Appendix 1
Perth and Kinross Council · 21 December 2022
Back to Perth and Kinross Council — 21 December 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
4 Appendix 1
Page 2
Contents Contents .............................................................................................................................................................................................................. 2 Introduction .......................................................................................................................................................................................................... 3 Section 1: Vision and priorities ............................................................................................................................................................................. 4 Our vision ............................................................................................................................................................................................................. 4 Our priorities ........................................................................................................................................................................................................ 4 Our key principles ................................................................................................................................................................................................ 5 Section 2: Priorities .............................................................................................................................................................................................. 6 Tackling poverty ................................................................................................................................................................................................... 6 Tackling climate change and supporting sustainable places ................................................................................................................................ 8 Developing a resilient, stronger and greener local economy .............................................................................................................................. 11 Enabling our children and young people to achieve their full potential ................................................................................................................ 14 Protecting and caring for our most vulnerable people......................................................................................................................................... 17 Supporting and promoting physical and mental wellbeing .................................................................................................................................. 20 Appendix 1 ......................................................................................................................................................................................................... 25 Associated strategies ......................................................................................................................................................................................... 25
Page 3
Introduction Welcome to our Corporate Plan for 2022 – 2027. This plan sets out our vision for a Perth and Kinross, where everyone can live life well, free from poverty and inequality. It proposes a number of key priorities for the next five years. It also reflects the principles of the Perth and Kinross Offer which sets out our commitments to better engage with people and communities and ensure that you have your say and are involved at an earlier stage in our strategic planning discussions. Thank you to everyone who contributed. We have listened to the feedback and this final version reflects the careful consideration of everything we have heard from our communities, elected members, partner organisations and our staff about what is important for Perth and Kinross, and the part we as the Council can play in achieving the ambitions of residents. We are committed to serving the people and communities of both place and interest and delivering the best possible services that we can within the resources at our disposal. In doing this we recognise that our focus requires us to continually consider the services which make the biggest difference to those in greatest need. The pandemic of recent years has only added to the significant and increasingly complex challenges we face. With the cost-of-living crisis and increasing levels of poverty the equalities gap we were working to address has widened and our local economy, like others has been hard hit. Alongside this, demands for services are increasing while facing reductions in the resources we have to meet these demands. All of this will mean difficult decisions on where we commit our resources and will require reductions in some areas. Despite the challenges that our communities and the Council face, we have shown in our response to Covid that we are at our best when we work together with communities to provide much-needed support to vulnerable people. We are committed to building on those positive relationships and the development of local support networks to change the way we work with and within our communities. We will work with and within communities to deliver on these priorities in their areas in a way that recognises local needs and infrastructure. We recognise that there may be requests for investment and support from communities which we are unable to meet. In those cases, we will support communities to come together, connect with other relevant partners and identify alternative sources of funding and resources to help them make their local ambitions a reality. While this is a five-year plan, we know that there will be things outwith our control that will change. We will regularly monitor our performance against each of the key priorities to ensure that they are still relevant and effectively contribute to our vision for a Perth and Kinross where everyone can live life well, free from poverty and inequality. Councillor Grant Laing Thomas Glen Council Leader Chief Executive
Page 4
4 Section 1: Vision and priorities Our vision Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality. To achieve this we will work with and within our communities to ensure that: • Children and young people grow up safe, respected, well- educated, and confident in their ability to realise their full potential. • People and businesses are increasingly able to prosper in a local economy which supports low carbon ambitions and offers opportunities for all • People can achieve their best physical and mental health and have access to quality care and support when they need it. • Communities are resilient and physically, digitally and socially connected. • Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations Our priorities These seven priority areas are those which we think the Council can directly influence and have the most impact on, and those which are most important to delivering our vision of Perth and Kinross as a place where everyone can live life well, free from poverty and inequality. As Council resources are limited our priorities will also act as a guide when making difficult decisions about where to invest our funding and staff time and how to make best use of our other assets.
