Appendix 1 - Perth and Kinross Annual Performance Report 2025-26
Perth and Kinross Council · 7 October 2026
Back to Scrutiny and Performance Committee — 7 October 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Appendix 1 A Perth and Kinross where everyone can live life well, free from poverty and inequality PKC Annual Performance Report 2025-2026
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PKC - GENERAL Contents Introduction 1 Performance Summary 2 Our Priorities: impact and future focus at a glance 3 Priority: Tackling Poverty 6 Priority: Tackling climate change and supporting greener sustainable places 15 Priority: Developing a resilient, stronger and greener local economy 24 Priority: Enabling our children and young people to achieve their full potential 35 Priority: Protecting and caring for our most vulnerable people 44 Priority: Supporting and promoting physical and mental wellbeing 53 Priority: Working in partnership with communities 60 Key Contact 70
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Annual Performance Report 2025/26 1 PKC - GENERAL Introduction Welcome to our Annual Performance Report for 2025/2026. 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 as we responded to ongoing challenges and opportunities. 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 2025/2026, 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 worked to deliver services more efficiently, making the best use of the resources available to us in a period 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 highlights areas of progress, identifies 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, our Arm’s Length External Organisations (ALEOs), partners, businesses, and community and voluntary groups. We hope this report provides a clear account of our performance and demonstrates our ongoing commitment to improving outcomes for the people of Perth and Kinross. Councillor Eric Drysdale Thomas Glen Council Leader Chief Executive
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2 PKC - GENERAL Performance summary Performance against priorities and actions The following pages highlight just some of the work we have undertaken with our communities, partners including ALEOs, 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 – 2025/2026, 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 2025 to March 2026. 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 2025/2026 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 26 20 5 3 KPI performance against target Met or exceeded target ✔ Target not met Target Not Set 2025/2026 Target Set but data not yet available Not appropriate to set target 19 17 8 1 9 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 2025/26 on our PK Performs website. Financial information We have also included financial information online which details where we get our money from and how that budget is used. Read the supporting financial information on our PK Performs website.
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3 PKC - GENERAL Our priorities: impact and future focus at a glance The table below summarises the key areas of progress during 2025/2026, the difference this has made for communities, and the areas of focus for the year ahead. The full report provides more detailed evidence, case studies and performance information for each priority. Priority What changed for communities in 2025/26 Key evidence of impact Future focus Tackling poverty Support was targeted at households most affected by poverty, helping families maximise income, reduce financial stress, access employment opportunities and remain in safe, affordable homes. £8.9m secured in additional benefits; over 1,200 households supported through the Financial Insecurity Fund; 908 households received energy advice; 239 affordable homes delivered; around £1m gained for families through Social Work referrals to Welfare Rights. Strengthen early, place-based support through schools, communities, employability, financial inclusion and housing pathways. Tackling climate change and supporting greener sustainable places Communities benefited from lower-carbon transport, warmer and more energy- efficient homes, improved biodiversity and stronger climate resilience. All 28 refuse vehicles moved to HVO, saving over 500 tonnes of CO₂ annually; 469 homes upgraded to improve energy efficiency; 205.5 hectares managed for biodiversity; 3,182 trees planted; Council emissions reduced by 16%. Refresh the Climate Change Strategy, expand biodiversity, improve housing energy efficiency, embed sustainable procurement and strengthen regional climate adaptation. Developing a resilient, stronger and greener local economy Businesses, learners and jobseekers accessed support to grow, gain skills and benefit from local economic opportunities. 587 businesses supported; Perth and Kinross ranked top UK local authority for business growth potential; 263 people entered employment; 1,763 adult learners achieved outcomes; 285 supported business start-ups. Deliver the Economic Summit, implement Business Support Review recommendations, progress clean growth investment and widen skills and employment pathways.
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4 PKC - GENERAL Priority What changed for communities in 2025/26 Key evidence of impact Future focus Enabling children and young people to achieve their full potential Children and young people benefited from inclusive education, improved attainment, wider achievement opportunities and strengthened support for those facing additional barriers. 98% of funded early years provision graded good or better; 82% of inspection quality indicators graded good or better; attainment gaps have reduced since 2020/21; three new Intensive Support Provisions opened; 94% of 16 to19 year olds participated in learning, training or work. Improve attainment, attendance and inclusion through quality improvement, ASN transformation, neurodevelopmental support and targeted support for care-experienced learners. Protecting and caring for our most vulnerable people More people were supported to remain safe, independent and connected to the right care, accommodation and support at the earliest opportunity. 2,309 Vulnerable Person Reports received; 83% of Adult Support and Protection Initial Referral Discussions completed within timescales; Floating Housing Support now delivers almost 1,000 hours of support each week; 212 children and 186 families supported through MASH; Diversion from Prosecution commencements increased from 89 to 105. Strengthen prevention, protection and coordinated support, improve asylum and refugee support, develop clearer pathways for people with complex needs and improve release planning and healthcare continuity for people in custody. Supporting and promoting physical and mental wellbeing More people accessed opportunities to improve their physical and mental wellbeing through sport, physical activity, outdoor spaces and community-based support. 1.108 million attendances at leisure facilities; 44.5% of school pupils participated in Active Schools and school sport activity; 5,474 pupils participated in extracurricular sport; community-based models of care continued to expand through Home First and locality approaches. Increase participation in sport and physical activity, improve access to outdoor and community spaces, strengthen local wellbeing support and expand community-based models of care.
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5 PKC - GENERAL Priority What changed for communities in 2025/26 Key evidence of impact Future focus Working in partnership with communities Communities had more opportunities to shape local priorities, access local support and build the capacity and resilience needed to respond to local challenges. Fairer Futures activity established across six priority localities; 144 community groups supported to build capacity; 63 community resilience plans supported; £447,000 invested in projects addressing poverty and inequality; 2,628 young people engaged through the Youth Work Partnership. Deepen locality-based working, strengthen multidisciplinary community partnerships, expand community empowerment and support community-led housing and place-based solutions.
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6 PKC - GENERAL Priority: Tackling poverty During 2025/2026, the Council and partners continued to take a preventative, whole-system approach to tackling poverty, with a strong focus on children, families and households most affected by cost-of-living pressures. Activity focused on maximising income, improving access to advice and benefits, supporting parents into fair and sustainable employment, helping families remain in safe and affordable homes, and strengthening community-based support. Together, these interventions helped reduce financial stress, prevent crisis and homelessness, improve household resilience and support children and young people to participate more fully in school, family and community life. Action: Prevent and mitigate the impacts of poverty for children living in Perth and Kinross Key activities and results in 2025/2026 included: • A review of child poverty activity identified employability support, income maximisation, housing assistance and whole-family support as key contributors to reducing poverty and improving outcomes for families. Child poverty levels remained below the Scottish average, and learning from effective interventions is informing the Child Poverty Delivery Plan 2026-2031. • Preventative spend work was progressed during 2025/2026 to strengthen understanding of the value generated through early intervention. Perth and Kinross Council are working with the Fraser of Allander Institute to test an approach for quantifying preventative impact and worked separately with the Social Research Engine to explore an alternative methodology. Initial findings highlighted both the potential value of early intervention and the challenges of measuring wider wellbeing and cross- sector benefits. Learning from both projects will inform future consideration of preventative investment and how resources can be targeted to deliver the greatest wellbeing benefit. • The FORT (Fast Online Referral Tracking) system and Support and Connect training continued to expand during 2025/26, strengthening access to holistic family support across Perth and Kinross. Support and Connect training was delivered to 139 participants, while 85 organisations used the FORT system to support 780 people to access appropriate services. The FORT network grew to include 43 organisations and 83 referral pathways, with 392 referrals made during the year. This helped deliver a more consistent “no wrong door” approach to support for families. Further rollout of training and increased use of FORT across schools and partner agencies is ongoing to strengthen coordinated support. • Futures for Families delivered targeted whole-family employability support during 2025/26. The programme engaged 259 parents and contributed to 63 job secured, 139 positive destinations, 58 accredited qualifications and 48 people being supported into self-employment. Through coordinated employability, training, income maximisation and digital inclusion support, the programme helped families build financial resilience, improve employment prospects and create more stable home environments for children. • The Fairer Futures programme strengthened a place-based approach to tackling poverty in the six areas of Perth and Kinross experiencing the highest levels of inequality. Through multi-disciplinary teams, locality planning, and community engagement, partners are improving coordination of services, identifying local priorities and strengthening joint working to test new and adapt existing approaches that help children, young people, and families access the right support at the right time. • Through Fairer Futures, Community Learning and Development teams targeted support in the five of the Fairer Future priority areas experiencing the highest levels of inequality. This work
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7 PKC - GENERAL helped build community capacity, strengthen life skills and create routes into education, training, volunteering and employment • The Council and partners helped families access safe, secure and affordable homes during 2025/26. Support focused on increasing household income, reducing cost-of-living pressures and preventing homelessness. This helped families achieve greater stability, improved living conditions and reduced financial stress. • Through partnership working with Citizens Advice Bureau, 185 families received support with benefits, debt and budgeting. More than 230 families, including 441 dependent children, were also supported through the Tenancy Sustainment Fund to remain in their homes during periods of financial hardship. This reduced the risk of crisis, homelessness and poorer health and wellbeing outcomes. • Working with Council services and third sector partners, Community Learning and Development strengthened local support so that families facing the greatest challenges could access advice, services and opportunities more easily. For children and young people, this means families are better connected, more financially resilient and better able to participate in education and community life, helping reduce the longer-term impact of poverty on health, wellbeing and future life chances. • Services for Young People improved access to the National Entitlement Card by supporting the taking, financing and processing of more than 1,500 Primary 7 photographs. This helped young people access benefits including free bus travel for those aged under 22, discounted rail and ferry travel, retail and food venue discounts, and support linked to free school meals. • The Social Work Children in Need budget provided support for 71 families and 89 individual children, helping to mitigate the impact of poverty. A further £14,903 was provided to families in urgent need of financial assistance. Established referral routes to charitable organisations, including Cash for Kids and the Frank Buttle Trust, also helped families access additional practical support. • Children and Families Social Work teams made 270 referrals to the Welfare Rights Team, resulting in around £1 million in additional benefit gains for families. This represented an increase of 21 referrals from the previous year and helped families maximise income and access support they were entitled to. • During 2025/26, 66 families where a child was affected by disability received £351,209 in direct payments. This gave families greater choice and control over support to meet their needs and helped reduce the financial impact of poverty. • The Cost of the School Day policy was launched during 2025/26. The policy requires schools to include local actions in their quality improvement plans so that children and young
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8 PKC - GENERAL people are not excluded from participation because of their economic background. Action: Mitigate cost of living pressures for households experiencing or at risk of poverty Key activities and results in 2025/2026 included: • Through enhanced financial inclusion support, tenancy sustainment initiatives and strong partnership working, households secured more than £1.17 million in additional income and financial gains. This helped families meet essential living costs, manage debt, reduce financial stress and avoid crisis situations. • Support was provided to more than 1,200 tenants, improving financial resilience and helping households remain in their homes. This reduced the risk of homelessness, strengthened long-term financial stability and provided greater household security during a period of continued cost-of-living pressure. • Over 900 households received free energy advice and support to reduce fuel costs and manage the impact of rising energy prices. This included access to grant funding and Help4Homes Solar installation opportunities. As a result, families were better able to access warmer, healthier homes, reducing the effects of fuel poverty and improving health and wellbeing, particularly for vulnerable households. • A total of 264 council homes received new heating systems, while 432 properties benefited from triple glazing and energy- efficient doors. Additional improvements included solar panels, wall insulation and loft insulation upgrades, helping to reduce energy consumption, lower household energy bills and tackle fuel poverty. Significant projects also included the delivery of 20 new Energy Performance Certificate (EPC) A-rated homes at Double Dykes and energy-efficiency improvements to 89 properties at the Pomarium Street multi-storey blocks. These improvements have helped provide warmer, healthier and more energy-efficient homes for residents living in one of Perth City's most disadvantaged communities, reducing energy costs and supporting improved wellbeing outcomes. • The Council’s rent collection and tenancy sustainment approach played an important preventative role in responding to cost-of- living pressures. Through early intervention, income maximisation, digital inclusion, financial assistance and personalised tenancy support, hundreds of households were supported to sustain their tenancies and avoid homelessness. • The Warm Welcome and Community Investment Funds supported 197 community projects across Perth and Kinross. These projects provided practical support, advice and safe community spaces, helping residents manage cost-of-living pressures, reduce social isolation and strengthen local support networks. • By building stronger community connections and increasing access to local help, these projects helped communities support people experiencing financial hardship and prevent problems from escalating into crisis. • These interventions have helped households experiencing, or at risk of, poverty become more financially secure, better connected to support and less likely to experience homelessness or fuel poverty. They have also helped residents maintain their health, wellbeing and quality of life despite ongoing cost-of-living pressures. • Family Empowering Communities supported 162 referrals to 44 organisations to maximise income and reduce poverty. Through partnership with the Big Hoose and others, £13,043 of goods was provided to 19 families with 43 children. In addition, 9 families were referred to Welfare Rights, 10 families were supported to access £1,200 in grants and 19 families received help through the British Gas Energy Fund with energy-efficient white goods.
