognised that this model will not be suitable for our entire patient cohort and further governance and guidance around application of PIR is in the process of being developed. Podiatry Led Vascular Assessment Service - Evidence shows that Podiatrists are clinically effective in reducing health and social care cost burdens by improving early diagnosis of peripheral arterial disease (PAD). NHS Tayside Podiatry has commenced a two-year project to support the early identification, diagnosis and management of people with symptoms of PAD; with a view to improve health and reduce the risk of associated heart attacks, strokes and lower limb amputations. It is anticipated that providing vascular trained podiatrists to assess, diagnose and triage people with suspected PAD, will see a reduction in the demand on other primary and secondary care services in relation, not only to the PAD management, but also to wider cardio- vascular health. Evidence shows that maximising on the skills of a community-based vascular podiatrist also has the potential to reduce the future burden on social care services. Prison Healthcare Prison Healthcare provides Primary and some Secondary Health Care Services to the populations of HMP Perth (His Majesty’s Prison), HMP Castle Huntly and the HMP and YOI (Young Offenders Institute) Bella (Dundee). The service operates seven days per week (daytime hours only) and aims to deliver equitable provision of healthcare to that delivered in the community. Out of hours care is provided by NHS Tayside, Out of Hours Service and emergency care is via the Scottish Ambulance Service. HMP Perth has a population of approximately 650 prisoners at any one time with an annual turnover of approximately 3,500, with prisoners primarily being from Tayside and Fife. HMP Castle Huntly is a national progression establishment, offering access to the community through placements and home leave. It is now recognised as a single cell site, with a design capacity of 184, however, an assessed capacity can be increased 220 where necessary. HMP and YOI Bella was initially designed for women from Tayside and Fife, however the unit now provides accommodation for 16 women from the East of Scotland. It provides secure living accommodation through independent housing units, to support people to learn life skills, build independence, self-reliance and resilience, before accessing the community. Prison Healthcare services span a number of specialties; Primary Care - GP and Nurses, Clinical Pharmacy, Pharmacy Technician, Optician, Dentistry, Podiatry, Psychology, Mental Health Team, Substance Use Team, Occupational Therapy, and Physiotherapy, who deliver services such as management, administration and distribution of medication (in possession and supervised medication), sexual health and blood borne virus, enhanced care, first responder services for acutely unwell or injured people. Everyone admitted to HMP Prison is assessed by a nurse on admission and by a doctor within two weeks. Individuals transferred to HMP Castle Huntly or HMP Bella (non-admitting prisons) receive a transfer assessment by a nurse within 72 hours of arrival. Page 232 of 396
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53 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Successes over the past year: • Routine GP waiting times are now three weeks. • Routine Mental Health Nurse Waiting Times are now four to six weeks. • Mental Health Team Delivery of Safety and Stabilisation and Anxiety Management Groups. • Introduction of computer based psychological intervention for those with mild to moderate mental health conditions. • Focused MDT medicines management service improvements for safer prescribing. • Successfully recruited a full-time physiotherapist to deliver services across all three establishments, including a pain management group. • Pain Association Scotland delivered pain management sessions in HMP Castle Huntly and HMP Bella. • Introduction of diabetes and asthma long term condition clinics. • Move to Advanced Nurse Practitioner and Specialist Pharmacist run clinics to review all transfers into HMP Castle Huntly, freeing up GP time. Our challenges over the past year have been the administration of medicines to approximately 250 patients each morning and 150 each evening. There is no substantive GP workforce, we have nursing and pharmacy vacancies and a growing demand for Psychology and Physiotherapy Services. From 1 March 2024 to 28 February 2025, the service received 397 complaints. Stage 1 complaints accounted for 55% (n=217) and stage 2 complaints were 180. 12% of complaints were fully upheld, 61% were not upheld and 23% were partially upheld. The top three complaint themes were medication related (40%), disagreement with treatment/care plan (37%) and waiting times (17%). The service is progressing work with the ‘What Matters to You’ team to implement the, What Matters to You principles, and a culture of kindness, jointly with the Scottish Prison Service, exploring ‘What Matters to You’ with patients across the three prison establishments. Joint Trauma Informed Leadership Training with the Scottish Prison Service at HMP Castle Huntly, with the vision of expanding and including HMP Perth, to support working towards trauma informed prisons is being progressed, and we are expanding the workforce, introducing new roles for Advanced Nurse Practitioners across both Primary Care and Substance Misuse, Clinical Educator and Senior Pharmacy Technician. We are strengthening nurse leadership at HMP Castle Huntly and HMP and YOI Bella. We are promoting staff wellbeing and embedding SAFECARE to meet the requirements of the Healthcare Staffing Act. We are also strengthening care and professional governance and recommencing service user forums to aid service improvements. We Page 233 of 396
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54 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 are raising the profile of prison healthcare and are continuing to work with the National Prison Healthcare Network. Hillcrest Futures has employed a peer worker based within HMP Perth Prison who provides activities to deliver harm reduction and peer led recovery. This is delivered in partnership with the Scottish Prison Service. Type of Group Number of Groups Total Attendees SMART Recovery 49 483 Relapse Prevention/Mindfulness 40 312 Recovery Café 64 501 Recovery Discussion/Book Group 43 289 Recovery Coaching 39 302 Art Group 48 293 Yoga 38 478 TOTAL 321 2,658 Prison One to One Total Number of People Harm Reduction 66 Mental Health/Wellbeing 42 Advice and Information 72 Recovery Support 81 Family Interventions 40 TOTAL 301 Workforce Perth and Kinross is dedicated to creating a learning culture that respects, equips, and supports our workforce. Through collaborative efforts, creative approaches, and a commitment to continuous improvement, we strive to make a tangible impact on our workforce and the communities we serve. Our learning and development initiatives from April 2024 to March 2025 reflect our values of integrity, compassion, and ambition, driving us towards a sustainable and inclusive future. The HSCP developed and implemented a comprehensive 3-Year Workforce Plan (2022–2025), structured around the Five Pillars of Workforce: Plan, Attract, Train, Employ and Nurture. This strategic framework aims to ensure a sustainable, skilled, and responsive workforce capable of meeting current and future demands. Governance and Structure - A Workforce Programme Board has been established and is supported by four subgroups for Education and Development, Safer Staffing, Testimonial: The Recovery Hub has been brilliant, I have learned so much, and I will not be using drugs again. It’s hard sometimes when you are on your on in your cell, but I am determined to stay clean as drugs have really messed up my life. Testimonial: I can’t believe that you can do all the things in the Recovery Hub when you are in Prison. I never thought I would do yoga, but it has been really good, and I also use the breathing techniques then I am feeling stressed, I can’t recommend the Hub enough. Page 234 of 396
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55 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Recruitment/Retention and Attraction, and Staff Health and Wellbeing. A Workforce Planning Programme Manager was appointed in 2024 to drive delivery across services. Legislative Compliance - The Health and Care (Staffing) (Scotland) Act 2019 mandates annual use of staffing level tools and the Common Staffing Methodology. A pan-Tayside schedule and local training supports compliance. Workforce Planning and Integration - Locality Integrated Teams enhance multi- disciplinary collaboration and reduce duplication. The Six Steps Workforce Planning Methodology is used to ensure consistency and responsiveness, and this is being rolled out across each locality. Progress Across the Five Pillars Plan - Systems for real-time staffing data, risk escalation, and workforce analytics are being developed and a pan-Tayside data group has supported evidence-based planning. Attract - Recruitment campaigns, youth engagement, and international recruitment (for example, six staff from the Philippines) are progressing. The pilot participation in the Newly Qualified Social Worker Supported Year Framework has doubled. Train - Expansion of foundation, modern, and graduate apprenticeships. Development of Band 4 Assistant Practitioners and Advanced Nurse Practitioners (ANPs) to address skill gaps. Succession planning workshops and competency frameworks are being implemented. Employ - New employment models and career pathways have been explored and E- rostering and SafeCare systems have been rolled out to support safe staffing. Nurture - Initiatives like “What Matters to You” and Leading Excellence in Care promote staff wellbeing and engagement. Annual appraisals, clinical supervision, and restorative practices are emphasised. Social care and nursing vacancies have decreased acceptably. Unmet Care at Home hours reduced from 1,500 to 1,000 per week. Persistent challenges remain in recruitment, especially in Occupational Therapy and AHP roles. Significant strides have been made in workforce development, integration, and retention. Continued focus on the Five Pillars and collaborative governance is essential to meet strategic goals and ensure high-quality care delivery across Perth and Kinross. Learning and Development We are committed to our ambition of being a learning organisation and this underpins the approach to workforce development, recognising that individuals bring unique skills, qualities, and attributes. Guided by the values of integrity and compassion, the aim is to create the conditions where both the workforce and communities can learn, grow, and flourish. A diverse range of learning opportunities is offered to our workforce which are aligned to statutory requirements and developmental needs, supporting personal, professional, team, and partnership growth. Page 235 of 396
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56 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Listening to the workforce and our communities is central to shaping learning experiences. Insights from both data and lived experience inform the co-design of inclusive, innovative learning that respects individual learning styles and equips people to collaborate and deliver care with empathy and confidence. Ongoing engagement has helped identify learning needs and shape targeted development opportunities. These include accredited qualifications, personal and team development, peer learning forums, and improvement and innovation sessions. The learning culture aims to build knowledge and skills while unlocking the potential within individuals to deliver personalised, compassionate support. Strategic learning and development plans are informed by workforce feedback, service provider input, and local and national priorities. The current ‘Learning and Development Plan on a Page’ includes areas such as Practice Learning, the Newly Qualified Social Worker Supported Year, SVQs, Trauma-Informed Practice, general development, Living Well care, and Manual Handling. These plans support continuous professional development, compliance with legislation, and alignment with national policy. Sustained financial investment reflects the recognition that learning is central to workforce wellbeing, productivity, recruitment, retention, and service performance. Despite financial pressures, efforts continue to secure additional funding to sustain and enhance learning opportunities. Learning events, workshops, and development days have been positively received, with feedback highlighting their practical relevance and impact on service delivery. The Learning and Development team works collaboratively across the Council, Health and Social Care Partnership, NHS Tayside, multi-agency partners, and the public to maximise capacity and impact. A skill-mix approach supports co-ordination and delivery, even amid staffing changes. Progress against the Strategic Plan We continue to work in partnership with employers across statutory, third and independent sectors to attract and retain the best candidates for vacant roles. To create a culture of continuous improvement and development, a ‘grow our own’ approach, we continue to develop career pathways and succession planning mechanisms. We continue to engage with local Higher Education institutions, Practice Professional Development, NHS Education for Scotland and the Scottish Social Services Council. This is to ensure our staff are well informed and that we have a comprehensive local, regional and national approach to training at all levels. Our ‘What matters to you’ approach to staff engagement supports us to listen to service user and staff concerns and provide them with support and mitigate issues which might adversely impact work experiences and retention at an early stage. We promote a culture of continuous learning and development in terms of personal skills development and new ways of working. We are undertaking preparatory work for the introduction of real-time staffing data collection, improved risk escalation processes and improved risk mitigation across the Page 236 of 396
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57 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 partnership and key stakeholder organisations. This is to provide staff with a continually improving and safe working environment, promoting the health and wellbeing of staff. To ensure we treat staff fairly and consistently with dignity and respect in an environment where diversity is valued, we have designed mechanisms to address cultural barriers and prevent discrimination toward ethnic minority workers. These mechanisms are equally accessible for all groups, irrespective of sex, disability or any other protected characteristic. Leaders are expected to address organisational cultures and develop a culture where concerns can be raised freely and there is confidence that appropriate action will follow. Leaders should model the behaviours they expect of others and make diversity and inclusion a priority. To ensure that our area is an attractive and forward-thinking place to work, we promote and develop new roles, such as Advanced Practice roles and those for Band 4 Healthcare Support Workers. We continue to work with key stakeholders to engage with young people in schools and youth groups as an Employer of Choice, and we explore the potential of international recruitment programmes. We are developing current and future leaders by supporting the implementation of Excellence in Care, and Leading Excellence in Care frameworks across the Partnership. We are reviewing and developing measures to support the retention of experienced staff in our services and continuing to work in partnership with employers across statutory, third and independent sectors to attract and retain the best candidates for vacant roles. We value the role of each profession, community and organisation we work with, and to understand what each partner brings, we review recruitment and retention pathways and continue to explore and develop new models of employment into health and social care roles. We work with partners and key stakeholders to increase the number of sustainable employment programmes we participate in, including foundation, modern and graduate apprenticeships, ‘Earn as you learn’ and the Princes Trust. We continue to work in partnership with employers across statutory, third and independent sectors to attract and retain the best candidates for vacant roles, aligning all partners to locality integrated structures. We are further developing relationships with NHS and third sector partners to allow more people to be signposted to community services, by promoting a culture of continuous learning and development in terms of personal skills development and new ways of working. We have begun the process of reviewing our statutory responsibilities in collaboration with our partners in both General Practice and the third sector, with the aim of providing an integrated, whole system service. This will provide an opportunity to explore alternative roles and ways of working; these will support mutual development and creativity across the service, and create opportunities to recruit, retain and develop our workforce within the framework of an integrated care model. Our work to ensure all partners understand what is available within our localities continues by developing and implementing systems and processes to gather and report on workforce data and do preparatory work for the introduction of real-time staffing data Page 237 of 396
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58 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 collection, improved risk escalation processes and risk mitigation in the Partnership and key stakeholder organisations. Our career development and succession planning processes reflect our commitment to the provision of integrated health and social care services including for our specialist services. We review skillsets, roles and remits in the framework of ‘right staff, right skills, right place, right time’. Independent Inspection During the period April 2024 to March 2025, the inspection report regarding the inspection of HMP Bella in March 2024 was published. There were also visits by the Mental Welfare Commission to our three inpatient psychiatry of old age, mental health wards at Murray Royal Hospital. The Care Inspectorate has also carried out a programme of risk based inspections to commissioned Care Homes and Care at Home services. HM Inspectorate of Prisons for Scotland inspected HMP Bella in March 2024. The Bella Centre became operational in 2022 and houses low supervision women and young people. Located in the Hilltown area of Dundee, the centre's accommodation consists of three ‘shared houses' with capacity for 16 individuals. Women are supported to live independently in accommodation based on a ‘shared house’ principle to develop a range of independent living skills, which are reflective of real life. The overall rating for Health and Wellbeing with the establishment was Satisfactory. There were eleven examples of good practice highlighted and four recommendations for improvement. The good practice highlighted was: 1. Occupational therapy familiarisation visits were arranged for patients to support the transfer to Bella and ensure a smooth transition for patients. 2. Accessible information was provided to patients on arrival to Bella, including a healthcare information booklet. 3. Bella benefits from the input of the occupational therapy service that provided a wide range of therapeutic supports for patients. 4. Naloxone kits and training were available to patients including access to a service that delivers naloxone kits to the patient’s home address in preparation for home leave and liberation. 5. Processes were in place to obtain feedback from patients to help inform service improvements. 6. Routine appointments and dental treatments would be offered to all people at Bella. Page 238 of 396
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59 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 7. People who had dental treatments in progress on liberation would have their details passed to their local public or community dental services to ensure their treatment could continue. 8. The pharmacy technicians were aware of who to contact when the pharmacist was absent. 9. A process was in place to review a person’s medicine Kardex’s before they were transferred to Bella. This allowed medicines to be reconciled, the Kardex to be rewritten and ensured a supply of medication was available when the person arrived at the Bella. 10. A proactive approach to in-possession medication at the Bella was described. This meant that most medications including Schedule 3 or 4 controlled drugs were in-possession. This approach encourages people to manage their own medication in preparation for liberation. 11. A risk-based approach based on the vulnerability of the person was taken to guide the frequency of dispensing of the month’s supply of medication for those patients being liberated or going on home leave. The recommendations were in relation to: 1. NHS Tayside/HSCP should ensure that complaint forms are readily available to ensure all patients can provide feedback, raise concerns and make a complaint. 2. NHS Tayside/HSCP should ensure referral forms are available in picture format and in the most common languages spoken at Bella. 3. NHS Tayside/HSCP should ensure that self-referral forms are made available for all patients to access. 4. NHS Tayside/HSCP should ensure that checks on emergency equipment are carried out and consistently recorded to ensure that all equipment is within date and ready for use. The Prison Healthcare service has an improvement plan in place to progress the recommendations identified, and all recommendations are either complete or progressing to completion. Mental Welfare Commission for Scotland Visit to Leven Ward at Murray Royal Hospital, May 2024 Leven is a 14-bedded, mixed-sex, functional admission ward for older adults, typically over the age of 65. On the day of the visit, there were 14 people on the ward and no vacant beds. The commission made three recommendations as a result of the visit: 1. Managers should ensure that individuals and/or relatives are involved in developing care plans where possible. Their participation should be documented Page 239 of 396
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60 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 in care records, and they should be offered a copy of care plans. If individuals choose not to or cannot be involved, this should be recorded. 2. Managers should ensure that where a welfare proxy is in place for an individual, and they have powers to decide about the individual’s treatment, the proxy should be consulted and consent sought. A section 47 certificate should record this consultation. 3. Managers should ensure the ‘NHS Tayside locked door in mental health settings’ protocol is explained to individuals who are admitted informally to the ward and that they are also informed of the procedure for accessing and leaving the ward when the door is locked. These discussions should be recorded in the care records. Visit to Garry and Tummel Wards at Murray Royal Hospital, July 2024 Garry and Tummel Wards are both 12-bedded, mixed-sex wards that provide assessment and treatment for older adults with dementia, based in Murray Royal Hospital. The commission made two recommendations as a result of the visit: 1. Managers should ensure nursing staff document clinical descriptions of an individual’s presentation in care records. 2. Managers for Tummel Ward should ensure the activities offered are documented in the individual’s case notes and whether they chose to participate or not. Care Inspectorate Inspections During the period 1 April 2024 to 31 March 2025, there were a total of 60 inspections; 23 to Care Homes, 25 to Supported Accommodation and 12 to Care at Home Services. This compares to 39 total inspections held during the 2023-2024 year. The graph shows the results of the Inspections and the overall grades. 0% 20% 40% 60% 80% 100% How well do we support peoples wellbeing How good is your leadership How good is your staff team How good is your setting How good is care and support planned 1 - Unsatisfactory 2 - Weak 3 - Adequate 4 - Good 5 - Very Good 6 - Excellent Page 240 of 396
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61 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 There were no unsatisfactory ratings given during the year, and eight weak ratings given. This compares to no unsatisfactory ratings and one weak rating given during the 2023-2024 year. The findings are considered by the Care Home Oversight Group and inform ongoing support and improvement activity. Arrangements for Clinical and Care Governance Assurance and Reporting The HSCP Care and Professional Governance Forum (CPGF) has responsibility for ensuring appropriate scrutiny, assurance and advice within the HSCP, and during 2024- 2025 was co-chaired by Perth and Kinross Council’s Chief Social Work Officer and HSCP Clinical Director. The CPGF receives assurance reporting from all localities and services within the partnership, and all have provided an annual report providing details and assurances regarding the provision of safe, effective and person-centred services, and any ongoing improvement. Each locality has in place a Clinical, Care and Professional Governance Group, all of which are now firmly established. These groups have representation across both Health and Social Care, and provide an opportunity for a focus on improvement, shared learning as well as ensuring effective clinical and care governance processes across the locality. Finance Financial Resources Available to the IJB 2024-2025 The IJB is responsible for the planning and oversight of a broad range of health and adult social care services for the people of Perth and Kinross. These services are provided by Perth and Kinross Council and NHS Tayside via Perth and Kinross Health and Social Care Partnership. This is funded through budgets delegated from Perth and Kinross Council and NHS Tayside. The resources available to the IJB in 2024-2025, totalled £316.290m. The following charts provide a breakdown of where these resources came from, and how it was allocated. Included within the Resources Available to the IJB is ‘Large Hospital Services’ (Set Aside) totalling £28.180m. This resource is in respect of those functions carried out within a large hospital setting and operationally managed by NHS Tayside but for which planning is the responsibility of the IJB. Page 241 of 396
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62 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Financial Performance The Financial Plan, approved by the IJB in March 2024, projected a break-even position across Health and Social Care after the application of general reserves. The IJB’s financial performance compared to the Financial Plan for 2024-2025 is summarised in the table below. Finance updates have been presented to the IJB throughout 2024-2025, reporting on the projected in year position. The main movements from plan relate to an increased provision of Care at Home and Care Home placements, driven by demographic growth and rising care needs, resulting in higher costs. The Care at Home Transformation Programme reduced unmet need and delayed discharges but also added financial pressure. Continued reliance on supplementary staffing in community hospitals and inpatient wards, due to sickness absence and patient acuity, further contributed to the overspend. 2024-2025 Financial Plan Position Over/(Under) £m 2024-2025 Year-End Out-Turn Over/(Under) £m Movement from Plan Over/(Under) £m Health 1.042 3.585 2.543 Social Care 2.086 5.493 3.407 Financial Recovery Actions - (1.305) (1.305) Sub-Total 3.128 7.773 4.645 PKIJB Approved Earmarked Reserves (1.684) (1.684) - PKIJB General Reserve (1.444) (4.485) (3.041) Total - 1.604 1.604 Contribution to Inpatient Mental Health Overspend - 1.325 1.325 Total - 2.929 2.929 Page 242 of 396
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63 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Within Adult Services, higher than planned expenditure reflected increasing volume and greater complexity of needs throughout the year. Prescribing volumes increased above anticipated levels, leading to an overspend. While local savings initiatives progressed well, limited delivery on national initiatives added pressure. Drug costs and prescribing remain a source of pressure, with measures to address the position included within the 2025-2026 budget. Earmarked reserves have also been used to provide additional capacity and support service resilience. Budget has not been delegated to the Perth and Kinross IJB for Inpatient Mental Health in 2024-2025. However, given the IJB have strategic planning responsibility for the services, there is a requirement to show a delegated budget and spend position within the annual accounts. On 19 March 2025, the IJB authorised the Chief Finance Officer and the Chief Officer to finalise an agreement on contributions towards the 2024-2025 Inpatient Mental Health Service overspend. A total of £1.325m in relation to Inpatient Mental Health has been reflected within the 2024-2025 position. Financial Plan In March 2025, the IJB approved a budget for 2025-2026 and provisional budgets for 2026-2027 and 2027-2028. Increased funding from both Perth and Kinross Council and NHS Tayside, combined with an ambitious savings plan, allowed for the approval of a balanced budget for 2025-2026. The budget is based on several assumptions including projected levels of need, costs, transformation, pay and funding availability. It also builds on previous efforts to enhance efficiency and make best use of resources. The provisional budgets for 2026-2027 and 2027-2028, developed using the same assumptions, identified a considerable funding gap. This shortfall is a result of increasing pressures across all care groups including drug costs and prescribing. To achieve financial sustainability in future years, the IJB will need to consider additional funding solutions and identify opportunities to reduce overall expenditure, while acknowledging the challenge of doing so with minimal detrimental impact on the strategic plan and to the population’s health and care needs. Addressing these pressures will require further funding, strengthened collaborative working, strategic planning, robust financial management, a reserves policy and effective workforce planning. Best Value Best Value is about creating an effective organisational context from which public bodies can deliver key outcomes. The following building blocks ensure we are organised to deliver good outcomes, by ensuring delivery in a manner which is: economic, efficient, sustainable, and supportive of continuous improvement. Best Value Self-Assessment Update - Following the Best Value self-assessment completed in 2024, an improvement plan was developed to address the 11 criteria identified for action. This plan was monitored and reported to the Audit and Performance Committee throughout the 2024-2025 financial year. The full and final Page 243 of 396
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64 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 action plan was presented to the Audit and Performance Committee in June 2025, confirming that all 11 actions have now been completed. This marks the successful conclusion of the improvement process and demonstrates the IJB’s continued commitment to good governance, effective resource management, and continuous improvement across all seven Best Value themes. To maintain this momentum, an annual rotational self-assessment programme will be introduced, focusing on one Best Value theme each year. This will support Perth and Kinross IJB in ensuring that good governance and effective management of resources remain in place to deliver the best possible outcomes for the people of Perth and Kinross. Governance and Accountability The IJB undertakes an annual review of its governance arrangements and is able to demonstrate structures, policies and leadership behaviours which demonstrate good standards of governance and accountability. No significant decisions have been made outside of the scope of the strategic plan in the reporting year. Use of Resources The IJB is supported by a robust Financial Planning process which forms the basis for budget agreement each year with NHS Tayside and Perth and Kinross Council. Performance against the Financial Plan is reported to the IJB on a regular basis during the year. Finance update reports have been presented to the IJB throughout 2024- 2025, reporting on the projected financial position. The IJB’s three-year financial planning process is directly linked to the development of strategic plans, ensuring resources are continuously prioritised to best meet the needs to the people of Perth and Kinross. Key Contact For further information on any area of this report please contact: Chris Jolly, Service Manager (Business Planning and Performance), or Claire McCarthy, Team Leader (Performance Management and Reporting) at tay.pkijbbusinesssupport@nhs.scot. Page 244 of 396
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65 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Appendix Appendix 1.1: Perth and Kinross HSCP Service Breakdown Page 245 of 396