Page 5
5 The priorities are presented in summary form as a graphic to show the interdependencies that exist between them and the fact that each priority is dependent upon the delivery of the others. In full they are: • Working in partnership with communities • Tackling poverty • Tackling climate change and supporting sustainable places • Developing a resilient, stronger and greener local economy • Enabling our children and young people to achieve their full potential • Protecting and caring for our most vulnerable people • Supporting and promoting physical and mental wellbeing Section 2 contains details about each of the priorities and the activities that we will undertake to achieve them. Our key principles Delivery of the priorities will be underpinned by our key principles: • Focusing on need informed by evidence and data, rather than demand • Working with our communities and partners, and putting people first • Being a visible and valued part of our communities, engaging with and being accessible and responsive to our residents • Prevention and early intervention to help achieve the best long-term results for people • Supporting our workforce to be the best, ensuring they are well-trained and empowered to make decisions • Making best use of available assets including transferring or otherwise disposing of those which can best serve the community in a different way • Remaining true to our organisational values of integrity, compassion and ambition Defining our performance indicators Each of our priorities are supported by a series of performance indicators. We have classified each indicator as control, influence or inform. This shows the distinction between indicators which the Council has direct control over, in terms of the services we provide and how we deliver these, what we can influence but which is also impacted by factors outwith our control, and those which we have no direct control or influence over, but which inform our decision making. Risks Our Strategic Risk Register is regularly updated to reflect the risks to the organisation. Many of the priority areas highlighted in this corporate plan are already reflected in our risk register. On approval of the final 2022-2027 Corporate Plan we will review our risk register to ensure that any additional risks associated with the delivery of our priorities are identified and actions to mitigate these progressed.
Page 6
Section 2: Priorities Tackling poverty Key actions • Prevent and mitigate the impacts of poverty for children living in Perth and Kinross • Mitigate cost of living pressures for households experiencing or at risk of poverty • Maximise income from benefit entitlement and concessions for households • 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. Context Perth and Kinross has a reputation as an affluent place to live with higher than average rates of employment. However, many children and households experience the damaging effects of poverty and the aftermath of the Covid pandemic and current cost of living crisis present significant challenges for many of our households. Our mix of rural and urban areas means the experience of poverty may be different for people depending on where they live, with a rural poverty premium for people living outside our large settlements. Precarious employment, and costs and availability of affordable housing, transport, and childcare alongside additional costs for essential goods and services mean living in one of our rural areas can be particularly difficult. Approximately one in four children in Perth and Kinross are living in poverty. That’s 5,155 children. The causes and impacts of child poverty are complex. There is no single solution to poverty as each household’s circumstances will differ, but the Council, with partners, will lead action to prevent and mitigate the impacts of poverty for children living in Perth and Kinross. The cost-of-living crisis will impact on all households and many will struggle to meet essential household costs such as heating their homes, putting food on the table and paying for goods and services, The crisis has driven the need for greater focus and action to protect our most vulnerable residents. Whilst no single service or agency has the power to end poverty, by working in partnership with the Community Planning Partnership and our communities there is much we can do to make the lives and life chances of those living in poverty better and brighter. That is why we supported the launch of the Perth and Kinross Anti- Poverty Taskforce in October 2022 which will help drive partnership work on this issue. Links to associated existing strategies can be found in Appendix 1.
Page 7
7 Performance indicators Contributing to delivery of the following outcomes or aspects of our vision: • Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential. • People and businesses are increasingly able to prosper in a local economy which supports low carbon ambitions and offers opportunities for all. Key Actions (summary) Indicator Control / Influence Performance Targets Frequency National Indicator Lead Service 19/20 20/21 21/22 23/24 26/27 Prevent and mitigate the impacts of poverty for children Percentage of children living in poverty after housing costs in P&K Inform 22.6% 18.7% Will be published Jan 2023 18% by 2023 10% by 2030 Annually LGBF Communities Mitigate cost of living pressures for households experiencing and at risk of poverty Number of P&K households provided with energy efficiency and/or low carbon heating advice (PKC funded) Influence N/A New Indicator 545 256 500 500 Annually N/A Communities Number of new publicly available social housing units including buybacks, conversions and empty homes conversions Control 250 246 310 304 340 Monthly N/A Communities Maximise income from benefits and concessions Number of Scottish Welfare Fund Crisis Grant applications Influence 4,611 6,336 5,498 Not appropriate to set targets Quarterly SG Communities 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 91 100 120 Annually N/A Communities Percentage of people earning less than the real Living Wage Influence 21.1% 25.3% 16.5% 16.0% 13.5% Annually LGBF Communities
Page 8
Tackling climate change and supporting sustainable places Key actions • Support the prioritisation of sustainable, cleaner and greener transport in line with the National and Regional Transport Strategies • 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 • To conserve and enhance the biodiversity of our natural environment • To adapt to and mitigate the impact of climate change on the way we operate Context In November 2022, the Council declared a Climate and Biodiversity Emergency. While climate change is a global problem, the impacts are felt locally, and we all need to work together if we are going to mitigate the impact of climate change and address the causes. Councillors unanimously backed the Perth and Kinross Climate Change Strategy and Action Plan in December 2021. This sets out detailed actions for how the Perth and Kinross area will reach net zero carbon emissions by 2045. The Climate Action Perth & Kinross website provides the most up-to-date look at the progress of the action plan and information on community climate action projects and groups. In setting our actions under this priority we have tried to focus on those which we can deliver either ourselves or by working closely with established partners. However, in this area more than any other it is important that we lead by example embedding a climate aware approach into every part of our work, minimising the impact we have and planning for a sustainable future. Links to associated existing strategies can be found in Appendix 1.