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9 PKC - GENERAL Action: Maximise income from benefit entitlement and concessions for households Key activities and results in 2025/2026 included: • Welfare Rights secured £8.9 million in additional benefits for residents. This was £300,000 lower than 2024/25, reflecting an anticipated and planned shift towards income protection during Universal Credit managed migration and delays in some Social Security Scotland appeals and decisions. • The Financial Insecurity Fund distributed £247,000 to over 1,200 households, including those with no recourse to public funds. Despite reduced funding and fewer applications, over 55% of payments were directed to rural households facing financial hardship. • The Welfare Rights Team was reaccredited to Type III of the Scottish National Standards for Information and Advice Providers in February 2026, confirming the quality of advice provision and case management. • Access to Welfare Rights and Welfare Fund services was strengthened by reducing barriers and increasing awareness in targeted communities. This included outreach support for Gypsy/Traveller communities, partnership clinics in Kinross and Letham, and Welfare Fund services within His Majesty’s Prison (HMP) Perth to help people preparing for release access entitlements, essential identification and practical support. • The Scottish Government Child Poverty Accelerator Funding was secured to expand advice, representation and crisis support through 11 primary schools in the most deprived catchment areas from April 2026. 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 Key activities and results in 2025/2026 included: • Perth & Kinross Council promoted Fair Work principles through its employability programmes, supporting 29 employers participating in the Future Works Employment Recruitment Incentive to pay the Real Living Wage to participants, including disabled people, parents returning to work and apprentices. Fair Work expectations were embedded within employer engagement activity, helping to create more inclusive and sustainable employment opportunities across Perth and Kinross. Overall, 58 new jobs were created through this initiative, including 27 new apprenticeships.
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10 PKC - GENERAL Areas of focus for 2026-27 The forward focus for 2026/27 is to deepen prevention by taking advice, employability and financial inclusion support closer to families and communities most affected by poverty. Priorities include embedding access to advice in schools, improving joint support for households with no recourse to public funds, continuing targeted whole-family employability support, strengthening flexible childcare pathways and increasing Fair Work expectations. This will help reduce stigma, remove practical barriers, improve access to entitlements and support families into more secure and sustainable routes out of poverty. Key activities for 2026/27 include: • Following its launch in April 2026, the Access to Advice Schools Project will be expanded to reach additional primary schools affected by deprivation and rural barriers, improving access to early advice and support for families. • Child Poverty Accelerator Funding (CPAF)-funded Financial Inclusion support will be delivered in 11 primary schools in the most deprived communities, improving access to advice, representation and crisis support, reducing stigma and helping families access the financial support they are entitled to. • The Welfare Rights Team will continue piloting the Council's artificial intelligence (AI) transcription solution to improve efficiency and reduce administrative time, enabling more time to be focused on supporting residents. • A joint referral pathway for households with no recourse to public funds will be developed with Social Work and Homelessness Services, improving access to advice, crisis support and coordinated assistance. • Futures for Families will work with the Local Employability Partnership and other partners to provide more coordinated, accessible and timely support for parents experiencing poverty particularly through a place-based approach. The programme will focus on removing barriers such as digital exclusion, childcare, disability and additional support needs, helping more parents improve skills, access employment and increase household income. A lived experience panel will also be established to ensure parental voices shape future service improvement. • Futures for Families will strengthen childminding partnerships with Supporting Childminding Across Scotland (SCMA) and enhance support for families of children with additional support needs and disabilities, improving access to flexible and inclusive childcare. • Delivery of the Fairer Futures programme will be deepened in areas experiencing the highest levels of inequality. Work with communities and partners will focus on co-designing local solutions, building community resilience, improving life chances and delivering sustainable improvements in health, wellbeing and socio-economic outcomes. • Fair Work requirements have been strengthened for 2026/27, with employers accessing No One Left Behind and selected Council-funded employability support required or expected to pay the Real Living Wage and, where appropriate, offer flexible working. This will support wider adoption of Fair Work principles and improve access to fair, sustainable employment across Perth and Kinross. Links to other Performance Information ➢ Child poverty action in Perth and Kinross – Perth & Kinross Council (pkc.gov.uk)
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11 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 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 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 N/A 12.6% 13.3% N/A Data available June 2027 N/A (not appropriate to set targets) N/A National reporting arrangements for child poverty have changed and a new measure is now used to calculate the number of children living in poverty after housing costs. This measure was only introduced this year, and comparable data is only available for Financial Year End (FYE) 2024 and 2025. The proportion of children living in poverty after housing costs in Perth and Kinross is currently 3,188 children. Although challenges remain, Perth and Kinross continue to perform comparatively well against the Scottish Average (14.8%) and is delivering a coordinated programme of employability, income maximisation and family support initiatives. These interventions help households maximise income, reduce financial hardship and support better outcomes for children and young people.
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12 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 Annual Change Target Target Met/ Not Met 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 884 2,205 1,638 908 500 ✔ Through the SCARF Energy Advice Programme, 908 households received tailored energy advice and support during 2025/26. The reduction in overall numbers was anticipated and reflects a more focused approach to supporting those most in need, alongside the positive impact of previous investment in energy-efficiency improvements. As a result, support has been targeted more effectively towards households at greatest risk of fuel poverty, helping residents lower energy costs, improve energy efficiency and maintain warmer, healthier homes Number of new affordable homes, including new build and buy backs Control 203 (167 new build, 36 buy backs) 173 (105 new build, 48 buy backs, 20 empty homes) 264 (107 new builds, 116 buy backs, 23 empty home and 18 acquisitio ns) 239 (110 new builds, 116 buybacks, 11 empty homes and 2 acquisition s) 210 ✔ Over the past six years, the Council and its housing association partners have made significant progress in increasing the supply of affordable housing, delivering a total of 1,397 homes through a combination of new build developments, buy-backs, acquisitions and bringing empty homes back into use. In 2025/26 alone, 239 affordable homes were delivered, helping more individuals and families access safe, secure and affordable housing. This sustained investment has increased housing choice, particularly in rural areas, reduced some pressure on housing waiting lists, supported homelessness prevention and provided more residents with access to high- quality homes that meet their needs, contributing to stronger, more sustainable communities across Perth and Kinross.
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13 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 Annual Change Target Target Met/ Not Met Maximise income from benefits and concessions Number of Scottish Welfare Fund Crisis Grant applications Influence 6,539 7,421 7,856 8,268 N/A (not appropriate to set targets) N/A There has been a 5% increase in applications from the last financial year. There are a combination of factors influencing the upwards trend including the current economic conditions and the on-site outreach at both the prison and foodbanks. 5,256 applications resulted in an award, representing a 64% award rate, which is high given that around 75% of applications are repeat applications. The average award was £191.70. Total amount of benefit income gained as a direct result of involvement from the Welfare Rights Team Influence £6.5m £8.5m £9.2m £8.9m N/A (not appropriate to set targets) N/A There was a £300,000.00 reduction in the amount of benefit gains generated for households. This was a challenging and favourable outcome. The last financial year the service supported a significant proportion of households with the Universal Credit managed migration process. This switched our focus from income maximisation to “income protection” whereby the aim was to ensure that as few households as possible would end up worse off. There have also been delays with Social Security Scotland benefit appeals being heard (with some taking up to two years) and this has also negatively impacted on the amount of verified benefit gains we have been able to secure.
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14 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 Annual Change Target Target Met/ Not Met Promote and encourage principles of the Scottish Government Fair Work Action Plan Percentage of people earning less than the real Living Wage Influence 12% 10.3% 14.4% (provisio nal) N/A (Data available approx. Nov 2026) 15% ✔ Figure provisional until November.
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15 PKC - GENERAL Priority: Tackling climate change and supporting greener sustainable places During 2025/26, the Council and partners continued to respond to climate change by investing in cleaner transport, improving energy efficiency, restoring biodiversity and strengthening climate resilience. Activity focused on reducing emissions from Council operations and housing, supporting communities and businesses to make greener choices, improving access to active and sustainable travel, and adapting infrastructure and services to the impacts already being felt across Perth and Kinross. Together, this work helped reduce carbon emissions, lower energy costs, protect natural assets, improve community resilience and support healthier, more sustainable places. Action: Support the prioritisation of sustainable, cleaner and greener transport in line with the National and Regional Transport Strategies Key activities and results in 2025/2026 included: • During 2025/26, the Council continued to invest in sustainable transport infrastructure and community-led transport solutions. This work improved connectivity, reduced reliance on private vehicles and supported residents to make cleaner and more sustainable travel choices. • Investment in initiatives such as the Broxden Low Carbon Transport Hub and Real Time Passenger Information made public transport more accessible, visible and attractive. These improvements helped residents make better-informed travel decisions and supported greater use of bus services. • Working with more than 40 community organisations, including Glenfarg Community Transport Group, the Council supported locally led transport solutions that helped reduce transport inequalities. This was particularly important in rural communities, where access to services, employment, education and social opportunities can be more limited. • These initiatives improved mobility and independence for residents, helping to reduce social isolation and keep communities connected. • Community Greenspace Services continued to support path networks and local path groups, including Blairgowrie and Rattray Access Network (BRAN), wheeling and cycling. Improved active travel routes gave communities safer and more accessible alternatives to car travel, supporting healthier lifestyles and better access to local amenities. • The fleet transition continued where feasible, with pool vehicles replaced by petrol hybrids and electric vehicles. All 28 refuse collection vehicles moved from diesel to HVO in 2025, saving more than 500 tonnes of CO2 each year, while a 4.25 tonne electric tipper trial began in February 2026. • Work continued on charging infrastructure, including engagement on charging point rollout and exploratory work on Inveralmond as an electric charging hub. New diesel heavy goods vehicles were Euro 6 compliant, and the Council was recognised with the Transport News Fleet of the Year Award 2026. • Key bridge assets across the local road network were maintained through targeted maintenance and strengthening works. This supported sustainable transport routes, extended asset life and deferred more carbon-intensive replacement. Closer integration with Roads and Transportation Planning will help optimise future intervention timing and minimise disruption across the wider network. • Safe active travel was supported through bids to the Active Travel Infrastructure Fund, traffic calming, new footways and footpaths, puffin and toucan crossings and cycle parking
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16 PKC - GENERAL facilities. These improvements supported safer, more accessible alternatives to car travel. 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 Key activities and results in 2025/2026 included: • Twenty-four new affordable social rent homes were completed in Blairgowrie, Rattray and Crieff. All were built with high insulation levels and solar panels to reduce energy bills and carbon footprints, while homes at Crieff also included air source heat pump heating systems. • Energy efficiency work prioritised homes in EPC Bands E and F, reducing these from 2.6% to 1.04% of housing stock during the year. This supported progress towards the current Scottish Government EPC Band B target, although the target is under review. Housing teams continued to address access challenges so improvements could be delivered to more homes. • A total of 469 properties were upgraded to meet the Energy Efficiency Standard for Social Housing. By March 2026, 84% of properties met the standard. Although this was 3% lower than the previous year, it reflected increased Energy Performance Certificate coverage for properties not previously assessed, providing a clearer picture of stock condition and helping target future energy efficiency improvements. • The £6.5 million Double Dykes Gypsy Traveller site refurbishment completed the chalet installation phase, replacing 20 chalets with energy-efficient heating, hot water systems and renewable technologies. • Grants of £3.2 million were issued through HEEPS ABS and ECO4 schemes to help private homeowners improve energy efficiency. • ECO4 delivered 214 installations for private homeowners, while HEEPS ABS supported solar PV and battery installations for 47 private households and external wall insulation for 4 private properties. • HEEPS ABS funding supported private homeowners with energy efficiency improvements linked to the Pomarium Street flats regeneration project, including external wall insulation, rooftop solar PV and insulated roofs. This helped reduce energy use, improve the appearance of the blocks and extend their lifespan. • Social Housing Net Zero Heat Fund grant funding supported four properties with air source heat pumps, solar PV, battery storage and loft insulation, with monitoring in place to inform future retrofit programmes.
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17 PKC - GENERAL Action: To conserve and enhance the biodiversity of our natural environment Key activities and results in 2025/2026 included: • The Council invested £200,000 through the Biodiversity Towns and Villages, Grow Wild and Green Graveyards initiatives. Working with communities, bluebells were planted in 25 cemeteries and snowdrops in 35 cemeteries, creating and enhancing habitats for pollinators and other wildlife. A further 102 bird and bat boxes were installed, and 3,182 trees were planted, including six community orchards. • The Nature Restoration Fund supported 24 projects, including invasive non-native species control, pond creation and restoration, meadow creation and enhancement, habitat corridors and pollinator-friendly habitat creation. Support was also provided for tree nursery development, ecological surveys and specialist training to enable effective habitat restoration across key sites. • Leven LENS used £20,000 of investment to lever in £90,000 of private funding for the Leven Catchment. This supported field- edge improvements, cover crops, wildflower and grass planting, new hedgerows and riverside tree planting, helping to mitigate flooding and improve water quality in Loch Leven, a RAMSAR conservation area. • Community activity increased biodiversity awareness and strengthened local stewardship of greenspaces, improving wellbeing and helping safeguard biodiversity for future generations. • Inspections and follow-up works continued across Perth and Kinross to address the impact of Ash Dieback disease. This helped protect public safety, community assets and access to parks, open spaces, roads and paths, while supporting the long- term resilience of the Council’s tree estate. • A new Tree Planting Policy was developed to improve long-term tree management, support climate resilience and maximise benefits such as carbon sequestration, shade and biodiversity enhancement. This will help protect valued greenspaces, strengthen environmental resilience and maintain Perth and Kinross’ reputation as ‘Big Tree Country’. • 71 biodiversity surveys identified important and rare species, including significant waxcap fungi populations. Kilspindie Church was recognised as the most biodiverse church site after more than 60 species were recorded. Action: To adapt to and mitigate the impact of climate change on the way we operate Key activities and results in 2025/2026 included: • Flood risk work progressed across Perth and Kinross, including the Perth and Bridge of Earn Surface Water Flood Studies, Comrie and Scone Surface Water Management Plans, Milnathort Flood Protection Scheme and delivery linked to the Blairgowrie and Rattray Surface Water Management Plan. • Flood risk data collection and optioneering progressed for the Dunkeld and Craigie Flood Protection Schemes, supporting the next stages of design.
