Appendix 3 - Key Improvement Activities from CDIP 24-25
Perth and Kinross Council · 18 September 2024
Back to Scrutiny and Performance Committee — 18 September 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
1 Appendix 3 Key Improvement activities from CDIP 2024-25 The following section provides an update on improvement actions included in the Corporate Delivery Improvement Plan 2024/25, approved at Council on 15 May 2024. Priority: Tackling Poverty What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update A co-ordinated and collaborative approach with partners and communities to mitigate the impact of poverty across Perth and Kinross An overarching Poverty Strategy for Perth and Kinross, including key strategic actions for 2024/25 to prevent and mitigate the impacts of poverty for children living locally, will be considered later in 2024 Performance measures will be agreed as part of the Poverty Strategy (including baselines) Strategic Planning, People and Performance March 2025 We are continuing to develop the Anti- Poverty Task Force and are developing a tackling poverty strategy to start to shift the focus from reactive to early and preventative work. Encourage and maximise the update of all supports targeted for children and young people to reduce costs to reduce the impact such costs have on the outgoings families in poverty Increasing uptake of free school meals for eligible children A 5% increase of uptake of free school meals Baseline: 2022/23: 65% (primary pupils); 43% (secondary pupils) Education and Learning March 2025 Improvements have been seen in secondary uptake which rose from 51.6% for 2023/24 to around 58% and continues to rise. However, primary uptake remains around 65%. We continue to promote Free School Meals to all parents both as part of the universal provision and for those who qualify on the basis of receipt of qualifying benefits.
Page 2
2 Priority: Tackling Poverty What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Encourage and maximise the update of all supports targeted for children and young people to reduce costs to reduce the impact such costs have on the outgoings families in poverty Reduce the cost of the school day Schools using the Cost of the School Day toolkit with action plans in place Qualitative measure to demonstrate positive impact Education and Learning March 2025 Cost of the School Day resources have been provided to all schools to enable consideration and inclusion as part of Quality Improvement Planning for 2024/25. This includes training materials provided by the Child Poverty Action Group (CPAG) as well as exemplar action plans and checklists based on the CPAG Cost of the School Day toolkit. Good practice has been recognised in Education Scotland Triannual Reports. Increasing uptake of the National Entitlement Card for free bus travel to reduce travel costs Run drop-in sign up sessions to support people who have challenges to sign up online. A 5% increase in uptake of the National Entitlement Card amongst under- 22s. Baseline: March 2024 22,091 of under 22s with a card, 82% of under 22s in Perth and Kinross Strategic Planning, People and Performance March 2025 During July 2023, drop in events were held in Letham Housing Office, Community Campus at Loch Leven, Breadalbane, Strathearn and Learning Curve. In November 2023, we visited Breadalbane Academy after a lot of preparation with the school and processed 150 different requests either getting cards replaced, photos updated and adding the free travel element. After the success of this event similar events were offered to Education and Schools.
Page 3
3 Priority: Tackling Poverty What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Encourage and maximise the update of all supports targeted for children and young people to reduce costs to reduce the impact such costs have on the outgoings families in poverty. Promote NEC take up alongside free Saturday bus travel marketing activity We are working in partnership with local bus operators in terms of branding and advertising, the first Saturday free Bus travel started on 1 June 2024.
Page 4
4 Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Ensure we have a cleaner and greener Council fleet Implement the Fleet Decarbonisation Strategy for Perth and Kinross Council From 2025 100% of all fleet vehicles under 3.5 tonnes which reach the end of their useful life or lease period to be replaced with electric vehicles Baseline: In 2022/23 17 fleet vehicles were electric (4% of total fleet) Environment and Infrastructure March 2025 In February 2024, a report on ‘Fleet Decarbonisation Strategy’ was presented at the Climate Change and Sustainability Committee. Develop local public transport solutions which set the needs of residents and the environment as top priority Consider how subsidised local bus services could be configured to be more effective, efficient and economic, addressing equality issues and environmental commitments Develop a fully costed business case for new models of public transport delivery Scoping of proposals and project plan developed Establish baseline for number of journeys delivered through subsidised local bus transport, including existing support provided through Demand Responsive Transport and Community Transport Housing and Communities March 2026 Improvement Actions sit within the Buses 2030 Transformation Project; Elected Members committed a budget motion of £320K over three years to facilitate this.