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66 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Appendix 2.1: National Core Suite Indicator 1 to 9, 5 year comparison Ref Indicator 2019- 2020 2021- 2022 2023-2024 Latest data NI 1 Percentage of adults able to look after their health very well or quite well 94% 94% 94% NI 2 Percentage of adults supported at home who agree that they are supported to live as independently as possible 82% 80% 74% NI 3 Percentage of adults supported at home who agree that they had a say in how their help, care or support was provided 77% 74% 68% NI 4 Percentage of adults supported at home who agree that their health and social care services seemed to be well co-ordinated 73% 65% 57% NI 5 Percentage of adults receiving any care or support who rate it as excellent or good 83% 79% 70% NI 6 Percentage of people with positive experience of care at their GP practice 86% 74% 76% NI 7 Percentage of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life 80% 76% 76% NI 8 Percentage of carers who feel supported to continue in their caring role 37% 33% 32% NI 9 Percentage of adults supported at home who agree they felt safe 84% 79% 77% Notes 1. Data comes from the national Health and Care Experience Survey which is undertaken two yearly. Page 246 of 396
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67 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Appendix 2.1: (cont’d) National Core Suite Indicator 11 to 19, 5 year comparison Ref Indicator 2019- 2020 2020- 2021 2021- 2022 2022- 2023 2023- 2024 2024- 2025 NI 11 Premature Mortality rate per 100,000 persons (calendar year) 333 366 358.4 382.1 344 n/a NI 12 Emergency admissions rate for adults (18+) (per 100,000 population) 11,486 10,582 11,318 12,779 14,049 14,394 NI 13 Emergency bed day rate for adults (18+) (per 100,000 population) 109,715 94,638 112,891 126,480 119,654 110,545 NI 14 Emergency readmissions to hospital within 28 days of discharge (rate per 1,000 discharges 18+) 116 141 129 137 153 153 NI 15 Proportion of last 6 months of life spent at home or in a community setting 90% 90% 91% 89% 89% 90% NI 16 Falls rate per 1000 population aged 65+ (falls which result in a hospital admission) 22 24 23 28 26 25 NI 17 Proportion of care services graded "good" or better in Care Inspectorate inspections 86% 89% 77% 73% 71% 71% NI 18 Percentage of adults with intensive care needs receiving care at home 59% 60% 55% 67% 64% 64% NI 19 Number of days people aged 75+ spend in hospital when they are ready to be discharged per 1,000 population 502 197 594 912 645 654 Notes 1. Data for NIs is published via Public Health Scotland. 2. NI 11 - no data published for 2024-2025. 3. NIs 17 and 19 data covers 2024-2025, all others are for calendar year 2024 due to incomplete data for January to March 2025. Page 247 of 396
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68 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Appendix 3.1: Strategic Priorities Mapped to National Indicators and the National Health and Wellbeing Outcomes Strategic Priority National Health and Wellbeing Outcomes Core Suite of Integration Indicators Relevant Plans, Projects and Strategies Target resources to where people and communities need help most. NHWO 4 NHWO 5 NHWO 6 NI 7, NI 8, NI 11, NI 12, NI 13, NI 16, NI 17, NI 19, NI 20 Older People Delivery Plan, Carers Strategy, TEC Strategy, Primary Care Strategy. Draft Physical Disability and Sensory Impairment Strategy, Community Mental Health and Wellbeing Strategy 2022-2025, Learning Disability and Autism Delivery Plan, Suicide Prevention Plan, ADP Delivery Plan. Make it easier for people to understand where and how to access services. NHWO 1 NHWO 3 NHWO 4 NHWO 6 NI 1, NI 3, NI 4, NI 5, NI 6, NI 7, NI 8, NI 11, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 19, NI 20 Draft Physical Disability and Sensory Impairment Strategy, Community Mental Health and Wellbeing Strategy 2022-2025, Learning Disability and Autism Delivery Plan, Older People Delivery Plan and Carers Strategy. Provide health and social care supports close to home. NHWO 2 NHWO 3 NHWO 4 NHWO 5 NHWO 6 NHWO 9 NI 2, NI 3, NI 4, NI 5, NI 6, NI 7, NI 8, NI 11, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 18, NI 19, NI 20 Community Mental Health and Wellbeing Strategy 2022-2025, Learning Disability and Autism Delivery Plan, Older People Delivery Plan and Carers Strategy. Work with communities to design the health and social care supports they need. NHWO 1 NHWO 2 NHWO 3 NHWO 4 NHWO 6 NHWO 7 NHWO 9 NI 1, NI 2, NI 3, NI 4, NI 5, NI 6, NI 7, NI 8, NI 9, NI 11, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 18, NI 19, NI 20 Older People Delivery Plan, Carers Strategy, Primary Care Strategy, Community Mental Health and Wellbeing Strategy 2022-2025, TEC Action Plan, Community Action Plans. Improved integrated working. NHWO 2 NHWO 3 NHWO 4 NHWO 6 NHWO 9 NI 2, NI 3, NI 4, NI 5, NI 6, NI 7, NI 8, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 18, NI 19, NI 20 Older People Delivery Plan, Carers Strategy, TEC Strategy, Primary Care Strategy, NHST Integrated Clinical Strategy, Community Action Plans, Community Mental Health and Wellbeing Strategy 2022-2025, Learning Disability and Autism Delivery Plan. Page 248 of 396
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69 Perth and Kinross Integration Joint Board Annual Performance Report 2024-2025 Strategic Priority National Health and Wellbeing Outcomes Core Suite of Integration Indicators Relevant Plans, Projects and Strategies Promote self- management and living well. NHWO 1 NHWO 2 NHWO 4 NHWO 6 NHWO 7 NI 1, NI 2, NI 3, NI 7, NI 8, NI 9, NI 11, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 18, NI 19, NI 20 Older People Delivery Plan, Carers Strategy, TEC Strategy, Primary Care Strategy, Community Action Plans, Community Mental Health and Wellbeing Strategy 2022-2025, Learning Disability and Autism Delivery Plan. Value our workforce, support them to keep well, learn and develop. NHWO 3 NHWO 4 NHWO 8 NHWO 9 NI 3, NI 4, NI 5, NI 6, NI 7, NI 10, NI 12, NI 13, NI 14, NI 15, NI 16, NI 17, NI 19, NI 20 Workforce Plan 2023-2026, Celebrating People Document. To give us feedback If you, a family member or someone you care for has recently used one of our health and social care services, and would like to share your experience, please use the QR code or visit Perth and Kinross Health and Social Care Partnership | Care Opinion. https://www.careopinion.org.uk/services/s37000023 How We Use Your Personal Information The information provided by you will be used by Perth and Kinross Council and NHS Tayside to improve services. The information will not be disclosed to third parties except as described below. The Council or NHS Tayside may check information provided by you, or information about you provided by a third party, with other information held by us. We may also get information from certain third parties or share your information with them in order to verify its accuracy, prevent or detect crime, protect public funds or where required by law. For further information, please see www.pkc.gov.uk/dataprotection, email DataProtection@pkc.gov.uk or telephone 01738 477933. If you or someone you know would like a copy of this document in another language or format, (on occasion, only a summary of the document will be provided in translation), this can be arranged by contacting the Customer Service Centre on 01738 475000. You can also send us a text message on 07824 498145. All Council Services can offer a telephone translation facility. BSL users can contact us via Contact Scotland BSL, the online British Sign Language video relay interpreting service. Find out more on the Contact Scotland BSL website https://contactscotland-bsl.org/. Page 249 of 396
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee: Perth and Kinross Council Date of Meeting: 29 October 2025 Report Title: Demographic and Population Change: Impact on Social Care Report Number: 25/278 Report Authors: Jacquie Pepper, Director Integrated Health & Social Care/Chief Officer and Scott Walker, Chief Finance Officer Organisational Lead: Jacquie Pepper, Director Integrated Health & Social Care/Chief Officer ___________________________________________________________________ 1. Purpose 1.1 Significant demographic and population changes in Perth and Kinross are resulting in an associated increase in people with social care needs, particularly in relation to older people and people with a learning or physical disability. The increase in the level of complexity and demand for social care has been unprecedented within this financial year. There is now a gap between what is required to meet the needs of people eligible for social care and the budget available to deliver this. 1.2 This report provides the Council with a comprehensive overview of how increasing demand and complexity, driven by a growing and ageing population as well as rising numbers of people with complex needs, have resulted in budget insufficiency for the Perth and Kinross Integration Joint Board (IJB) within 2025/26. The report sets out the national context and key drivers for these unparalleled pressures, including early data on current and future demographic trends that will continue to impact demand for health and social care services. 1.3 The IJB has considered and agreed a financial recovery plan and work to scope out the impact of potential changes to delivery. This report seeks financial support in-year from the Council to address the gap between available funding and actual need. The Council, as a strategic partner in the Integration Scheme, has a legal duty to provide social care to eligible residents and must now consider how best to respond to these evolving challenges. 8 Page 251 of 396
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2. Recommendations It is recommended that the Council: 2.1 Notes the projected financial gap for integrated health and social care services with, £4.430 million relating to social care provision; 2.2 Notes the IJB’s approved financial recovery plan Part A which is assessed as being deliverable by end March 2026; 2.3 Notes the IJB’s approval to scope out actions set out in Part B of the financial recovery plan which will require significant work to fully assess the impact should these actions be implemented, and the requirement for consultation; 2.4 Approves an additional allocation of up to £4.180 million from council’s Uncommitted General Fund Balance in 2025/26 to meet existing costs associated with high service demand and to complete the work outlined in Parts A and B of the Financial Recovery Plan; 2.5 Agrees to receive an update on progress at the meeting of Council proposed on 14 January 2026 which follows the next meeting of the IJB on 17 December 2025; and 2.6 Agrees to work collaboratively with the IJB, NHS Tayside and other strategic partners on the revised population projections, published by National Records of Scotland (NRS), and the implications for Perth & Kinross. 3. Structure of Report This report is structured as follows: • Background & Context • Current Financial Projections • Financial Recovery • Implications for Perth & Kinross Council • Conclusion • Impact & Value Assessment • Appendices 4. Background & Context Health and Social Care Integration in Scotland 4.1 Health and Social Care Integration in Scotland was established under the Public Bodies (Joint Working) (Scotland) Act 2014, which came into effect in 2016. The legislation requires local authorities and NHS Boards to work together to plan and deliver integrated health and social care services through a partnership arrangement known as an Integration Joint Board (IJB). Page 252 of 396
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In Perth and Kinross, this means the Council and NHS Tayside jointly agree the scope of an “Integration Scheme” each delegating the functions (as prescribed by the legislation) and associated budgets to the IJB. The IJB directs the design and delivery of integrated services through its strategic plan and allocates funding back to the partners, who are then responsible for the operational delivery of the services through the Health and Social Care Partnership (HSCP). The detailed arrangements for how this partnership operates, including governance, decision-making, and financial arrangements, are set out in legislation and statutory guidance and further defined in the Perth & Kinross Integration Scheme. Council Funding 4.2 The Council’s Revenue Budget for 2025/26 (Report 25/36 refers)approved a contribution to the IJB which included additional funding of £6.7 million to protect and support the delivery of social care services, based on mid-level demand assumptions. In setting the Revenue Budget however, there was an acknowledged risk that the higher-level assumptions could result in additional costs of £5 million over and above the assumed mid-range figure. That risk has now materialised. The IJB’s financial reserves are already depleted through efforts to manage and meet increasing complexity and demand across adult social care services mainly in the post-pandemic period. There is now a requirement for additional financial support from the Council to ensure the continued delivery of adult social work and social care services to match the needs of the population. National and Local Pressures 4.3 The primary challenge in social care funding in Perth & Kinross arises from increasing demand for services, both in terms of the number of people requiring care and support for daily living (reflecting our local demography) and the increasing complexity of need in terms of the care and support that individuals require for daily living. This includes personal care at home, complex care packages for people with learning disabilities and long-term mental health needs and residential care placements, all of which have exceeded budget assumptions. This is not solely due to overspending, but the scale of the demand that has been realised is in line with high-level assumptions previously identified. 4.4 Perth & Kinross is not alone in experiencing significant financial pressures in integrated health and social care. Reports from the Accounts Commission and Audit Scotland highlight that many areas across Scotland are facing increasingly challenging circumstances. Many IJBs have been relying on reserves in recent years to maintain essential services. As a result, a significant number of IJBs have now entirely depleted their general reserves. In April 2025, the Chair of Health & Social Care Scotland formally notified the Cabinet Secretary of an estimated national funding gap of £560 million and emphasised that, without additional funding, it would not be possible to sustain existing levels of care. Page 253 of 396
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The usual share of national allocations for health & social care in Perth & Kinross is around 3% and if the IJB was in line with the national position it could be facing a funding gap of approximately £15 million. However, due to the impact of local decision making, efficiency measures, and financial management, the current projection for 2025/26 is equivalent to 1% of the national shortfall. Demographic Trends and Demand 4.5 Demographic trends are resulting in an increasing scale and complexity of the needs of our older population and people with learning disability. These demand pressures show no sign of abating. The most recent population projections from the National Records of Scotland (NRS) published on 30 September 2025 and based on the 2022 census, indicate a sharp rise in the number of people aged 67–85 and 86+ in Perth and Kinross. The scale and complexity of need is already higher than previously anticipated and is expected to remain elevated through to 2045. Notably Perth and Kinross is experiencing a faster rate of growth in its older population compared to the Scottish average. The number of residents over age 75 has already increased by 10% over the past three years, rising to a 12% increase in 2026. 4.6 The revised population projections are a significant cause for concern not only for the Council but also its partners, as older people typically require greater healthcare attention and long-term social care that becomes more intensive as a person ages. In addition, the number of people with a learning disability requiring complex and costly packages of care and support throughout their adult life is rising. There is also an imperative to secure the return of people who have experienced long term hospital stays to the community in line with the Coming Home ambitions. 4.7 Early analysis of the updated population data over the next 20 years is shown in Tables 1 and 2 below. Perth & Kinross is the only local authority area in Tayside in which the population is growing at such a fast rate and at a rate higher than Scotland as a whole. This will be an important factor for local strategic and community planning and for partners and services that operate across Tayside. Page 254 of 396
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Table 1. Population projections for Perth & Kinross, Tayside Local Authorities and Scotland 2022-2045 Source: National Records of Scotland (Sept 2025) Table 2. Percentage population growth projection for Perth & Kinross by age group 2022-2045. Changes in projections from 2018 to 2022. Source: National Records of Scotland (Sept 2025) 5. Current Financial Position 5.1 The recurring budget for Perth and Kinross IJB is £277.5 million, with £175.0 million allocated for health and £102.5 million for adult social work and social care. The £5.558 million projected gap equals 2% of the total delegated budget. For social care, a projected gap of £4.430 million represents 4.3% of its £102.5 million budget. Page 255 of 396
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5.2 The Health and Social Care Partnership delivered £12 million in savings between 2022 and 2025 and is projected to achieve an additional £2.5 million by the end of March 2026. This has been achieved through a financial strategy focusing on efficiency and redesign, including £1.1 million savings since 2023/24 within central support and management functions. These savings were achieved during a period of population growth and increasing need and Audit Scotland noted in September 2025 that the IJB has made significant progress towards recurring savings targets. 5.3 Significant savings and efficiencies have already been delivered within social care to meet additional population growth and increased demand and the remaining options to further reduce expenditure are limited and extremely challenging. Based on the most recent verified Local Financial Return (LFR) for 2023/24, for the level of adult social care expenditure per 1,000 population, Perth & Kinross ranks as the 29th lowest of the 32 local authorities in Scotland. Further demonstrating that, to date, the social care budget has been managed efficiently and effectively; leaving the scope for achieving further material savings without impacting on service delivery or worsening outcomes for people who use services, very restricted. 6. 2025/26 Financial Projections 6.1 The IJB is currently forecasting a net gap of £5.558 million, with £4.430 million of this attributed to social care pressures. This financial position reflects a combination of demand pressures and underlying structural budget challenges. 6.2 The most significant element of the financial pressure is the Care at Home service, which accounts for £2.5 million of the projected gap. Current levels of demand and assessed need has outpaced the assumptions used to set the 2025/26 budget, which were based on a mid-range scenario. The volume of care hours commissioned has exceeded expectations, driven by: • Service demand has exceeded demographic projections which were based on 2018 national data. • An unanticipated surge in high levels of complex needs being assessed to support older adults with complex needs. • Increased acuity and frailty among service users, requiring more intensive support. 6.3 The factors underlying this are multifaceted, with primary drivers including a growing and aging population. People are living longer, and this is accompanied by more complex needs, as well as a significant surge in pandemic-related demand (see Appendix 1: Chart 3 page 4). These trends, combined with the impact of interruptions in addressing care requirements during periods of elevated unmet need, contribute to the current challenges. Page 256 of 396
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6.4 The HSCP restructured in 2024 with the aim of enhancing and building further on integrated working, localities and a whole-system focus. The HSCP has also driven forward service redesign and transformation to deliver the IJB’s Strategic Plan 2024-2027. Transformation is focused on shifting the balance of care towards prevention; addressing needs arising from demographic change namely the ageing population and prevalence of dementia; increasing equality of access and addressing unmet need in the community. The most recent performance report (Appendix 1) shows how all of this is leading to improved outcomes over time. Demand for health and social care services is high and performance in delivering against that demand is good with people spending less time in hospital and access to services is quicker from the point of assessed need. Areas for improvement are informing the programme of service development and transformation. 6.5 Following recovery from the Covid19 Pandemic in 2022/23, strategic planning by the IJB has delivered positive and improving health and wellbeing outcomes for the population of Perth & Kinross (see Appendix 1). External auditors concluded in September 2025 that the IJB continues to perform well against its performance comparators and the Scottish average. This performance directly supports the Council’s vision, corporate priorities and is contributing positively to prevention, early intervention and stemming failure demand across multiple points in the health and social care system. Appendix 1 is the most recent IJB performance report and shows very positive trends over time that without support could be interrupted or reversed causing cumulative impact and significantly higher levels of need, crisis care and cost. 6.6 The HSCP has managed higher levels of demand through a 3-year workforce plan which seeks to deploy expertise in key service areas. This is supporting positive recruitment and retention resulting in a low vacancy rate in social care. The health and social care workforce is to be commended for their central role in addressing higher levels of need and demand and in achieving the current levels of performance through service redesign and without significant increases in staffing. Research shows that high demand in health and social care creates a significant negative impact on staffing, leading to increased vacancies, staff burnout, and decreased quality of care. Looking after the health and social care workforce in the current climate is a key priority as quality health and care delivery are directly linked to appropriate staffing levels and a workforce whose wellbeing is actively promoted. The health and social care workforce remain vulnerable to the negative impacts, and this will need to be a significant factor in the scoping and assessment for any changes in the way in which services are delivered and configured. 6.7 Other areas contributing to the financial challenge include: • Learning Disabilities and Mental Health Placements: Costs have risen by £1.0 million due to higher placement needs and increased demand. Page 257 of 396
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• Community Packages of Care: An additional £0.6 million is required to address the growing complexity of care packages for people whose needs cannot be met easily within the current range of services, further highlighting the shortfall between available funding and the cost of meeting population needs. Health System Pressures 6.8 While the majority of the financial challenge is in social care, health-related pressures have also emerged which reflect wider system challenges. These include: • Staffing costs linked to recruitment challenges and resilience in the workforce. • Bed capacity constraints and the requirement to carry unfunded inpatient beds into 2025/26. 7. Financial Recovery 7.1 To address the in-year financial pressures, the Chief Officer and the Chief Finance Officer of the Integration Joint Board presented a Financial Recovery Plan to the Board on 8 October 2025 comprising immediate in-year actions to reduce costs and a range of medium to longer term measures to be scoped out. 7.2 The financial recovery plan needs to strike a balance of reducing spend without compromising the legal requirement to deliver safe and effective care and support for vulnerable adults. It is for this reason that the recovery plan is in two parts: • Part A is focused on areas where the Health and Social Care Partnership, with professional advice, considers it can further reduce spending. This includes measures to further strengthen existing vacancy management, repurposing earmarked funds, reducing supplementary staffing costs, and introducing elevated levels of scrutiny and approval for all spending. • Part B sets out more strategic options which include reviewing commissioning models and eligibility criteria. Most of these long-term measures will require comprehensive impact assessments, and the completion of the necessary consultations required to deliver major service change. 7.3 It is important to be clear that the only remaining way to further materially reduce expenditure this year is through the actions set out in Part B of the Financial Recovery Plan. All other efficiency measures and service improvements of any material financial value have either already been delivered, identified, or are in the process of being implemented. Page 258 of 396
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7.4 The actions in Part B are not being proposed by choice but by necessity, as there are no alternative options capable of closing the current financial gap. If the position was to be considered on financial grounds alone, expenditure could be reduced rapidly and significantly. However, doing so without fully understanding the impact on service users, carers, staff, the social care market and providers; third sector, and wider system performance would carry substantial risk. For these reasons, in-year funding support is being sought to allow the required impact assessments and engagement work to be completed before any such measures are implemented. Without extra funding, the IJB must revise its strategic plan which will inevitably lead to service reductions which will have a negative impact on the experiences and outcomes for vulnerable people and on whole system performance. 7.5 The Scottish Government’s Operational Improvement Plan has provided £6.143 million to NHS Tayside of which £1.543 million is targeted at services provided by the HSCP and benefitting the population of Perth & Kinross. This funding is aimed at reducing immediate pressures across the NHS, shifting the balance of care from acute to the community and using digital and technological innovation to improve access to care. This investment was intended to be recurring, but this is conditional on improving and maintaining whole-system performance including the current levels of flow through hospital into the community (Appendix 1: Charts 6-13 on pages 6-9). 7.6 The IJB’s request for additional in-year funding from the Council will provide sufficient time to fully assess the potential impact across the whole-system of health and care and to enable careful implementation of complex decisions and financial recovery measures set out in Part B (see sections 7.10 and 7.11). If approved, this will give officers time to comprehensively assess the impact of these actions. Recovery Plan Measures 7.7 The IJB considered a Financial Recovery Plan aimed at addressing the financial challenges of both current and future financial years. Specifically, a two-part financial recovery plan has been developed. Part A – Immediate In-Year Actions 7.8 These measures are designed to deliver £950,000 savings within the current financial year, of which £250,000 are expected to deliver in social care. Month 5 Projected Position Health £m Social Care £m Total £m Projected 2025/26 Gap after Reserves 1.128 4.430 5.558 Financial Recovery Part A (0.700) (0.250) (0.950) Updated Projected 2025/26 Gap 0.428 4.180 4.608 Page 259 of 396
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7.9 Part A actions are largely non-recurring and will not address structural budget gaps and are already in progress or ready for implementation: • Vacancy Management o Non-frontline vacancies are being held or delayed. o Workforce planning is being reviewed to align staffing levels with service demand and budget constraints. • Repurposing Earmarked Funds o Uncommitted reserves and earmarked funds redirected to reduce the financial gap. o This action is subject to approval from the Scottish Government and is likely to require formal notification and consent. • Increased Scrutiny of Complex Care Requests o New authorisation process for high-cost care packages. o Multi-disciplinary panel review to ensure necessity, value for money, and alignment with eligibility criteria. Part B – Strategic Options for Medium-Term Sustainability 7.10 Part B proposals are more complex and require further development, consultation, and comprehensive equalities and system impact assessment. They aim to reshape service delivery and reduce recurring costs. Whilst decisions pertaining to care must be made based on need rather than cost this may involve tightening criteria for access to certain services, introducing decision-making and authorisation levels and maximum funding thresholds in certain areas. Local Authorities in Scotland are responsible for eligibility criteria to determine whether an individual will be able to access social care. This must be compatible with the National Eligibility Framework and any changes to the current criteria will require Council approval prior to implementation. 7.11 Proposed actions include: • Review of Commissioning Models for Care at Home • Exploring alternative models of service delivery • Reviewing the provision of social care services in-year alongside a comprehensive review of eligibility criteria. This will include a prioritisation framework to manage demand and limiting services to those with the greatest need. • Accelerate recommissioning of Service Level Agreements and contracts alongside a review of the IJB’s Strategic Plan. • Vacancy management to be further strengthened to include a freeze on non-frontline posts. 7.12 The IJB will receive comprehensive impact assessments on all the above actions on 17 December 2025. This information will be shared with elected members at the Council meeting on 14 January 2026 and will be available for consideration as part of the 2026/27 Budget setting process. Page 260 of 396
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7.13 In addition, the HSCP is reprofiling its Transformation Programmes. Existing transformation initiatives are being reviewed to accelerate delivery and maximise savings. This includes digital enablement, workforce redesign, and integrated locality planning along with a requirement to align with the Scottish Government’s Service Renewal Framework for Health & Social Care published in June 2025. 8. Implications for Perth and Kinross Council 8.1 According to the Integration Scheme, if a recovery plan fails, IJB reserves are used first. The IJB has exhausted all remaining general reserves. Therefore, after Part A recovery actions, the remaining forecast gap based on expenditure to month 5, is £4.180m. Should the Council approve the additional payment up to £4.180m in year, and costs rise further, the IJB must take further action to contain this. Should these efforts fail, any excess over £4.180m in social care would have to be funded by the Council as part of the annual accounts, in line with the Integration Scheme. 8.2 It is proposed that the Council supports an allocation of up to £4.180m and this will be met from Council general reserves. 8.3 Should the IJB revise its Strategic Plan and agree to take forward any of the proposals in Part B, the Council will be required to support and approve strategic changes, such as raising eligibility criteria for social care and managing waiting lists for new care packages. 9. Conclusion 9.1 The Perth and Kinross Integration Joint Board (IJB) faces a significant financial challenge for 2025/26, with a projected net gap of £5.558 million, largely driven by increased demand and complexity in social care services. 9.2 Despite substantial savings achieved in recent years, the scale of current pressures means that further reductions will be extremely difficult without impacting service delivery. This reflects the national situation where IJBs are experiencing depleted reserves, significant financial pressures, increasing demand, and complexity of need. 9.3 The IJB’s financial recovery plan outlines immediate actions and longer-term strategic options, but without additional funding, service reductions such as raised eligibility criteria and longer waits to receive a social care service will be unavoidable. The Council’s support and close collaboration will be essential to manage these pressures, assess the impact of recovery measures, and ensure the continued provision of safe and effective care for vulnerable residents. Additional funding in-year to meet the funding gap for social care services is requested to enable the HSCP to continue providing social care to eligible people and allow the IJB time to scope out Part B of the Financial Recovery plan and longer-term options for addressing the levels of rising demand. Page 261 of 396