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18 PKC - GENERAL • Construction of the Comrie Flood Protection Scheme continued on programme and budget, with completion scheduled for Q4 2026. • The South Kinross Flood Protection Scheme was formally notified to the Scottish Government and a Local Authority Hearing was held in October 2025, allowing detailed design preparation to proceed subject to scheme confirmation and deemed planning consent. • Watercourses continued to be inspected, with targeted clearance and repair works undertaken where these provided a demonstrable reduction in flood risk to local communities. This was supported by a dedicated two-person Watercourse Inspector resource, providing year-round capability. • The Council achieved a 16% year-on-year reduction in Scope 1, 2 and 3 emissions for 2024/2025, supported by waste savings, fleet greening, alternative fuel trials and estate efficiency improvements, including Scotland’s first Passivhaus leisure centre. • The Council used its influence to support area-wide climate action by helping more than 30 businesses reduce their environmental impact, improving cycling skills for more than 2,000 school pupils, investing £149,000 in community-led projects through the Green Living Fund, supporting the refresh of the Climate Commission, SHIFT, and launching Climate Connect to strengthen community climate action. • Carbon Literacy training reached 77% of elected members and 58% of Senior Leadership Forum members, helping embed climate awareness in decision-making. • While reducing emissions remained important, the impacts of climate change were already being felt across Perth and Kinross through water shortages, wildfires, flooding and more frequent storm events. In response, the Council launched Climate Ready Tayside with Dundee City and Angus Councils and expanded community resilience support and enhancing the training and resources available to them. Areas of focus for 2026/27 The forward focus for 2026/27 is to strengthen climate mitigation, adaptation and resilience across Council services and communities. Priorities include improving housing energy efficiency, supporting lower-carbon choices, expanding biodiversity, refreshing the Climate Change Strategy and progressing regional adaptation work through Climate Ready Tayside. Key activities for 2026/27 include: • Continue targeted improvements to social housing stock, with a focus on reducing Energy Efficiency Standard for Social Housing failures and improving performance in properties with the lowest EPC ratings. • Maximise access to energy efficiency advice, including exploring stronger partnership approaches with other support organisations. • Work with partners to deliver the 2026/27 HEEPS ABS programme and prepare for replacement arrangements as the ECO funding stream changes.
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19 PKC - GENERAL • Increase biodiversity through habitat enhancement and the expansion of biodiversity initiatives across Council housing sites. • Grow and renew the Council’s tree estate to strengthen climate resilience, biodiversity and community wellbeing. • Refresh the Climate Change Strategy and Action Plan to strengthen the Council’s approach to mitigation, adaptation and community-wide climate action. • Embed sustainable procurement across Council operations to reduce environmental impact and support wider progress towards net zero. • Deliver regional climate adaptation projects through the Climate Ready Tayside partnership to improve preparedness for flooding, heat, water scarcity and extreme weather. • Introduce a more integrated climate resilience approach to infrastructure planning so that future investment decisions better reflect climate risk, asset condition, service continuity and long- term carbon impacts. Links to other Performance Information ➢ Annual Update on the Delivery Plan 2024-29 for Perth and Kinross Local Heat & Energy Efficiency Strategy and Local Area Energy Plan 2024-45 ➢ LHEES KPIs Spreadsheet ➢ List of Nature Restoration Fund Projects2025/2026 ➢ Kinnoull Hill & Birks of Aberfeldy SSI improvements ➢ Perth Lade Biodiversity Improvements ➢ Caring for Biodiversity
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20 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 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Support the prioritisation of sustainable, cleaner, and greener transport Number of publicly available charging devices per 100,000 population Influence 125.5 133.9 175.4 246.7 349 In 2025/26, private sector installations have increased significantly across Perth & Kinross. There is likely to be a further significant uptick in 2026/27 and 2027/28 as the Council are set to enter a 20-year partnership with a private sector charge point operator who will own/operate all our existing assets and also add at least an additional 65 across P&K. This will be in addition to the further expansion of the commercial networks which we would expect to continue to grow to meet the growing demand. Percentage of Council fleet vehicles that are electric or other zero direct carbon fuel technologies Control 3.8% 3.6% 4.5% 4.3% 4% ✔ The percentage of Electric Vehicles at the end of March 2026 was 4.33%. There has been an increase in the total vehicles owned by the Council but no change to the amount of electric vehicles. Improve the energy efficiency of our buildings, and encourage Percentage of Council housing meeting the Energy Efficient Standard 2 for Control 6.6% 7.1% 8.0% 8.3% 9% Through a combination of new build development and targeted improvements to existing homes, 692 of the Council’s 8,368 properties (8.27%) achieved the Energy Efficiency Standard for Social Housing 2 (EESSH2) by 31 March 2026.
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21 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met our partners and private householders to consider improvements social housing (minimum EPC B) This represents continued progress towards improving the energy performance of the housing stock, helping to reduce carbon emissions and support warmer, more energy-efficient homes for tenants, despite ongoing access challenges in some properties. Scope 1 and 2 Emissions from Council Non- Domestic Estate (tonnes CO2e) Control 9,226 9,080 8,976 8,160 8,544 ✔ Conversion factors for electricity have come down considerably which has positively affected the annual carbon calculation. There was also a 5% reduction in energy from the previous year across utilities. To conserve and enhance the biodiversity of our natural environment Area grassland managed by PKC for biodiversity improvement objectives (ha) Control 40.4ha 40.4ha 121.5ha 205.5ha N/A (Target to be establish ed) N/A In 2025/2026, the Grow Wild initiative was successfully extended across Kinross, Strathearn, Highland and Eastern Perthshire, increasing grassland managed for biodiversity to 205.5 hectares. As well as enhancing habitats for wildlife, these naturalised areas are creating more attractive and environmentally rich greenspaces, improving opportunities for communities to connect with nature and supporting wider wellbeing and climate resilience objectives. Note: Target setting was delayed as the programme evolved from reducing grass-cutting activity to a community-led approach for identifying and mapping areas suitable for biodiversity enhancement. Ongoing mapping work is improving the accuracy of information and identifying future opportunities for biodiversity-focused grassland management.
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22 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 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/ composted as % of all household waste Influence 49.3% 51.7% 50.9% N/A (awaitin g verificati on from SEPA) 60% This KPI is reported with a one-year lag to allow for SEPA verification. Following the introduction of twin-stream recycling, granular data shows an increase in recycling of plastic, paper and card, however a decrease in organics has impacted the overall data. This often fluctuates year-on-year depending on weather conditions across the year. PKC was above the Scotland average of 44.3% and below the Family Group average of 52% in 2024/25. Climate Change Assessment Tool (CCAT) overall score Control 69% 71% 74% 77% 81% The CCAT completed for Perth & Kinross Council in June 2026 gave an overall score of 77%, an increase of 3% on the previous year. Two of the five sub-topics showed progress. Governance is showing the biggest improvement from 75% to 86%, and it covers questions related to climate change governance within the organisation which includes reporting, auditing, communications and wider performance objectives. The Emissions topic also showed an increase by 3 percentage points, and this is due to setting a target for reducing water use. A 3% year-on-year reduction target has been set for water use within the Council's estate. This target has recently been set as a result of the newly introduced Water Officer role within the Property Team.
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23 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Procurement remains the lowest scoring sub- topic with no changes in the scoring at 38%. Over the past year, the Climate Change and Sustainable Development Team have been working closely with the Council's Procurement Team to implement sustainable procurement practices. There are actions currently in progress that will hopefully improve this score once completed next year.
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24 PKC - GENERAL Priority: Developing a resilient, stronger and greener local economy During 2025/26, the Council and partners continued to support a resilient, stronger and greener local economy by investing in business support, clean growth, employability, skills, place promotion and regeneration. Activity focused on helping businesses start, grow and innovate, attracting investment, supporting the transition to low-carbon technologies, promoting Perth and Kinross as a place to visit and invest, and helping people access learning, training and employment. Together, this work strengthened business confidence, supported inclusive economic opportunity, improved skills and employability, and helped position Perth and Kinross for sustainable long-term growth. Action: Support and promote business growth, business and place innovation and investment in both our urban and rural areas Key activities and results in 2025/2026 included: • Business Gateway and GrowBiz provided tailored support to 587 businesses, including start-ups, growth businesses and rural businesses across Perth and Kinross. Contributing to start- up pipeline and good business growth performance. • The State of Growth Report, produced using Growth Flag data, ranked Perth and Kinross as the UK’s top local authority for business growth potential in 2025. • A comprehensive Business Support Review confirmed a strong and collaborative business support ecosystem, with future improvement focused on partnership working, referral pathways and awareness of available support. • Development of a refreshed Customer Relationship Management system and an enhanced Top 10 companies programme strengthened business intelligence and enabled more proactive engagement with key employers and investors. • Angel’s Share delivered two pitching events supporting six innovative businesses, while a Funding for Growth event brought businesses, investors and finance providers together to raise awareness of support to start, scale and grow. • Two Business Accelerator programmes, focused on digital and creative businesses, supported 24 businesses with tailored mentoring, skills development and business support to drive innovation, growth and resilience. • Grant programmes, including 19 Green Capital Fund awards and 22 Beyond Scotland Market Development Grants, supported business investment, innovation, carbon reduction, export activity and growth opportunities. • The UK Shared Prosperity Fund (UKSPF) Business Support Programme provided grant funding, specialist advice and tailored support to help businesses innovate, improve productivity and develop new products and services. • Continued promotion of Perth and Kinross as an investment location through Invest in Perth, UKREiiF, Scottish Cities Alliance initiatives and wider regional investment opportunities. • Strengthened collaboration through the Perth and Kinross Economic Partnership, progressing delivery of the Economic Action Plan and preparations for the inaugural Perth and Kinross Economic Summit. • Partnership working with the University of the Highlands and Islands (UHI) Perth, third-sector organisations and additional funding expanded employability and skills support. This supported 655 English for Speakers of Other Languages (ESOL) learners, 819 literacy learners and 289 adults to achieve accredited qualifications, helping reduce barriers to employment, improve skills and create pathways into learning, volunteering and work.
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25 PKC - GENERAL 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 Key activities and results in 2025/2026 included: • A pilot retrofit of social housing at Glengarry Road, Perth improved insulation and air tightness and installed solar photovoltaic (PV) panels and battery storage. Learning from the pilot will inform future rollout of energy efficiency improvements across the wider housing stock. • Energy efficiency improvements and renewable technologies were installed across Council housing. Planned capital programme works included 17 air source heat pumps and four solar photovoltaic installations. Through the Energy Company Obligation 4 (ECO4) programme, 45 properties benefited from upgrades, avoiding around £420,000 in Council capital costs and delivering measures including 26 air source heat pumps, 32 solar PV installations, cavity wall insulation, internal wall insulation, loft insulation top-ups and room-in-roof insulation. • The Clean Growth Axis was launched to provide a coordinated framework for accelerating investment in clean technologies, energy transition and circular economy opportunities. This is helping position Perth and Kinross as a hub for low-carbon innovation, jobs and sustainable business growth. • Continued development of the Perth Eco-Innovation Park, positioning Perth and Kinross as a nationally significant location for clean growth, innovation and sustainable economic development. • Collaboration with regional and national partners identified opportunities linked to energy transition, smart technologies and future investment. This helped support long-term regeneration, climate objectives and a more resilient local economy. 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 Key activities and results in 2025/2026 included: • The Perth City and Towns website was launched, providing a stronger digital platform to promote local businesses, investment opportunities, visitor experiences and the identity of Perth and Kinross.
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26 PKC - GENERAL • The Place Branding programme continued to strengthen awareness of Perth and Kinross through refreshed place narratives and coordinated marketing activity, supporting a consistent and compelling story about the area. • Working with Culture Perth and Kinross and Perth Theatre and Concert Hall, major cultural and heritage assets, events and investment opportunities continued to be promoted through the Perth City and Towns and Invest in Perth platforms. This included using the profile of Perth Museum, Perth’s designation as a UNESCO City of Craft and Folk Art, and the area’s natural and built heritage to attract visitors and support the local economy. • City and town centre regeneration and place-based initiatives progressed during the year, supporting economic resilience and helping create more attractive places for residents, businesses and visitors. 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 Key activities and results in 2025/2026 included: • A total of 765 individuals engaged with employability support during the year, resulting in 263 people entering employment and 57 establishing new self-employment opportunities. • A further 250 individuals improved their skills and employability through tailored training, qualifications and accredited learning. This helped residents increase income, improve job security and access opportunities for career progression, contributing to wider efforts to tackle poverty and reduce inequality. • The Council worked with local employers to promote inclusive recruitment and create pathways into employment for people facing disadvantage. Engagement with 58 businesses created opportunities including apprenticeships and Fair Work roles, helping businesses address recruitment challenges while improving access to employment and progression for local people. • This integrated approach supported not only job outcomes, but also sustained employment, skills development and income progression, contributing to Fairer Futures and anti-poverty ambitions.