Page 9
Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision: • Perth and Kinross is a safe and vibrant place, mitigating the impact of climate and environmental change for this and future generations Key Actions (summary) PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Support the prioritisation of sustainable, cleaner, and greener transport Number of publicly available charging devices per 100,000 population Influence New Indicator 66.1 69.8 84.9 To be set as part of the EV Strategy (under development) Quarterly Department for Transport Communities Percentage of Council fleet vehicles that are electric or other zero direct carbon fuel technologies Control New Indicator 3.48% 5.34% 5.34% To be set as part of the EV Strategy (under development) Annually N/A Communities Improve the energy efficiency of our buildings, and encourage our partners and private householders to consider improvements Percentage of Council housing meeting the Energy Efficient Standard 2 for social housing (minimum EPC B) Control 3.4% 5.1% 6.2% 6.5% 12% Annually Scottish Housing Regulator Communities Scope 1 and 2 Emissions from Council Non-Domestic Estate (tonnes CO2e) Control 12,091 10,111 10,761 Targets to be set as part of domestic/ non-domestic decarbonisation plan Annually N/A Communities To conserve and enhance the biodiversity of our natural environment Area grassland managed by PKC for biodiversity improvement objectives (ha) Control N/A New Indicator 21.8ha 21.8ha Targets to be set following review of Greenspace service arrangements Annually N/A Communities To adapt to and mitigate the impact of climate changes Total household waste recycled/composted as % of all household waste Influence 52.7% 49.4% 50.1% 60% 70% Monthly LGBF Communities Climate Change Assessment Tool (CCAT) overall score Control N/A New Indicator 51% 61% 74% 85% Annually CDP Cities Communities
Page 10
10 Key Actions (summary) PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 on the way we operate
Page 11
11 Developing a resilient, stronger and greener local economy Key actions • Support and promote business growth, business and place innovation and investment in both our urban and rural areas • 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 • 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 • 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 Context Perth and Kinross has a diverse, broad-based economy. However, the area’s acknowledged challenge is the proportion of jobs in tourism, agriculture and hospitality – sectors which were significantly disrupted by the Covid-19 pandemic. In view of the very challenging UK economic picture at the time of finalising this document our ambitions for the local economy must be both realistic and achievable. Our initial focus is therefore on working in partnership with others to ensure that our local economy is ready and able to seize opportunities that arise through national economic recovery, and to attract new jobs to the area in sectors such as green power and smart technology solutions During the pandemic we agreed a joint approach to economic recovery with local business leaders, and the Council’s commitment to this work will contribute to our actions under this priority. Over the lifetime of this Corporate Plan, our long-term investment in developing our cultural offer will come to fruition with the opening of the new museum, and new home to the Stone of Destiny, within the former Perth City Hall in 2024. In late 2021, Perth also became a UNESCO Creative City as a City of Crafts and Folk Art, creating another powerful asset with which to develop and promote the area as a cultural tourism destination. Community wealth building In our contribution to developing the local economy we will take the principles of community wealth building into account. This is an approach to local economic development which re-directs wealth back into the local area. As a council we will seek to, wherever possible, positively use our commissioning and purchasing power and our facilities and land assets so that local businesses and communities benefit from financial and social gain. This is a new way of working and we will continue to develop our approach and learn from the experiences of our Tay Cities Region Deal partners and public sector groups across Scotland who are introducing this way of working. Links to associated existing strategies can be found in Appendix 1.