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10. Impact and Value Assessment 10.1 A comprehensive Equalities & Fairness Impact Assessment will be required by the IJB for its meeting on 17 December 2025 and ahead of any decisions. The impact assessments will need to identify the potential impact on outcomes across all equally protected groups. In addition, the assessment will be informed by legal and professional advice and identify the impact on unpaid carers, workforce, as well as other parts of the health and social care system including acute hospital services, and other Council services. Crucially, these must also evaluate the impact on the social care market which comprises commissioned providers in third and independent sectors. 10.2 The impact assessment should thoroughly review how proposed actions may affect the strong performance and improved outcomes achieved in the last 4-5 years, especially since Covid. 11. Appendices Appendix 1 – IJB Key Strategic Performance Report – Quarter 1 2025/26 (27 October 2025) Page 262 of 396
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1 PKC - GENERAL Perth & Kinross Integration Joint Board Audit & Performance Committee 27 October 2025 Key Strategic Performance Report – Quarter One Report by Chief Officer (Appendix 1) Purpose of Report This report provides the Audit and Performance Committee with an overview on HSCP performance at quarter one of 2025-2026 focusing on indicators agreed as part of the IJB approved Performance Framework. The report also includes some key highlights which demonstrate the extent to which the HSCP is delivering on the Integration Joint Board’s Strategic Plan 2024-2027. 1. Recommendation(s) 1.1 The Audit and Performance Committee (A&PC) is asked to: (i) Scrutinise strategic performance in relation to the delivery of integrated health and social care services. (ii) Approve the range of performance indicators included for future reporting. (iii) Request that the HSCP develops targets for key performance indicators ahead of the next report. 2. Background/Proposal 2.1 This is the first performance report of 2025-2026 and takes a revised format providing a wider range of performance indicators. The IJB approved the Performance Framework in June 2025, with the aim of bringing performance reporting closer to strategic planning of health and social care services so that the connections between planning, delivery, performance and improvement can be better understood and used to improve health and social care delivery. To put the framework into action, new plans are required for Older People, Adult Services, and Primary Care Services. These plans will explain what steps are being taken to deliver the Strategic Plan. They will include clear ways to measure progress and set stretching and future focused targets. Revised delivery plans are currently being drafted but are not yet finalised. During their development, several indicators have been identified that expand the range 8 Page 263 of 396
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PKC - GENERAL and type of measures which can be reported routinely. A proposed list is set out in Appendix 1 and this report provides an overview of performance against these indicators to the end of Q1 (quarter one) of 2025-2026. 2.2 The data used in this report is the most up-to-date available. It is provided at an early stage and, in some instances, ahead of national publication. As further quality assurance is undertaken in respect to this data, it may change. It is however useful for management purposes and the readiness of the data is therefore balanced against the potential delays which would be necessary to validate the data more fully. Financial Context 2.3 The Health and Social Care Partnership delivered £12 million in savings between 2022 and 2025 and is projected to achieve an additional £2.5 million by the end of March 2026. This has been achieved through a financial strategy focusing on efficiency and redesign, including £1.1 million savings since 2023-2024 within central support and management functions, with a 15% savings target applied across all HSCP functions. These savings were achieved during a period of population growth and increasing need and Audit Scotland in September 2025 reported that significant progress had been made towards recurring savings targets. 2.4 Due to the significant level of savings and efficiencies already delivered within social care to meet additional population growth and increased demand, the remaining options to further reduce expenditure, without adversely affecting performance and outcomes, are limited and extremely challenging. Based on the most recent verified Local Financial Return (LFR) for 2023-2024, for the level of adult social care expenditure per 1,000 population, Perth and Kinross ranks as the 29th lowest of the 32 local authorities in Scotland. Further demonstrating that, to date, the social care budget has been managed efficiently and effectively; leaving the scope for achieving further material savings without impacting on service delivery or worsening outcomes for people who use services, very restricted. 2.5 The relationship between performance and the HSCP transformation programmes is central to addressing the financial position of the HSCP and achieving sustainable health and care services. Workstreams are prioritised with the dual aim of improving care and achieving greater efficiency. Workforce capacity, rising demand and increasing complexity present significant challenges and quarterly reporting on performance is fundamental to demonstrating impact in this challenging environment. 3. Overview The following provides an overview of key performance for quarter one of 2025- 2026. Services for Older People 3.1 Work is underway in transforming Services for Older People, shifting the balance of care for people aged 65+ from hospital-based to community-based models and enabling them to live independently at home or in a home-like setting for as long as possible. The key objectives are to prevent hospital admissions and support independent living and to improve hospital discharge and post-hospital support. 3.2 The transformation programme includes the establishment of integrated locality teams (via “hubs in each of the three localities) made up of health and social care Page 264 of 396
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PKC - GENERAL professionals that will identify and support people at risk of frailty, falls, and delirium early and include reablement and care at home staff with streamlined processes. These teams will also support smooth transitions home from hospital and prevent readmissions, strengthen links between hospital discharge teams, community hospitals, and care at home services, shift rehabilitation from hospitals to homes or step-down beds and ensure occupational therapy/physiotherapy services are available in the community. The Perth City Hub was established in November 2024 and the learning from this initial development is now being taken into the roll out of this model/approach to other areas with similar teams in the North and South Localities being assembled to work in similar ways. The programme is also working to develop a single point of contact for people, carers and professionals to access services more easily. 3.3 A new Discharge2Access (D2A) service redesigned internal care at home services and will replace HART+ and Living Well Care. Based in Perth Royal Infirmary and working across localities D2A will streamline processes and focus on urgent need ensuring care is available for people in the right place at the right time, to support them to live healthy, independent, and dignified lives. 3.4 Delivery of reablement support ensures better outcomes. Since January 2025 incremental improvements made to how services are accessed and delivered have improved performance significantly. This has led to a large reduction in unmet need (Chart 1 – unmet need for reablement support) and reduced people experiencing a delayed discharge from hospital (Chart 2 – Total number of hours of unmet need per week). In Q1 of 2025-2026 the number of hours yet to be provided has increased for people in hospital as well as in the community. The continuation of the transformation programme to implement the D2A model and integrated hubs will be essential to recovering the progress made from December 2024 to June 2025. Chart 1 Source: Adult Social Work Systems Page 265 of 396
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PKC - GENERAL Chart 2 Source: Adult Social Work Systems After a sharp increase during and after the pandemic, the HSCP has consistently reduced unmet need since August 2022 (Chart 3). People are now waiting less time for the support they need to live independently from the time they are identified as requiring social care support (both from hospital and in the community). This is ensuring that they get the right care at the right time and before their circumstances deteriorate and they require higher levels of personal care. Chart 3 Source: Adult Social Work Systems The number of attendances at Accident and Emergency (A&E) can provide insight on the level of demand for emergency care. Combined with other measures, like emergency admission, it can indicate how accessible other services are. For example, when people are unable to access the care they feel they need, they may resort to A&E. Making community-based services more accessible for people can help to limit demand on hospital-based services. Over the last year, to the end of Q1 2025-2026, A&E attendances for the 65+ population are broadly stable with a marginal upward trend. Page 266 of 396
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PKC - GENERAL Chart 4 Source Ministerial Steering Group Indicator 3a The number of admissions from A&E for the 65+ age group has also increased marginally however more than half of all people who attended A&E in this age group did not require admission to hospital. Chart 5 Source Ministerial Steering Group Indicator 1b People can be admitted to hospital as an emergency without attending A&E and over the same period overall emergency admissions have trended similarly. Page 267 of 396
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PKC - GENERAL Chart 6 Source Ministerial Steering Group Indicator 1a Chart 7 provides a similar view to chart 6 but expresses the measure per 100,000 people of 75+ (data for 65+ is not available currently). The trend is similar, which supports the indication that emergency admissions are rising as it removes the variability which comes from changes in population size. Chart 7 Source: Trakcare Looking more closely at where the rise in emergency admission occurs it indicates that most admissions of this type come from people residing in Perth City and that the rising trend exists in all GP cluster areas except Strathearn. Page 268 of 396
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PKC - GENERAL Chart 8 Source: Trakcare Once people have been admitted to hospital it is important that they are discharged as soon as it is safe to do so. There are a number of measures which are helpful in this respect. Unscheduled hospital bed days provides an overview of the consumption of inpatient bed days by the population. In Perth and Kinross unscheduled bed days (chart 9) have reduced over the last year, meaning that people stay in hospital for less time once admitted, and this is particularly the case in the first quarter of 2025-2026. Chart 9 Source: Ministerial Steering Group Indicator 2a This reduction can also be seen when expressed as a rate per 100,000 population which is helpful in describing overall performance as it removes variances in population size and allows for better comparisons. Although Tayside overall continues to have a lower rate of occupied bed days the gap is narrowing (improving) and it is anticipated that this trend will continue. Page 269 of 396
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PKC - GENERAL Chart 10 Source: Trakcare The average time that a person spends in hospital combines well with unscheduled bed days as it measures the ‘Average Length of Stay’ (ALOS) for a person and chart 11 shows that ALOS are significantly trending down (improving) over the reporting period. Chart 11 Source: Trakcare Reducing the number of days people spend in hospital when they are ready to be discharged (delayed discharge) is key to ensuring good outcomes for people when they transition to community-based care services. This is because they experience less of the negative impacts of bed rest. Prolonged periods in hospital can lead to significant physiological, psychological and functional decline also known as “deconditioning syndrome”. This can mean that people take much longer to recover their previous capabilities, if at all, and can unfortunately require greater care and support. Page 270 of 396
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PKC - GENERAL Chart 12 Source: Ministerial Steering Group Indicator 4 Delayed discharges (chart 12) have reduced significantly over the last year and this trend has continued into 2025-2026. The number of people experiencing a delay in their discharge has been reducing over time since 2022. The HSCP has maintained a position below the nationally determined rate for the last year. The national target is 34.6 delays per 100,000 people. National data shows that on 17 October 2025, the HSCP had 30.7 delays per 100,000 people across all sites and was maintaining a position lower than the Scottish average of 44.6 delays per 100,000 people. An alternative way to consider this measure is in relation to the percentage of people who are not delayed. Chart 13 shows that ‘discharges without delay’ have continued to improve to the extent that 98.2% of people were discharged without delay in Q1. For the 75+ population the average was 95.3%. Chart 13 Source: Trakcare Services for Adults 3.5 The transformation programme across services for adults is being updated as the current underpinning strategies come to an end in 2025. 3.6 For mental health services, a key focus will be alignment with the Tayside Mental Health whole system change programme to support a common approach and implement a Model of Care for Adult Mental Health in 2026. The redesign is focused Page 271 of 396
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PKC - GENERAL on ensuring sufficient services are in place to intervene at the earliest opportunity and prevent escalation. Drug and alcohol services are included in the community mental health redesign to remove any unhelpful or artificial boundaries and to support more coordinated and effective care. 3.7 Older people’s mental health services experience intense challenge with people living longer and presenting with high levels of frailty as well as cognitive deterioration. It is increasingly difficult to support people back into the community from hospital as care home placements for those with such complex needs are hard to find. Discussions are underway with Tayside partners to consider economies of scale along with proposals to strengthen enhanced community responses to both reduce the need for admission but also achieve safe and supported discharge into appropriate placements and avoid delay. 3.8 Services for people with a Learning Disability face specific challenges related to increasing demand, need and complexity and high costs. Individuals with very high levels of care requirements are supported within communities, placing new demands on services, but also the skills and expertise required from our workforce. Opportunities for service transformation are being taken forward with wider Tayside partners, both in terms of achieving economies of scale and to ensure that care providers are supported by a sufficient infrastructure to prevent breakdown. Collaborative commissioning and resource transfer approaches are being explored. The HSCP is working with Housing, Education, and Children’s social work services to establish a more streamlined and long-term approach to managing the increasing numbers and to support effective transitions., 3.9 Measuring the level of demand for emergency mental health care provides a good insight into how well people are able to access the right services in the community. Over the last year to the end of Q1 2025-2026, mental health attendances to A&E have improved steadily. Chart 14 Source: Trakcare Occupied bed days in mental health settings provides an indication of the extent to which people require inpatient support. Over the past year to the end of Q1 the number of occupied bed days used by the 18-64 population has remained stable across Perth and Kinross overall. Page 272 of 396
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PKC - GENERAL Chart 15 Source: Trakcare Occupied bed days for the populations of each locality have also remained broadly stable with only marginal increases seen for Perth City and South Perthshire. Chart 16 Source: Trakcare Delayed Discharges of mental health and learning disability patients increased in late 2024 but has improved significantly since then and has trended down (improved) over the course of the year. It should be noted that these delays relate to a very small number of people (approx. 5 or less). Some of these patients have been in long-stay hospitals and resourcing the right level of care for people within community settings when their needs can be very complex is challenging. Page 273 of 396
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PKC - GENERAL Chart 17 Source: Trakcare Psychiatry of Old Age (POA) - Demand for support through psychiatry of old age has remained largely stable overall in the last year in Perth and Kinross. Chart 18 Source: Trakcare This overall stability however masks significant increases in demand within Perth City where demand has increased by around 50% from last year (Chart 19). Page 274 of 396
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PKC - GENERAL Chart 19 Source: Trakcare Community Mental Health - Demand for Community Mental Health Services in Perth and Kinross mirrors that of Tayside more generally and has remained largely stable over the reporting year to the end of Q1 2025 (chart 20). However, chart 21 shows the variability in the demand for Mental Health services across different localities with Perth City seeing far greater demand. Chart 20 Source: Trakcare Page 275 of 396
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PKC - GENERAL Chart 21 Source: Trakcare Waiting times for people to access services remain high and have increased over the reporting period with the complexity of the conditions people present with being a factor in this. Chart 22 Source: Trakcare Recently the IJB received an update on the provision of Mental Health services in Perth and Kinross and across Tayside. This report is available here and describes work being undertaken to develop a new Community Mental Health and Wellbeing Strategy, and how this will link to the wider programme of improvement and a Model of Care for adult mental health which is being taken forward across Tayside. As this work develops, further performance measures are being agreed across Tayside and will be included within routine reporting. Primary Care Services 3.10 Health and Social Care Partnership Primary Care services cover a variety of managed services which support all aspects of delivery. Examples of this are Community Treatment and Care Services where the number of appointments being Page 276 of 396
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PKC - GENERAL offered, and the number booked, have increased since December 2024. This is improving access to this valuable service. Failure to attend appointments (DNA) rates relate to people who have booked appointments but ‘did not attend’ for their treatment. Reducing these instances to a minimum remains a priority. Chart 23 Source: Vision Similar to CTAC the First Contact Physio service is funded via primary care. The service offers people swift access to a physiotherapy consultation and treatment with appointments made via GP practices. Chart 24 shows the level of service demand over the past year with 12,256 appointments booked from an available 13,334, a service utilisation of 91.9%. For Q1 this has improved to an average utilisation of 95.3%. Chart 24 Source: FCP Dashboard/Vision Most (83.7%) people who accessed the service in the year to the end of Q1 were new to the service (chart 25). Page 277 of 396
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PKC - GENERAL Chart 25 Source: FCP Dashboard/Vision Outcomes for people accessing the service are also very good with 69.8% discharged from the service with no further need for treatment. Chart 26 Source: FCP Dashboard/Vision Workforce 3.11 Sickness absence across Health and Social Care services is recorded in slightly different ways across different systems for health and Council employees. Charts 27 and 28 show the trends over Q1 for Perth and Kinross Council and NHS Tayside staff working in the HSCP. Page 278 of 396
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PKC - GENERAL Chart 27 Source: Perth & Kinross Council HR Chart 28 Source: NHS Tayside Air Report Sickness absence has increased slightly in Q1 to 6.47% for the NHS Tayside staff and 8.0% for the Perth and Kinross Council staff in the HSCP. There are a wide variety of reasons for this with a very small number (less than 5) relating to work related stress. Where this is the case measures are in place to support those members of staff to return to work. iMatter Directorate Report 3.12 The iMatter report at Directorate level in 2025 was completed by 62% of staff, with an overall employee engagement index of 78 compared to 79 for last year. Overall performance remains high across a broad range of metrics. In particular all measures in relation to Staff Governance Standards achieved scores of at least 73, chart 29 sets this out in more detail. Page 279 of 396
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PKC - GENERAL Chart 29 Strand Weighted Index Value RAG Status Well Informed 79 Green Appropriately Trained and Developed 79 Green Involved in Decisions 73 Green Treated Fairly and Consistently, with Dignity and Respect, in an Environment where Diversity is Valued 80 Green Provided with a Continuously Improving and Safe Working Environment Promoting the Health and Wellbeing of Staff, Patients and the Wider Community 80 Green While the weighted index values remain positive in 2025, all five strands used to measure the extent to which staff governance standards are being experienced have declined by one point since 2024. This will be monitored closely. A small number of areas for improvement were identified from within the report. These relate to the lack of visibility of board members, staff confidence in board members, staff involvement in decisions relating to their organisation, and the extent to which performance is managed well across the organisation. An improvement action plan will be developed to take these issues forward. The HSCP has managed higher levels of demand through a workforce plan which seeks to deploy expertise in key service areas supporting positive recruitment and retention. Research shows that high demand in health and social care creates a significant negative impact on staffing, leading to increased vacancies and turnover, staff burnout, and decreased quality of care. The constant pressure can result in stress, exhaustion, and a decline in job satisfaction. Looking after the health and social care workforce in the current climate is a key priority as quality health and care delivery are directly linked to appropriate staffing levels and a workforce whose wellbeing is actively promoted. The health and social care workforce is to be commended for their central role in addressing higher levels of need and demand and in achieving the current levels of performance through service redesign and without significant increases in staffing. However, the workforce remains vulnerable to the negative impacts outlined and even small increases in sickness levels as indicated in this report are a concern. Patient & Service User Feedback 3.13 Hearing about the experience that people have when they access health and social care services is important to better understand what is working well and where improvements can be made. Although feedback is gained via a range of sources, Care Opinion is the primary feedback mechanism as it allows people to tell their story and share their experience. More information can be found here. By the end of Q1 2025-2026, 142 stories were shared on Care Opinion with stories viewed 10,367 times (by 10 September 2025). In the same period last year, 99 stories were shared, demonstrating an increase of 43.4% in feedback received. Staff are responding in a timely manner to published stories with a mean response Page 280 of 396
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PKC - GENERAL time of 58 hours and 100% of responses are rated as helpful (4% higher than last year). As a result of feedback in Q1, a change has been made to improve the clinic environment and patient experience. The word cloud below gives a summary of feelings expressed, with “thank you” “thanks”, “put at ease”, “relaxed”, “reassured” and “supported” some of the most used words for Q1. Chart 30 Source: Care Opinion People using Care Opinion can rate the service received. Chart 31 shows that all services were rated 4.38 or above out of 5. Service punctuality/timeliness has improved since the same period last year with other areas down slightly. Chart 31 Source: Care Opinion The majority of stories were submitted via the website (82%), 8% via kiosk, 6% via phone and 4% by leaflet. Page 281 of 396
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PKC - GENERAL Chart 32 Source: Care Opinion In the stories posted, 40% identify themselves as a service user, 49% as the patient and 6% as a relative. Others were submitted by carers, parent/guardians or staff member posting for a carer/relative. This demonstrates that feedback is received from a range of people including people that use services as well as the people that care for them. Chart 33 Source: Care Opinion 4 Conclusion 4.1 This is the first performance report of 2025-2026 and covers Quarter 1 (April-June 2025). The report expands the breadth and depth of measures included in routine reporting. This will continue to evolve as new delivery plans for Older People’s Services, Services for Adults, and Primary Care are developed with measures and targets confirmed. Page 282 of 396
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PKC - GENERAL 4.2 Demand for health and social care services is high and performance in delivering against that demand is good with people spending less time in hospital and access to services improving. Areas for improvement are informing the programme of service development and transformation to improve access to high quality health and care services and outcomes for people who require integrated health and care services. Author(s) Name Designation Contact Details Chris Jolly Service Manager (Business Planning and Performance) tay.pkijbbusinesssupport@nhs.scot Claire McCarthy Team Leader, Performance Management and Reporting tay.pkijbbusinesssupport@nhs.scot Page 283 of 396
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PKC - GENERAL ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None IJB Strategic Plan Yes Transformation Programme No Resource Implications Financial No Workforce No Assessments Equality Impact Assessment No Risk No Other assessments (enter here from para 3.3) No Consultation External No Internal Yes Legal & Governance Legal No Clinical/Care/Professional Governance No Corporate Governance Yes Directions No Communication Communications Plan No 1. Strategic Implications 1.1 Strategic Plan This the delivery of the Strategic Priorities identified within the Perth and Kinross IJB Strategic Plan 2024-27: 1. Target Resources to where people and communities need help most. 2. Make it easier for people to get the help and support they need. 3. Provide health and social care supports close to home. 4. Work with communities to design the health and social care supports they need. 5. Improved integrated working. 6. Promote self-management and living well. 7. Value our workforce, support them to keep well, learn and develop. 1.2 Transformation Programme This report has no direct Transformation Programme implications however the work of the transformation programme is taking a whole system approach to improvement and in doing so feeds into improvements in performance. 2. Resource Implications 2.1 Financial This report has no direct financial implications. 2.2 Workforce This report has no direct workforce related implications. Page 284 of 396
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PKC - GENERAL 3. Assessments 3.1 Equality Impact Assessment This report sets out progress in respect to performance in against the nationally agreed integration indicators. In doing so it provides an update on progress in relation to the delivery of the IJB’s Strategic Plan which includes the reduction of the impact of inequalities. 3.2 Risk This report has no direct risk implications. 3.3 Other assessments This report provides an assessment of performance against national integration indicators. 4. Consultation 4.1 External N/A 4.2 Internal The contents of this report have been reviewed internally with the Senior Management Team. 4.3 Impact of Recommendation N/A. 5. Legal and Governance 5.1 N/A. 5.2 This report supports the delivery of the IJB’s public reporting responsibilities. 6. Directions 6.1 N/A. 7. Communication 7.1 N/A. 8. BACKGROUND PAPERS/REFERENCES 8.1 The documents that have been relied on in preparing the report, other than those committee reports already referenced within the main body of the report will be kept available for inspection by the public for four years from the date of the meeting at which the report is presented. 9. APPENDICES 9.1 Data sources. Page 285 of 396
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PKC - GENERAL Appendix – Data Sources Portfolio Chart Measure Source Older People’s Services 1 Number of hours of care yet to be provided split for that hospital and in the community Adult Social Work Systems 2 Total number of hours of unmet need Adult Social Work Systems 3 Total number of hours of unmet need (since 2021) Adult Social Work Systems 4 Number of A&E Attendances 65+ (All P&K) Ministerial Steering Group 5 Number of Admissions from A&E 65+ (All P&K) Ministerial Steering Group 6 Number of Emergency Admissions 65+ (All P&K) Ministerial Steering Group 7 Rate of Emergency Admissions per 100,000 population 75+ (All P&K) Trakcare 8 Rate of Emergency Admissions per 100,000 population 75+ (Locality Level) Trakcare 9 Unscheduled hospital bed days 65+ (All P&K) Ministerial Steering Group 10 Rate of Emergency Occupied Bed Days per 100,000 by Admissions 75+ Trakcare 11 Average Length of Stay 75+ (All P&K) Trakcare 12 Delayed discharge bed days 75+ (All P&K) Ministerial Steering Group 13 Discharge without delay as % of all discharges split by age group 18-74, 75+ and all ages Trakcare Services for Adults 14 Number of A&E Attendances (Mental Health) (All P&K) Trakcare 15 Number of Occupied bed days Mental Health 18-64 (All P&K) Trakcare 16 Number of Occupied bed days Mental Health 18-64 (Locality Level) Trakcare 17 Number of days spent in Mental Health hospital when ready to be discharged 18-64 (All P&K) Trakcare 18 Number of new POA referrals (All P&K) Trakcare 19 Number of new POA referrals (Locality Level) Trakcare 20 Number of referrals to Community Mental Health and Wellbeing Teams (All P&K) Trakcare 21 Number of referrals to Community Mental Health and Wellbeing Teams (Locality Level) Trakcare 22 Average number of weeks people wait for a service CMHT (Locality level) Trakcare Primary Care 23 Community Treatment and Care Services demand: - Number of appointments offered per month Vision/CTAC Dashboard Page 286 of 396
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PKC - GENERAL - Number of appointments booked per month - % DNA (Did not attend) per month 24 First Contact Physiotherapy demand - % of appointments used Source: FCP Dashboard/Vision 25 First Contact Physiotherapy demand - % split of new/repeat users Source: FCP Dashboard/Vision 26 First Contact Physiotherapy - % people discharged following first appointment Source: FCP Dashboard/Vision Sickness absence 27 % Time lost to sickness absence HSCP PKC workforce Perth & Kinross Council HR 28 % Time lost to sickness absence HSCP NHST Tayside workforce NHS Tayside Air Report iMatter 29 Staff Governance Standards – Strand Score Index iMatter People’s experience of Health and Social care 30 Summary of language used to describe the experience people have when accessing HSCP services. Care Opinion 31 Overall ratings that people provided in relation to their experience of HSCP services Care Opinion 32 Number of Care Opinion stories posted by service users or their carers. Care Opinion 33 How people identify themselves within Care Opinion (supports better understanding of the who is providing feedback) Care Opinion Page 287 of 396
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 29 October 2025 Report Title: ALEO’s Review (Options Appraisal 2025) Report Number: 25/279 Report Author: Charlene Guild, Strategic Lead (Projects & Programmes) Organisational Lead: Thomas Glen, Chief Executive 1. Purpose 1.1 The purpose of this report is to set out the key findings, conclusions and recommendations of a detailed options appraisal review undertaken to determine the best structural model in future for our arm’s length external organisations (ALEO’s). 1.2 In addition, the paper gives an update on actions approved by full Council in December 2023 (Report No. 23/347 refers) completed and underway to contribute towards the future sustainability of ALEO’s. 1.3 Sections 1. Purpose 2. Recommendations 3. Background and Context 4. Options appraisal review 5. Findings 6. Conclusion 7. Impact Value Assessment 8. Appendices 2. Recommendations It is recommended that Council: 2.1 Note the findings of the full ALEO Options Appraisal Review report from EKOS Consultancy, set out in Appendix 2 9 Page 289 of 396