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27 PKC - GENERAL Areas of focus for 2026/27 The forward focus for 2026/27 is to strengthen inclusive and sustainable economic growth by improving business support, progressing clean growth investment, supporting regeneration and widening access to skills and employment. Key activities for 2026/27 include: • Deliver the first Perth and Kinross Economic Summit. • Explore alternative funding models, including the potential for a Strategic Energy Partnership to support energy projects, local heat networks and wider clean growth investment. • Continue to develop and promote the Clean Growth Axis as a framework for low-carbon investment, innovation and sustainable business growth. • Progress the Perth Eco-Innovation Park and wider clean growth investment pipeline. • Support regeneration and investment across Perth city centre and towns. • Build on English for Speakers of Other Languages, literacy and digital skills programmes by increasing progression into further learning, volunteering and employment, and supporting workforce development. • As part of a place-based approach linking to the Fairer Futures programme, identify the needs of local employers in the areas of highest need and provide accredited learning opportunities which meet any skills gaps identified. • Mobilising new initiatives at regional level, Targeting Hidden Talent currently in development for roll out of operational level work July 2026. • Establish a Rural Skills Partnership alongside providers and employers. This focus emphasises the clear pathways within the new team structure with skills/employer engagement and delivery pathways. • Work with community benefits partners to develop sector- focused work experience models and skills academies. • Develop collaborative pathways with Community Justice and the Scottish Prison Service. • Develop Social Value Charter including energy development to deliver benefits for local communities impacted by developments. • Deliver the recommendations from the Business Support Review, including actions to strengthen business growth and support business creation through a place-based approach. • Promote Perth and Kinross as a destination for business growth, investment and tourism, supported by the Place Branding programme. • Deepen proactive engagement with priority businesses through the Customer Relationship Management (CRM) system and Top 100 Companies programme. • Continue to grow the visitor economy through collaborative destination marketing.
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28 PKC - GENERAL Links to other performance information ➢ Community Learning and Development (CLD) Plan Year 1 update report 2025/2026 – report available September ➢ State of Growth in Perth and Kinross Report 2025
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29 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 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Support and promote business growth and investment Number of new business start- ups with support from Business Gateway Influence 250 231 252 285 265 ✔ The number of business start-ups supported by Business Gateway grew in 2025/26 by 12.6%. The Perth and Kinross start-up figure was ahead of Angus and Dundee (with both seeing reductions of 18.4% and 8.2% respectively from 2024-25). The Local Government Benchmarking Framework reports on the number of Business Gateway start-ups per 10,000 population. For 2024/25, the PKC rate is 19.4 and is above the Scotland (13.1) and Family Group average (15). Area of available Serviced Employment Land (Ha) Influence N/A (New indicator) 17.6 26.2 N/A (Available approx. Sept 2027) N/A N/A (Target Not Set) N/A Employment Land Audits are now conducted bi-annually. The 2025-27 Audit is set to published in September 2027. Percentage of premises connected to gigabit broadband Influence 43% 46% 55% 62.6% 60% ✔ Gigabit-cable connectivity reached over 60% of premises, meeting our target. The recently announced Scottish Government partnership with GoFibre will connect 63,000 hard-to- reach premises in Scotland, including areas of Perth and Kinross – boosting future full fibre coverage.
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30 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Number of registered businesses in Creative Industries (including digital) Influence 350 335 355 355 (Dec’25) 410 This data is captured annually towards the end of each calendar year (November /December). There are 355 registered creative industry businesses, including digital as of December 2025. We are delivering projects to grow this number, guided by the Culture Strategy 2023- 2025. We delivered two Business Accelerators in 2025/26: Start-Up Studio (November and December 2025) and Digital Horizons (January and February 2026). These programmes were designed to support start- ups, existing businesses, and social enterprises, with a particular focus on digitisation in the creative and digital sectors. Both programmes ran at full capacity. Perth's designation as the UK’s first and only UNESCO City of Crafts and Folk Art continues to raise our profile as a 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 from low carbon heat sources(MWh) Control New indicator 2688.6 N/A N/A (to be established) N/A It was agreed at Council in 2025 to split the KPI Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh). This KPI is a new measure which only shows renewable energy generated from low carbon heat sources.
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31 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Data provided is showing similar to the previous year as Strathearn and Breadalbane Biomass boilers are non-operational. A tender is to be issued in 2026/27 to have these reinstated. Baseline and targets are to be established. Renewable energy generated across the PKC estate, excluding low carbon heat sources(MWh) Control New indicator 537.2 N/A N/A (to be established) N/A It was agreed at Council in 2025 to split the KPI Renewable energy generated across the PKC estate, including from low carbon heat sources (MWh). This is a new measure which only shows renewable energy generation from solar PV. Baseline and targets are to be established. Number of registered businesses in energy (including renewables growth sector) Influence 145 140 145 150 154 The number of registered businesses operating in the energy sector grew by 3.4% from 2024/25. The slow growth since 2022 suggests that the market may be approaching reached saturation point with opportunities for additional private firms to profit becoming scarcer. It should be noted that this does not necessarily correspond to private investment into energy (renewable or otherwise), nor does it suggest that growth of energy output is similarly sluggish. Renewable projects continue to be planned and delivered across PKC. Monitoring should continue and if growth rates remain comparable then the Council should consider whether targeted incentives or support to encourage growth of new firms in this sector would be desirable.
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32 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met 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 £91,711 £85,842 £91,627 N/A (avail Dec 26) N/A (not appropriate to set targets) N/A Data for 2025/26 is not available until publication of Local Government Benchmarking Forum (LGBF) data. Information is based upon the most recent data published. LGBF 2024/25 shows that PKC is below the Scotland (£138,745) and Family Group (£181,001) averages. Total number of visits (in person) to libraries, museums, and galleries Influence 441K 484K 765K 704K 675K ✔ Footfall figures have exceeded annual 2025/26 targets across all venues, driven by strong performance at Perth Museum and Perth Art Gallery which both exceeded their individual targets by around 10%. Libraries footfall was just short of its target but still improved on 2024/25. Key drivers of strong footfall this year were the Macbeth and Mary, Queen of Scots exhibitions at Perth Museum (the latter attracting nearly 30,000 visitors in what is normally a quiet Jan-March period; Feb had the same number of visitors as July), the new Millais and Hands-on Art displays at Perth Art Gallery, the Legacy of Mary, Queen of Scots companion display at AK Bell (which boosted visitors by more than 1000 in Quarter 4 compared to Quarter 4 2024/25), and increases in opening hours at a few rural libraries. AK Bell, Loch Leven, and North Inch libraries had the highest per-opening-hour averages across the year, whilst Alyth, Comrie, and Pitlochry had the lowest.
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33 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met 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 13.0% 13.7% 19.9% 19.9% 19.5% ✔ Performance remained stable at 19.9%, maintaining the significant improvement achieved in 2024/25 and representing 598 unemployed residents progressing into a positive destination through Council-operated employability programmes. While the overall percentage is unchanged, this has been achieved during a period of service transformation, with staff increasingly focused on locality-based delivery, establishing support in new community locations, developing local partnerships and embedding services within communities. These activities have required significant staff time and have reduced opportunities for traditional marketing and engagement activity, making the sustained level of performance particularly noteworthy. Positive outcomes were delivered across a diverse range of employability programmes, including Adult Employability, Youth Employability, Health and Social Care Partnership, Employer Engagement, Skills Passport and Futures for Families, demonstrating the strength of an integrated employability system that supports residents at different stages of their journey. In particular, Futures for Families continued to make a significant contribution, supporting 259 parents and carers experiencing poverty, with 139 progressing into positive destinations.
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34 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target Met/Not Met Based upon Local Government Benchmarking Framework data for 2024/25, PKC is above the Scotland (14.2%) and Family Group (12.9%) averages. Number of adult learners achieving outcomes Influence 780 901 618 1763 300 ✔ In 2025/26, increased funding enabled us to support 655 English for Speakers of Other Language (ESOL) learners and 819 literacy learners, including those developing digital skills, helping individuals overcome barriers to participation, learning and employment. Through strong partnership working with Perth UHI and third-sector organisations, learners improved their language, literacy and digital capabilities, increasing their confidence, inclusion and access to opportunities. The achievement of 289 accredited qualifications demonstrates meaningful progression, supporting pathways into further learning, volunteering and employment while contributing to a more inclusive and resilient local economy. As we are seeing a downturn in those seeking asylum, ESOL numbers will drop and there will also be a reduction in commissioned services and our own ESOL staffing numbers over the next 12 months.
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35 PKC - GENERAL Priority: Enabling our children and young people to achieve their full potential During 2025/2026, the Council and partners continued to support children and young people to achieve their full potential through investment in inclusive education, attainment, early intervention, additional support needs provision and support for care- experienced children and young people. Activity focused on raising attainment and achievement, reducing the poverty-related attainment gap, improving attendance, widening access to achievement opportunities and strengthening support for those facing additional barriers. Together, this work helped more children and young people access high-quality learning, achieve positive outcomes and develop the skills, confidence and support needed to thrive. Action: Ensure inclusive and quality education for all and promote lifelong learning Key activities and results in 2025/2026 included: • The Raising Attainment Strategy 2024-2027 set out a shared vision, priorities and expectations for raising attainment and achievement for every child and young person, reflecting the national ambitions of attaining excellence and achieving equity. Progress continued to be reported annually to the Learning and Families Committee through the Education Improvement Plan. • Schools and Early Learning and Childcare settings continued to deliver high-quality education, supported by evidence from internal and external scrutiny, review and inspection. • Children and young people experienced a curriculum focused on equity and excellence, with ongoing work to ensure due consideration of the Cost of the School Day. • Early Learning and Childcare provision outperformed national and comparator benchmarks across all Quality Indicators. Local Government Benchmarking Framework (LGBF) data for 2024/2025 showed 98% of funded early years provision in Perth and Kinross graded good or better, compared with 89% nationally. • Education Scotland inspected 10 schools during 2025/2026. The number of Quality Indicators assessed as good or better remained at 82%, similar to 2024/2025, with no “Weak” gradings. • Inspection strengths included nurturing and inclusive relationships, rights-respecting and values-based cultures, effective leadership of change, pastoral care and wellbeing support, wider achievement and leadership opportunities, and stronger tracking of literacy and numeracy. • Quality Improvement Reviews identified similar strengths, including positive school ethos, safe and inclusive learning environments, embedded or developing nurture approaches, distributed leadership, collaboration and effective use of attainment, wellbeing and inclusion data. • Common development themes included improving consistency in challenge, pace and differentiation, and developing more coherent and progressive approaches to play-based learning, outdoor learning and digital learning. Action: Reduce the poverty-related attainment gap Key activities and results in 2025/2026 included: • Raising attainment and reducing the poverty-related attainment gap remained a key focus, with progress tracking and targeted
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36 PKC - GENERAL support helping more children and young people achieve their potential. • While attainment improved overall, including for children and young people in Scottish Index of Multiple Deprivation (SIMD) Quintile 5, progress was slower for the smaller number in Quintile 1, resulting in a widening gap in 2024/25. • Despite this year-on-year change, all key attainment measures show a reduction in the poverty-related attainment gap since 2020/21. • The Primary Literacy attainment gap between SIMD Quintiles 1 and 5 reduced from 27% to 25%, while the Primary Numeracy gap reduced from 24% to 20%. • In the senior phase, the gap in school leavers achieving one or more qualifications at Scottish Credit and Qualifications Framework (SCQF) Level 5 reduced from 28% to 24%, and at SCQF Level 6 from 41% to 37%. • The Duke of Edinburgh Award programme continued to provide an effective framework for promoting achievement, resilience and personal development. During 2025/2026, young people achieved 160 Bronze, 53 Silver and 23 Gold Awards, alongside 254 Certificates of Achievement. Volunteer development also strengthened programme capacity and sustainability, with training completed across child protection, adult support and protection, eDofE Foundations (the online Duke of Edinburgh’s Award management system, and the Minibus Drive Awareness Scheme (MiDAS). • Commissioned support from Perth and Kinross Association of Voluntary Service (PKAVS) helped young carers sustain engagement in education and achieve their potential despite additional responsibilities. The Education Attainment Service supported 135 young carers through 923 individual tuition sessions and 61 tutor groups, helping mitigate the impact of caring responsibilities on educational outcomes. • School-based youth work provided early intervention support to improve attendance, attainment and engagement. During 2025/2026, the team received 178 referrals, with 116 young people allocated youth worker support and 96 achieving an accredited award. Most young people supported had no current social work involvement, demonstrating the preventative role of this support in identifying concerns early and strengthening protective factors. • Referral data shows that 80% of young people are referred for early intervention before any involvement with statutory social work services. A further 16% of referrals reflect risks of family breakdown and potential social work involvement, while 18% relate to offending behaviour. This profile closely aligns with Perth and Kinross Council’s strategic focus on prevention, early help, and improving outcomes for children, young people and families. • For the 64 young people whose involvement ended and where impact was recorded, 45 increased their attendance and 19 progressed to further education where this had not previously been predicted. Of the 32 young people subject to statutory measures at referral, none remained on the same order at the end of involvement. 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 Key activities and results in 2025/2026 included: • The Additional Support Needs (ASN) Transformation Programme continued to progress, supporting positive change for children and young people with additional support needs and their families. Building on Phase 1 improvements to staffing models, learning environments, specialist provision and data-
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37 PKC - GENERAL informed decision-making, Phase 2 began with a focus on workforce planning, specialist capacity, pathways and policy alignment. This will support sustainable transformation and help the Council meet its five-year objectives and statutory duties. • As part of ASN transformation activity, three new Intensive Support Provisions opened in Perth High School, Kinross High School and Viewlands Primary School, enabling more children and young people to access intensive learning and support within their own catchments. A further two provisions are planned to open in August 2026 at St John’s Academy and the Community School of Auchterarder, with further planning for primary provision in Kinross and the new Bertha Park Primary School. • A new National Health Service (NHS) Tayside contract will improve PKC-funded Speech and Language Therapy services for children and young people with additional support needs. A defined core offer and joint planning process are now in place to ensure that service delivery is aligned with the specific and evolving needs of the local area. • A new data tool is helping schools and central officers record additional support needs appropriately, ensure the correct support is in place and provide evidence for transition planning from primary to secondary and from secondary to post- school destinations. • The ASN Parent Network continued to engage parents, carers and Parent Council representatives in shaping support for children and young people with additional support needs. The network provided opportunities to share information, gather feedback and inform the priorities and direction of the ASN Transformation Programme. • Further improvement is needed to ensure care-experienced children and young people achieve outcomes comparable with their peers and to deliver commitments in The Promise Plan 2024-2030. • The percentage of care-experienced leavers attaining SCQF Level 5 Literacy and Numeracy increased from 11.8% in 2023 to 43.4% in 2025, above the national figure of 27.27%, although below the Perth and Kinross overall figure of 69.7%. This should be interpreted carefully because cohorts are very small. • All but three care-experienced school leavers achieved a positive destination on leaving school. • Information sessions on The Promise and care experience were delivered through In-Service Education and Training (INSET) Support Staff development days and tailored sessions. These provided opportunities for discussion and supported attendees to make their own commitments to care-experienced children and young people. • An inter-authority process was introduced to assist Head Teachers to strengthen education planning and transition support for care-experienced children and young people looked after by other local authorities attending schools in Perth and Kinross (currently 58). This process has ensured that, where required, schools have received funding from other local authority areas to cover additional staffing. • Care Experience Lead Networks were established across primary and secondary schools, alongside Early Years development sessions, to drive improvement priorities for care- experienced children and young people. This strengthened leadership understanding of legislative changes, Corporate Parenting responsibilities and the use of care experience data to improve planning and outcomes. • Attendance among care-experienced children and young people improved, with 68% of primary pupils achieving attendance above 91%, the highest rate in three years, and attendance for those looked after at home increasing from 79.6% to 86.7%. While secondary attendance remains a concern, more young people are attending over 80% of the time and fewer are attending less than 50%.