Page 12
Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision: • People and businesses are increasingly able to prosper in a local economy which supports low carbon ambitions and offers opportunities for all • Communities are resilient and physically, digitally and socially connected Key Actions (summary) Indicator Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Support and promote business growth and investment Number of new business start-ups with support from Business Gateway Influence 262 267 220 275 No future targets can be set as current contract is due for retender Monthly LGBF Communities Area of immediate available Service Business Land (Ha) Influence 30 32 37 15 15 Annually N/A Communities Percentage of premises connected to gigabit broadband Influence 1.8% 4.7% 40% 45% 60% Monthly Think Broadband Communities Number of registered businesses in Creative Industries (including digital) Influence 395 400 380 400 420 Annually Scottish Growth Statistics Communities Invest in innovative green power and smart technology solutions Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh) Control New Indicator 2991.762 2,972 2534.71 Targets to be set as part of domestic/ non-domestic decarbonisation plan Monthly N/A Communities Number of registered businesses in energy (including renewables growth sector) Influence New Indicator 140 140 140 169.4 225.47 Annually N/A Communities
Page 13
13 Key Actions (summary) Indicator Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Promote what our city and towns have to offer to businesses, investors and Investment in economic development and tourism (£ per 1,000 population) Control £57,375 £60,121 Will be published Jan 2023 Not appropriate to set long term target due to fluctuation; will be reviewed in due course Annually LGBF Communities Total number of visits (in person) to libraries, museums and galleries Influence 644K 32K 246K 315K 450K Annually N/A Communities Support people into work and encourage business to access initiatives to create new opportunities Percentage of unemployed people assisted into work from council operated/funded employability programmes Influence 21.5% 8.2% 13% 15% Not appropriate to set long term target due to fluctuation; will be reviewed in due course Annually LGBF Communities Number of adult learners achieving outcomes Influence 1,319 110 279 293 300 Quarterly N/A Communities
Page 14
Enabling our children and young people to achieve their full potential Key actions • Ensure inclusive and quality education for all and promote lifelong learning • Reduce the poverty-related attainment gap • Ensure that Looked After Children and children and young people with additional support needs achieve health, wellbeing and education outcomes comparable with their peers Context Just over 16% of residents of Perth and Kinross are aged under 16, which is in line with the 16.9% of the Scottish population in this age group. All of the priority areas set out in this corporate plan impact on our children and young people. As set out earlier in this document, too many children in Perth and Kinross are living in poverty. Activity to tackle the causes and mitigate the impact of poverty on households will also benefit young people who are part of these families. That will make an essential contribution towards enabling our children and young people to achieve their full potential. While overall attainment and pupils meeting developmental and educational milestones is high across Perth and Kinross, when this is broken down to look at factors such as children living in poverty there is a clear gap between the outcomes for children from a deprived background and those from more affluent households. The gap has narrowed in recent years; however, this remains a priority focus area as we seek to further reduce the poverty-related attainment gap. We remain committed to Getting It Right For Every Child (GIRFEC). We want children and young people in Perth and Kinross to be safe, healthy, achieving, nurtured, active, respected, responsible and included. We want to ensure that they and their families receive the help they need when they need it. We have made good progress through our Corporate Parenting Plan to build the foundations to realise The Promise for local care experienced children. Our Promise to You (as set out in the corporate parenting plan) is that Perth and Kinross will be the best place for all our children and young people, especially those with care experience, to grow up. This activity will contribute towards achievement of the strategic outcome to ensure children grown up safe, respected, well-education and confident in their ability to realise their full potential. Links to associated existing strategies can be found in Appendix 1.