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2.2 Approve the establishment of a Strategic Alliance between Perth & Kinross Council, Culture Perth & Kinross, Live Active Leisure and Perth Theatre and Concert Hall as detailed in section 5.2 of this report. 2.3 Approve the progress of operational measures as set out in further work being carried out in relation to efficiency savings and future sustainability of ALEO’s through the Strategic Alliance model including income growth, shared services, and workforce planning. 2.4 Agree that feedback on progress, achievements and actions from the Strategic Alliance be reported back to full Council on an annual basis from October 2026. 2.5 Note the progress made in approved actions in relation to ALEO’s through g and concluding workstreams in relation to previous actions relating to ALEO’s reported to full Council on 6 December 2023 as set out in Appendix 1. 3. Background and Context 3.1 This report presents the findings of an appraisal of options to change the current structure of Arm’s Length Organisations (ALEOs) providing leisure, culture, and performing arts services across Perth and Kinross. The ALEOs in question are Live Active Leisure (LAL), Culture Perth and Kinross (CPK), and Perth Theatre and Concert Hall (PTCH). 3.2 ALEOs remain a well-established feature of public service delivery in Scotland, with over 130 different bodies operating nationally and collectively across thirty-two local authorities and managing more than £1.3 billion in annual expenditure. These organisations are often structured as companies, charities, or trusts and are commonly used to deliver services in areas such as leisure, culture, social care, and economic development. While ALEOs offer flexibility, potential cost savings, and access to tax reliefs, they can also present governance challenges, particularly around accountability, transparency, and conflicts of interest. 3.3 While the Scottish Government continues to support ALEOs for delivering these vital community services, it has been indicated that charity relief from non-domestic rates will not be extended to newly created ALEOs. This has meant local authorities are having to consider creative ways of operating and taking a more cautious approach when considering future expansion and changes to structure of existing ALEO’s. A robust benchmarking exercise (LINK) has been undertaken, and it is clear from this research that our challenges are shared nationally, and a number of local authorities are currently undergoing similar work in relation to their own ALEO structures and governance. Page 290 of 396
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3.4 Over the past decade, the operating environment for ALEO’s has become increasingly more challenging. With the introduction of many new low cost private and online providers, there is more competition locally and nationally. In addition, people’s needs and expectations are changing and investment is constantly required for our venues to remain competitive, attractive, and safe. Coupled with the impact of the pandemic, increased costs of living and inflationary costs as well as the challenging financial situation of local authorities, there are a number of drivers to consider the future sustainability of current levels of services and models of ALEO’s across Perth and Kinross. 4 Options Appraisal Review 4.1 As part of our wider Transformation & Change Programme (phase one to July 2024), an external review of operational activity was conducted by Glasgow Audit with the resulting action plan presented to full Council on 6 December 2023. A detailed summary of progress on each action is attached as Appendix 1 with most workstreams complete or concluded. Any remaining actions have been picked up as phase two of the Transformation & Change Programme ALEO Review project. 4.2 Following on from phase one project work, an ALEO Review Working Group with Senior Officers from PKC and ALEO Chief Executives, was set up with the aim of producing an options appraisal exercise for full Council which detailed the financial and governance implications of different structural models. The group met on a six weekly basis to agree the scope for the exercise and a tender process was carried out in early 2025. EKOS Consultancy in partnership with Integratis and Creative Services Scotland – all with in depth knowledge and experience of the leisure, culture and performing arts landscape - were awarded the contract. 4.3 Work began in April 2025 on background research, financial modelling as well as engagement with employees and Board Members with a final workshop held with the ALEO Review Working Group and other relevant officers to agree the draft Options Appraisal Review report (Appendix 2) on 20 August 2025. 4.4 The expected outcomes agreed for the Options Appraisal exercise are referenced clearly throughout the final report and reflect the need to make changes to allow for future sustainability, more joined up / partnership approaches and consolidation: • Ensure a more sustainable model of delivery of leisure and culture services in future. • Create a more streamlined and consistent approach across all ALEO organisations in terms of systems and corporate support. Page 291 of 396
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4.5 A number of different structural models were considered for appraisal in relation to structure, legal status, governance, and consolidation. There are limitless options that could be explored, however for the purpose of this exercise, it was agreed that all options were to be considered in line with the current legal status of sole member organisations, with the exception of Option 4 considering PTCH as an independent charity. The ALEO Review Working Group agreed the following options to be included in the appraisal exercise: • Option 1: Bring all ALEOs in house to PKC. • Option 2a: Bring some ALEO services in house (e.g. consolidation of corporate services from ALEOs delivered by PKC) • Option 2b: as 2a but with library services brought back into PKC. • Option 3a: Create one new ALEO. • Option 3b: two new ALEOs – streamlining corporate and back-office services. • Option 4: Create one ALEO for culture and sport and consider possible change of status for Perth Theatre and Concert Hall. 4.6 Full costings, financial breakdown and analysis of each option are detailed within the Options Appraisal report along with one off and recurring costs in relation to implementation of a new structural model. There is also a wider appraisal against set criteria such as management focus, impact on staff, opportunities for income generation, set up costs and risk. 5. Findings 5.1 As a result of the evidence gathered and presented on each of the options, the report recommends that at this time, we do not pursue disruptive structural change with no financial benefit and indeed, implications in terms of costs and further investment. However, there are other actions that can be progressed to achieve future financial sustainability of ALEO’s, more consistent and streamlined approaches to service delivery and improved outcomes for people across Perth & Kinross. The recommendations are set out below: 5.2 Establishment of a Strategic Alliance 5.2.1 The report recommends the establishment of a Strategic Alliance between Perth and Kinross Council (PKC), Culture Perth and Kinross (CPK), Perth Theatre and Concert Hall (PTCH), and Live Active Leisure (LAL). With the aim of providing a formal framework for collaborative working to deliver ALEO services across the area, this would require buy in from all of the organisations and their Boards. The alliance would be formalised through a Memorandum of Understanding (MoU) signed by the Chief Executives and Chairs of each organisation and senior PKC officers. Page 292 of 396
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5.2.2 It is proposed that a Strategic Alliance Board, comprising senior representatives from each partner, be convened with quarterly meetings to act as a lever for change, innovative thinking and alignment of priorities and resource planning. Operating as a coordinating forum, not a delivery body, enabling alignment without undermining the autonomy or governance of member organisations. 5.2.3 Key operational mechanisms would include shared working groups, coordinated planning cycles, data and evaluation collaboration, joint staff development opportunities, and resource-sharing arrangements. Shared objectives of the Strategic Alliance would include enhancing community health and wellbeing, strengthening inclusion and access for underserved groups, growing the local economy and visitor economy, coordinating capital planning to maximise public benefit, advocating for national recognition, and funding, and seeking efficiencies in service delivery. 5.3 Additional Operational Measures and workstreams In addition to the formation of a Strategic Alliance, the report suggests several practical measures to grow income, manage costs, and achieve efficiencies. These include: • Income Growth: Exploring potential for income growth in all three ALEOs, particularly in LAL and PTCH, through pricing models, prioritisation of revenue-generating services, and fundraising efforts. • Property Rationalisation: Considering property rationalisation as part of the move towards more integrated community facilities, particularly for the library estate and parts of the leisure estate. • Workforce Planning: Undertaking detailed workforce planning to identify efficiencies in staffing structures. • Other Efficiency Measures: Exploring greater collaboration across the three ALEOs for efficiencies in areas like procurement and purchasing, with a specific suggestion for establishing an agency agreement with PKC for utility payments to reduce irrecoverable VAT. 6 Conclusion 6.1 The report has provided evidence to suggest that none of the options considered have the ability make savings or give a cost-effective sustainable model for the future. The option with most potential would be the shared services model although in its current format, this option would only achieve modest savings with significant implications for systems, staffing, and one-off implementation costs. 6.2 However, as detailed above, there are a number of actions that can be taken to allow for a more joined up approach, streamlining of interdependencies and shared services where appropriate. Page 293 of 396
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The main recommendation, to create the Strategic Alliance between all four organisations would help the consistency of approach as well as regular formalised meetings to consider joint project and workstreams. 7. Impact Value Assessment (Link here) 8. Appendices Appendix 1 - ALEO’s Review – Progress Update September 2025 Appendix 2 – PKC ALEO Options Appraisal Review September 2025 Page 294 of 396
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Appendix 1 ALEO’s REVIEW – RECOMMENDATIONS & ACTION AS AT DECEMBER 2023 PROGRESS UPDATE – SEPTEMBER 2025 ACTION / RECOMMENDATION OWNER STATUS / PROGRESS FURTHER DETAIL GOVERNANCE & PROCUREMENT 1 A formal ALEO governance framework should include how the Council’s Scrutiny Committee holds ALEOs to account for the services they are contracted to provide under the SLA, and how these contribute to the Council Plan. Specific financial monitoring should also be reported at a reasonable frequency for the purposes for monitoring the impact on the General Fund (suggested quarterly). Reinstate quarterly monitoring of ALEO by Scrutiny and Performance Committee. This is in line with Glasgow Audit recommendations for the Council to ensure it is clear about what the ALEOs deliver in return for the contract fee (Best Value and Following the Public Pound). It is also important given the significant financial pressures and risks relating to ALEOs in the coming years. Ensure the current Council governance and monitoring framework allows for sufficient oversight of risk across the ‘family group’ of services delivered by ALEOs. Strategic Lead – Legal & Governance ONGOING COMPLETE ONGOING Governance is already in place within individual contracts for services. However, there is still work to be progressed with this action currently underway and reflected in the recommendations of the Options Appraisal Report (Appendix 2) for a Strategic ALEO Alliance agreement. Financial monitoring for all ALEOs is regularly reported to F&R Committee. Quarterly reporting is in place to S&P Committee, two meetings are written reports only and two in person meetings with presentations to Committee per annum. Although measures are already in place, the Strategic Alliance recommended within Appendix 2 will strengthen this approach. 9 Page 295 of 396
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2 Review of the current size of the Boards in conjunction with ALEO senior management to determine if they are appropriately sized. A skills needs assessment should also be considered. ALEO CE’s CONCLUDED There has been no suggestion as a result of engagement on this project that there are any issues with ALEO Boards or the size of them and therefore no plans to review at this point. A separate skills matrix exercise has been carried out individually. 3 Internal Audit Management should appoint an Internal Auditor for each ALEO. This could be provided by PKCs Internal Auditors. Strategic Lead – Legal and Governance CONCLUDED While oversight and monitoring of ALEOs is ongoing by PKC, the PKC audit team do not have the capacity to appoint an individual and the cost of this would outweigh any benefits realised. It should be noted that external audits are carried out in relation to ALEO’s. 4 A review of the procurement arrangements across the ALEOs should be undertaken to determine the most effective procurement arrangements to be put in place to ensure compliance with the public sector procurement regulations and where joint procurement arrangements for particular commodities may bring financial savings to the Council group Strategic Lead – Legal and Governance ONGOING The Options Appraisal report gives a quick win for introducing savings on energy costs through an agency agreement (joint procurement process) which is being progressed. In addition, the Strategic Commissioning & Procurement project is in progress as part of our Transformation & Change programme. Support and advice are given to ALEOs where required. 5 Move the ALEO contract monitoring/compliance post to the corporate Strategic Commissioning and Procurement Team. This will address a key person dependency risk and enable ALEO contract monitoring to benefit from wider improvements underway to Council procurement practice; and align the ALEO contract monitoring closely with Legal teams involved in the preparation of ALEO contracts Strategic Lead – Economy, Development and Planning COMPLETE The PKC Senior Leadership Structure Review moved the ALEO contract monitoring function, and this action is resolved. Page 296 of 396
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A review of the arrangements for the ALEOs applying for grant funding should be undertaken to determine if there are any opportunities to undertake joint working/joint funding applications, particularly to those funders that all of the ALEOs receive funding from. ALEO Working Group / Strategic ALEO Alliance ONGOING We will continue to work in partnership with ALEOs to consider any opportunities for joint funding. FINANCE 6 A review should be undertaken to ensure all parties are clear on the rationale for services provided by PKC and the associated recharges. Recharges should be based on proper accounting practice, and any changes in service / recharges may need to be reflected through corresponding SLA financing changes. Strategic Lead – Finance & Business Support / Strategic Lead - Digital CONCLUDED The options appraisal review has set out the costings involved in a number of areas across ALEO’s. For example, our IT services now have a standard charge that is being applied consistently across all ALEOs who are accessing PKC systems. 7 Consideration to be given to streamlining the finance arrangements by the utilisation of the one financial system for all ALEOs with separation between the 3 organisations using different company codes. Ideally this would align with the PKC system. This would reduce maintenance and support costs for the current three separate systems that are in operation and also provide some resilience with staff able to support the other organisations if required Establish a shared finance function for ALEOs based on the same financial system. This will allow the Council more effective oversight of financial risks across the ALEO ‘family group’ of services, enable more complete management information reports to be generated and support wider efficiencies in financial management, reporting and monitoring. Strategic Lead – Finance & Business Support Strategic Lead – Finance & Business Support CONCLUDED CONCLUDED As per the evidence provided within the Options Appraisal Review at Appendix 2, the costs and resources required to implement these changes outweigh any benefits. As above, the options appraisal review considered the consolidation of all ALEO corporate services into PKC and the costs outweighed benefits. Page 297 of 396
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8 Review the arrangements for delivery of the payroll services at each of the ALEOs. As part of this the option for having a payroll hub which delivers the payroll services to all three of the ALEOs thereby keeping the money within the Council group and making a net saving should be explored. As a minimum the options for one of the other two ALEOs to provide the payroll services to CPK should be explored. Strategic Lead – Strategic Planning, People & Performance / HR Manager CONCLUDED As per the evidence provided within the Options Appraisal Review at Appendix 2, the costs and resources required to implement these changes outweigh any benefits. STRUCTURE & CONSOLIDATION 9 Clear messaging should be used going forward so that all parties are clear that they are part of the wider Council Group. This perspective is important when assessing options for changes to services and structures. ALEO Review Working Group CONCLUDED This recommendation has been taken forward as the principle for partnership working on the ALEO Options Appraisal Review process. Moving forward, we will continue to build on key relationships and closer working between PKC and the different ALEOs. 10 Starting from 2024/25, corporate functions across the 3 current ALEOs should be consolidated, prioritising: - Finance -Business conferencing - Facilities Management - HR (policy and transactional services e.g. payroll) Strategic Lead – Projects & Programmes CONCLUDED This action has been reviewed as part of the options appraisal process and recommendations for taking forward presented. At this time, the cost and resources to implement this structure outweigh any benefits that could be realised. However, new innovative and efficient ways of working should continue to be explored together in future. 11 A full review of all back-office services provided by each of the ALEOs to be undertaken to seek opportunities for more joint working or creation of a hub of excellence that could deliver a specific function to all 3 ALEOs. As a minimum when one of the ALEOs recognises the need for additional ALEO Review Working Group ONGOING The Strategic Alliance proposed within the recommendations of Appendix 2 will pick up on this action and ensure that support, advice and where possible improved collaboration / shared services are always considered Page 298 of 396
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help with a support service, the first port of call should always be PKC and the other 2 ALEOs before going out to the market. between PKC and the ALEOs as a first port of call. 12 There is wider potential to integrate ALEO and Council functions on Perth city events and destination marketing, and to extend shared service arrangements with wider funded partners ALEO Review Working Group ONGOING Appendix 2 will pick up on this action and ensure that support, advice and where possible improved collaboration / shared services are always considered between PKC and the ALEOs as a first port of call. PROPERTY 13 A full review of all properties from which the ALEOs currently deliver services from. The review should include the following: - condition and suitability of each property; - the annual repairs and maintenance costs for each property and whole life costing of the assets, including information on whole life costing; and - the usage of each property. This information should then be used to determine if best use is being made of the joint assets and inform decision making as part of any options appraisals for future transformation / service reform of all the property assets. This review should take account of the work currently ongoing in relation to properties including LAL/sports properties and the previous work in relation properties including the library property review. There are examples in other authorities of a variety of services being delivered from the same properties, e.g., libraries incorporating access to jobs, skills and benefits advice. Strategic Lead – Property Services CONCLUDED This action is being taken forward as part of the Corporate Asset Management Plan programme. For info - there are currently 35 buildings used by ALEO’s (32 owned by PKC and 3 by LAL). 11 of these are libraries. 14 The current ALEO property portfolio should be rationalised to ensure it is affordable and sustainable. This will also enable business rates relief, which helps protect front-line services, to be maximised. Strategic Lead – Property Services ONGOING Plans are currently underway to consider rationalising the property portfolio. An example of this is the work being undertaken with communities regarding future use of library Page 299 of 396
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buildings. All ALEO managed properties have been reviewed as part of the Leisure Asset Review, with a view to utilising these assets in a more sustainable way. 15 Consolidation of the Perth city sports offer onto one site should be considered. This recommendation is based on evidence from the Leisure Assets Review about affordability of maintaining 3 major sites in the city centre, alongside rising cost pressures, operating deficits, and changing customers/markets. Strategic Lead – Property Services ONGOING As above, plans are underway on this action including PH20. Progress on this will be reported to full Council when appropriate. 16 Consolidate key library provision to Community Campuses and the AK Bell Library. Trial the Open Library model at Scone and co-locate other rural library services where possible within the wider Council/public estate. This recommendation is based on evidence and recommendations from a review of libraries carried out by CPK on behalf of the Council which identified changing usage and rising cost pressures. Strategic Lead – Property Services / Culture Perth & Kinross ONGOING The implementation of the Library Strategy is underway with local communities and is f outcomes will be presented to Council in due course. 17 Consolidate CPK and potentially PTCH storage facilities as part of the Smarter Working programme. This recommendation would enable storage for the CPK museum and archive collections plus storage of some PTCH resources at Pullar House, if Council takes a decision to retain the building next year. Strategic Lead – Property Services / Legal & Governance ONGOING The corporate archive records function has now been consolidated into the PKC Records and Information Team from Culture PK which has meant moving staff between the organisations. In addition, there are still some workstreams to be progressed e.g. additional PTCH / Museum Collections Storage space within Pullar House. 18 Expand support for the Community Asset Transfer (CAT) programme for Community Halls operated by LAL. This recommendation is based on wider corporate asset Strategic Lead – Housing & Communities ONGOING Across the eight identified halls progress varies. Pitlochry is now under community management and aiming for full ownership by Page 300 of 396
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management work to support CAT where feasible. The Leisure Assets Review recommends that additional support to communities is designated from 2024/25 onwards to enable this. October 2025, Dunning in lease discussions, and Coupar Angus preparing a feasibility funding bid. Other communities have shown limited engagement, often due to expectations that PKC and LAL will continue operating the sites. Tulloch presents a more complex case, with conditional interest tied to future funding decisions and uncertainty around the Tulloch Institute’s lease renewal in 2028. 19 Consider disposal of the Fergusson Gallery and Willam Soutar House. The Fergusson Collection is now displayed at Perth Art Gallery following investment in the latter and various attempts to operate the William Soutar House as an events space have not proved sustainable over the years. Disposal of these assets will create capital receipts for reinvesting in services. Strategic Lead – Property Services ONGOING The Fergusson Gallery is now closed to the public. Work is progressing in relation to William Soutar House. The property has been declared surplus to operational requirements by Perth and Kinross Council and a consultation is currently underway. The house was ‘gifted’ by William Soutar’s sister and was originally accepted subject to the condition that the house would revert to her or her successors, should the local authority no longer have reason to occupy it. Therefore, the Council proposes to return Soutar House to Evelyn’s successors, subject to approval from the Perth Common Good Fund Committee. The consultation ends on 7 November 2025. ICT 20 A review of the ICT arrangements across the ALEOs should be undertaken to map out the current arrangements for: - Networks and server estate - ICT security - Applications & currency - Service desk - End User Computing. Thereafter work should be undertaken to ensure the ICT related risks are managed appropriately from a group perspective. Strategic Lead – Digital & IT COMPLETE IT systems and arrangements and the implications of change have been considered as part of the ALEO Options Appraisal Review with no recommendation to make changes at this stage. Page 301 of 396
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Work can continue to develop this and ensure that any proposed changes are considered in terms of efficiency and shared services. PEOPLE 21 A review of the salary structures should be undertaken to determine if harmonisation of similar roles can be undertaken. Discussions should also be undertaken with regards the real living wage. A review of Employment issues should be undertaken to assess any potential risks. Strategic Lead - Strategic Planning, People & Performance / HR Manager CONCLUDED CONCLUDED As part of the ALEO Options Appraisal Review, harmonisation of terms and conditions across ALEO’s has been considered for each structural model proposed. There is a significant cost attached to this area and at present no recommendation for change being presented. The Real Living Wage has been implemented across all organisations for consistency. There has been no additional risk to the challenge of equal pay as a result of the review. 22 Senior management structures should be reviewed in light of the consolidation of corporate functions. Strategic Lead - Strategic Planning, People & Performance / HR Manager CONCLUDED The ALEO Options Appraisal Review has considered various different senior management structures along with costings / benefits etc. of change. Page 302 of 396
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PKC - GENERAL Option Appraisal for Arms Length External Organisations in Perth and Kinross Appendix 2 Report for Perth and Kinross Council | September 2025 9 Page 303 of 396
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Please consider the environment before printing this document PKC - GENERAL Direct enquiries regarding this report should be submitted to: Brian McLaren, Managing Director Email: brian.mclaren@ekos.co.uk EKOS Limited St. George’s Studios 93-97 St. George’s Road Glasgow, G3 6JA Reg 145099 www.ekos-consultants.co.uk Page 304 of 396
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PKC - GENERAL Contents 1 Introduction 1 2 Context 4 3 ALEOs 15 4 Options 39 5 Appraisal 44 6 Conclusions & recommendations 77 Appendix A: ALEO Review Working Group 84 Page 305 of 396
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1 PKC - GENERAL 1 Introduction 1.1 Introduction This report presents the findings of an appraisal of options to change the current structure of Arm’s Length Organisations (ALEOs) providing leisure, culture and performing arts services across Perth and Kinross. The ALEOs in question are: • Live Active Leisure (LAL). • Culture Perth and Kinross (CPK). • Perth Theatre and Concert Hall (PTCH). The study takes place at a challenging time for local authorities. The combination of many years of austerity measures to reduce the UK budget deficit and the COVID-19 pandemic have had a huge impact on public sector finances. These external shocks compound long standing challenges facing councils with increasing demand for services such as health and social care, and more recent cost increases due to a period of high inflation and fast rising energy and staff costs. The operating environment for publicly funded leisure and culture services is currently very challenging. Low cost private and online providers; changing customer needs; very high levels of capital investment needed for venues to remain attractive, competitive and safe; and decreasing funding available are all drivers for this review of current ALEO structure and models. In 2024/25, ALEOs faced significant internal recurring revenue pressures as well as provisionally approved savings totalling at least £2.5m. With decreasing funding available and cost of living / inflationary increases continuing, there needs to be some consideration of how the services delivered by ALEOs remain sustainable in future. At a full Perth and Kinross Council (PKC) meeting on 6 December 2023, a full report was presented setting out clear recommendations for reviewing the ALEO corporate service structure. This work forms part of the wider Transformation & Change programme being led by PKC alongside ALEO partners and builds on previous work and analyses conducted by Perth and Kinross Council (PKC). Page 306 of 396
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2 PKC - GENERAL 1.2 Project Objectives and Method Study purpose The primary purpose of the study is to undertake an appraisal of a series of defined options for the delivery of culture and leisure services in Perth and Kinross. These options were set out in the council’s previous review work and are as follows: • Option 1: Bring all ALEOs in house to PKC. • Option 2: Bring some ALEO services in house (e.g. consolidation of corporate services from ALEOs delivered by PKC) and ALEOs retain own identity / library services brought back into PKC. • Option 3: Create one new ALEO / two new ALEOs – streamlining corporate and back-office services. • Option 4: Create one ALEO for culture and sport and considering possible change of status for Perth Theatre and Concert Hall. Method The study was conducted in seven stages, as shown below. Background information, including financial information, monitoring reports and staffing structures were provided to the consultant team by the ALEOs and PKC, and a 1. Inception 2. Data Collection & Baseline 3. Stakeholder Engagement 4. Financial and Operational Analysis 5. Option Development and Appraisal 6. Draft Report 7. Final Report and Presentation Page 307 of 396
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3 PKC - GENERAL programme of consultation was agreed with the ALEO Review Working Group (see Appendix A for a list of members). The consultations included council officers and elected members on the ALEO Boards, senior managers across the three ALEOs and a selection of ALEO Board members. Following the consultation work, the team completed a financial analysis of the ALEOs and each of the defined options. The financial appraisal was then supplemented with a more qualitative appraisal drawing on the consultation inputs and the wider experience of the consultant team as reported here. Page 308 of 396