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38 PKC - GENERAL • Attainment among care-experienced learners improved significantly, with Primary 1, Primary 4 and Primary 7 literacy increasing from 37% in 2023-24 to 72% in 2024-25 and numeracy from 40% to 59%, with improvements across all care experience categories. However, Secondary 3 attainment remains a concern, with the attainment gap widening in literacy and numeracy, although caution is required when interpreting results due to the small cohort size. • Exclusions of care-experienced children and young people reduced across primary and secondary schools, supported by continued work on trauma-informed practice, curricular pathways and partnership approaches to prevention. • Achievement-focused programmes across Children and Families Social Work continued to provide inclusive opportunities for young people to develop confidence, skills and resilience. During 2025/2026, young people achieved Dynamic Youth Awards, Hi5 Awards, Duke of Edinburgh Awards and accredited ESOL qualifications. Achievements across Wellbank, CASA and Family Empowering Communities demonstrated the value of targeted support in helping young people, including those facing additional barriers, gain recognised accomplishments that support future learning and employment opportunities. • Young people with additional support needs were supported to participate in and benefit from mainstream achievement opportunities. Through the Duke of Edinburgh Award programme, 31 participants with additional support needs achieved 24 Bronze, 6 Silver and 1 Gold Award, while a further 32 young people requiring enhanced support achieved a Certificate of Achievement. These outcomes demonstrate how tailored support can enable wider participation, personal development and recognised achievement. • The contract with Perth Autism Support continued to promote inclusion and improve outcomes for autistic children and their families. Demand increased during 2025/2026, with the service supporting 184 early years families, 134 participants through parents and carers groups, and 310 individual family support contacts. The service expanded its reach across Perth and Kinross, including rural areas, while 323 family support enquiries reflected both growing awareness and rising complexity of need. • Support for kinship carers continued to strengthen placement stability and family resilience. Support options were developed in response to carer feedback, including a monthly carer group, a walk and talk group, and a community group developed with Kith and Kin. These local models are being expanded to improve access to support where carers live, with the longer- term aim of encouraging peer-led support. During Kinship Care Week, 40 sets of carers attended an afternoon tea event where information and support were shared.
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39 PKC - GENERAL Areas of focus for 2026-27 The focus for 2026/2027 is to continue improving attainment, attendance, inclusion and outcomes for all children and young people, while strengthening support for those facing the greatest barriers to success. Priorities include raising attainment, improving attendance, progressing ASN transformation, supporting neurodivergent children and families, and improving outcomes for care-experienced children and young people. Key activities for 2026/2027 include: • Review the Quality Improvement Framework in line with updated national policy to improve risk identification and raise standards across all schools and settings. • Implementation of Apprenticeships and Career Education (ACE) programme across schools to improve access to relevant learning opportunities for all learners. • Develop clear pathways of support for children and young people with social, emotional and behavioural needs so that support is more consistent, timely and effective. • Increase attendance rates in secondary schools in line with locally agreed targets. • Improve the quality of school and system leadership through leadership development programmes delivered in partnership with Association of Directors of Education Scotland (ADES) Quads. • Development of Raising Attainment and Achievement Strategy (RAAS) 2027-2030 outlining approaches to raising attainment and achievement and closing gaps for all. • Collaboration with Health, Education and the Third Sector on the Tayside Neurodevelopmental Delivery Group to finalise the draft staged intervention framework for supporting children who are neurodivergent and their families and oversee implementation of the framework locally in Perth and Kinross. • Review the community disability support offer for children with complex additional support needs and their families to identify how existing resources can be better used to fill gaps in provision and improve outcomes. • Target support for looked after young people with attendance below 85%, through joint working between the Promise Lead for Education and Youth Services to reduce barriers and improve attendance. Links to other performance information ➢ Raising Attainment Strategy ➢ Education Improvement Plan ➢ Overview of 2024/25 ➢ His Majesty's Inspectorate of Education (HMIe) Inspection Reports ➢ Corporate Parenting Plan 25-30 Annual Update (Item 4) ➢ Youth Strategy Progress Report 25/26 – available September
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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. *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 21/22 22/23 23/24 24/25 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 81.7% 80.6% 75.6% 78.1% 82% There has been an increase in the % of children meeting expected developmental milestones when entering primary school. Data analysis has been used to ensure that interventions are appropriately targeted to those most in need of additional support. This has also resulted in a significant closing of the poverty-related attainment gap from 35% in 2023/24 to 8% in 2024/25. Percentage of primary school pupils (P1, P4 & P7 combined) achieving expected levels in literacy and numeracy Control 77% 78% 80% 82% 80% ✔ Good progress is being made in primary literacy and numeracy, maintaining a steady upward trend over time. Numeracy has shown a significant improvement, ranking 7th out of 32 local authorities and 2% ahead of the Scottish average. Literacy falls slightly below the national average. Literacy and numeracy attainment remains a focus for improvement in primaries.
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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 Target Met/ Not Met Ensure inclusive and quality education for all and promote lifelong learning Proportion of school leavers attaining 1 or more passes at SCQF Level 5 Control 89% 90% 88% 88% 92% Our performance in these measures has remained fairly static and we are between 3-5% away from achieving our target. We are providing targeted support to schools where attainment is lower than the PKC average and develop. Proportion of school leavers attaining 1 or more passes at SCQF Level 6 Control 66% 66% 66% 66% 68% Participation of 16–19-year-olds participating in learning, training or work (%) Influence 94% 93% 93% 94% 96% This measure is on a steady and sustained upwards trajectory and is higher than the national average of 93.3%. At age 16 PKC has a participation rate of 99.2% (national comparison 99.2%), this declines to 88.5% (national comparison 87.4%) at age 19. Partnership work is under way with Employability and Youth Services colleagues to ensure that this drop off from 16-19 is addressed through appropriate support for post-school transition into sustained positive destinations. There is no significant difference between genders, however the gap between SIMD Q1 and SIMD Q5 is 10.4 percentage points which is slightly higher than the national gap of 8.4 percentage points. Staying on rates from S4 to S5 have increased from 80.8% in 2022/23 to 81.5% in 2024/25.
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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 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 24% 17% 19% 24% 22% At Levels 5 and 6, Q5 attainment has increased whilst Q1 has fallen, meaning the gap for both measures has widened and is behind our target. However, context is important here as SIMD measures are not an accurate reflection of the levels of poverty experienced across PKC with certain demographic groups being “hidden.” This would be the case for rural poverty in particular. Our Q1 leaver cohort size is just 96 learners out of a total leaver cohort of 1388. % calculations are therefore unhelpful as 1 learner at Q1 = 1.04% whereas 1 learner at Q5 = 0.26%. Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 6 Control 35% 29% 28% 37% 32% 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 94% 94% 95% 95% N/A (Not appropriate to set targets) N/A Data for 2025/26 is not available until publication of Local Government Benchmarking Forum (LGBF) data. Information is based upon the most recent data published. There continues to be a very high percentage of children and young people who are looked after in community settings. Currently the number accommodated within their family is increasing and has surpassed the number in foster care. We have managed to reduce our number of children placed within purchased placements to 13 all of whom are placed permanently. Based upon LGBF data for 2024/25, PKC is above the Scotland (88.3%) and Family Group averages (82.5%).
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43 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 school leavers looked after within the last year with 1 or more qualification at SCQF level 4 Control 87% 87% 60% 84% 89% 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 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.
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44 PKC - GENERAL Priority: Protecting and caring for our most vulnerable people During 2025/26, the Council, Perth and Kinross Health and Social Care Partnership and partners continued to protect and care for vulnerable children, young people, adults and families through safeguarding, early intervention, housing support, health and social care improvement and justice services. Activity focused on identifying and responding to risk, supporting people to access the right care and accommodation, strengthening community-based support, improving health and wellbeing outcomes and reducing reoffending. Together, this work helped people stay safe, sustain independence, avoid crisis, access coordinated support and achieve more stable outcomes. 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 services are delivered by the Council, while Adult Social Work and Social Care services are delivered through the Perth and Kinross Health and Social Care Partnership under the governance of the Integration Joint Board (IJB). This section draws on highlights and performance information from Council services and services delegated to the IJB, including the IJB Annual Performance Report 2025-2026 to show progress in protecting and caring for 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 Key activities and results in 2025/2026 included: • Adult Support and Protection activity remained high during 2025/26, with 2,309 Vulnerable Person Reports received. Initial referral discussions were undertaken within timescales in 83% of cases, supporting timely safeguarding responses for adults at risk of harm. • Workforce capacity supporting Adult Support and Protection increased from 40 to 66, strengthening the Partnership’s ability to respond to concerns and fulfil statutory safeguarding duties. • Governance and assurance arrangements were strengthened through the development of a Public Protection Forum, providing regular oversight and assurance to the Chief Officers’ Group. • Multi-agency coordination was strengthened to support earlier identification of risk and swifter intervention for adults with complex mental health and wellbeing needs, including people affected by emotionally unstable personality disorder or suicide risk. Learning from this work is helping strengthen collaborative support for vulnerable adults. • Multi-agency arrangements for protecting children and young people continued to provide a coordinated response to safeguarding concerns. The consistent use of Initial Referral Discussions and Child Protection Planning Meetings strengthened information sharing, timely risk assessment and partnership decision-making. During 2025/26, 234 Initial Referral Discussions took place, involving 344 children. While the number of discussions increased slightly from the previous year, the five-year trend reduced, suggesting that early
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45 PKC - GENERAL intervention support is helping meet need earlier and prevent escalation into formal child protection processes. This is also reflected in the downward trend of children being considered at Child Protection Planning Meetings and remained stable compared to the previous year at 42. • The number of children made subject to Child Protection Orders remained low at 13, although this was an increase of four from the previous year. The conversion rate of Child Protection Orders to children’s hearings was 100%, demonstrating that applications were based on robust evidence of risk. • The Care and Risk Management process continued to provide a proportionate framework for supporting young people whose behaviour presents a risk of serious harm to themselves or others. During 2025/26, referral discussions took place for six young people, with fewer than five progressing to an initial Care and Risk Management meeting. This reflects the high threshold for serious harm and will continue to be monitored as the framework becomes further embedded in Perth and Kinross. • Referral to the Scottish Children’s Reporter Administration (SCRA) ensured access to statutory measures of care and protection where required. During 2025/26, the SCRA received 171 referrals for 143 children and young people, a reduction of 25% in referrals and 19% in children referred from the previous year. The conversion rate to children’s hearings increased to 39.8%, while around 60% of referred children and young people did not require onward referral to a hearing. This suggests that early help and coordinated support through the Multi-Agency Screening Hub (MASH) continued to prevent escalation for many families. Lack of parental care remained the main referral ground, accounting for 74 referrals which is 43% of the total number of referrals during the period. Action: Ensure that people get the right care, accommodation and support where and when they need it Key activities and results in 2025/2026 included: • Following a comprehensive review and procurement exercise, the Intensive Housing Support pilot was integrated into the permanent Floating Housing Support Service. The service now delivers almost 1,000 hours of support each week across all housing tenures, helping people with complex needs sustain accommodation, maintain independence and prevent housing crises. • Investment in void management, recruitment and housing maintenance enabled homes to be brought back into use more quickly, improving access to accommodation for households in housing need. This helped reduce waiting times, maximise the availability of affordable housing and support more people to access safe and stable homes despite continued pressures arising from the national Housing Emergency. • Targeted action on damp, mould and condensation, alongside the expansion of the Housing Internet of Things programme to more than 1,200 properties, enabled earlier identification and resolution of housing quality issues. This proactive approach improved living conditions, reduced risks to tenant health and wellbeing, and supported residents to remain safely in their homes. • As a Council of Sanctuary, the Council provided safe accommodation and tailored support to four refugee families, comprising 27 individuals. This helped families access essential services, integrate into local communities and establish a stable foundation from which to rebuild their lives and achieve greater independence. The Council also co-ordinated the multi- agency partnership mitigating the negative impact of the demonstrations outside the hotels housing those seeking asylum.