Page 15
15 Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision: • Children and young people grow up safe, respected, well-educated, and confident in their ability to realise their full potential Key Actions (summary) PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Ensure inclusive and quality education for all and promote lifelong learning Percentage of children meeting expected developmental milestones when entering primary school Influence 81% 77% 82% 2% increase Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually N/A Education & Children’s Services Percentage of primary school pupils (P1, P4 & P7 combined) achieving expected levels in literacy and numeracy Control Not reported due to Covid 74 78 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually SG Education & Children’s Services Proportion of school leavers attaining 1 or more passes at SCQF Level 5 Control 88% 89% Will be published Feb 2023 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually SG Education & Children’s Services Proportion of school leavers attaining 1 or more passes at SCQF Level 6 Control 70% 71% Will be published Feb 2023 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually SG Education & Children’s Services
Page 16
16 Key Actions (summary) PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Participation of 16–19-year- olds participating in learning, training or work (%) Influence 95% 94% 94% Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually LGBF Education & Children’s Services 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 27% 28% Will be published Feb 2023 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually SG Education & Children’s Services Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 6 Control 42% 38% Will be published Feb 2023 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course. Annually SG Education & Children’s Services 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% 96% 94% 90% 90% Annually LGBF Education & Children’s Services Percentage of school leavers looked after within the last year with 1 or more qualification at SCQF level 4 Control 75 62 Will be published Jul 2023 Nationally, targets for 2022/23 are just being set. Future targets will be reviewed and set in due course Annually SG Education & Children’s Services
Page 17
17 Protecting and caring for our most vulnerable people Key actions • 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 that people get the right care, accommodation and support where and when they need it. • 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. • Work with partners to reduce re-offending and support effective interventions for people in the justice system. Context We have an older population compared to the rest of Scotland, with 17.1% of residents aged over 70 in 2018, compared to 13.6% of the national population, and this number is projected to continue to increase significantly. We work to deliver services which are fair and inclusive for all of our citizens. We work with our equalities networks to understand specific issues which affect equality protected groups. We are committed to protecting children, young people and adults at risk of harm and abuse. We have well-established relationships in place with partner organisations to ensure that together we can act quickly when issues arise and move to take the necessary actions to help keep people safe. While the majority of our population are fit and active until much later in life the needs of those who do need help are increasingly complex. This tied with our large and varied geography presents a challenge to ensuring that care and support is available where and when people need it. Since its creation in 2016, Perth and Kinross Health and Social Care Partnership (PKHSCP) has been developing more integrated adult health and social care services across Perth and Kinross. While Children’s and Families Services are not part of the PKHSCP, to ensure an effective approach to providing support at an early stage to prevent problems occurring, our services work closely with partners. The Scottish Government has committed to establishing a National Care Service by 2026 which will replace the existing Health and Social Care Partnerships and may also, subject to further consultation, incorporate children and families services and criminal justice services within that. We will continue to monitor the progress of the National Care Service and work to ensure that service users, staff and partners are fully supported and vulnerable community members continue to receive the best service we can provide within available resources. Links to associated existing strategies can be found in Appendix 1.
Page 18
Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision • Communities are resilient, physically, digitally and socially connected • People can achieve their best physical and mental health and have access to quality care and support when they need it Key Actions PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 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 12% 21% 8% Not appropriate to set targets Quarterly N/A Education & Children’s Services Rate of children on the child protection register per 10,000 children Control 33 23 Will be published Jun 2023 Not appropriate to set targets Annually SG Education & Children’s Services 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 1,298 1,514 1,791 Future targets will be set at Adult Protection Committee meeting in Jan 2023 Annually N/A Health & Social Care Partnership Percentage of Adult Support and Protection (ASP) Initial Referral Discussions held within timescale Control 97% 96% 94% 90% 90% Annually N/A Health & Social Care Partnership Ensure that people get the Number of households presenting as homeless Influence 758 670 610 Not appropriate to set targets Monthly SG Communities
Page 19
19 Key Actions PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 right care and support where and when they need it. Number of PKC homes built for those with particular support requirements (units) Control N/A New indicator 8 20 10% of all Social Housing built Annually N/A Communities Percentage of adults receiving any care or support who rate it as excellent or good Influence 83% N/A 79% 80% 80% Biennially LGBF Health & Social Care Partnership 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 80% N/A 75% 80% 80% Biennially LGBF Health & Social Care Partnership