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4 PKC - GENERAL 2 Context 2.1 National Context 2.1.1 External Delivery Models Over the last 40 years or so, Councils in Scotland (and elsewhere) have increasingly looked to alternative delivery models for services, including culture and leisure services. The most commonly used alternative to in house delivery of culture and leisure is that of the arm’s length external organisation (ALEO). ALEO is not a legal company structure. Rather ALEOs may take different forms including limited companies, limited liability partnerships, community interest companies and trusts. In Scotland, ALEOs are normally established as a limited companies with charitable status, with the charity status conferring benefits in the form of exemption from non-domestic rates for properties managed by the ALEO. This benefit was effectively discontinued following the Barclay Review of Business Rates in 2017. While the exemption continues for properties that were already managed by ALEOs (councils now have a cap of the relief that they can claim), no new properties coming under ALEO management will have the exemption, a change that acted as a disincentive to councils seeking to establish new ALEOs or add more properties into the existing trusts. There are, of course, other benefits attributed to the ALEO model. Freedom from Council bureaucracy, access to other sources of funding and the ability to develop more agile, entrepreneurial cultures are frequently identified benefits of the externalised models. These benefits led more and more councils to seek to externalise service delivery, and for more to join culture and leisure services together to form larger, multi-function ALEOs in which revenue generating services such as health and fitness could help cross-subsidise those that create little income, such as libraries. ALEOs typically receive payments for their council for the delivery of services (commonly known as a management fee) and may also make use of council services in areas like payroll, finance, HR and IT. Most (but not all) are established as single member companies in which the council is the sole member. Page 309 of 396
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5 PKC - GENERAL The ALEO model has always been politically sensitive, with some considering it to result in reduced accountability for what remain public services, even despite the presence of elected members on ALEO Boards and quite clear governance structure and practices. Indeed, a number of councils, including North Lanarkshire and Falkirk, have recently brought services back in house, foregoing rates savings in favour of what is perceived to be a greater degree of control over public services. However, only ten councils continue to deliver both culture and leisure in house, underlining the appeal of the ALEO model. Of those that do have one or more ALEOs, 12 have a single ALEO covering both culture and sport. 16 councils deliver culture services in house and ten deliver leisure services. 2.1.2 Budget Pressures A recent report for Community Leisure UK1 paints a very challenging picture for local authority culture and leisure services. The report found growing financial pressure on the services, regardless of whether they were delivered in house or externally, reflecting a number of factors: • over a decade of austerity measures affecting public finances following the 2008 financial crisis everting pressure on local government budgets. • growing demand for health and social care services as a result of the ageing population in the UK and in Scotland. This has required increases in resources for these services without growth in public sector budgets to match, hence other services having to find savings. • increasing ringfencing of council budgets for national priorities, reducing more discretionary spend. • lack of statutory protection for culture and leisure services, meaning that when Councils face difficult budget decisions (as they have done for many years now) they prioritise statutory services, again resulting in larger reductions for non- statutory provision like culture and leisure. 1 Review of Culture and Leisure Services in Scotland (2024), report by EKOS for Community Leisure UK, Creative Scotland and sportscotland. Page 310 of 396
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6 PKC - GENERAL • growing competition from the private sector in health and fitness (e.g. low-cost gyms) which has impacted on revenue generation for leisure services. More recently, the combination of the pandemic, rising inflation and the cost-of-living crisis have added further pressure to services that have already sustained budget cuts for more than 10 years. The report also suggests that funding is expected to continue to fall, with previous reductions in staff and, in some cases, facilities impacting the range and quality of service provision. Many across the sector expect that these trends will continue, with further reductions in staff and facilities, and resulting negative impacts on services. 2.2 Strategic Context This section outlines the key local, national, and sector-wide policies and strategies that have informed the options appraisal for the future structure and governance of Arms Length External Organisations (ALEOs) delivering leisure, culture, and performing arts services in Perth and Kinross. These documents provide critical context on strategic direction, governance expectations, legal frameworks, financial sustainability, and sector- specific best practice. Ensuring alignment with these strategies will help ensure that any future model reflects the Council’s aspirations and statutory responsibilities and is positioned for long-term success. 2.2.1 Perth and Kinross Council Strategies and Initiatives ALEO Transformation Review Report (Perth and Kinross Council, December 2023) This internal report sets out the Council’s rationale for undertaking a full review of its existing ALEO arrangements. It identifies several challenges including financial pressures, governance risks, strategic misalignment, and single-point dependencies in monitoring arrangements. The report outlines the need for stronger integration with Council priorities and greater transparency in performance and oversight. This report provides the official mandate for the current options appraisal (although as discussed below the ALEO Review work has a longer history). It defines the scope, drivers for change, and the critical success factors to be achieved through any revised governance or delivery model. Page 311 of 396
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7 PKC - GENERAL Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022-2032 The Perth and Kinross Community Plan identifies five priorities to enable “a confident, ambitious and fairer Perth and Kinross”. These priorities target poverty, health and wellbeing, employability, digital participation and learning and development and provide a framework for action across the community planning partners. Perth and Kinross Council Corporate Plan 2022/23 – 2027/28 Aligned to the Community Plan, the PKC Corporate Plan sets out the Council’s priorities over a five year period and reflects the growing challenges post-Covid with cost of living pressures and increasing inequality. These priorities include actions to tackle poverty, improve health and wellbeing, grow the local economy, address the climate emergency and ensure a positive future for children and young people. All ALEOs within Perth and Kinross have a clear role to play here, not least in supporting economic growth and improving health and wellbeing. Perth and Kinross Local Economic Action Plan (2025-2030) The Council priorities are reflected in the Perth and Kinross Economic Plan, with a strong focus again on addressing poverty and inequality and realising the opportunities of net zero. The Economic Plan is itself aligned to the Tay Cities Regional Economic Strategy (2019-2039) and the Prospectus for Regional Growth (2025-2035) which both recognise the role of tourism and culture in supporting the long term economic ambitions of the Tay Cities region. Perth and Kinross Tourism Strategy and Action Plan 2025-2030 Reflecting the priority attached to tourism and culture in the Regional Prospectus, the Tourism Strategy and Action Plan sets out Perth and Kinross’ ambition to grow its tourism economy and culture is a strong feature (both PTCH and CPK are members of the Tourism Business Partnership). Physical Activity and Sports Strategy 2023–2028 This strategy sets out the Council’s ambitions to improve physical and mental health outcomes by increasing levels of physical activity, particularly among children, older adults, and communities facing barriers to access. It includes a strong emphasis on community engagement, inclusive facility design, and low-carbon infrastructure. Page 312 of 396
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8 PKC - GENERAL Any revised ALEO structure must enable the delivery of these objectives through its governance, resourcing, and service delivery approach such that it can better support increased participation, reduced inequalities, and the Council’s net-zero targets through investment and programming. Culture Strategy 2023–2028 The Culture Strategy positions culture and creativity as central to inclusive economic growth, education, mental wellbeing, and the Council’s wider regeneration and place- making ambitions. It promotes access to culture for all residents and visitors, supports community-led activity, and encourages partnership across sectors. As cultural services (including performing arts) are currently delivered through ALEOs, any revised model must be capable of supporting the Strategy’s ambitions. This includes ensuring cultural access, enabling collaborative delivery, and supporting cultural infrastructure that contributes to wider economic and wellbeing outcomes. PH2O Leisure Development Project PH2O is a major proposed capital investment in leisure and wellbeing facilities in Perth city centre. It represents a significant redesign and consolidation of existing services, led in partnership between the Council and Live Active Leisure. The success of PH2O is directly tied to the governance and operational arrangements that will follow this review. The appraisal must assess how different structural options could support capital financing, long-term asset management, service integration, and risk- sharing for a high-profile and high-value project. Active Travel and Placemaking Initiatives Perth and Kinross Council has invested in active travel infrastructure and place-making initiatives that promote healthier lifestyles, community connection, and environmental sustainability. These include cycle hubs, walkable routes, and integration of active design into public spaces. ALEOs delivering culture and leisure services must operate in alignment with these wider objectives, maximising use of local assets and contributing to strategic outcomes related to health, sustainability, and connectivity. Page 313 of 396
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9 PKC - GENERAL Active Schools and Physical Education, Physical Activity and Sport (PEPAS) Programmes These Council-supported programmes aim to embed physical activity and sport into the lives of young people by working in partnership with schools and community groups. The ALEO structure must continue to facilitate, support, or partner with these programmes. This may include opportunities to formalise relationships, improve alignment, and ensure delivery is consistent with wider health and education goals. 2.2.2 Scottish National Policy Context Community Wealth Building (Scottish Government) Community Wealth Building (CWB) is a people-centred approach to local economic development, which focuses on fair work, local procurement, inclusive ownership, and making better use of public assets by harnessing the economic leverage of local ‘anchor’ organisations. As anchor organisations, ALEOs can play a significant role in advancing CWB locally by enabling greater retention of wealth in local communities through procurement practices, community asset ownership, and workforce engagement. Community Empowerment (Scotland) Act 2015 This legislation enhances the rights of communities to influence decisions about public services and assets, including rights around participation and asset transfer. ALEO governance must be responsive to these legal duties, facilitating community influence, transparency, and accountability. OSCR Guidance for ALEOs and Charities Guidance from the Scottish Charity Regulator sets out how charitable ALEOs must maintain independence, manage conflicts of interest, and demonstrate public benefit. The guidance has significant implications for the legal status, financial arrangements, and governance of ALEOs. The appraisal must examine whether moving to, continuing with or departing from charitable status is compatible with desired outcomes. Page 314 of 396
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10 PKC - GENERAL Standards Commission Guidance on ALEOs (2024) This guidance clarifies the responsibilities of elected members who serve on ALEO boards, including expectations around ethical conduct, conflicts of interest, and transparency. Governance models must ensure that elected member involvement is appropriately structured, well-supported, and compliant with national standards. Audit Scotland – Councils’ Use of ALEOs (2018) This national review evaluates how well councils manage ALEOs, highlighting risks around oversight, transparency, performance monitoring, and financial management. It offers a framework for identifying risks and improvement areas. 2.2.3 UK-Wide Sector Benchmarking and Best Practice Accounts Commission – "Are You Getting it Right?" (2016) The Accounts Commission published this practical guide for setting up and managing ALEOs, focused on good governance, public accountability, and value for money. It provides a set of best practice criteria against which the Council can test the robustness of different options during the appraisal process. Community Leisure UK Sector Insights (2024) A recent sector-wide review of the challenges and opportunities facing leisure and culture trusts, including issues related to income recovery, digital delivery, and workforce development. The report highlights trends, pressures, and innovations across the sector, helping to contextualise ALEO performance and future-proof delivery models against national patterns. 2.2.4 Conclusion This policy and strategy review has ensured that the ALEO options appraisal is firmly grounded in both the local strategic ambitions of Perth and Kinross Council and the broader policy landscape in Scotland. It has taken into account key national priorities such as community empowerment, community wealth building, public service reform, and the Page 315 of 396
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11 PKC - GENERAL transition to net zero – all these priorities are shaping how public services are governed and delivered across Scotland. By engaging with these frameworks in detail, the appraisal has ensured that the proposed structural changes are legally sound, financially sustainable, and aligned with the Council’s objectives around inclusive economic growth, health and wellbeing, climate resilience, and local democratic accountability. This provides a strong foundation for implementing future delivery models for leisure, culture, and performing arts services that are responsive to community needs, resilient to future challenges, and consistent with evolving Scottish policy expectations. 2.3 Council Transformation Programme The ALEO Review work takes place within the wider context of PKC’s Transformation programme, itself governed by the Perth and Kinross Transformation and Change Strategy 2022/23-2027/28 in line with the Council’s Corporate Plan. The Transformation and Change Strategy is designed to address the evolving needs of PKC and its communities over a five-year period. It aims to create a fairer, more prosperous, and sustainable future by aligning with the Scottish Government’s commitments and addressing the many social, economic, and environmental challenges faced by the Council now and in future. Phase One, completed in June 2024, set the stage for more changes, and now Phase Two will build on that success until 2027/28. This phase focuses on redesigning services, managing risks, and engaging with stakeholders to ensure services runs efficiently. A key part of this strategy is the ALEO Review, which looks at the governance, financial health, and service quality of ALEOs linked to the council. The review will help inform decisions in Phase Two, ensuring these services are efficient and sustainable in future. Overall, the strategy and review aim to create a more efficient, responsive, and sustainable council that meets the community's needs. The strategy is not a standalone document but is supported by a wider strategic framework that includes the Community Plan, Corporate Plan, and individual team plans. The Corporate Plan 2022-27 sets out PKC's vision and corporate outcomes, which are Page 316 of 396
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12 PKC - GENERAL aligned with the council's values and designed to mitigate the impact of various challenges over the next five years. The strategic outcomes are underpinned by seven key priorities that outline the areas of greatest need that PKC can most directly influence. 2.4 ALEO Review The ALEO Review work in Perth and Kinross dates back to the pre-Covid period and may have been driven, at least in part, by concerns over the financial and operating performance at that time of PTCH. As far back as 2018, a review considered options for the establishment for a single Cultural Trust to improve financial sustainability and operational effectiveness. Key options considered included maintaining the existing setup or creating a single, consolidated Culture Trust, with this option generally scoring higher in evaluations due to potential operational efficiencies. The recommendations also addressed governance issues, financial oversight, and maximising the cultural sector’s economic and social impacts. These recommendations were informed by challenges identified in the report, such as the need for integrated service delivery, the importance of digital engagement to attract new audiences, and the need for sustainable income generation beyond public funding. Concerns over financial risk due to dependency on Council funding and inadequate long-term income diversification were also highlighted as crucial areas for improvement. Although these recommendations were accepted as part of a longer-term strategy for transforming cultural services and supporting future growth in tourism and community engagement within Perth and Kinross, there was no move toward a different model of delivery. A paper to the Strategic Policy and Resources Committee in April 2019 focused on advancing the Cultural Trusts Transformation Project. This initiative aimed to review and reshape the operation of cultural services, including PTCH, to ensure sustainability and alignment with council priorities. Specific recommendations included exploring potential new operational models and securing long-term funding mechanisms to enhance cultural offerings and operational efficiency across the Council's cultural assets. Page 317 of 396
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13 PKC - GENERAL The committee accepted a series of recommendations for further work including pursuing the development of a business case for a single Cultural Trust. This set the stage for further steps in restructuring and collaborative opportunities for cultural development within Perth and Kinross. However, details on the specific operational models or financial strategies considered were limited at this stage in public records. A year later in April 2020, a further paper to the Strategic Policy and Resources Committee proposed: • a new governance and delivery structure for services currently delivered by ALEOs including the insourcing of libraries, archives, museums and gallery collections management to PKC and the establishment of a new streamlined ALEO for cultural services. LAL would take on facilities management. • investigation of wider efficiency / joint working potential. • community stakeholder engagement on wider funding arrangements and community participation. • implementation of new third-party funding arrangements. While these proposals were adopted by the Committee, it appears that the pandemic disrupted progress. We also understand that differences in terms and conditions between CPK and PTCH were also considered a barrier to structural change on the basis of cost. In April 2023, the ALEO Review was revisited, this time extending beyond the two cultural ALEOs to also include consideration of LAL. A paper to Perth and Kinross Council in December 2023 as a result of an external review by the organisation Audit Glasgow, made twelve recommendations, as follows: • from 2024/25, corporate functions across the three ALEOs should be consolidated starting with finance, HR, facilities management and business conferencing. • senior management structures should be reviewed in light of the above consolidation. • a review of employment issues should be undertaken to assess any potential risks. • the ALEO property portfolio should be rationalised to ensure it is affordable and sustainable. • consolidation of the Perth sports offer onto a single site should be considered based on evidence from the Leisure Assets Review. Page 318 of 396
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14 PKC - GENERAL • consolidation of key library provision to Community Campuses and the AK Bell Library (this was subsequently reversed by PKC in February 2025 to be reviewed again in 2027 as part of the Council’s budget setting process. • consolidation of CPK and potentially PTCH storage facilities. • expansion of support for the LAL Community Asset Transfer programme for community halls. • consider disposal of the Fergusson Gallery and William Soutar House. • establish a shared finance function for the three ALEOs based on a single finance system. • move the ALEO contract monitoring/ compliance post to the corporate Strategic Commissioning and Procurement Team. • reinstate quarterly monitoring of ALEOs by the Scrutiny and Performance Committee. These proposals were again approved by the Council and work has progressed to action these, but progress on any structural change (e.g. consolidating corporate functions) has been limited without the detail required to evidence the necessary changes. Further input has been provided by the report in 2023 by Audit Glasgow to support the financial analysis and options for change element of the ALEO Transformation Review. The report noted growing financial pressure on the ALEOs, not least as a result of increasing staff costs without corresponding increase in the PKC service fee. A number of recommendations were made mainly targeting issues with back office services (finance, payroll and IT), governance and scrutiny and collaborative working across the three organisations. Page 319 of 396
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15 PKC - GENERAL 3 ALEOs 3.1 Introduction This section provides an overview of each of the three ALEOs, covering: • Organisational structure, constitution and governance. • Assets under management. • Funding and financial performance. 3.2 Live Active Leisure (LAL) 3.2.1 Background History Live Active Leisure (LAL) was founded on 1 October 1965 as Bell's Sports Centre (Perth) Ltd. The organisation emerged from a collaborative initiative between the Lord Provost of Perth and the chairman of the Gannochy Trust to enhance public access to sport and recreational opportunities. Bell's Sports Centre opened in 1968 and quickly became a regional landmark due to its distinctive laminated timber dome roof. Over the decades, Bells Sports Centre (Perth) Ltd. evolved into a charitable trust with a strategic focus on increasing community engagement in physical activity. Key milestones include: • 1983 - Perth & Kinross Recreational Facilities (PKRF) created when Perth Leisure Pool (PLP) was built. • 2000 – establishment of Perth & Kinross Leisure (PKL). • 2010 - development of the Live Active brand and Company rename to Live Active Leisure (LAL). By 2015, LAL had become the UK's longest-running leisure trust, commemorating 50 years of service to the Perth and Kinross area. Page 320 of 396
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16 PKC - GENERAL As outlined in the company’s charitable purposes, LAL is focussed on: • the advancement of public participation in sport. • the provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. These objectives are designed to benefit children and young people, older adults, people with disabilities, individuals with health issues, and the general public throughout Perth and Kinross. 3.2.2 Governance and Management LAL operates under the oversight of a voluntary Board of Directors comprising representatives from the local community and Perth & Kinross Council. The Council retains ownership of the company as its sole member and designates up to three elected officials to serve on the Board. The company has an independent Chair and two Vice- Chairs. The Senior management is led by the Chief Executive Officer, supported by a senior team responsible for operational and strategic delivery: This management team oversees approximately 380 staff and ensures the organisation’s strategic goals are implemented efficiently across its extensive facility network. The dual- tiered governance structure ensures robust accountability and effective service delivery. Page 321 of 396
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17 PKC - GENERAL Figure 3.1: LAL Staff Structure Chief Executive Officer Head of Business Development Service Manager Physical Activty and Sport Wellbeing Manager Wellbeing Officers Outdoor Activites Officer Sports Development Officers Sport Specific Development Officers (Cricket, Football) Active Schools Manageer Active Schools Coordinators Activity Programming and Fitness Manager Programme Development Officer Fitness Development Officer Communications and Marketing Manager Marketing Coordinators Head of Corporate Support Services HR and Admin Officer Training Officer Board and Committee Adminstrator Head of Finance Finance Manager Finance Team Information and Business Systems Coordinator Business Systems Assistant Head of Operational Services Compliance Manager Maintenance Supervisor Maintenance Operatives Operational and Business Support Manager Project Officer Operations Managers *4 Venue Teams Page 322 of 396
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18 PKC - GENERAL 3.2.3 Assets LAL administers a diverse portfolio of facilities across the Perth and Kinross region, comprising: • Perth Leisure Pool: A flagship aquatic facility offering competitive and leisure pools, a fitness gym, and wellness amenities. • Dewars Centre: A multifunctional complex featuring an ice rink, health and fitness facilities, including gym and studios • George Duncan Athletics Arena: An outdoor track and field stadium supporting both community and competitive athletics. • Community Campuses: Integrated sports facilities within educational campuses: o Glenearn Community Campus o North Inch Community Campus o Breadalbane Community Campus o Blairgowrie Community Campus o Strathearn Community Campus o Loch Leven Community Campus • Local Leisure Centres: o Live Active Loch Leven o Live Active Atholl o Live Active Blairgowrie • Community Halls: o Moncrieffe Community Centre o Scone Public Hall o Tulloch Community Centre o Moray Institute o Aytoun Hall o Dunning Village Hall These assets support LAL’s mission to promote health and wellbeing through accessible, high-quality physical activity environments, serving both urban and rural communities. Page 323 of 396
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19 PKC - GENERAL 3.2.4 Funding Model Typically, 40% to 50% of LAL's income is derived from Council support, with the remainder generated through commercial activities and external funding that includes: • Commercial Revenue: Income streams include user memberships, pay-per-use fees, facility rentals, instructor-led classes, and on-site retail operations. • Grant Funding and Strategic Partnerships: Financial support is secured from organisations such as sportscotland, NHS Tayside, and the Gannochy Trust, which fund targeted initiatives and capital developments. • Inclusive Pricing Models: Programmes like the "Compass" membership offer reduced-cost access to underrepresented and financially vulnerable populations. Table 3.1, over, provides a summary of the income and expenditure for LAL from 2021/22 to 2025/26 Key points to note include are that LAL is forecast to post a deficit of £270k in 2024/25 which is budgeted to reduce by almost 80% in 2025/26, and the PKC Service Fee is also expected to be almost £90k lower than in 2023/24. Income has been impacted with loss of services from the Bells Centre – it is now starting to recover with the relocation of gym facilities within the Dewars Centre which accounts for the projected operating income growth in the 2025/26 budget figure. Energy costs continue to put pressure on the business with gas and electricity costs increasing by 152% and 104% respectively. Staff costs have increased substantially from 2021/22 (25%), mainly due to the implementation of Real Living Wage Employer status and National Insurance increases – staff costs are budgeted to continue to grow in 2025/26. Page 324 of 396
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20 PKC - GENERAL Table 3.1: Consolidated Income and Expenditure for LAL 2021/22 to 2025/06 (budget) Source: LAL Accounts, LAL Budget papers, PKC Scrutiny Committee Papers 3.2.5 Impact LAL’s operations generate measurable social and economic impacts, aligned with broader local authority priorities as summarised below with more details in LAL’s Achievement and Impact Report (2022-2024): • Health and Wellbeing Promotion: Evidence-based interventions support physical rehabilitation, mental wellness, and prevention of lifestyle-related conditions through structured activity programmes. • Social Inclusion: Tailored outreach and financial assistance schemes ensure equitable access to physical activity for marginalised groups, including individuals in rural areas and those with additional needs. • Youth Engagement and Development: The Active Schools initiative provides structured opportunities for children and adolescents to engage in sports, fostering leadership, confidence, and long-term engagement in physical activity. • Community Integration: Facilities serve as focal points for community interaction, supporting volunteerism, club development, and event hosting that reinforce local identity and cohesion. Category 2021-22 2022-23 2023-24 2024-25 forecasted outrun 2025-26 Budget Income Operating Income 4,813,639 4,280,447 4,614,463 4,084,433 4,974,630 Services to PKC 4,645,173 4,653,406 4,771,842 4,706,400 4,683,272 Grant Funding 959,475 732,142 730,934 780,933 777,877 Other Income 87,265 204,661 380,155 344,200 231,376 Income Total 10,505,552 9,870,656 10,497,393 9,915,967 10,667,155 Expenditure Cost of Sales 33,053 87,095 71,969 66,071 73,440 Staff Costs 5,517,887 6,356,638 6,869,628 6,703,754 7,345,063 Supplies & Services 709,203 896,349 1,005,503 986,219 1,028,228 Property Costs 3,477,119 2,571,285 2,340,326 2,253,278 2,001,239 Grants Awarded 125,276 190,962 176,751 177,209 277,877 Exoenditure Total 9,862,538 10,102,330 10,464,176 10,186,530 10,725,847 Surplus/Defecit 643,014 -231,673 33,217 -270,563 -58,692 Page 325 of 396
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21 PKC - GENERAL • Local Economic Contribution: Employing over 380 staff and attracting significant footfall, LAL contributes to job creation, local spending, and regional tourism. By delivering inclusive, evidence-informed services, Live Active Leisure supports Perth & Kinross Council’s objectives to reduce health inequalities and foster a culture of active living. The organisation remains a pivotal stakeholder in regional health, wellbeing, and community development. 3.2.6 Issues for Consideration Based on the review of information provided and consultation with LAL Board members and Leadership Team, there is a number of issues pertinent to the option appraisal work: • Rising staff and energy costs, including the move to the Real Living Wage, and now the increase in Employers’ National Insurance, have added significantly to the organisation’s costs. • LAL has been working with PKC on a Strategic Facilities Review which is looking at the replacement of Perth Leisure Pool and The Dewars Centre as well as potential redevelopment and upgrades of other facilities. This process has been ongoing for some time and led to lack of investment in current facilities. • Whilst income generation has remained flat, it should be noted that this is with the backdrop of facility closures at Bells (flooding) and the redevelopment of Blairgowrie (old venue still open but the infrastructure is old and the offer declining) representing a significant reduction in available facilities, but LAL is clear that there is a need to continue to develop commercial income to continue to meet increasing costs and savings expectations. The improved facility offerings as a result of the Strategic Asset Review with fewer buildings and improved energy efficiency will be critical to future sustainability. At present, the proposal will see the merging of two City Centre sites with a budgeted operating deficit of £1.6m into one new building (PH20) with a projected operating deficit of £1.2m creating the opportunity for significant saving. • LAL staff are not on the same terms and conditions as those in either PTCH or CPK. LAL is an admitted body for the Local Government Pension Scheme and therefore, aligning these would result in significant additional costs. • LAL works unsocial hours (evenings and weekends) during which some back-office support is required e.g. IT. Page 326 of 396