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46 PKC - GENERAL • Through the Community Outreach Programme, residents were supported to recognise and avoid scams, fraud and financial exploitation. The programme is estimated to have prevented more than £1 million in direct and indirect costs, reducing financial hardship for individuals, strengthening community resilience and reducing demand on wider public services. • The Youth Housing Support Group strengthened partnership working across housing and support providers so that young people with support needs could access more appropriate accommodation as they transitioned into adulthood. The Youth Housing Panel considered 34 young people, ensuring each had a plan to avoid unsuitable accommodation or sofa surfing. This demonstrated a proactive and collaborative approach to reducing housing instability and supporting successful transitions, while making best use of available resources. • The Multi-Agency Screening Hub continued to play a critical role in ensuring that children, young people and families received the right support at the earliest opportunity. The appointment of a full-time Social Worker in July 2025 improved referral screening and management processes. During 2025/26, 212 children and 186 families were referred to MASH, all of whom received a positive outcome in terms of resource allocation and service provision. This support helped provide earlier help, reduce crisis-driven referrals to social work and respond to key concerns including behaviour, non-school attendance and mental health. • The COPE service continued to provide intensive family support when risks and pressures increased. During 2025/26, COPE received referrals for 124 families, involving 183 children, an increase of nine families and 33 children from the previous year. By intervening at key points of need, the service helped strengthen family functioning, reduce the likelihood of family breakdown and support children to remain safely within family networks wherever possible. Increased demand reflected higher levels of need, particularly linked to neurodivergence, additional support needs, neglect and parental mental health.
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47 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 Key activities and results in 2025/2026 included: • Work linked to the National Care Service has been paused pending review of Scottish Government policy. However, the Partnership continued to strengthen its understanding of population need, demand, activity and spend to inform future service redesign and support improved outcomes. Examples of this activity included: o Redesigning mental health services to place greater emphasis on early intervention and prevention. o Developing the Recovery Orientated System of Care in partnership with the Scottish Recovery Consortium. o Developing the Discharge Without Delay Team to support early discharge planning, a home-first approach and stronger family engagement. Work also continued to strengthen how outcomes are evidenced through: o The development of a refreshed performance framework for the Partnership. o Targeted activity to inform redesign by better understanding need, demand, activity and spend. o Targeted community engagement improving our understanding of individual and family need where they have lived experience. Action: Work with partners to reduce re- offending and support effective interventions for people in the justice system Key activities and results in 2025/2026 included: • Prison healthcare services across His Majesty’s Prison (HMP) Perth, HMP Castle Huntly and HMP and Young Offenders Institution (YOI) Bella strengthened partnership working with the Scottish Prison Service. Improvement activity focused on governance, culture, oversight and accountability. • A key focus was the effective delivery of healthcare services for people at greatest risk of inequality or marginalisation. • Targeted interventions were introduced to improve health outcomes for people in custody, including a Blood Borne Virus screening test of change. Ninety percent of the prison population has now been screened, supporting earlier identification of health issues and access to treatment and support. • Workforce stability and clinical leadership improved through strengthened medical staffing and wider workforce development. • Early intervention, diversion and community-based justice interventions remained significant strengths. Diversion from Prosecution activity increased during 2025/26, with assessments rising from 112 to 144, cases commenced increasing from 89 to 105 and recorded completions increasing from 82 to 100. This indicates increased use of diversion and continued effectiveness in supporting people to address offending behaviour earlier, reducing unnecessary escalation within the justice system and creating opportunities for positive change. • The continued delivery of Bail Supervision and Structured Deferred Sentences strengthened credible alternatives to custody and remand. Bail Supervision assessments increased
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48 PKC - GENERAL to 445 in 2025/26, a 59% rise from the previous year, reflecting continued engagement with local Sheriffs and Defence Agents. Community Payback Order Drug and Alcohol Treatment Requirements replaced Drug Treatment and Testing Orders following consultation with local Sheriffs, providing a more flexible and holistic approach to supporting people with substance use issues. An increase of 14 requirements during the year suggests confidence in this approach and its role in supporting recovery. • The Complex Needs Project strengthened collaboration across justice, health, housing, Integrated Drug and Alcohol Recovery Team (IDART), police, adult care and third-sector services. Referrals increased from 361 to 634 during 2025/26. The coordinated approach improved engagement with people who face barriers to support, helped manage reoffending risk and supported practical outcomes including health engagement, substance use support, housing stabilisation, harm reduction and safer outcomes for individuals, families and communities. • During 2025/26, 58 people were offered voluntary throughcare support on release from prison, including 24 supported by third- sector providers. Support included registration with a general practice (GP), tenancy and homelessness advice, mental health support, IDART engagement and complex needs case conferences where required. This coordinated support at a critical transition point helped improve access to housing, health, mental health, substance use and welfare services, reducing the risk of disengagement and further offending. • Trauma-informed, gender-responsive and rehabilitative services continued to strengthen the range of interventions available. OWLS, Evolve, Connectere and the Caledonian System provided targeted support to improve engagement, behavioural change and safer outcomes for people in the justice system and their families. The Evolve service expanded following two positive pilots, with 20 men completing the programme in 2025/26. Evaluation highlighted improved self- awareness, personal responsibility, confidence, participation and reduced interpersonal conflict. • The Westbank Project continued to support employability, skills development and community reparation through the Unpaid Work team. During 2025/26, training included rough terrain forklift, counterbalance forklift, forward tipping dumper, ride-on roller and mobile elevating work platform qualifications. Alongside wider opportunities in horticulture, woodwork, building, mechanics, painting and decorating, this provided practical work experience and helped people build confidence, routine and skills. • There were 200 Unpaid Work orders during 2025/26, with feedback from nearly 100 participants strongly positive. Almost all participants understood their requirement, 98% felt the work was worthwhile and 94% enjoyed the work undertaken.
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49 PKC - GENERAL Importantly, 93% felt Unpaid Work had helped them reduce or stop further offending by changing attitudes and providing a sense of purpose. Community feedback also highlighted the visible benefits delivered to public spaces, family support settings, schools, churches and community facilities. • The ongoing development of the young people’s service at Scott Street represented a significant step towards implementing the Care and Justice (Scotland) Act and strengthening a child-centred approach to youth justice. By ensuring that children under 18 involved in offending behaviour are treated first and foremost as children, the service is better positioned to provide age-appropriate support, address underlying vulnerabilities and reduce the risk of continued involvement in the justice system. Areas of Focus 2026-27 The forward focus for 2026/27 is to strengthen prevention, protection and coordinated support for vulnerable people across safeguarding, housing, health, social care and justice services. Priorities include improving asylum and refugee support, strengthening justice outcomes and community sentence performance, developing clearer pathways for people with complex needs, improving release planning and strengthening healthcare continuity for people in custody and returning to the community. Key activities for 2026/27 include: • Through our Council of Sanctuary programme, continue to support people seeking asylum to integrate into local communities, improve language skills, access essential services, mitigate the impact of anti-asylum demonstrations and live safely and independently through coordinated multi-agency support and partnership working. • Agree and implement a justice social work outcomes framework during 2026/27, initially focused on community sentences as part of the Social Work Scotland pilot, with clear measures for engagement, completion, participant feedback, outcome themes and reoffending indicators where available. • Develop and apply a quality and performance framework for community sentences, linked to the Social Work Scotland work, so justice services can more clearly identify what is working well, where practice variation exists and what emerging demand or risk themes require action. • Strengthen partnership pathways for people with complex and multiple needs by mapping the current referral routes from custody, identifying gaps or duplication, and agreeing a clear multi-agency pathway for earlier coordinated support. • Improve release planning arrangements by agreeing the key points at which justice, housing, health, mental health, substance use and third-sector services should be involved, with the aim of reducing disengagement, supporting resettlement and preventing further offending. • Implement Medication Assisted Treatment standards to strengthen support for people experiencing substance use issues within the prison setting. • Embed long-term conditions management to improve identification, monitoring and treatment of ongoing health conditions among the prison population. • Develop a potential community prescribing model to support more joined-up healthcare pathways, particularly for people returning to the community. • Strengthen pre-release GP registration arrangements for convicted prisoners to improve continuity of care and reduce barriers to ongoing treatment and support. Links to other Performance Information ➢ IJB APR 2025-2026 ➢ Community Justice Update Report 2024-25 (Item 5) ➢ Child Protection Quality Standards Report 2025/2026 ➢ SDS progress update 2025/2026
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50 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 22/23 23/24 24/25 25/26 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 4% 6% 5% N/A N/A (not appropriate to set targets) N/A The proportion of children remaining on the Child Protection Register for more than 12 months reduced from 6% to 5% in 2024/25 and has remained consistently low over recent years. Long-term registration is typically associated with children experiencing complex and enduring risks. The sustained low rate suggests that children are receiving timely and effective interventions, supported by consistent oversight, intensive family support and proportionate use of statutory measures where required. Rate of children on the child protection register per 10,000 children Control 21 20 19 15 N/A (not appropriate to set targets) N/A Data for 2025/26 is not available until publication of Local Government Benchmarking Forum (LGBF) data. Information is based upon the most recent data published internally. The rate of child protection registration has continued to reduce, falling from 27 per 10,000 children in 2021/22 to 19 per 10,000 in 2024/25. This sustained downward trend suggests that children and families are increasingly receiving effective support at an earlier stage, reducing the need for child protection registration. The reduction reflects strengthened early intervention, improved access to preventative support and greater consistency in decision-making, ensuring that child protection measures are used proportionately and focused on those children at greatest risk of harm.
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51 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 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 2,254 2,262 2,255 2,309 N/A (not appropriate to set targets) N/A The data on all adult protection referrals shows a steady and incremental year on year increase in the rate and in the source of referrals. This includes a 2.39% increase in the number of Vulnerable Person Reports received in comparison to last year. The Adult Protection Committee takes the view that where concerns exist, it is better to share these so that services can intervene and safeguard where required. This is therefore seen as favourable Percentage of Adult Support and Protection (ASP) Initial Referral Discussions held within timescale Control 69% 75% 86% 83% 100% Timelines are crucial to help avoiding drift and delay. However, legitimate reasons exist why timelines are not always met. In the 17% of Initial Referral Discussions held out-with the timeline, no adult was left at any undue harm as a consequence of that delay. Ensure that people get the right care and support where and when they need it. Number of households presenting as homeless Influence 737 849 861 878 N/A (not appropriate to set targets) N/A While homelessness presentations increased by 2% compared with 2024/25, overall demand has remained relatively stable over the last three years despite significant national housing pressures. This reflects the positive impact of preventative approaches and targeted support, helping vulnerable households maintain accommodation, avoid crisis situations where possible and access the right support when homelessness cannot be prevented.