Page 20
20 Supporting and promoting physical and mental wellbeing Key actions • Work with partners to provide localised health and social care provision in areas of greatest need and in those most geographically distant from services. • 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. Context By identifying the root causes of issues and where early support can prevent or reduce the impact of issues arising, we can support and promote the physical and mental wellbeing of residents of all ages. As part of our commitment to work in partnership with communities, we also recognise our role as advocates for our area. Where we cannot directly contribute towards making services available to those who need them where and when they are needed, we will use our position of influence to advocate for communities who are remote from health and social care provision or otherwise disadvantaged to have improved access to services which can improve the health and wellbeing of residents most in need. We also work with community groups such as Saints Community Trust, Golf Memories and Perth and Kinross Disability Sport in recognition of the positive impact sport can have on both physical and mental wellbeing. Perth and Kinross offers an incomparable setting for sport and physical activity with sports facilities within the city and our large towns of Aberfeldy, Auchterarder, Blairgowrie, Crieff, Kinross and Pitlochry. Alongside this, our natural environment offers a significant asset for encouraging people to live an active life, from our public golf course on the North Inch – one of the world’s oldest golfing venues – to the over 2,000 kilometres of core paths which traverse the area. There’s something for everyone. Encouraging people to use our natural assets is just as important as increasing the use of built facilities and participation in sports and activity programmes if we are to give people access to ways to improve their health and wellbeing. Links to associated existing strategies can be found in Appendix 1.
Page 21
21 Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision • People can achieve their best physical and mental health and have access to quality care and support when they need it Key Actions PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 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 10,763 30% Not collected due to Covid 5,190 29% 7,500 33% 36% Annual N/A Communities Number of attendances at pools, indoor and outdoor sports and leisure facilities and programmes (thousands) Influence 1,258K 63K 352K 930K Target to be defined in light of PH20 construction programme Quarterly N/A Communities Percentage of residents satisfied with local leisure facilities Influence 77% 74% Not collected due to Covid 75% 75% Annually 3 year rolling average LGBF Communities Percentage of adults satisfied with parks and open spaces Control 92% 88% Not collected due to Covid Targets to be set as part of the Local Housing Strategy Annually 3 year rolling average LGBF Communities Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing Mental Health - Reduction in waiting times for people to access Mental Health Services (weeks) Influence N/A New Indicator 33 Trend data to be established prior to target being set Annual N/A Health & Social Care Partnership Percentage increase in people who feel that their health and social care Influence N/A New Indicator 91% 80% 80% 80% Bi-Annually N/A Health & Social Care Partnership
Page 22
22 Key Actions PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 support when they need it support was easily accessible and well communicated
Page 23
23 Working in partnership with communities Key actions • Establish locality multidisciplinary teams working with our community planning partners and residents to identify and address local solutions to local needs • Increase the supply and availability of rural housing • Develop and expand our approach to working with communities to identify local actions and priorities and deliver on these together • 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 Context The Perth & Kinross Offer Framework sets out our approach to putting people at the heart of everything we do and recognising that everyone has something to offer. It seeks to balance the relationship between people who design and deliver services and people who use them, drawing on the strengths and assets of individuals and communities to improve outcomes. We are working with our communities to listen and improve. We know that one size does not fit all, and communities have different challenges, demographics and priorities which need different solutions. What works in one place will not necessarily work in another. Location is also not the only definition of community, and communities of interest have their own experiences, challenges and support needs which may be separate or compounded by their geographic location. That is why we need to listen to understand what matters most to the people with lived experience and the solutions that will work for them. These may be solutions we can support or enable rather than things the Council does, and so a partnership approach is key. Through our equality network arrangements which provide links between the Council and communities of interest. We will continue to develop on this work within geographic communities by establishing locality teams made up of different services and professionals who will work with and within each community to better understand their needs and develop local solutions. Our Local Housing Strategy, which is under review at the time of writing, sets out our approach to the supply of affordable housing of the type people need in the places they want them. By highlighting the supply and availability of rural housing within this priority we are intending to highlight the importance of housing as a factor in sustaining our rural communities. Links to associated existing strategies can be found in Appendix 1.