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22 PKC - GENERAL • Shifting LAL into the council would result in loss of non-domestic rates relief on buildings. • There are multiple property arrangements in place from LAL ownership ((Perth Leisure Pool, Dewars Centre, Live Active Atholl, Live Active Loch Leven and Live Active Strathearn) to leasing and other management arrangements. This is complicated to manage and could potentially become more complicated with the addition of more assets. These issues have been taken into account in appraising the proposed options. 3.3 Culture Perth and Kinross (CPK) 3.3.1 Background History Culture Perth and Kinross (CPK) was established in 2016 as an independent charitable trust to deliver library, museum, archive, and cultural services on behalf of PKC. The creation of CPK followed a strategic review of cultural service delivery models, with a view to ensuring long-term sustainability, increasing community engagement, and enabling access to a broader range of funding opportunities. The organisation was formed by transferring staff, assets, and responsibilities from PKC into a new charitable entity. The charitable purposes of CPK include: • the advancement of education, arts, culture, and heritage. • the provision of public library services and promotion of reading and literacy. • the care, preservation, and interpretation of cultural and historical collections. • the promotion of social inclusion through access to cultural resources and learning. CPK’s remit includes management of management of 15 key cultural venues such as Perth Museum, Perth Art Gallery, the AK Bell Library and a range of community libraries. 3.3.2 Governance and Management Culture Perth and Kinross is governed by a Board of Trustees comprising individuals from a range of professional and community backgrounds, selected for their experience and Page 327 of 396
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23 PKC - GENERAL expertise in culture, business, education, and community development. Perth & Kinross Council has representation on the Board. CPK’s executive leadership is headed by a Chief Executive, supported by a Senior Management Team which oversees functions including operations, collections, public programmes, learning, digital development, and income generation. The organisational structure reflects its dual commitment to service delivery and innovation across heritage, culture, and library services. Page 328 of 396
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24 PKC - GENERAL Figure 3.2: CPK Staff Structure Library Support Services Officer 1FTE Events Co-ordinator 1FTE Local and Family History Officer 1FTE Programme Manager 1FTE Libraries Manager 1FTE General Manager 1FTE Snr Opps Officer 1 FTE - Exhibitions Assistant 1FTE Library Supervisors Design and Publicity Officer 1FTE FGIC Technologist in Residence 1 FTE Head of Audiences and Engagement 1 FTE Head of Support and Contracts 1FTE Head of Museums and Collections 1FTE - Collections Officers 3 FTE Exhibitions Officer 1FTE Marketing Officer 1FTE IT Supervisor 1FTE Page 329 of 396
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25 PKC - GENERAL 3.3.3 Assets Culture Perth and Kinross is responsible for the operation and curation of a portfolio of cultural facilities and collections, including: • AK Bell Library: The main library and headquarters of CPK, offering extensive reference and lending services, digital access, and community learning. • Perth Museum: The new Perth Museum opened its doors on Saturday, 30 March 2024 after a £27 million redevelopment project. This world-class cultural and heritage attraction highlights the fascinating objects and stories that put Perth and Kinross at the centre of Scotland’s story. At the heart of the museum sits the Stone of Destiny, also known as the Stone of Scone, one of Scotland and the UK’s most significant historical objects. • Perth Art Gallery: One of the UK’s oldest collections featuring works from influential Scottish artists and now the home of the Fergusson Collection. • Local Libraries: Operated in communities across Perth and Kinross: o Blairgowrie Library o Auchterarder Library o Breadalbane Community Library o Kinross Library o Scone Library o Strathearn Community Library o Loch Leven Community Library o Comrie Library o Birnam Library o Pitlochry Library o Alyth Library. • Local and Family History Services Offering public access to documents and records of local significance based in AK Bell Library. CPK also stewards museum and art collections, all of which are nationally recognised for their significance. Page 330 of 396
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26 PKC - GENERAL 3.3.4 Funding Model CPK operates on a mixed funding model that includes: • Annual Service Fee: Provided by Perth & Kinross Council to support core library and museum operations. • Earned Income: Derived from commercial activities such as venue hire, retail sales, events, exhibitions, and café operations. • Grant Funding: CPK is active in securing funding from national agencies including Creative Scotland, Museums Galleries Scotland, the National Lottery Heritage Fund, and others. • Philanthropy and Sponsorship: Targeted fundraising campaigns and strategic partnerships support exhibitions, educational projects, and capital developments. Over 90% of CPK’s income is provided by PKC, with the remainder coming from external funding sources and some modest earned income. Table 3.2, outlines CPK’s income and expenditure over the last three years with forecast and budget information for 2024/25 and 2025/26 respectively. Table 3.2: Consolidated Income and Expenditure for CPK 2021/22 – 2025/26 Source: CPK Accounts, PKC Scrutiny Committee Papers The financial pressure on the organisation is evident, with consistent increases in staff costs, set nationally by COSLA, and in the costs of supplies and services. These have combined to turn a surplus in 2021/22 into a deficit by 2022/23. The deficit is forecast to be particularly large in 2024/25 due mainly to a sharp increase in staff costs associated Category 2021-22 2022-23 2023-24 2024-25 forecasted outturn 2025-26 Budget Income PKC Service Fee 3,178,116 3,219,116 3,392,116 3,919,116 3,995,116 Donations and Legacies 14,151 22,618 35,632 78,100 80,000 Income from Charitable Activities 35,143 162,691 95,703 194,695 176,840 Other Income 19,419 54,858 138,779 134,203 138,512 Total Income 3,246,829 3,459,283 3,662,230 4,326,114 4,390,468 Expenditure Staff Costs 2,467,991 2,801,568 3,102,644 3,940,158 3,546,700 Property Costs 76,490 83,364 81,624 114,480 80,819 Supplies and Services 380,360 410,263 426,913 597,610 691,500 Transport Costs 99,399 95,641 86,354 70,252 73,466 Bank Charges 1,616 1,184 1,600 10,925 15,000 Governance Costs 37,099 47,725 52,525 62,529 55,471 Total Expenditure 3,062,955 3,439,745 3,751,660 4,795,954 4,462,956 Surplus/ Deficit 183,874 19,538 89,430- 469,840- 72,488- Page 331 of 396
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27 PKC - GENERAL with the payment of historic back pay and the opening of the New Museum, budgeted to reduce again in 2025/26. Income other than the PKC Service Fee is modest and there is limited scope for further income generation when core services are free at the point of access. 3.3.5 Impact Culture Perth and Kinross delivers wide-ranging cultural, educational, and social benefits across the region: • Lifelong Learning and Literacy: Through libraries, digital access points, and outreach, CPK supports reading, digital inclusion, and learning for all ages. • Cultural Heritage: The preservation, exhibition, and interpretation of artefacts and records fosters a strong sense of identity and place. • Tourism and Economic Development: Cultural venues contribute to the visitor economy, drawing residents and tourists alike. • Wellbeing and Social Inclusion: Cultural programming is designed to address issues of isolation, intergenerational engagement, and community cohesion. • Digital Innovation: CPK has invested in digital storytelling, collections access, and virtual programming, expanding its reach and relevance. Through its blend of cultural stewardship and public service, CPK supports Perth and Kinross Council’s aims in education, regeneration, and community wellbeing. 3.3.6 Issues for Consideration From engagement with CPK’s leadership team, external stakeholders, and review of organisational data, several key issues have been identified that influence future planning: • ongoing pressures from inflation and staffing costs have tightened budget flexibility, even as demand for services increases. • staff salaries remain tied to local authority increases, but no allowance in staff costs inflation in the annual PKC grant has led to a (reported) real terms decrease of 48% in the grant’s value since 2015. Page 332 of 396
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28 PKC - GENERAL • income generation from commercial activities remains constrained by physical space and infrastructure limitations in key buildings. Also, the free nature of the services (libraries, museums) limits the opportunities for income generation. • collections storage is under significant pressure, with off-site storage needs competing with access and conservation requirements. • the redevelopment of Perth City Hall and associated museum development required significant transitional planning and staffing resource. Reallocation of staffing across the service was required to ensure the expenditure bottom line remained unchanged. • capital investment is needed to maintain or upgrade community libraries and ensure digital infrastructure meets public expectations. • proposed library closures in rural areas led to strong community response and adverse media attention. The rationale and options for the closures, agreed in the Review of 2023 (see p12), remain a subject of debate. In February 2025, PKC reversed this decision for review in 20278. • footfall recovery/lending levels are recovering well post-COVID in all facilities with many facilities now exceeding pre-Covid footfall. • the opening of the Perth Museum(previously Perth City Hall) in 2024 has dramatically increased overall visitor figures and resulted in high levels of positive national media profile. • the quality of development/engagement work remains high although there are capacity issues around quantity of activity versus potential demand. There is scope to develop further the strategic relationship between PKC and CPK with a joint mission, shared objectives, and potential for shared delivery. Any structural changes to CPK’s status would need to consider the management of nationally significant collections and the potential implications for charitable status and funding eligibility. These issues have been taken into account in appraising the proposed options. Page 333 of 396
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29 PKC - GENERAL 3.4 Perth Theatre and Concert Hall (PTCH) 3.4.1 Background History Horsecross Arts Limited was established in 2006 to run Perth Concert Hall and to refresh and reposition Perth Theatre, Scotland’s oldest repertory theatre company. In 2013, new Articles of Association were adopted whereby Perth and Kinross Council became the sole member of the company. The charitable objects of the company are to: • advance education by the encouragement of the performing arts by means of production, presentation, collection, exhibition, collaboration, education and training in the performing arts. • run arts development and arts education programmes in theatre, music and new media public art in Perth and elsewhere which will promote and encourage creativity, skills development, social and personal development, social inclusion and lifelong learning but only as long as such activities are regarded as charitable in law. Horsecross Arts Limited has a wholly owned subsidiary, Horsecross Trading Limited, established to generate funds to support the parent charity. In 2022, the Trustees took the decision to conduct all activities under the trading name of Perth Theatre and Concert Hall (PTCH). 3.4.2 Governance and Management PTCH has a Board of 12 Trustees, acting in a voluntary capacity, with fiduciary responsibility for safeguarding the assets of the charity. Perth and Kinross Council has the right to appoint up to three Elected Members of the Council to serve on the Board. The Chair and Vice Chair of PTCH are independent (i.e. not council appointees). Independent trustees bring a diverse set of skills and experience including performing arts and theatre management, communications, HR, legal and commercial business. Page 334 of 396
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30 PKC - GENERAL Perth and Kinross Council and Creative Scotland can attend the Board meeting as observers and receive Board papers and minutes. The Board meets at least four times a year and has a number of Committees which meet to coincide with the cycle of Board meetings: • Finance and General Purposes Committee. • Nominations Committee. • Business Development Committee. • People Committee. PTCH works with Perth and Kinross Council to develop programmes of activity in line with the organisation’s charitable objectives and the priorities of the Council. Otherwise, Perth and Kinross Council maintains an arms-length relationship with PTCH (although it does retain the power to remove Trustees in exceptional circumstances). The Executive Team comprises the Director supported by both: • a Leadership Team which includes the Director, Director of Commercial Operations, Director of Finance and HR, and Director of External Relations. • a Senior Management Team which includes the Media Relations Manager, Theatre General Manager, Head of Learning and Engagement, Head of Technical Services, Head of Events and Commercial Development and Head of Contemporary, Classical and Theatre Programming. Following a difficult period of poor trading performance, PTCH was placed by Perth and Kinross Council into ‘Special Measures’ leading to significant changes at Board and Senior Management levels. This was followed by the Covid-19 pandemic during which the organisation undertook a wider restructure which led to further changes in staffing numbers (a significant reduction in overall headcount) and subsequently at Senior Management and Board levels. The period since the pandemic has brought greater stability and a refreshed vision and approach to programming and wider operations, including growth in commercial income and fundraising performance as well as increased audiences. The senior team was also restructured in 2023 with the deletion of the previous Artistic Director post, the creation of the new Director of Commercial Operations position, and a Page 335 of 396
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31 PKC - GENERAL change for the CEO to Director with an enhanced role in artistic programming. This was done with a view to enabling a new approach to artistic programming. The PTCH staff structure is shown below. Figure 3.3: PTCH Staff Structure Source: PTCH 3.4.3 Assets PTCH manages two properties owned by PKC: • Perth Theatre: founded in 1900, Perth Theatre reopened in 2017 following an extensive period of restoration and redevelopment costing approximately £16.6m. The venue houses a traditional Victorian auditorium (with proscenium arch), new studio theatre, dedicated community rooms, café, and spacious public areas. • Perth Concert Hall: opened in September 2005 following a £12.3m capital build project, the venue boasts world leading acoustics in its 1,200-capacity auditorium. Page 336 of 396
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32 PKC - GENERAL 3.4.4 Funding Model The two principal funders of PTCH are PKC and Creative Scotland. PKC provides PTCH with annual funding in the form of a service fee (of just under £1m per annum plus an additional separate payment from the COSLA pay award) governed by a Service Level Agreement (SLA). The SLA sets out the responsibilities of each party as follows: • PKC retains responsibility for property maintenance. • PTCH is required to deliver diverse programme across the performing arts with a primary focus on music and drama. The SLA also specifies a range of Key Performance Indicators (KPIs) that PTCH is required to deliver, which include measures relating to numbers of performances, audiences, community and learning activities and participants and commercial activities (mainly conferences and events). It does not include specific financial targets although the service fee is reducing by 12% over a three-year period. Following a successful application to Creative Scotland’s new multi-year funding programme, PTCH secured an increase in their annual grant for 2025/26 to c. £736K, an increase of c. 38%. In addition, PTCH also has a strong track record of securing funding from a range of sources including trusts and foundations with core and project funding from the Gannochy Trust to support staff costs for community and learning activities. The organisation has also benefitted from additional funding from PKC for capital works and to support activities to celebrate the forthcoming 125th year anniversary of the theatre and 20th anniversary of the Concert Hall. Table 3.3 provides a summary of the income and expenditure for PTCH over the last three years with forecast data for 2024/25 and the budget for 2025/26. Page 337 of 396
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33 PKC - GENERAL Table 3.3: Consolidated Income and Expenditure for PTCH 2021/22 to 2025/06 (budget) Source: Integratis/ EKOS analysis of PTCH data Note 1: Other grant income includes new funding from Trusts, including from Garlfield Weston, Hugh Fraser Foundation and Wolfson Foundation and a significant uplift in 2025/26 from the Gannochy Trust Note 2: Breakdown of governance costs not available for 2024/25 and 2025/26 A number of points are worth noting: • 2021/22 cannot be considered a typical year as this was still impacted by the pandemic with reduced levels of performance and trading activity offset by grant income relating to Covid emergency funding (PTCH was successful in securing funding support through the pandemic). • there has been a reduction in grant income and income from donations and legacies but 2021/22 is skewed by the Covid emergency funding. Funding from Creative Scotland increases in 2025/26. • trading income from charitable and commercial activities has increased indicating good recovery post-Covid and renewed emphasis on income generation. Income from productions and performances has shown consistent growth in line with the organisation’s plans. • staff costs (2024/25 forecast) have increased by almost 60% since 2021/22 but this again reflects the downturn in activity with the pandemic. The increase between 2023/24 and 2024/25 was 15%. However, PTCH reports that its total staff is around two thirds pre-pandemic levels. Category 2021-22 2022-23 2023-24 2024-25 forecasted outturn 2025-26 Budget Grant Income PKC Service Fee 1,062,480 1,062,480 1,062,480 1,018,730 1,015,880 Creative Scotland Revenue 553,481 533,333 533,333 533,445 736,046 Other Grant/ Donations Income1 1,121,822 613,214 290,997 298,220 366,000 Total Grant Income 2,737,783 2,209,027 1,886,810 1,850,395 2,117,926 Production and Performance Income 856,113 2,193,913 2,069,520 2,352,475 2,361,606 Creative Learning and Community Projects 21,888 39,900 37,524 61,458 55,000 Other retail, merchandising and Commission income 190,166 486,819 490,660 453,321 381,722 Sponsorship income - - - 66,546 150,000 Company Catering Sales 215,985 678,592 730,711 840,597 952,857 Total Earned Income 1,284,152 3,399,224 3,328,415 3,774,397 3,901,185 Total Income 4,021,935 5,608,251 5,215,225 5,624,792 6,019,111 Expenditure Staff Costs 1,666,089 2,162,949 2,312,003 2,650,993 2,809,708 Governance Costs2 70,002 102,572 143,848 n/a n/a Other Operating Costs 1,975,183 3,182,882 2,986,490 3,223,148 3,387,998 Total Expenditure 3,711,274 5,448,403 5,442,341 5,874,141 6,197,706 Suplus/ Deficit 310,661 159,848 227,116- 249,349- 178,595- Page 338 of 396
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34 PKC - GENERAL • The organisation posted a deficit in 2023/24 following two years in surplus. This is down to increased costs, particularly staffing costs. This is partly attributable to the organisation moving to the Real Living Wage as part of the conditions for the Creative Scotland multi-year funding. PTCH set a target to increase income generation to address the 2023/24 deficit position. However, despite exceeding this income target, the organisation is still forecasting a deficit in 2024/25 due to increases in staff costs (as a result of the Real Living Wage) and energy costs along with ongoing challenges in securing trusts and foundations income (which is not specific to PTCH but is rather a national trend). Despite growing audiences, PTCH still faces the challenge of increasing ticket income through the sale of full price tickets rather than concessions. However, this needs to be balanced against the organisation’s community responsibilities and its contribution to Council priorities. 3.4.5 Impact 2023/24 was a record year for PTCH: • over 135,000 tickets were sold for 510 performances spanning classical and contemporary music, theatre, comedy, dance and film. • 43% of bookers were first time attendees and 14% were from areas of high deprivation in Scotland (defined using the Scottish Index of Multiple Deprivation’s 20% most deprived datazones). • there were 19,631 visitors to conferences and events and over 10,000 participants in learning and engagement work. • there were also almost 35,000 other building users (café, meetings rooms, exhibition spaces etc). PTCH report that these activities contributed to the organisation generating a direct economic impact of £16.9m in 2023/24. For Perth and Kinross Council this means that each £1 of investment in PTCH returns more than £16 in economic impact for the region. Page 339 of 396
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35 PKC - GENERAL 3.4.6 Issues for Consideration Based on the review of information provided and consultation with PTCH Board members and Leadership Team, there is a number of issues pertinent to the option appraisal work: • PTCH is differentiated from comparable local authority performing arts venues in two principal ways: it is a producing theatre and not solely a receiving house; and the combination of a producing theatre and concert hall is almost unique in the UK. • the organisation has worked hard to recover from both the pandemic and its pre- Covid difficulties and is now working to a clear plan to revitalise the artistic and community programme, grow commercial and other income and develop a sustainable model for the two venues. • extensive restructuring during and immediately after the Covid period significantly reduced staff headcount and resulted in a leaner and more focussed organisation. • more recently, rising staff and energy costs, including the move to the Real Living Wage, and now the increase in Employers’ National Insurance, have added significantly to the organisation’s costs. These additional costs effectively negated the impact of the recent income growth on the organisation’s deficit position. • there are capital investment needs at both venues, particularly for the Concert Hall, and PKC has committed an initial £2.8m to these works. More will be required in due course and PTCH can raise capital funding from sources not available to the council. • income growth has been good, but PTCH is clear that there is a need to continue to develop commercial income through conferences and events, full price ticket sales and trusts and foundations. This is the primary focus for PTCH in working with PKC to reduce the overall level of subsidy required. • PTCH staff are not on the same terms and conditions as those in either LAL or CPK. PTCH is not an admitted body for the Local Government Pension Scheme (CPK and LAL are). Aligning these would result in significant additional costs to PTCH, although this must be balanced against the risks of equal pay claims. • PTCH has some specific needs in relation to support services such as HR and finance as the organisation works with a large freelance labour pool which requires different contractual conditions and prompt payment terms. Similarly, many concert promoters require payment within 48 hours. Page 340 of 396
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36 PKC - GENERAL • PTCH has external HR support and a different finance system (Xero) to those used by LAL and CPK. Both are considered to be very lean operations (there are three people in the Finance team). • the finance team at PTCH has developed specialist expertise in securing Theatre Tax Relief, an important source of additional income. • PTCH works unsocial hours (evenings and weekends) during which some back- office support could be required e.g. IT. • shifting PTCH into the council could risk the loss of Creative Scotland funding (or require a re-application). This is an existential risk to the business. This is also a risk under options which result in the creation of a new ALEO. • similarly, shifting PTCH into the council would result in loss of non-domestic rates relief on the two buildings. • there are some concerns that merging with leisure services, museums and libraries could risk loss of expertise specific to the PTCH business (for example, through the creation of a single board or reduction in senior management). • there are also concerns about options which could result in dilution of the PTCH brand amongst the community – something that the organisation has worked hard to establish (including with the move to the PTCH trading name). • issues were raised about the current level of reporting burden and the amount of management time that this requires. These issues have been taken into account in appraising the proposed options. Page 341 of 396
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37 PKC - GENERAL 3.5 Consolidated Overview We have collated the finances for the three ALEOs together to provide a consolidated picture of financial performance. This is shown in Table 3.4, over. In 2023/24, the combined deficit of the three ALEOs was just under £380K with this forecast to rise to almost £1m in 2024/25 before reducing again in 2025/26 to c. £300K. At the same time, the total management fee paid by PKC is forecast to increase slightly for CPK while reducing for the other two ALEOs. While all are forecast to increase their deficit in 2024/25, this is particularly marked for CPK and to a slightly lesser extent LAL. Income at CPK and PTCH is forecast to rise in 2024/25 while it reduces at LAL. However, income growth for CPK and for PTCH is offset by a larger rise in expenditure, while costs are forecast to reduce at LAL. While the 2025/26 figures estimate some improvement, these are budget figures only at this stage and are still predicated on significant increases in income for LAL and PTCH. For CPK, a modest increase in the PKC management fee is budgeted. This suggests that while the overall financial picture is not getting significantly worse, substantial improvement (i.e. reduction in the level of subsidy required) appears some way off. It is also worth noting here that PKC has expressed some concerns regarding the differences in staff terms and conditions across the three ALEOs, particularly in relation to the potential for equal pay claims. However, this is not a new risk and to date there have been no claims raised in respect of either LAL or PTCH (CPK is now aligned to PKC). Page 342 of 396
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38 PKC - GENERAL Table 3.4: Financial Summary all ALEOs 2021/22 to 2025/26 Cost Centre Organisation 2021-22 2022-23 2023-24 2024-25 forecasted outturn 2025-26 Budget Income Live Active Leisure £10,505,552 £9,870,656 £10,497,393 £9,915,967 £10,667,155 Income Culture Perth & Kinross £3,246,829 £3,459,283 £3,662,230 £4,326,114 £4,390,468 Income Perth Theatre & Concert Hall £4,021,935 £5,608,251 £5,215,225 £5,624,792 £6,019,111 Income Total £17,774,316 £18,938,190 £19,374,848 £19,866,873 £21,076,734 Expenditure Live Active Leisure £9,862,538 £10,102,330 £10,464,176 £10,186,530 £10,725,847 Expenditure Culture Perth & Kinross £3,062,955 £3,439,745 £3,751,660 £4,795,954 £4,462,956 Expenditure Perth Theatre & Concert Hall £3,711,274 £5,448,403 £5,442,341 £5,874,141 £6,197,706 Expenditure £16,636,767 £18,990,478 £19,658,177 £20,856,625 £21,386,509 Net Expenditure Live Active Leisure -£643,014 £231,673 -£33,217 £270,563 £58,692 Net Expenditure Culture Perth & Kinross -£183,874 -£19,538 £89,430 £469,840 £72,488 Net Expenditure Perth Theatre & Concert Hall -£310,661 -£159,848 £227,116 £249,349 £178,595 Net Expenditure Total -£1,137,549 £52,287 £283,329 £989,752 £309,775 Management Fee Live Active Leisure £4,645,173 £4,653,406 £4,771,842 £4,706,400 £4,683,272 Management Fee Culture Perth & Kinross £3,178,116 £3,219,116 £3,392,116 £3,919,116 £3,995,116 Management Fee Perth Theatre & Concert Hall £1,062,480 £1,062,480 £1,062,480 £1,018,730 £1,015,880 Management Fee Total £8,885,769 £8,935,002 £9,226,438 £9,644,246 £9,694,268 Page 343 of 396
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39 PKC - GENERAL 4 Options 4.1 Introduction Through the previous work on the ALEO Review, a number of possible structural options have emerged through which the services provided by the three ALEOs could be delivered. These were set out in the brief for the current appraisal. Here, each option is outlined in more detail, with a high-level summary of the pros, cons and any specific issues for consideration raised with each option. Further appraisal of each of the options is provided in Section 5. The options are as follows: • Option 1: Bring all ALEOs in house to PKC. • Option 2: Bring some ALEO services in house (e.g. consolidation of corporate services from ALEOs delivered by PKC) and ALEOs retain own identity / library services brought back into PKC. • Option 3: Create one new ALEO / two new ALEOs – streamlining corporate and back office services. • Option 4: Create one ALEO for culture and sport and considering possible change of status for Perth Theatre and Concert Hall. 4.2 Option 1: In House Under Option 1, all services currently delivered by the three ALEOs would be delivered instead by PKC directly. The three ALEOs would then be wound up and closed. This would require the transfer of staff from each of the three ALEOs into the Council (under TUPE regulations) and would also likely require equalisation of staff Terms and Conditions in line with the Council. This would add to the total staff costs but would mitigate the risks of equal pay claims. Also, a move to a single delivery structure would create opportunities for some rationalisation of staff positions achieving savings. There would also be opportunities to move support services such as IT onto a single system within PKC. These issues are considered in more detail in the appraisal section that follows. Page 344 of 396
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40 PKC - GENERAL Other issues raised by this option are: • A move to Council delivery would result in the loss of the non-domestic rates that the ALEOs currently receive on the facilities under management. This could add as much as £2.7m to combined annual costs (not all ALEOs have full rates relief). • Councils cannot access the same range of external funding available to ALEOs, including support from trusts and foundations. There is also some uncertainty about what this option might mean for the multi-year funding support that PTCH receives from Creative Scotland. Our current understanding is that Creative Scotland would not automatically remove the funding as it is based on delivery of agreed outputs and outcomes rather than the legal entity that delivers. However, this does remain a risk for the future. • The migration of existing systems across the three ALEOs into a single structure has the virtue of aligning activity to existing Council systems, but could also be complex (and potentially disruptive and costly) given that each ALEO operates different systems for finance and IT. • In relation to IT in particular, the costs of licences are considerably higher for PKC than for the ALEOs as a result of their charitable status. This is likely to add significant cost as well as time to support a migration to new systems. • It could be argued that full control by the Council might make property rationalisation more straightforward, but it is not clear that this is the case as the council already has decision making authority on any closures. • While key staff could be retained (via TUPE transfer to PKC) bringing all services into the Council would lose the expertise on each of the ALEO Boards. 4.3 Option 2: Some Services In House Option 2 would involve the Council taking some services back in house – including corporate support services such as finance, IT and HR (it already retains property management except for the venues that are owned by LAL) and libraries. The rationale for this is twofold: • Libraries are community services that may be better aligned with other community focussed provision within the Council. Page 345 of 396