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52 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Met/Not Met Target Percentage of affordable homes built to wheelchair and adaptable standard (units) Control 8.9% 10% 11% 17% 10% of all social housing built ✔ Of the 113 new build affordable homes built in 2025/26, 19 were suitable for households with a disability. 9 properties were built to fully wheelchair adapted standard, with 10 being built to older / ambulant disabled standard. Percentage of adults receiving any care or support who rate it as excellent or good Influence 73% 70% N/A 72.1% N/A (Target not set) N/A HSCP no longer uses the Service User Experience Survey (SUPE). Data is drawn from the Health and Care Experience (HACE) survey. Targets to be developed in line with implementation of Integration Joint Board Performance Framework. 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 N/A 76% N/A 71.1% N/A (Target not set) N/A
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53 PKC - GENERAL Priority: Supporting and promoting physical and mental wellbeing During 2025/26, the Council, Perth and Kinross Health and Social Care Partnership and partners continued to support and promote physical and mental wellbeing through local health and social care provision, community-based support, access to outdoor spaces, sport and physical activity, and early intervention wellbeing services. Activity focused on helping people remain independent in their own homes and communities, improving access to local support, strengthening opportunities for physical activity and outdoor learning, and connecting people to the right help when they need it. Together, this work supported healthier lifestyles, reduced isolation, improved access to wellbeing support and helped people maintain independence, confidence and quality of life. Adult Social Work and Social Care services are delivered through the Perth and Kinross Health and Social Care Partnership, under the governance of the Integration Joint Board (IJB). IJB Annual Performance Report 25/26 outlines progress against the strategic ambitions set out in the Strategic Plan 2024-2027. This section draws on key highlights from that report, alongside performance information from Council services not delegated to the IJB, to show how local activity is supporting physical and mental wellbeing across Perth and Kinross. 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 Key activities and results in 2025/2026 included: • Significant progress was made in expanding community-based and Home First models of care, including Care at Home redesign, Discharge to Assess, Frailty at Home and Integrated Locality Teams. These approaches helped more people remain in their own homes and communities, supporting independence, maintaining community connections and reducing reliance on hospital-based care. • The Partnership developed new and innovative approaches to meeting community need, including collaboration with Heartland Care, a community-led social care enterprise in North Perthshire. Heartland Care improves access to local services, strengthens local resilience and supports tailored solutions for geographically distant communities. • Development of a public Single Point of Access progressed to an advanced stage, supported by locality-focused approaches. These initiatives are intended to improve access to care, support people to get the right help earlier and make referral pathways more timely, appropriate and effective. 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 Key activities and results in 2025/2026 included: • Investment in paths, bridges, parks, play areas and wider green infrastructure enhanced community assets across Perth and Kinross, making outdoor spaces safer, more accessible and more attractive for residents. Improvements at Comrie, Perth Fairfield, Craigie, Potterhill, Alyth Den, Legion Park and Ballo Burn increased opportunities for recreation, active travel and
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54 PKC - GENERAL social interaction, supporting healthier lifestyles and community wellbeing. • Improvements were completed across several parks and play areas, with design work progressed for a further seven locations. These enhancements improved access to inclusive, high-quality recreational spaces where children, families and communities can be active, connect with others and spend time outdoors. • Schools and settings continued to deliver outdoor learning, with His Majesty’s Inspectorate of Education (HMIE) inspection reports noting authentic outdoor experiences linked to skills and sustainability, purposeful use of outdoor learning to deepen skills and engagement, and evidence of positive impact on wellbeing in one of the area’s more deprived primary schools. • During term 3 of 2025/2026, 31% of school pupils attended extracurricular sport and physical activity, equal to 5,474 pupils and a 1% increase on the previous year. • Major events such as the Schools Cross Country and County Sports provided opportunities for children and young people to participate in cross-authority competitions. • Active Schools, in partnership with Education and Learning, identified three target areas to increase or maintain sport and physical activity opportunities: pupils with a disability and/or additional support needs; secondary girls; and children and young people living in the most deprived areas. • In term 3 of academic year 2025/2026, 456 volunteers supported extracurricular school sport and, through Active Schools, 111 secondary pupils were supported to volunteer in secondary or primary extracurricular clubs. • Leisure facility attendances increased to 1.108 million, exceeding the 950,000 target. The increase was supported by indoor attendance growth linked to the new gym at Dewars, increased membership and fitness class use, continued growth in outdoor pitch usage, expanded Community Cricket activity and swimming lesson attendances of 83,638. • Outdoor learning and physical activity programmes continued to make a significant contribution to the health and wellbeing of children and young people. Through the Duke of Edinburgh’s Award programme, 62 volunteer leaders supported 1,352 contacts involving outdoor activities. These experiences, ranging from day activities to multi-day expeditions, helped young people increase physical activity, build confidence and resilience, and develop a stronger connection with the natural environment.
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55 PKC - GENERAL • Achievement within the physical section of the Duke of Edinburgh’s Award programme remained strong, with 490 Physical Certificates awarded across the three levels of the award. This demonstrates sustained participation in regular physical activity and highlights the programme’s role in encouraging young people to develop and maintain healthy habits. • Targeted support helped reduce barriers to participation in sport and physical activity. During 2025/2026, Services for Young People supported 64 young people to access a Compass Card, providing free or reduced-cost access to Live Active Leisure facilities and helping promote inclusion, participation and healthier lifestyles. Action: Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it Key activities and results in 2025/2026 included: • Community Link Workers played a key role in connecting people with community, voluntary sector and statutory services that support wellbeing and address the wider social determinants of health. Improved management arrangements and new ways of working increased efficiency and consistency, helping people access community-based support at the right time. • The Primary Care Mental Health and Wellbeing Nursing Service continued to provide early intervention mental health support within primary care, helping people access support earlier and closer to home. • The Partnership invested in community-based supports that promote wider wellbeing and reduce isolation, including Age Friendly Communities initiatives, peer support opportunities, unpaid carer support programmes and social groups. These services helped support positive mental and physical wellbeing and enabled people to remain connected to their communities. • Feedback from Care Opinion continued to demonstrate positive experiences of care and support, with many people reporting that services do improve or maintain their quality of life and safeguard their independence. Areas of focus for 2026/2027 The focus for 2026/2027 is to strengthen local wellbeing support, increase participation in sport and physical activity, improve access to outdoor and community spaces, and continue developing community-based models of care. Key activities for 2026/2027 include:
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56 PKC - GENERAL • Use the Summer of Sport 2026 to increase participation in sport and physical activity and promote the wellbeing benefits of active lifestyles. • Strengthen swimming and water safety activity to improve confidence, safety and access to physical activity. • Prepare for implementation of the Schools (Residential Outdoor Education) (Scotland) Bill and the opportunities it may create for outdoor learning, wellbeing and achievement. • Develop and deliver the Crieff Comrie Core Path project through external funding, support greenspace volunteering groups and activities, progress the capital investment programme for play area refurbishments, and support community-led project delivery including Pitlochry Wheeled Sports. Links to other Performance Information ➢ Joint Carers Strategy 2023 to 2026 ➢ IJB Annual Performance Report 2025-2026
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57 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 22/23 23/24 24/25 25/26 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 7,200 39% 7,776 42% 7,859 43% 8,047 44.5% 43% ✔ Active Schools, in partnership with Education and Learning, identified three target areas to increase or maintain sport and physical activity opportunities: pupils with a disability and/or additional support needs; secondary girls; and children and young people living in the most deprived areas. Number of attendances at pools, indoor and outdoor sports and leisure facilities and programmes (thousands) Influence 1.002M 1.116M 951K 1.108M 950K ✔ Indoor attendances increased quite significantly with the opening of the new gym at Dewars, in membership as well as the fitness class usage. Between these 2 elements, this accounts for an increase of approx. 130k. Non-sporting leisure usage decreased with the change of facilities and reduced conference & events use though. There has also been a decline in Community Hall use, particularly with Pitlochry TH transferring to Community group management at the tail end of 2024/25. The outdoor pitch usage continues to increase for another year, with the continued funding support from PKC. There is an increase in Community Sport attendance as a result of an expanded Community Cricket programme. And swimming
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58 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/Not Met lesson attendances of 83,638 in 2025/26 represents an increase of almost 8% on the previous year. There is a settled instructor team across all venues and proactive lesson management including some amendments to waiting list procedures in 2025/26. Percentage of residents satisfied with local leisure facilities Influence 73% 75% 76% 73% 70% ✔ Although available through the Loal Government Benchmarking Framework, using Scottish Household Survey responses, this KPI uses data directly from Live Active’s NetPromoter responses to provide a clear scope in satisfaction of council-funded leisure facilities. Percentage of adults satisfied with parks and open spaces Control 91% (2020- 2023) 89.7% (2021- 2024) 87.7% (2022- 2025) N/A 88% N/A (Target set but data not yet available) Data for 2025/26 is not available until publication of Local Government Benchmarking Forum (LGBF) data. Information is based upon the most recent data published. Despite a gradual decline in satisfaction levels nationally, parks and open spaces in Perth and Kinross continue to be highly valued by residents, with satisfaction remaining above both Scotland and family group averages. This suggests that ongoing investment in community greenspaces is helping to maintain attractive, accessible and safe outdoor environments that support physical activity, mental wellbeing, social interaction and stronger, healthier communities.
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59 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/Not Met Based upon LGBF data for 2024/25, PKC is above the Scotland (83.7%) and Family Group averages (84.7%). 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 36 39 42 65 N/A (Target Not Set) N/A This increase is driven substantially by a large increase in people requesting assessment for conditions such as Attention Deficit Hyperactivity Disorder (ADHD). Work is being taken forward on a pan-Tayside basis to redesign services to seek improvements in delivery assessments The average waiting time for appointments other than for ADHD assessments is 23 weeks. Targets to be developed in line with implementation of Integration Joint Board Performance Framework. Percentage increase in people who feel that their health and social care support was easily accessible and well communicat ed Influence 89% 57% N/A 65% N/A (Target Not Set) N/A The National Indicator comes from the Health and Care Experience Survey and is worded as follows: Percentage of adults supported at home who agree that their health and social care services seemed to be well co-ordinated. Targets to be developed in line with implementation of Integration Joint Board Performance Framework.
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60 PKC - GENERAL Priority: Working in partnership with communities During 2025/2026, the Council and partners including our ALEOs continued to strengthen community-led approaches through place- based working, community capacity building, rural housing, engagement and internal cultural change. Activity focused on supporting communities to identify local priorities, improving access to services and support, increasing resilience, progressing locally led housing solutions and strengthening the Council’s ability to listen and respond. Together, this helped build stronger community organisations, improve local coordination and create more opportunities for communities to shape and deliver solutions that reflect local need. Action: Establish locality multidisciplinary teams working with our community planning partners and residents to identify and address local solutions to local needs Key activities and results in 2025/2026 included: • Fairer Futures continues to target support in six priority localities identified through a data and evidence-led approach, with multi- agency workshops completed in all areas to shape and coordinate local action. • Lived experience engagement was commissioned across the six Scottish Government priority family groups and all six Fairer Futures localities. Findings from focus groups and service user interviews are informing local multi-disciplinary action plans and the development of the next Child Poverty Delivery Plan. • A Fairer Futures Microsoft Power BI dashboard was developed to bring together local data at intermediate data zone level, helping services, communities and elected members understand local need, support funding applications and target activity. The approach has been recognised by the Scottish Government as an example of best practice. • Local Fairer Futures leads are coordinating action across all six priority areas, working with partners and communities to improve employability, skills, income maximisation and cost-of- living support. Draft action plans are progressing, with continued engagement planned with local community organisations to strengthen community-led solutions alongside service-led activity. Area Updates: • Letham continued to strengthen community support through a coordinated, multi-agency approach. Key developments included establishing a service-level agreement to support one- stop shop services, regular multi-disciplinary partnership working, and expanded support services through the Alcohol and Drug Partnership and iDART drug and alcohol recovery support service, including a recovery café. Community capacity was also enhanced through the Community Listeners project and a new peer support group for kinship carers, while community feedback has directly informed improvements to street lighting and road safety. • Rattray has focused on building community connections and improving access to local support. Early engagement identified the lack of a community hub as a key issue, with work progressing to explore community space options; a partnership with Blairgowrie and Rattray Football Club was established to provide a local drop-in facility offering support with employability and digital access. Partners also responded to local mental health concerns by supporting a community wellbeing event and strengthening links with mental health services, while a planned thematic workshop will bring agencies and residents together to address drug use and its associated impacts. • Coupar Angus has focused on strengthening community infrastructure and local engagement, building on progress made through the Community Action Plan as it reaches the end of its three-year cycle. Fairer Futures funding helped secure space for
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61 PKC - GENERAL local services and support the Strathmore Hub, while investment in the community Spring Gala, attended by 240 people, and promotion of Coupar Angus Cares helped strengthen community cohesion and awareness of local support. Plans are also progressing to explore opportunities for greater community ownership and involvement in shaping future priorities. • Crieff has focused on developing partnership working and building a more coordinated approach to addressing local priorities. A joint workshop involving services and community organisations helped identify members for a new multi- disciplinary group, while a fair entitled ‘Better Place to Live’ will be supported this year. Work is also underway to bring together the town’s wide range of community groups around shared goals, alongside reviewing local property assets and exploring opportunities for Crieff to act as a pilot area for transport initiatives linked to the Anti-Poverty Task Force • Muirton/North Muirton has enhanced local partnership working through the establishment of a multi-disciplinary team with a shared action plan to coordinate support and address community priorities. A programme of thematic workshops is planned and one around ‘no wrong door’ has already been delivered. Fairer Futures funding has supported the North Muirton Connect project, providing digital access, employability support and skills development for local residents. Additional investment has supported a breakfast club at St John's, and a service-level agreement is in place for services to use North Muirton Community Centre. • Highland has focused on building a shared understanding of local challenges and priorities through strong community and partner engagement. An initial workshop generated high levels of participation and identified key issues including transport, childcare, access to services, employment and insecure work, and the stigma associated with drug use and mental health. Work is now underway to use this evidence to refine priorities and target action, with further engagement and data gathering supporting the next phase of community-led planning. Action: Increase the supply and availability of rural housing Key activities and results in 2025/2026 included: • Six community development trusts were supported to explore community-led affordable housing initiatives, helping local organisations progress options shaped by rural housing need. • Projects include refurbishment of two flats in Aberfeldy and progressing planning applications for 12 affordable homes in Kinloch Rannoch and 10 new affordable homes in Aberfeldy. • Negotiations are underway to purchase three flats in Aberfeldy for mid-market rent, supporting access to more affordable housing options for local people. • A feasibility study is exploring conversion of Blair Atholl’s former rail station into three affordable homes, which could bring an unused asset back into community benefit.