Page 24
24 Performance indicators Contributing to demonstrating delivery of the following outcomes or aspects of our vision • Communities are resilient, physically, digitally and socially connected. Key Actions (summary) PI Control / Influence Performance Targets Frequency National Lead Service 19/20 20/21 21/22 23/24 26/27 Increase the supply and availability of rural housing Total number of houses built in rural areas of Perth and Kinross Influence 143 26 55 60 60 Quarterly SG Communities 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 Annually N/A Communities Develop and expand our approach to working with communities Number of community groups with local resilience plans Influence 34 35 26 30 36 Annual N/A Communities Number of community groups supported to increase their capacity Control 220 270 236 270 270 Annually N/A Communities Number of community groups supported in the asset transfer process Influence 11 5 7 10 15 Annually N/A Communities Number of groups receiving community investment funding Control 127 0 141 Not appropriate to set longer term targets. This will be reviewed in due course. Annually N/A Communities Number of participation requests Influence 2 1 0 Not appropriate to set longer term targets. This will be reviewed in due course. Annually N/A Communities
Page 25
Appendix 1 Associated strategies The Corporate Plan sets out our strategic approach - what we want to achieve and the high-level priorities and activities which we believe will help us get there. It is not designed to stand alone but acts as an overarching guide under which all of our strategic documents sit. Below is a list of the local, regional and national strategies and plans which set out the context in which we will deliver on the priorities contained in this corporate plan. Much of the work undertaken through these strategies contribute to more than one of the priorities as indicated in this table. Strategy/Plan Poverty Climate change Economy Children and young people Vulnerabl e people Physical & mental wellbeing Working with communities PERTH & KINROSS COUNCIL STRATEGIES/ PLANS Climate Change Strategy ✓ ✓ Community Learning and Development Plan ✓ ✓ ✓ ✓ Cost of Living Strategy ✓ ✓ ✓ ✓ ✓ Culture Strategy (under review) ✓ Equality Mainstreaming Report ✓ ✓ ✓ ✓ ✓ Housing Contribution Statement ✓ Local Development Plan ✓ ✓ ✓ Local Heat and Energy Efficiency Strategy (in development) ✓ Local Housing Strategy (under review) ✓ ✓ ✓ ✓ Mobility Strategy (in development) ✓ ✓ Perth and Kinross Corporate Parenting Plan ✓ Perth & Kinross Offer Framework ✓
Page 26
26 Strategy/Plan Poverty Climate change Economy Children and young people Vulnerabl e people Physical & mental wellbeing Working with communities Raising Attainment Strategy ✓ Rapid Rehousing Transition Plan (Home First) ✓ ✓ ✓ Smart Perth Roadmap ✓ ✓ Strategic Investment Plan (SHIP) ✓ Strategic Priorities for Sport (under review) ✓ ✓ PARTNERSHIP STRATEGIES/ PLANS Autism and Learning Disability Strategic Delivery Plan ✓ ✓ Connected Tayside: An Emotional & Wellbeing Strategy ✓ Economic Wellbeing Plan ✓ ✓ Integrated Children’s Services Plan ✓ ✓ Local Child Poverty Action Report ✓ ✓ Older People Strategic Delivery Plan ✓ ✓ Perth and Kinross Integration Joint Board Strategic Commissioning Plan 2020-2025 ✓ ✓ ✓ Perth and Kinross Local Outcome Improvement Plan (in development) ✓ Perth City Plan ✓ Perth and Kinross Community Mental Health and Wellbeing Strategy ✓ ✓ Tay Cities Economic Strategy ✓ Tayside Adult Protection Protocol ✓ Tayside Local Biodiversity Action Plan ✓
Page 27
27 Strategy/Plan Poverty Climate change Economy Children and young people Vulnerabl e people Physical & mental wellbeing Working with communities Tayside Plan for Children, Young People and Families ✓ ✓ The Tay Cities Region Deal ✓ ✓ Trust and Respect recommendations (Strang review) NATIONAL STRATEGIES/PLANS Multi-Agency Public Protection Arrangements (MAPPA) ✓ National Planning Framework 4 ✓ National Strategy for Economic Transformation ✓ ✓ National Transport Strategy ✓ Scottish Attainment Challenge ✓ Scottish Government Fair Work Action Plan ✓ Scottish Government’s Place Principle ✓ The Promise ✓ UN Convention on the Rights of the Child (UNCRC) ✓ UN Sustainable Development Goals ✓ ✓ ✓ ✓ ✓