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41 PKC - GENERAL • The consolidation of corporate services offers opportunities for rationalisation via economies of scale. While this option would be less disruptive and less complex than a full transfer of all services into PKC, it does raise some of the same issues as Option 1 regarding the consolidation of corporate services and systems. It would also require that terms and conditions be equalised for affected staff. 4.4 Option 3: One/ Two ALEOs This option breaks down into two ‘sub-options’ as explained below. 4.4.1 Option 3a: One ALEO Under Option 3a, the three existing ALEOs would be merged into a single new organisation also with ALEO status. There is a risk here that, following the Barclay Review of Non-Domestic Rates in 2017, a new ALEO would not be eligible for rates relief. However, as the assets in question are already under ALEO management this may be something of a grey area and would require specialist advice. For now, we have assumed that the new body would benefit from rates relief. Other issues to be considered include: • The merger of the three organisations would require equalisation of staff terms and conditions, increasing the total staff costs (but reducing the risk of equal pay claims). • Economies of scale should be possible via streamlining of corporate services and workforce planning. While in theory senior management positions could be rationalised, each service area will still require the appropriate expertise at senior level, plus the new organisation would need an overall CEO. Some rationalisation may be possible in corporate functions such as finance, HR and business development. • ALEO status should enable a new organisation to access funding sources not available to local authorities. • Strong income generating services (e.g. health and fitness) could help cross- subsidise those that generate less income (e.g. libraries, museum). Page 346 of 396
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42 PKC - GENERAL • The three ALEOs are each operating quite different businesses and business models, and the strategic coherence of a single merged organisation is not always clear, although there are precedents from elsewhere. 4.4.2 Option 3b: Two ALEOs With Option 3b, two different models are possible, as follows: • Merger of CPK and PTCH to create a new Cultural ALEO, with LAL remaining as it is. • Merger of LAL and CPK with PTCH remaining as it is. The first has a degree of strategic rationale as both are cultural ALEOs and the museum, art gallery, theatre and concert hall are all key assets serving both the communities of Perth and Kinross and the wider visitor market. The rationale to bring together the museum, art gallery and libraries with leisure services is arguably less clear although as noted above, libraries and leisure services both have a very strong community focus (the other services do too but also have a role in driving the visitor economy of the region). In the appraisal, we have focussed more on the second of the two models above on the basis that LAL and CPK are more closely aligned in relation to staff terms and conditions. The assumption is that corporate services (finance, HR, IT etc) would be provided by the new ALEO on behalf both of itself and PTCH. However, this model still raises some issues: • There is again an issue with different staff terms and conditions, albeit pensions are aligned. • There may also be an issue with the extent to which trusts and foundations which already support more than one of the ALEOs (e.g. Gannochy Trust) would continue to support at the same level if organisations were merged. • Under this model, there could be scope for some economies of scale in corporate support services and staffing but these would be smaller than in a larger merged organisation. • CPK and LAL have different support needs in areas like finance and HR (LAL operates out of hours, for example) and they use different systems – the same is also true for PTCH. Page 347 of 396
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43 PKC - GENERAL • There is less strategic coherence in this option than in a merger of CPK and PTCH. 4.5 Option 4: Culture and Sport ALEO and change in status for PTCH Option 4 brings together CPK and LAL and proposes a change in status for PTCH such that it becomes an independent charity rather than a Council-owned ALEO. This is similar, for example, to the status of the Royal Lyceum Theatre in Edinburgh which is an independent charity operating a council-owned building (and in receipt of funding support from the local authority). This option aligns PTCH more with other producing theatres in Scotland (none are ALEOs) and opens up the possibility of funding from some trusts that do not typically support ALEOs (the Robertson Trust would be one important example). The creation of a culture and sport ALEO, as discussed above, has some precedent across Scotland (Glasgow, Highland and Dundee all have culture and sport ALEOs) and should offer some potential for economies of scale in staffing and corporate services functions. However, issues with differing staff terms and conditions are still present, and LAL and CPK operate different systems for financial management and bookings. It is possible too that bringing leisure assets, community halls and libraries all under a single delivery structure could open up further opportunities for the development of consolidated community facilities (some of which have already been considered), which is consistent with the direction of travel for PKC and indeed for councils across Scotland. Page 348 of 396
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44 PKC - GENERAL 5 Appraisal 5.1 Introduction While the appraisal is designed, to some extent, to test the potential to achieve financial efficiencies through the different structural options, it is important that a broader approach is taken that considers other less easily quantified factors. With this in mind, the appraisal has been conducted in two stages: • Each of the options was set out in an organogram format and a financial model created for each. This took account of costs and income (as provided by each of the ALEOs) and identified potential savings that might be realised through staff and other operational efficiencies. A supplementary note providing more detail is included at Appendix A. • Each option was then assessed against a set of wider criteria by awarding each a score between 1 and 10 (with 10 being most positive). 5.2 Financial Appraisal This section considers the financial impact of the options being considered and is based on information available at the time of writing. Therefore, all figures detailed should be taken as indicative rather than definitive. For the purposes of the analysis, we have split Option 2 into Option 2a: Bring corporate services in-house and Option 2b: Bring corporate services and Library services in-house. Similarly, for Option 3 we have set out Option 3a: Create a single new ALEO and Option 3b: Create two new ALEOs. As such, six options have been appraised: • Option 1: Bring all ALEOs in house to PKC. • Option 2a: ALEO Corporate Services delivered by PKC and ALEOs retain own identity • Option 2b: ALEO Corporate Services delivered by PKC and Library services brought back into PKC. • Option 3a: Create one new ALEO, bringing together all three ALEOs into a single organisation. Page 349 of 396
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45 PKC - GENERAL • Option 3b: Two ALEOs – one bringing together LAL and CPK with PTCH remaining as it is. • Option 4: Create one ALEO for culture and sport and considering possible change of status for Perth Theatre and Concert Hall. In terms of potential savings/additional costs, we have based this against the current level of investment made by PKC in terms of management fee currently being paid. The assumptions and calculations used to estimate savings are set out below and cover: • Senior Management realignment • Alignment of Terms and Conditions • Non-domestic rates • Governance costs Senior Management Realignment The savings under each option achieved by senior management realignment are detailed below. Terms and Conditions For all of the options we have assumed that affected staff would be brought in line with PKC terms and conditions as follows: • Option 1: all ALEO staff TUPE into PKC with Ts and Cs aligned to PKC • Option 2a: ALEO Corporate Services staff TUPE into PKC with Ts and Cs aligned to PKC • Option 2b: ALEO Corporate Services staff and CPK Library staff TUPE into PKC with Ts and Cs aligned to PKC • Option 3a: All ALEO staff aligned to PKC Ts and Cs • Option 3b: Ts and Cs for LAL and CPK staff aligned to PKC (in line with CPK) and PTCH remains unchanged • Option 4: Ts and Cs for LAL and CPK staff aligned to PKC (in line with CPK) and PTCH remains unchanged. For these purposes we have made an assumption of uplifting relevant salaries (and pensions) from LAL and PTCH by 8% which is the current difference between LAL and Page 350 of 396
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46 PKC - GENERAL CPK salaries. Where positions have been identified as not being required, we have calculated potential savings based on current salary being paid by the relevant organisation. Non-domestic rates The figures here are the assumed loss of NDR savings that are currently being achieved by the ALEO’s. In Option 1 as the proposal is that all ALEO’s be brought in-house, we have assumed that all NDR savings would be lost. The level of savings has been based on information obtained via the assessor's office and where that information was not readily available (libraries and town halls) we have assumed costs based on similar sized venues. In Option 2b the NDR for library properties would be lost. None of the other options have implications for NDR as assets remain under charitable management. Governance Costs Governance costs savings have been based on current costs incurred by each organisation in relation to accountancy and audit fees, legal and professional fees and irrecoverable VAT. Assumptions are as follows: • Option 1: all governance costs saved – governance within PKC • Option 2a: no governance savings • Option 2b: no governance savings • Option 3a: savings on the basis of consolidated requirement (based on loss of current CPK and PTCH Costs) • Option 3b: some savings based on loss of CPK costs • Option 4: some savings based on loss of CPK costs Page 351 of 396
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47 PKC - GENERAL 5.2.1 Current Model (Baseline Position) Currently the combined Senior Management structures are as set out in Table 5.1 (below) and Figure 5.1 (over) and cost £840,491 per annum. Table 5.1: Senior Management Structure (current) Live Active Leisure Culture Perth & Kinross Perth Theatre and Concert Hall Position FTE Position FTE Position FTE Chief Executive Officer 1 Chief Executive 1 Director 1 Head of Business Development 1 Head of Audiences and Learning 1 Director of External Relations (0.8) 0.8 Head of Support Services 1 Head of Museums and Collections 1 Director of Commercial Operations 1 Head of Finance 1 Head of Operations and Support Services 1 Director of Finance and HR (0.8) 0.8 Head of Operational Services 1 Senior Finance Officer 1 Finance Manager 1 Total 5 5 4.6 Page 352 of 396
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48 PKC - GENERAL Figure 1: Current Senior Management Structures – all three ALEOs CEO LAL Head of Business Development Head of Corporate Support Services Head of Finance Head of Operational Services CE CPK Senior Finance Officer Head of Audiences & Engagement Head of Community Support Services Head of Museums and Collections Director PTCH Director of External Relations Director of Commercial Operations Director of Finance & HR Finance Manager Page 353 of 396
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49 PKC - GENERAL 5.2.2 Option 1: Bring all current ALEOs in house to PKC This would see the disbandment of the current three ALEOs and the staff and services being merged into a relevant Council department. Table 5.1 below summarises the financial impact of this option. In assessing this option, we have made the following assumption: • There would be a reduction in Senior Management positions through some form of redundancy process. • Staff terms and conditions would be brought in line with those of PKC. We have assumed an 8% increase for this purpose, as noted above. • Current levels of income generation would be maintained including donations and grant funding, although it should be noted that an in-house model would put some funding at risk. As a result, the cost to PKC for this option could be higher than shown below. The level of staff savings is based on the assumption that the current number of Senior Positions within the ALEOs would not be required therefore generating potential savings. The assumption is that a combined Senior structure would be created that would oversee the running of the services that are currently provided by the 3 ALEOs – Table 5.2. Table 5.2: Option 1 Senior Management Structure (within PKC) Proposed Combined Structure Position FTE Senior Service Manager 1 Lead Manager of Ops & Service Delivery 1 Lead Manager of Business Dev & Partnerships 1 Lead Manager of Finance & Corporate Services 1 Lead Manager of Programmes & Service Development 1 Total 5 The revised Senior Management Structure for the services if brought within PKC is illustrated in Figure 5.2, over. We have assumed that the tier below would include service specific expertise. Page 354 of 396
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50 PKC - GENERAL Figure 5.2: Option 1 - Revised Senior Management Structures (within PKC) Senior Service Manager Lead Manager of Ops & Service Delivery Lead Manager of Business Dev & Partnerships Lead Manager of Finance & Corporate Services Lead Manager of Programs & Service Development Page 355 of 396
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51 PKC - GENERAL One-off costs for implementation (including redundancy costs, increased software licence costs and any system integration costs) would be over and above the figures shown. Table 5.3: Option 1 – In House Delivery Category of Expenditure Savings/ Costs Senior Management re-alignment -£481,774 Terms & Conditions consolidation £750,442 Governance Costs -£400,257 Non Domestic Rates £2,735,300 Annual Additional Cost/Saving to PKC £2,608,711 As shown, this option would bring significant additional costs to PKC mainly as a result of the loss of the current non domestic rates relief. Alignment of staff terms and conditions also adds considerable cost. 5.2.3 Option 2a: Bring Corporate Services in house to PKC This option looks at the feasibility of taking away the current corporate services function of each ALEO and having them delivered by PKC under a services agreement. This appraisal assumes that all corporate services would be provided by PKC and that any relevant staff would be TUPE transferred from the ALEOs to PKC. The potential savings under Senior Management re-alignment works on the basis that some of the current Senior positions would not be required as equivalents would already be in place at PKC. Table 5.4 summarises the positions identified as being surplus and therefore generating the potential saving. The revised Senior Management Structures within the ALEOs are summarised in Figure 5.3, over. Table 5.4: Option 2a – Surplus Management Positions Live Active Leisure Culture Perth & Kinross Perth Theatre and Concert Hall Position FTE Position FTE Position FTE Head of Finance 1 Senior Finance Officer 1 Director of Finance & HR (0.8) 0.8 Finance Manager 1 Total 1 1 1.8 Page 356 of 396
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52 PKC - GENERAL Figure 5.3: Option 2a - Senior Management Structures in all three ALEOs CEO LAL Head of Business Development Head of Corporate Support Services Head of Operational Services CE CPK Head of Audiences & Engagement Head of Community Support Services Head of Museums and Collections Director PTCH Director of External Relations Director of Commercial Operations Page 357 of 396
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53 PKC - GENERAL The financial assessment is summarised in Table 5.5 below. The modelling assumes that terms and conditions for the staff that are transferred to PKC are then aligned to PKC. Other costs and income remain as current estimates. It does not include potential hidden cost including redundancy costs, software licences and system integration. Table 5.5: Option 2a – Corporate Services In House Category of Expenditure Savings/ Costs Senior Management re-alignment -£206,349 Terms & Conditions consolidation £14,542 Governance Costs £0 Annual Additional Cost/Saving to PKC -£191,807 As shown above, this option has the potential to achieve a modest saving. However, it should be noted that currently there is no standard approach to systems and processes across the ALEOs in terms of software and each operating model has its own specific requirements which may be hard to replicate in a single support service from PKC. It was also reported that CPK was previously asked to move away from PKC finance support as they were unable to meet day to day operating needs, 5.2.4 Option 2b: Bring Corporate Services and Library Services in house to PKC This option considers the transfer of Library Services into PKC alongside a central corporate services function. This appraisal assumes that all corporate and library services are brought in-house to PKC and that any relevant staff would be TUPE transferred back to PKC (with terms and conditions aligned to PKC – see below). The potential savings under Senior Management re-alignment works on the basis that some of the current Senior positions would not be required as equivalents would already be in place at PKC. Table 5.6, over, summarises the positions identified as being surplus and therefore generating the potential saving. NB: The assumption gives the same level of management savings as 2a as the specialist Senior Library positions would still be required to deliver the service. Page 358 of 396
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54 PKC - GENERAL Table 5.6: Option 2b – Surplus Management Positions Live Active Leisure Culture Perth & Kinross Perth Theatre and Concert Hall Position FTE Position FTE Position FTE Head of Finance 1 Senior Finance Officer 1 Director of Finance & HR (0.8) 0.8 Finance Manager 1 Total 1 1 1.8 The revised management structures within the ALEOs are summarised in Figure 5.4, over. Page 359 of 396
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55 PKC - GENERAL Figure 5.4: Option 2b - Senior Management Structures in all three ALEOs CEO LAL Head of Business Development Head of Corporate Support Services Head of Operational Services CE CPK Head of Audiences & Engagement Head of Community Support Services Head of Museums and Collections Director PTCH Director of External Relations Director of Commercial Operations Page 360 of 396
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56 PKC - GENERAL The financial impact is summarised in Table 5.7 below. Table 5.7: Option 2b – Corporate Services and Libraries In House Category of Expenditure Savings/ Costs Senior Management re-alignment -£260,349 Terms & Conditions consolidation £14,542 Governance Costs £0 Non Domestic Rates £606,800 Annual Additional Cost/Saving to PKC £414,993 This option could mean a significant additional cost to PKC driven by the loss of non- domestic rates savings across the library estate. As with Option 2a, there would also be the challenge (and hidden costs) of bringing together the various approaches to systems and processes across the ALEOs. 5.2.5 Option 3a: Create a single new ALEO This option looks at creating a new body to run all cultural, library and sports and leisure services on behalf of PKC. Similar to Option 1, this assumes that a merger of the 3 ALEOs into one would only require a single Senior Management Team to operate. Table 5.8 summarises the proposed Senior Management Team for a new organisation. This is illustrated in Figure 5.5, over. Table 5.8: Option 3a – Proposed Management Structure Proposed Combined Structure Position FTE Chief Executive Officer 1 Executive Director of Ops & Service Delivery 1 Director of Business Dev & Partnerships 1 Director of Finance & Corporate Services 1 Director of Programmes & Service Development 1 Director of Ops & Service Delivery 1 Total 6 Page 361 of 396
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57 PKC - GENERAL Figure 5.5: Option 3a - Senior Management Structure for single ALEO Chief Executive Officer Director of Business Development & Partnerships Director of Finance & Corporate Services Director of Programs & Service Development Director of Operations & Service Delivery Executive Director Operations & Service Delivery Page 362 of 396
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58 PKC - GENERAL The financial impacts of this option are summarised in Table 5.9 below. Table 5.9: Option 3a – Single new ALEO Category of Expenditure Savings/ Costs Senior Management re-alignment -£284,768 Terms & Conditions consolidation £747,186 Governance Costs -£193,999 Non Domestic Rates £0 Annual Additional Cost/Saving to PKC £268,419 Again, this option represents an additional financial burden to PKC mainly due to the assumption that Terms & Conditions of employment would require to be standardised. As with the other options considered, there is no allowance for one-off costs of implementation to achieve this. Consideration would also have to be given to the complexity of bringing together three diverse organisations into one and the cultural challenges that this would represent. 5.2.6 Option 3b: Two ALEOs This option proposes a shift from the current three ALEOs to two bodies. This assessment has assumed that one body would be the merger of LAL and CPK due to them being more closely aligned in terms of T&C’s. The second body would leave PTCH as it currently operates. This option looks at the merging of LAL and CPK into a new entity and the retaining of PTAH but in a more streamlined manner with corporate services being provided by the larger entity. Table 5.10, over, summarises the proposed Senior Management Structures for the 2 entities. Page 363 of 396
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59 PKC - GENERAL Table 5.10: Option 3b Senior Management Structures New ALEO Perth Theatre and Concert Hall Position FTE Position FTE Chief Executive Officer 1 Director 1 Head of Business Development 1 Director of External Relations (0.8) 0.8 Head of Support Services 1 Director of Commercial Operations 1 Head of Finance 1 Head of Operational Services 1 Head of Audiences & Learning 1 Head of Heritage & Culture 1 Total 7 2.8 The new structure is illustrated in Figure 5.6, over. Page 364 of 396
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60 PKC - GENERAL Figure 5.6: Option 3b - Senior Management Structure for two ALEOs CEO Head of Business Development Head of Support Services Head of Finance Head of Operational Services Head of Audiences & Learning Head of Heritage & Culture Director PTCH Director of External Relations Director of Commercial Operations Page 365 of 396
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61 PKC - GENERAL The financial impact is summarised in Table 5.11 below. Table 5.11: Option 3b – Two ALEOs Category of Expenditure Savings/ Costs Senior Management re-alignment -£284,768 Terms & Conditions consolidation £747,181 Governance Costs -£52,525 Non Domestic Rates £0 Annual Additional Cost/Saving to PKC £371,100 Again, consideration needs to be given to the additional one-off costs that would be required for this option to be delivered. In addition, the forecast shows a significant additional financial burden to PKC, again driven by the alignment of terms and conditions. 5.2.7 Option 4: New Sport and Culture ALEO and change of status for PTCH This option would mean that the Council would have a single ALEO representing Sport, Culture, Libraries and Museums and re-imagine the current operating model of PTCH to no longer be an ALEO but an alternative type of supported body (we have assumed that this would be an independent charity). In this option, PTHC terms and conditions would remain as they are. Table 5.12 below summarises the proposed Senior structures. Figure 5.7, over, displays the structure as an organogram. Table 8: Option 4 Senior Management Structures New ALEO Perth Theatre and Concert Hall Position FTE Position FTE Chief Executive Officer 1 Director 1 Head of Business Development 1 Director of External Relations (0.8) 0.8 Head of Support Services 1 Director of Commercial Operations 1 Head of Finance 1 Director of Finance & HR 0.8 Head of Operational Services 1 Finance Manager 1 Head of Audiences & Learning 1 Head of Heritage &Culture 1 Total 7 4.6 Page 366 of 396
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62 PKC - GENERAL Figure 5.7: Option 4 Senior Management Structures CEO Head of Business Development Head of Support Services Head of Finance Head of Operational Services Head of Audiences & Learning Head of Heritage & Culture Director PTCH Director of External Relations Director of Commercial Operations Director of Finance & HR Finance Manager Page 367 of 396
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63 PKC - GENERAL The financial analysis is summarised in Table 5.13 below. Table 5.13: Option 4 – Culture and Sport ALEO and PTCH change Category of Expenditure Savings/ Costs Senior Management re-alignment -£220,169 Terms & Conditions consolidation £560,450 Governance Costs -£52,525 Non Domestic Rates £0 Annual Additional Cost/Saving to PKC £287,756 As can be seen the option again places an additional recurring burden on PKC. This is mainly due to increased staffing costs as it assumes that the new ALEO would be brought in line with PKC terms and conditions. 5.2.8 Conclusions & further cost implications The above assessment shows there is only one option that potentially brings a financial saving on a recurring basis, Option 2a consolidation of corporate services. However, it should be noted that there could be significant challenges and costs in delivering this due to current set ups and requirements. Table 5.14 below summarises the financial impact of all of the options. • Option 1: Bring all ALEOs in house to PKC. • Option 2a: Bring some ALEO services in house (e.g. consolidation of corporate services from ALEOs delivered by PKC) • Option 2b: as 2a but with library services brought back into PKC. • Option 3a: Create one new ALEO • Option 3b: two new ALEOs – streamlining corporate and back-office services. • Option 4: Create one ALEO for culture and sport and consider possible change of status for Perth Theatre and Concert Hall. Page 368 of 396
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64 PKC - GENERAL Table 5.14: Summary of Financial Appraisal Category of Expenditure Option 1 Option 2a Option 2b Option 3a Option 3b Option 4 Senior Management re-alignment -£481,774 -£206,349 -£206,349 -£284,768 -£323,561 -£220,169 T&C’s alignment £750,442 £14,542 £14,542 £747,186 £747,786 £560,450 Non-Domestic Rates £2,735,300 £606,800 Governance Costs -£400,257 -£193,999 -£52,525 -£52,525 Costs/Savings £2,603,711 -£191,807 £414,993 £268,419 £371,100 £287,756 In addition to the costs that have been highlighted above, there are a number of one off (and some recurring) implementation costs for each option that would need to be considered. In some cases, additional costs would require significant investment and may have an impact on the costings above, especially in relation to the savings currently attached to Option 2a. While precise costings have not been prepared for all of these additional costs due to the variation across options and the complexity of costs in areas like IT and systems, a breakdown of the types of areas under consideration has been provided below: • IT Systems: rationalisation and integration to unified systems across all organisations. At present, there are approx. 50 systems in use across ALEO’s for HR, payroll, budgeting, ticketing, licencing, technical support and customer service areas. Some of these systems are specific to the organisation and would need to be kept as there is no PKC equivalent. Costs for recurring contracts and one off costs are around £420k per annum across all three ALEO’s. Further work could be carried out as a separate project if required to analyse full costs of integration, systems remaining as well as the time and resources required to deliver on this. • Loss of charity status discount: through consolidation of services to PKC, there could be resulting reductions to discounts for contracts and services which are both recurring and one off. Costs have not been identified in detail due to the variable nature. • Additional costs for integrated systems: PKC may incur additional costs (one off and recurring) to consolidate and increase users / capacity of Finance / HR / Payroll systems. There may also be some implications in terms of flexibility, for example payroll as PTACH pay sessional / weekly / hourly employees and PKC pay on a Page 369 of 396
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65 PKC - GENERAL regular monthly basis. This may also incur additional add on functions to PKC payroll systems. • Voluntary Retirement / Redundancy: in the event of staff being displaced as a result of structural change, there would be additional one off costs for those entitled to redundancy payments. • Implementation resources: to ensure any of the options above was implemented in the most timely, efficient and cost effective way possible, project management support would be required as a one off cost. 5.3 SWOT Analyses In addition to the financial appraisal, a summary of the Strengths, Weaknesses, Opportunities and Threats (SWOT) of each option is provided below. These were discussed at a workshop with the ALEO Review Working Group in August 2025. 5.3.1 Option 1: Bring all current ALEOs in house to PKC In addition to potential savings in senior management costs, Option 1 offers the potential to consolidate service and structures and provides clear lines of accountability through existing Council governance arrangements. However, there are considerable costs in this model due to the loss of NDR relief and a shift to in house delivery could have implications for existing sources of funding to the ALEOs both from public funders (e.g. Creative Scotland) and trust and foundations. While there may be opportunities for further efficiencies through workforce planning and asset rationalisation the added costs are likely to lead to further cuts with service reductions likely. Page 370 of 396
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66 PKC - GENERAL 5.3.2 Option 2a: Bring Corporate Services in house to PKC Option 2a delivers some staff savings and consolidates support services within the Council. However, these saving are modest and, as noted likely outweighed by the costs of change. All of the ALEOs also raised issues with the extent to which the Council would be able to meet their specific needs in areas like HR/ payroll, finance and IT. This in turn could negatively impact on relationship between the Council and the ALEOs. Weaknesses: Cost to Council (NDR and Ts & Cs) Reduced funding opportunities Potential risks to current funding Dilution of brand value Questions over Council expertise Loss of service specific expertise Hidden costs for winding up ALEOs Strengths: Consolidation of support services Senior Management savings Accountability Alignment to Council services Threats: Reduced focus on services within larger structures Financial issues require deeper service cuts Ongoing Council budget pressures Opportunities: Further savings through workforce planning Asset rationalisation Closer links to related Council services Greater political engagement/ understanding Weaknesses: Savings are only modest Hidden costs (eg IT alignment, HR) Possible issues with inconsistent support to ALEOs Strengths: Delivers some staff savings Consistency of systems and support services within PKC Retains ALEO identities/ brands Threats: ALEOs demanding higher level of service that Council able to provide Possible negative impact on Council/ ALEO relationships Negative impact on ALEO operations? Opportunities: Allows ALEOs to pursue income generation plans Page 371 of 396
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67 PKC - GENERAL 5.3.3 Option 2b: Bring Corporate Services and Library Services in house to PKC Option 2b also delivers some staff savings and aligns support systems within PKC while enabling the ALOEs to continue to operate under their own brands. However, as with 2a, the savings are modest and could easily be outweighed by the costs. The loss of the NDR relief on libraries also makes this option less affordable. 5.3.4 Option 3a: Create a single new ALEO Option 3a again delivers some staff savings and the potential for more in future with efficient workforce planning. However, the more consolidated model reduced the extent of service specific expertise on both the senior management team and the Board. As noted in the financial appraisal, the main area of cost here is in aligning staff terms and conditions (to those of CPK/ PKC). This option should also afford opportunities for both collaboration and across selling across service areas as well as cross-subsidy. Weaknesses: Staff savings are only modest Hidden costs (eg IT alignment, HR) Loss of libraries NDR savings Strengths: Delivers some (modest) staff savings Consistency of systems and support services Retains ALEO identities/ brands Aligns libraries to Council services Threats: ALEOs demanding higher level of service that Council able to provide Possible negative impact on Council/ ALEO relationships Opportunities: Allows ALEOs to pursue income generation plans Page 372 of 396