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62 PKC - GENERAL • Support has been provided for a local trust to submit a pre- application for four flats in Comrie and for applications to the Rural and Islands Housing Fund for groups in Pitlochry and Dunkeld. This helps community organisations move from ideas into potential deliverable projects. Action: Develop and expand our approach to working with communities to identify local actions and priorities and deliver on these together Key activities and results in 2025/2026 included: • Through Community Learning and Development, Tenant Participation, the Equalities Team and wider community support activity, 144 community groups received support to strengthen their capacity, resilience and long-term sustainability. This helped community organisations deliver services, attract funding, engage residents and respond to local need, building more resilient, connected and empowered communities. • Nineteen community groups were supported through the Community Asset Transfer process, helping them explore ownership and management solutions for local assets and facilities. This helps to create long-term community benefit, supports locally led service delivery and enables communities to develop solutions that reflect local priorities and aspirations. • Support was provided to 63 community groups to maintain community resilience plans, helping local areas prepare for and respond to emergencies, severe weather and other unexpected challenges. This has resulted in communities being better prepared to respond effectively during periods of disruption, protect some vulnerable residents and recover more quickly from local emergencies. • A total of £447,000 was invested in community projects addressing cost-of-living pressures and inequality, enabling organisations to deliver support tailored to local circumstances and needs. This funding has helped communities deliver earlier interventions, reduce the impacts of poverty and inequality and provide targeted support that improves wellbeing and outcomes for local residents. • Housing Services continued to embed its locality model, using local knowledge, tenant feedback, performance data and partnership working to target support where it was most needed. The Community Support and Enforcement Team worked directly with communities to identify issues earlier, connect residents to support services and strengthen community-led responses. This improved earlier intervention, supported vulnerable households and enabled more coordinated responses to local concerns. • Tenant engagement events provided residents with opportunities to discuss local priorities, housing services and community issues directly with the Council. This has ensured that tenant views continue to shape service development and decision-making, leading to more responsive services and greater confidence that local voices are being heard and acted upon.
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63 PKC - GENERAL • Engagement with communities along the A93, A94 and B953 road corridors helped reduce the impact of increased traffic and support local environmental priorities by agreeing and delivering traffic calming measures before the Cross Tay Link Road opening. • Climate action engagement was strengthened through secondary school collaboration, enabling young people to identify and communicate their climate priorities. Partnership work with Climate Connect Perth and Kinross also supported networking events that connected and inspired community-led climate action. • Community groups were supported to develop local climate initiatives through event promotion, funding advice and project development support. Green Living Fund guidance helped applicants demonstrate project impacts, including reducing emissions, increasing climate resilience and helping residents manage cost-of-living challenges. • Local litter-picking hosts continued to be supported, helping sustain regular litter-picking activity, strengthen local networks, build social connection and encourage wider participation in community-led environmental action. • The Youth Work Partnership continued to create safe and accessible spaces where young people could develop confidence, build positive relationships and influence local priorities. Supported by The Gannochy Trust and Perth and Kinross Council, the partnership reached 2,628 young people through more than 45,000 contact opportunities, with 202 young people achieving nationally recognised awards. This demonstrated the value of partnership working in supporting achievement, participation and active citizenship. • Youth forums strengthened community engagement and increased the influence of young people’s voices in local decision-making. The involvement of 37 young people in representing their communities helped ensure that services and priorities are informed by local experiences and aspirations. • Communities also benefited from the contribution of Culture Perth and Kinross, Perth Theatre and Concert Hall and Live Active Leisure, which worked alongside local groups, volunteers, schools and community organisations to deliver services, activities and opportunities that strengthen participation, inclusion and community resilience. In January 2026, the Council also established a Strategic Alliance with its three ALEOs, Live Active Leisure, Culture Perth and Kinross, and Perth Theatre and Concert Hall to strengthen collective leadership and collaboration. Through culture, leisure, physical activity, learning and community engagement, the Alliance seeks to improve physical and mental wellbeing, strengthen communities, enhance cultural vibrancy and contribute to a sustainable and inclusive local economy. • The principal aim of the Strategic Alliance is to maximise the collective impact of Perth & Kinross Council, by identifying areas of strategic alignment, shared priorities and opportunities for collaboration. The Alliance also seeks to explore how services can be delivered more efficiently and effectively through joint working and the sharing of expertise, assets and resources. The Alliance Terms of Reference were approved by the Council in January 2026, followed by the agreement of a Memorandum of Understanding between the four partners. Since its establishment, the Strategic Alliance Group has met regularly and identified a number of priority areas for further development during 2026/27, including governance arrangements, systems and digital integration, events development and strategy, and property and asset management. 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 Key activities and results in 2025/2026 included: • Supporting and developing leaders at all levels remains central to building an agile, high-performing workforce. During 2025/26, the Council continued to invest in leadership development
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64 PKC - GENERAL through Year 2 of the Evolving Leaders in Practice senior leadership programme and extended key elements beyond Strategic Leads. A new Leadership Strategy has also been approved. This will be supported by a Leadership Experience offer to build awareness of the five foundations of leadership and reinforce the competencies, values and behaviours expected of all leaders. • A new Leadership Hub is also being developed as an online resource and community for managers, providing clearer development pathways, access to learning opportunities, and peer support. • Collaboration has also extended beyond the Council. In 2025/26, a Tayside Leadership Development Collaborative was established between Perth & Kinross Council, NHS Tayside, Dundee City Council and Angus Council. The partnership enables participating organisations to share resources and good practice, improving efficiency and promoting greater regional consistency. • As part of this work, the Council joined NHS Tayside’s Essentials of Leadership and Management (ELM) programme, with 160 new or aspiring managers from across the partner organisations taking part in the first cohort. The Council also delivered a second cohort of its Forging Influence and Responsibility (FIR) programme for middle managers. Forty managers completed the first cohort, with a further 18 currently participating. Together, these programmes are strengthening the internal leadership pipeline, modernising management practice and reinforcing the Council’s values across leadership culture. • The Leadership and Managers Induction Toolkit was piloted and implemented to provide a consistent and accessible onboarding experience for new and aspiring managers. Developed on the Rise 360 platform, the toolkit gives managers flexible access to resources and guidance. Early feedback indicates that it has improved understanding of leadership expectations, management responsibilities and available support. Further evaluation will help assess engagement, feedback and impact as the toolkit becomes embedded. • The Values and Behaviours Framework is embedded across recruitment, performance and development processes. This contributed to improved cultural alignment, with 97% of employees reporting that their team models Council values, up from 91% in 2024. • Psychological safety and staff support were strengthened through Courageous Conversation training for leaders and ongoing governance work on violence and aggression. Employee survey results show improved perceptions of safety, increasing from 85% to 89%. • A Communications and Engagement Strategy introduced a more coordinated approach to employee engagement, with stronger focus on accessible communication and consistent messaging across services. • Employee feedback continued to inform local and corporate action planning through improved access to insight and “You said, We did” activity. Staff survey participation remains variable, falling from 47% in 2024 to 38% in 2025, indicating that further work is needed to improve consistent engagement. • Staff Climate Café and Teams channel provided volunteering opportunities, discussion, activities, climate news, training and events, supporting wider climate awareness and staff engagement. Areas of focus for 2026/2027 The forward focus for 2026/2027 is to deepen locality-based working, strengthen community empowerment and continue building a workforce culture that is accessible, responsive and focused on partnership with communities. Key activities for 2026/2027 include: • Deepen Fairer Futures delivery in priority communities to build community resilience, reduce inequalities and support residents to influence and deliver locally-led solutions to local challenges. • Develop a more integrated approach to Fairer Futures, Whole Family Wellbeing and poverty work, reflecting Scottish Government plans to bring these programmes closer together from 2027.
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65 PKC - GENERAL • Continue to develop multidisciplinary working across the six Fairer Futures areas, sharing learning and good practice and implementing action plans to reduce poverty and support families and residents in greatest need. • Strengthen community empowerment through increased support for community organisations, asset ownership opportunities, participatory decision-making and collaborative action that delivers lasting improvements in wellbeing, inclusion and community resilience. • Continue supporting community-led rural housing projects from feasibility through to delivery. • Support Community Development Trusts and community organisations to bring forward housing solutions that meet local need • Deliver the Leadership Strategy and extend development opportunities to middle managers and aspiring leaders. • Strengthen employee engagement and increase participation in the staff survey to improve insight and inform action planning. Links to other Performance Information ➢ https://www.pkc.gov.uk/article/25667/Elected-Member- Briefing-Warm-Welcome-Fund ➢ Community Empowerment Annual Report 25/26 (Item 7) ➢ Fairer Communities for All - Perth & Kinross Council ➢ Perth and Kinross Council Equality Mainstreaming Report 2025- 29 (Item 8) ➢ Child poverty action in Perth and Kinross – Perth & Kinross Council (pkc.gov.uk) ➢ Finance and Resources Committee paper when available for People and Culture Strategy update ➢ People and Culture Strategy Action Plan
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66 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 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/ Not Met Increase the supply and availability of rural housing Number of new affordable homes in rural areas, including new build and buy backs Influence 63 111 113 (66 new builds, 29 buybacks and 18 purchases from NTS) 90 (65 new builds, 19 buybacks, 4 empty homes and 2 acquisitions) 80 ✔ During 2025-26, a total of 90 affordable homes were delivered in rural communities across Perth and Kinross, including 65 new- build homes, 2 acquisitions, 19 buyback properties, and 4 empty homes brought back into use. Significant investment was made in communities such as Crieff, where 46 homes were delivered across the Wester Tomanock, Abbeyfield and Broich Road developments, alongside further new-build provision in Rattray (8 homes) and Stanley (11 homes). Additional affordable housing was secured through acquisitions in Dunkeld, while buybacks and empty homes initiatives helped increase the availability of affordable housing across a range of rural communities. Number of Community Development Trusts supported to increase the availability of rural housing Control 3 4 4 6 4 ✔ We are actively supporting six community development trusts to explore community led affordable housing initiatives.
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67 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/ Not Met Develop and expand our approach to working with communities Number of community groups with local resilience plans Influence 28 53 65 63 62 ✔ The Council’s Community Support and Enforcement Team continues to play a key role in building stronger and more resilient communities by working directly with residents and local partners to identify issues early, coordinate support and develop local solutions. As a result, communities are better connected, local concerns are addressed more proactively, and residents are more able to access the support and services they need. Number of community groups supported to increase their capacity Control 343 258 110 144 270 Support provided by the Community Learning and Development Team, Tenant Participation Team and Equalities Team has enabled community groups to secure resources, strengthen their organisational capacity and increase the range of services and activities available to local people. As a result, communities are better placed to respond to local challenges, reduce inequalities and improve wellbeing. Partnership working with PKAVS Third Sector Interface is further enhancing this impact through a more integrated and holistic approach to community support, ensuring organisations can access the right advice, funding and development opportunities to maximise their contribution to local communities.
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68 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/ Not Met Number of community groups supported in the asset transfer process Influence 26 31 34 19 15 ✔ Support for Community Asset Transfer and other community ownership routes has enabled local groups to take greater control of assets that matter to their communities. By helping 19 groups explore ownership opportunities and supporting 2 groups to achieve successful ownership solutions, the Council is strengthening community resilience, increasing local decision-making and creating opportunities for communities to develop sustainable services, facilities and projects that deliver lasting benefits for local people. Number of groups receiving community investment or similar funding Control 85 104 115 79 110 £544,000 of community investment and greenspace funding was allocated across Perth and Kinross, empowering community groups to deliver locally-led projects that tackled poverty, inequality and cost-of-living challenges, including community greenspace initiatives. As a result, more residents were able to access support, advice and opportunities within their own communities, improving wellbeing, strengthening social connections and building more resilient and inclusive places. The investment has also enhanced the capacity of community organisations to develop sustainable, long- term solutions that address local priorities and deliver lasting benefits for people, communities and the local environment.
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69 PKC - GENERAL Key Actions (summary) Indicator Control / Influence Performance Comments 22/23 23/24 24/25 25/26 Annual Change Target Target: Met/ Not Met Number of participation requests Influence 0 0 2 0 N/A (not appropriat e to set targets) N/A The absence of new Participation Requests during 2025/2026 reflects the continued focus on proactive community engagement and consultation. Through ongoing work with Crieff Community Council and local residents on the future of the former Drummond Arms Hotel, communities have been given opportunities to influence decisions affecting their area. This collaborative approach is helping to build trust, strengthen community participation and deliver solutions that are better aligned to local needs and priorities. Note: Participation Requests (PRs), introduced under the Community Empowerment Act, provide a legal safeguard for community groups seeking greater involvement in decision-making and service delivery. An increase in PRs may indicate growing community confidence and capacity—a positive sign—or highlight shortcomings in initial Council engagement, which would be a concern.
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70 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.