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68 PKC - GENERAL 5.3.5 Option 3b: Two ALEOs Similar to Option 3a, Option 3b delivers staff savings (albeit at a lower level) and the opportunity for more in future. However it is also subject to the hidden costs of change and the costs associated with the alignment of terms and conditions. There is also the question of the strategic coherence of bring together sport and leisure with museums and libraries and again the loss of service specific expertise that could result. Weaknesses: Cost of alignment of Ts and Cs Hidden costs (eg IT alignment, HR) Loss of service specific expertise/ focus at senior management and Board level Dilutes individual ALEO brands Strengths: Delivers some staff savings Consistency of systems and support services Allows cross-subsidy of services Allows greater service collaboration across service areas Threats: Long term sustainability not clear Potential loss of funding Opportunities: Possibility to realise other economies of scale Allows new ALEO to pursue income generation plans Collaboration/ cross-selling across service areas Weaknesses: Cost of alignment of Ts and Cs Hidden costs (eg IT alignment, HR) Loss of service specific expertise/ focus at senior management and Board level (LAL/ CPK) Dilutes individual ALEO brands (not PTCH) Lack of strategic coherence between LAL and CPK services Strengths: Delivers some staff savings Consistency of systems and support services Allows cross-subsidy of services (LAL and CPK) Allows greater service collaboration between LAL and CPK Threats: Long term sustainability not clear Potential loss of funding Opportunities: Possibility to realise other economies of scale Allows new ALEO and PTCH to pursue income generation plans Collaboration/ cross-selling across service areas Page 373 of 396
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69 PKC - GENERAL 5.3.6 Option 4: New Sport and Culture ALEO and change of status for PTCH Option 4 is broadly similar to Option 3b but offers the added benefit to PKC of removing the risk of equal pay claims relating to PTCH (it being independent in this model). However, the Council should note that this independence could result in less direct accountability. While independent status can open up some additional funding opportunities (some trusts are reluctant to support ALEOs), encourage public trust and donations and would bring PTCH more in line with the wider theatre sector, it is not without risk to the organisation. ALEO status is generally held to offer greater certainty for the ALEO regarding council support (although this is not guaranteed) and for councils it offers clearer accountability and alignment to council priorities. 5.4 Wider Appraisal As outlined above, the financial appraisal suggests that Option 2a is the most likely to deliver financial savings, albeit at a relatively modest level. However, as discussed, financial savings, important as they are, should not be the only criteria on which decisions are made. Here, we appraise each of the options against a wider set of criteria: Weaknesses: Cost of alignment of Ts and Cs Hidden costs (eg IT alignment, HR) Loss of service specific expertise/ focus at senior management and Board level (LAL/ CPK) Dilutes individual ALEO brands (not PTCH) Reduced Council control/ accountability (PTCH) Strengths: Delivers some staff savings Consistency of systems and support services Allows cross-subsidy of services (LAL and CPK) Allows greater service collaboration between LAL and CPK Removes equal pay risk for PKC Threats: Long term sustainability not clear Equal Pay issue within PTCH Longer term funding risk to PTCH? PKC need to tender for PTCH services? Opportunities: Possibility to realise other economies of scale Allows new ALEO and PTCH to pursue income generation plans New funding opportunities for PTCH Collaboration/ cross-selling across service areas Page 374 of 396
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70 PKC - GENERAL • Income generation – the financial appraisal above focussed mainly on cost savings, but the different options have implications for income generation in particular through access to funding sources (weighted x1.5). • Management focus – considering the extent to which the different models enable or inhibit sufficient management (and Board) focus on the different service areas. • Service development – the extent to which the options support the development of exiting and/ or new services. • Impact on staff – considering the degree to which each option will have an impact on staff across the three ALEOs. • Impact on service continuity – whether or not each option is likely to impact the continuity of service delivery. • Set up costs – considering the potential costs of moving to each option (not quantified but scored against each other). • Credibility and influence – the extent to which the options result in a structure with credibility and influence within and beyond Perth and Kinross. • Sustainability – assessing the extent to which each option offers a sustainable model for service delivery (this is weighted x2 to reflect its importance). • Risk – assessing the level of potential risk associated with each option (weighted x1.5). Each member of the study team scored the options from 1 to 10 (where 1 is negative and 10 positive) independently and the results were compared and combined to arrive at an overall assessment, summarised in Table 5.15, over. Page 375 of 396
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71 PKC - GENERAL Table 5.15: Summary of Qualitative Scoring Criteria Option 1 Option 2a Option 2b Option 3a Option 3b Option 4 In House Shared Services Shared Services & Libraries in house One ALEO – Culture and Leisure Two ALEOs PTCH status/ One ALEO Income generation 7.5 10.5 10.5 12 10.5 10.5 Management focus on service 6 8 8 6 7 7 Service development 5 6 6 7 7 8 Impact on staff 4 7 6 5 5 6 Impact on service continuity 5 7 7 6 6 7 Set up costs 7 8 8 6 6 6 Time to deliver 5 7 6 5 6 6 Credibility and influence 6 7 7 8 7 7 Sustainability 14 16 16 14 12 12 Risk 9 9 9 10.5 10.5 10.5 Total Score 68.5 85.5 83.5 79.5 77 80 The rationale for the scoring is as follows: • Income generation – options which create new consolidated ALEOs offer strong income generation opportunities but also the risk that some trusts and other funders’ income may reduce if they choose to fund only once to the new body/ bodies, compared to the shared services model where the individual ALEOs continue to operate. Council-run services would not have access to the range of funding sources available to ALEOs and charities. Page 376 of 396
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72 PKC - GENERAL • Management focus – options which consolidate services under a single management structure lead inevitably to rationalisation of management teams and Boards (with cost savings as considered above) and therefore to a dilution of service specific focus and expertise compared to options which maintain the three organisation structures. • Service development – the more consolidated models were judged to offer slightly greater potential for service development through opportunities for income generation, collaborative effort and cross-subsidy. Council delivery scored lower here due to the financial impact of the loss of non-domestic rates relief, which would constrain service development. • Impact on staff – options that result in significant structural changes are likely to be disruptive for staff and those that are based on consolidation could also result in headcount reductions. These options therefore scored lower. • Impact on service continuity – similarly, options which propose high levels of restructure carry a higher risk of services being disrupted through the change process. • Set up costs – greater levels of structural change are likely to incur more in the way of set up costs, including legal and related costs as well as costs relating to potential staff restructure. • Credibility and influence – experience from further afield suggests that larger organisations often carry more weight and influence. However, in this case PTCH may be better served by having its own identity, particularly in relation to the theatre production sector and audience. Delivery from within the council was felt to result in a lower level of influence based on concerns that the services could have a lower profile alongside much larger statutory provision. • Sustainability – the financial appraisal demonstrates the potential of most options to deliver significant savings is limited. Therefore, none can be assessed as offering strong potential for a sustainable model other than the shared services model which is itself modest. • Risk – the appraisal found little to separate the options in terms of risk as all raise issues in some form from funding risks in consolidated models to financial risks. The single ALEO model was judged least risky on the basis that it protects rates relief and other ALEO benefits while offering the potential for longer term economies of scale and service development. Page 377 of 396
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73 PKC - GENERAL On the basis of this scoring, the shared services model emerges as the strongest option, albeit largely as a result of the fact that it avoids the risks and issues associated with significant structural change while delivering some modest financial benefit. 5.5 Preferred Option The importance of the financial context, and the need to identify a sustainable model for the delivery of culture and leisure services in Perth and Kinross point towards the shared services model (Option 2a) as the most promising. However, as noted earlier, this is not without complication given the different requirements of each of the three ALEOs, the differences in terms and conditions for affected staff and the concerns raised by all three in relation to whether or not a single service would be sufficiently flexible and responsive to meet their needs. The status quo position is not sustainable, at least not on its current trajectory, but there are some mitigating factors that should be considered. • PTCH is working to a plan to further increase its income through growth in commercial activity, increased ticket sales with more production activity and a focus on fundraising particularly with trusts and foundations. Progress has been made and it is likely that this could result in a more financially robust position within a few years. • The planned PH2O facility will replace the Bell’s Centre and the existing leisure pool and will enable LAL to move to a more sustainable platform through increased income and cost reduction at these other sites (there may also be an opportunity for an alternative delivery model for the Dewars’ Ice facility). It is also important to consider the return on PKC’s investment in terms of the value and impact that culture and leisure can create for Perth and the wider region. Linking back to the Council’s priorities set out in the Corporate Plan, the three ALEOs can make a clear contribution to priorities around physical and mental health and wellbeing, education and in helping to mitigate the negative impacts of poverty and inequality. They can also, through their combined asset base and service portfolio, make a significant contribution to local economic development through area regeneration and the promotion of the visitor economy. PTCH’s impact work demonstrates this potential and points towards the Page 378 of 396
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74 PKC - GENERAL potential gains of the three ALEOs working more closely together around this shared agenda. 5.6 PKC Objectives and Critical Success Factors As set out in the study brief, PKC identified two objectives for the ALEO Review work, along with seven critical success factors. 5.6.1 PKC Objectives PKC identified two main objectives for the ALEO Review work, as follows: • Ensure a sustainable model of delivery for leisure and culture services in future. • A more streamlined and consistent approach across all ALEO organisations in terms of systems and corporate support. Table 5.16, below, summarises the extent to which the identified options meet these objectives. Table 5.16: PKC Objectives As shown, while the options generally do result in a more streamlined approach in terms of systems and corporate support, the financial appraisal suggest that only Option 2a (and possibly Option 4) offers the potential to develop a more sustainable model. However, even for these options, this assessment remains uncertain. 5.6.2 Critical Success Factors Table 5.17, over, maps the options against the seven critical success factors (CFSs) identified by PKC for the review work. Option 4Option 3bOption 3aOption 2bOption 2aOption 1PKC Objectives MaybeNoNoNoMaybeNoSustainable Model SomeSome (LAL and CPK) YesYesYesYesStreamlined and consistent approach to Corp Services Page 379 of 396
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75 PKC - GENERAL Table 5.17: Critical Success Factors Option 4Option 3bOption 3aOption 2bOption 2aOption 1CSFs NoNoNoNoMaybe No1. Reduce costs / make savings NoNoNoNoNoNo2. Reduce ALEO properties across Perth & Kinross MaybeNoNoNoNoNo3. Increased income opportunities – specifically in PTCH Yes (PTCH no longer an ALEO) YesYesNoNoYes4. Ensuring consistency and equity in terms and conditions of employment in ALEO’s PKC to advise PKC to advise PKC to advise PKC to advise PKC to advise PKC to advise 5. Compliance with all related employment law across all ALEO's Some (LAL and CPK) Some (LAL and CPK) YesYesYesYes6. Consolidation of corporate services NoNoNoNoMaybeNo7. Optimise PKC investment in culture and leisure through the arms-length model Page 380 of 396
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76 PKC - GENERAL As shown, none of the options meets all of the CSFs. Most obviously, only Option 2a delivers savings, but as noted above, these are likely cancelled out by the costs of aligning systems. None of the options makes it more or less likely that ALEO properties would be reduced as this remains a decision for the Council and not one that is materially impacted by the structural options. The only option that can clearly contribute to income generation is Option 4 by virtue of the independent status of PTCH, and the resulting ability to access funding not available to ALEOs or Councils. This is not to say that income generation is not possible under the other options – it is and all ALEOs have plans to do so – but rather that this is not dependent on the structures proposed by the options. Consistency in terns and conditions is a feature of Options 1, 3a, 3b and to some extent in Option 4. However, as noted, this comes at a considerable cost. All of the options do result in greater consolidation of corporate services either within PKC or as part of a more consolidated ALEO structure. In terms of the final CSF – optimising investment - the assessment remains unclear. As noted, none of the options deliver significant savings so if the starting point is that the current level of investment is not sustainable, then the proposed structural changes do not offer a clear path to a more sustainable model. Page 381 of 396
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77 PKC - GENERAL 6 Conclusions & Recommendations In this section, we present our overarching conclusion and discuss the implications of this for PKC and the three ALEOs. 6.1 Appraisal Conclusions The purpose of the study was to appraise the identified options for structural change in the delivery of culture and leisure services in Perth and Kinross. The status quo, at least in its current trajectory, is not considered sustainable as it is likely to demand a growing level of subsidy from PKC. Examining each of the options in more detail reveals that the potential to achieve significant savings is limited in virtually all options. The most promising is that of a shared services model for corporate and back-office support functions but even this offers only modest savings for a potentially significant level of operating risk. Indeed, the hidden costs of aligning systems in areas like finance and IT is likely to offset the identified savings. Thus, our overarching conclusion is that structural change (at least those identified in the options) is unlikely to deliver the level of savings and efficiencies that will result in long term sustainability. With that in mind, we have given some initial thought to what else might now be considered and have proposed a twin track approach that combines a strategic approach to more structured collaboration with more operational measures to grow income and manage costs. 6.2 Recommendations 6.2.1 Strategic Alliance We believe an option worth considering that avoids structural/governance change/disruption is that of ‘Status Quo+’. This would seek to build on the considerable collective strengths of the three ALEOs and PKC’s Events team by creating a more Page 382 of 396
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78 PKC - GENERAL formalised ‘Strategic Alliance’ built on shared objectives and cooperative working practice. An illustrative approach is outlined below: A Strategic Alliance between Perth and Kinross Council (PKC), Culture Perth and Kinross (CPK), Perth Theatre and Concert Hall (PTCH), and Live Active Leisure (LAL) would provide a framework for collaborative leadership in delivering cultural, leisure, and wellbeing outcomes across the region. Such an alliance would not constitute a merger or legal restructuring but would formalise a commitment to shared goals, coordinated delivery, and strategic investment. Establishment The alliance would be established through a Memorandum of Understanding (MoU) signed by the Chief Executives and Chairs of each organisation and by senior PKC officers. This document would outline shared principles, such as collaboration, inclusivity, transparency, and set out agreed priorities. A cross-organisational Strategic Alliance Board would be convened, comprising senior representatives from each partner, meeting quarterly. PKC would act as a convener and enabler, ensuring alignment with council priorities and resource planning. The Alliance would be underpinned by a Joint Strategic Plan, co-developed with input from communities and staff, aligning organisational strategies with key themes such as community wellbeing, creative economy development, equal access to services, and sustainability. This plan would inform joint funding bids, capital development proposals, and advocacy work at national level. Operation The Strategic Alliance would operate as a coordinating forum, not a delivery body. It would enable alignment without undermining the autonomy or governance of member organisations. Key operational mechanisms would include: • Shared Working Groups focused on joint themes (e.g. capital investment, outreach and inclusion, programming). • Coordinated Planning Cycles to allow visibility of programming, infrastructure plans, and funding requirements across partners. Page 383 of 396
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79 PKC - GENERAL • Data and Evaluation Collaboration to develop shared metrics and evidence impact across services. • Joint Staff Development opportunities to foster cross-sectoral skills and understanding. Resource-sharing arrangements (for example, for communications, ticketing platforms, or digital infrastructure) could be explored where appropriate, particularly where cost- efficiencies and audience benefits align. Shared Objectives The Alliance’s shared objectives might include: • Enhancing community health and wellbeing through joined-up cultural and active lifestyle initiatives. • Strengthening inclusion and access for underserved groups across rural and urban areas. • Growing the local economy and Perth and Kinross visitor economy developing career pathways across cultural and leisure sectors. • Coordinating capital planning to maximise public benefit and avoid duplication of investment. • Advocating for national recognition and funding for Perth and Kinross as a regional cultural leader. • Seeking efficiencies in service delivery. This strategic alliance would aim to strengthen the region’s collective voice, improve outcomes for residents, and provide a more resilient and agile delivery model for public cultural and leisure services. 6.2.2 Operational Measures In addition to the strategic approach suggested above, it will also be necessary to look to other more practical measures and here the options are limited, and few can be considered straightforward. While detailed analysis of each of these is beyond the scope of the current appraisal, we have provided here some initial thoughts on the following: • Income growth. Page 384 of 396
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80 PKC - GENERAL • Property rationalisation. • Workforce planning. • Other efficiency measures. Income Growth There is undoubtedly some potential for income growth in all three ALEOs, but most obviously in LAL and PTCH. Unless a decision is taken to introduce admission charges at Perth Museum and Art Gallery, the potential for CPK to generate significant levels of additional income will be limited. LAL is likely to realise some savings (see below) and achieve some income growth with the development of the new PH2O facility, even if this will take some years to materialise. Beyond this, pricing models may offer some income growth, as well as prioritisation of revenue generating services (e.g. health and fitness, swimming lessons, gymnastics classes etc) but the potential scale of this opportunity requires further analysis to quantify. PTCH, as noted earlier, is working to a plan to increase its income both through ticket sales and from commercial hires as well as via fundraising efforts to target more trusts and foundations. While initial signs are good and progress has been made, this again is likely to take a few years to reach a level that will have a meaningful impact on the level of subsidy required from PKC. Nonetheless, income growth should certainly be part of a forward strategy for the services. It is worth noting that we found little to separate the structural options in respect of their potential to support income growth, and some presented risks as detailed earlier. Property Rationalisation Similarly, the potential of the various structural options to support property rationalisation did not vary as decisions on this matter ultimately rest with PKC regardless of what ALEO structures are in place. While any decisions about property rationalisation should be taken on the basis of due consideration and analysis of evidence relating to, inter alia, building conditions, usage patterns, financial sustainability, availability of alternative provision, and wider asset rationalisation plans, we offer the following thoughts: • PTCH has little scope for rationalisation – closure of either venue would significantly impact both on the financial viability of the organisation and the Page 385 of 396
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81 PKC - GENERAL perception and reputation of Perth. This would risk the loss of the significant economic and community benefits that the organisation creates. • Similarly, Perth Museum and Art Gallery is a flagship asset for the city and the region which cannot be relocated to another facility. This leaves CPK with the library estate, which may offer potential for rationalisation as part of the move towards more integrated community facilities. While there is always a risk of political and community resistance, the community hub model which brings together different services within a single location makes good sense in both financial and service development terms. • Parts of the leisure estate may also lend themselves to consideration within community hub proposals and should be part of this process. In addition, LAL’s Strategic Asset Review has identified the potential to close some assets with the arrival of PH2O which will certainly result in savings as well as providing an improved offer. Again, while the scope for property rationalisation may be limited, this should still be considered in line with PKC’s wider asset rationalisation plans. Workforce Planning Our experience is that detailed workforce planning can usually deliver savings, sometimes at a quite significant scale. This requires detailed analysis of rotas and shift patterns against usage data to identify periods when facilities and overstaffed and underused. It should also extend to detailed consideration of job roles and where there may be potential for rationalisation. As analysis at this level of detail is beyond the scope of the current appraisal, it is difficult to comment at this time on the potential scale of efficiencies that might be achieved. However, we recommend that such an exercise is undertaken for all three ALEOs (recognising that PTCH’s venues are used in a different way) with a view to identifying efficiencies in staffing structures. It is perhaps worth also noting that while larger (more consolidated) structures generally do offer greater potential for staff savings, in practice the realisation of these does not often cross service boundaries (i.e. leisure centre staff do not easily transfer to museums). Gains tend to be within rather than across service areas apart from management and corporate functions (which have been addressed in the earlier appraisal). Page 386 of 396
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82 PKC - GENERAL Other Efficiency Measures Greater collaboration across the three ALEOs can offer some potential for efficiencies in areas like procurement and purchasing, These are likely to be modest gains, but one area worth considering is energy. Utilities Payment Agency Agreement The ALEOs have an opportunity to achieve significant financial savings by establishing an agency agreement with PKC for utility payments. Under this arrangement, PKC would manage utility payments on behalf of the ALEOs, with costs offset against the Service Fee provided by PKC, making it cost-neutral for the Council. The key benefit for the ALEOs is reducing irrecoverable VAT paid to HMRC, which is currently a significant cost. By having PKC manage utility payments, the ALEOs would avoid VAT charges that cannot be reclaimed. Due to information at the time, we can only look at the potential benefits from a LAL perspective (as shown in Table 6.1) but there is no reason why these cannot be replicated across the other two bodies. It should also be noted that this is based on all LAL properties and it is likely that those that are directly owned by LAL would not qualify for inclusion in such a scheme. The actual savings for LAL would therefore likely be lower than the indicative figures provided below. Table 6.1: Energy Agency agreement – LAL Example Item Value Energy Costs £1,083,497 Irrecoverable VAT rate 11% Potential Saving £119,185 Similar arrangements across the country have shown success, such as those being implemented by Active Stirling, West Lothian Leisure and Edinburgh Leisure. The agency agreement would reduce operational costs without compromising service quality. By shifting utility responsibilities to PKC, ALEOs could focus resources on the delivery of services. It also fosters a stronger partnership between the ALEOs and PKC, aligning all organisations towards efficient resource utilisation and community enhancement. Page 387 of 396
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83 PKC - GENERAL Further discussions and evaluations are needed to refine the proposal and align it with the financial frameworks of the ALEOs and PKC. Proper planning and negotiation can ensure the arrangement benefits both parties while maintaining transparency and mitigating risks. Overall, this agreement provides a practical solution, enabling cost savings and supporting the sustainability of services for the community. Page 388 of 396
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84 PKC - GENERAL Appendix A: ALEO Review Working Group Members of the ALEO Review Working Group are as follows: ALEO Chief Executives • Paul Cromwell – Live Active Leisure • Chris Glasgow – Perth Theatre and Concert Hall (Horsecross Arts Limited) • Helen Smout – Culture Perth and Kinross Perth and Kinross Council Officers • Charlene Guild, Strategic Lead, Projects & Programmes (Lead) • Stephen Crawford, Strategic Lead, Property • Pauline Johnstone, Corporate HR Manager • Serge Merone, Strategic Lead • Lisa Simpson, Strategic Lead, Legal & Governance • Scott Walker, Strategic Lead, Finance & Business Support • Steve MacDonald, Service Manager, Economic Development • Norman Ballantine, Transformation & Change Programme Manager • Alan Taylor, Strategic Lead, Customer & Digital Services Page 389 of 396
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Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri January 1 2 5 6 7 P&P (9:30am) 8 9 12 13 14 Council (10:00am) 15 16 19 Licensing (1:00pm) 20 21 Licensing Board (9:30am) H&SW (1:00pm) 22 23 26 LRB (1:00pm) 27 28 E&I (9.30am) S&P (1:00pm) 29 30 February 2 Common Goods (1.00pm) 3 4 L&F (9:30am) F&R (1.00pm) 5 6 9 Property Sub (1.00pm) 10 11 P&P (9:30am) 12 13 16 17 18 Licensing Board (9.30am) Climate (1.00pm) 19 KC (5.00pm) 20 23 24 25 Council (10.00am) 26 27 March 2 LRB (1.00pm) 3 4 Council (10.00am) 5 6 9 Licensing (1.00pm) 10 11 P&P (9.30am) JNC (2.30pm) 12 13 16 L&F Exec Sub (1:00pm) 17 18 19 20 23 A&R (1.00pm) 24 25 H&SW (9:30am) S&P (1:00pm) 26 27 30 LRB (1.00pm) 31 April 1 Licensing Board (9:30am) JCC (1:30pm) 2 3 6 7 8 9 10 13 Licensing (1.00pm) 14 15 P&P (9:30am) 16 17 20 21 22 E&I (9:30am) F&R (1.00pm) 23 24 27 LRB (1.00pm) 28 29 Council (10.00am) 30 May 1 4 Common Goods (1.00pm) 5 6 7 Scottish Parliament Elections 8 11 Licensing (1.00pm) 12 13 P&P (9:30am) 14 KC (5.00pm) 15 18 Property Sub (1.00pm) 19 20 Licensing Board (9:30am) 21 22 25 LRB (1.00pm) 26 27 Climate (9:30am) L&F (1.00pm) 28 29 June 1 L&F Exec Sub (1.00pm) 2 3 H&SW (9:30am) S&P (1:00pm) 4 5 8 9 10 P&P (9:30am) JNC (2.30pm) 11 12 15 Licensing (1:00pm) 16 17 Council (10.00am) 18 19 22 LRB (1.00pm) 23 24 F&R (9.30am) JCC (1:30pm) 25 26 29 A&R (1.00pm) 30 July 1 Licensing Board (9:30am) 2 3 6 7 8 P&P (9:30am) 9 10 13 14 15 16 17 20 21 22 23 24 27 28 29 30 31 August 3 LRB (1.00pm) 4 5 Licensing Board (9:30am) 6 7 10 Licensing (1.00pm) 11 12 P&P (9:30am) 13 14 17 18 19 20 21 24 L&F Exec Sub (1.00pm) 25 26 E&I (9:30am) 27 28 31 LRB (1.00pm) September 2 Council (10.00am) 3 4 7 Common Goods (1.00pm) 8 9 P&P (9:30am) JNC (2.30pm) 10 11 14 Property Sub (1.00pm) 15 16 Climate (9:30am) L&F (1.00pm) 17 KC (5.00pm) 18 21 A&R (1.00pm) 22 23 Licensing Board (9:30am) S&P (1.00pm) 24 25 28 LRB (1.00pm) 29 30 H&SW (9:30am) F&R (1.00pm) October 1 2 5 Licensing (1.00pm) 6 7 JCC (1.30pm) 8 9 12 13 14 P&P (9:30am) 15 16 19 20 21 22 23 26 LRB (1:00pm) 27 28 Council (10.00am) 29 30 November 2 Licensing (1.00pm) 3 4 Licensing Board (9:30am) E&I (1.00pm) 5 6 9 L&F (1.00pm) 10 11 P&P (9:30am) L&F Exec Sub (2.00pm) 12 13 16 Property Sub (1.00pm) 17 18 S&P (9.30m) Climate (1:00pm) JNC (2.30pm) 19 KC (5.00pm) 20 23 LRB (1.00pm) 24 25 H&SW (9.30am) F&R (1.00pm) 26 27 30 A&R (1.00pm) December 1 2 Council (10.00am) 3 4 7 Licensing (1.00pm) 8 9 Licensing Board (9:30am) JCC (1.30pm) 10 11 14 Common Goods (1.00pm) 15 16 P&P (9:30am) 17 18 21 LRB (1.00pm) 22 23 24 25 28 29 30 31 10 Page 391 of 396
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Recess Periods (all inclusive) End of Cycle P&P = Planning and Placemaking Committee LRB = Local Review Body E&I = Economy an Infrastructure Committee H&SW = Housing & Social Wellbeing Committee L&F = Learning & Families Committee F&R = Finance and Resources Committee JCC = Employees Joint Consultative Committee JNC = Joint Negotiating Committee for Teaching Staff L&F Exec Sub = Lifelong Learning Executive Sub-Committee Licensing = Licensing Committee CC&S = Climate Change and Sustainability Committee A&R = Audit & Risk Committee KC = Kinross-shire Committee S&P = Scrutiny and Performance Committee Page 392 of 396
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Draft Indicative Committee Timetable – January - May 2027 Recess Periods (all inclusive) End of Cycle P&P = Planning and Placemaking Committee LRB = Local Review Body E&I = Economy an Infrastructure Committee H&SW = Housing & Social Wellbeing Committee L&F = Learning & Families Committee F&R = Finance and Resources Committee JCC = Employees Joint Consultative Committee JNC = Joint Negotiating Committee for Teaching Staff L&F Exec Sub = Lifelong Learning Executive Sub-Committee Licensing = Licensing Committee Climate = Climate Change and Sustainability Committee A&R = Audit & Risk Committee KC = Kinross-shire Committee S&P = Scrutiny and Performance Committee Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri Mon Tues Wed Thurs Fri January 1 4 5 6 P&P (9.30am) 7 8 11 12 13 Licensing Board (9.30am) 14 15 18 LRB (1.00pm) 19 20 H&SW (9.30am) 21 22 25 Licensing (1.00pm) 26 27 E&I (9.30am) S&P (1.00pm) 28 29 February 1 Common Goods (1.00pm) 2 3 L&F (9.30am) F&R (1.00pm) 4 5 8 Property Sub (1.00pm) 9 10 P&P (9.30am) 11 12 15 LRB (1.00pm) 16 17 Licensing Board (9:30am) Climate (1:00pm) 18 KC (5.00pm) 19 22 23 24 Council (10.00am) 25 26 March 1 2 3 Council (10.00am) 4 5 8 Licensing (1.00pm) 9 10 P&P (9.30am) JNC (2.30pm) 11 12 15 L&F Exec Sub (1.00pm) 16 17 JCC (1.30pm) 18 19 22 A&R (1.00pm) 23 24 H&SW (9.30am) 25 26 29 LRB (1.00pm) 30 31 Licensing Board (9.30am) April 1 2 5 6 7 8 9 12 Licensing (1.00pm) 13 14 P&P (9.30am) 15 16 19 20 21 F&R (9.30am) 22 23 26 27 28 Council (10.00am) 29 30 May 3 4 5 6 Scottish Local Gov Elections 7 10 11 12 13 14 17 18 19 20 21 24 25 26 27 28 31 10 Page 393 of 396
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Committees / Sub-Committees / Groups SNP Scottish Con Scottish Lib Dem Ind Group Lab Cllr Chan Cllr Laing 40% 30% 12.5% 10% 2.5% 2.5% 2.5% 15 member (+ Provost on F+R) 6 5 2 2 0 0 0 13 member 5 4 2 2 0 0 0 11 member 4 or 5 3 or 4 1 or 2 1 0 0 0 9 member 4 3 1 1 0 0 0 7 member 3 2 1 1 0 0 0 5 member 2 2 0 or 1 0 or 1 0 0 0 3 member 1 1 0 or 1 0 or 1 0 0 0 Overall 16/40 12/40 5/40 4/40 1/40 1/40 1/40 Standing Order 6.1 - In appointing members to Committees and Sub-Committees, the Council shall, so far as possible, give effect to the principles regarding political balance set out in the Local Government and Housing Act 1989. 11(i) Page 395 of 396
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