Page 5
5 Priority: Tackling climate change and supporting greener sustainable places What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Improved energy efficiency and reduction in carbon emissions in the Council estate A Local Heat and Energy Efficiency Strategy (LHEES) will be published in May 2024 Progress on LHEES. Performance measures on this improvement will be agreed as part of LHEES Economy, Development and Planning March 2025 Publication of the LHEES Strategy and delivery post-election July 2024. Increase provision of biodiversity sites Developing a long term plan for managed grassland areas Increase volume of uncut grassland areas Baseline: 2023/24 21.7ha (53.68 acres) Environment and Infrastructure Housing and Communities March 2025 Following the grassland management trials in previous years the Council’s Grow Wild for Perth and Kinross initiative has been launched this year to significantly increase the areas of grassland to encourage biodiversity. Delivery of UK Shared Prosperity Fund funded Biodiversity Towns and Villages Project and the Greening Industrial Estates Project Increase in number of biodiversity interventions Baseline: 2022/23 – 64 biodiversity interventions completed Environment and Infrastructure Housing and Communities March 2025 Progress has been made in areas of recruitment and engagement: • Two new officer positions have been created to lead and coordinate works • Engaging with local communities who will be involved in the Biodiversity Villages, Towns & Neighbourhood Initiative.
Page 6
6 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Unlock new investment in employment and housing land to support business growth in new growth sectors Commence design work and development of Perth West Eco Innovation Park Level of business interest in Perth West demonstrated by leasing or buying land Baseline: new measure, baseline data to be established 2024/25 Economy Development and Planning March 2025 Following Council’s approval in June 2024 to commit funding, a consultant is being appointed to start design work in August 2024. Tay Cities Deal Outline Business Case approved in July 2024 and positive discussions have taken place with developers to secure financial contributions. This would allow full funding package to be in place to develop Perth West including Perth Eco-Innovation Park. Make Perth and Kinross a more competitive inward investment destination and encourage investment for growth from existing businesses in key growth sectors Developing and improving Invest in Perth information and support for new and existing businesses investing in Perth and Kinross Introduce Business Enquiry Management System to provide more data and insight Increased levels of interest and awareness in inward investment opportunities in Perth and Kinross Baseline: new measure, baseline data to be establish in 2024/25 through the new Business Enquiry Management System being introduced in 2024 Economy Development and Planning March 2025 Invest in Perth website content and format have been reviewed and a new version will be launched. Business information has been reviewed and Business Enquiry Management system is also being reviewed.
Page 7
7 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Make Perth and Kinross a more competitive inward investment destination and encourage investment for growth from existing businesses in key growth sectors Working more closely with Business Gateway, Growbiz and key businesses and sector representatives Increased levels of interest and awareness in inward investment opportunities in Perth Baseline: new measure, baseline data to be established in 2024/25 through the new Business Enquiry Management System being introduced in 2024 Economy Development and Planning March 2025 A top 100 businesses list has been created to improve customer management relationship with key businesses and intelligence is being collated to identify possible investments from companies already located in Perth and Kinross. Key economic stakeholders have been engaged in the development of the Perth and Kinross Economic Action Plan including Growbiz and Business Gateway. The Action Plan will be delivered by the Perth and Kinross Economic Partnership and provide the basis for raising awareness in inward investment opportunities. Increased number of businesses in the creative and digital industries Renewed focus on the visitor, cultural and creative economy as a result of greater collaboration through the new focussed delivery structure. Demand for business space for creative and digital industries will increase Baseline: new measure, baseline data to be establish In 2024/25 through the new Cultural Database in progress for 2024 Economy Development and Planning March 2025 Perth Creative Exchange is regularly being promoted to the cultural sector with various open days to showcase facilities. The Cultural Forum has now been set up and is being administered by Culture PK acting as a platform for peer-to-peer support. The Perthshire Box Office pilot project is underway with KPIs set for 2024-2025 with a budget contribution of £80k.
Page 8
8 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Unlock private investment and expertise to support public and private energy projects Develop a Strategic Energy Partnership with private partner and pipeline of energy investable projects Increased investment in energy projects shown through number of strategic cases approved for delivery which include financial investment Baseline: new measure, baseline data to be establish in 2024/25 Increase in number of registered business in energy Baseline: established in 2022/23 Annual Performance Report Economy Development and Planning March 2025 A Prior Information Notice has been published on Public Contracts Scotland to engage with the market to explore options to develop a Strategic Energy Partnership. Good level of engagement has taken place and options will now be reported for consideration before the end of the calendar year. The Strategic Energy Partnership will support the delivery of the Local Heat Energy Efficiency Strategy and the Local Area Energy Plan which have been published in July 2024 including the development of a pipeline of energy investable projects. More people choose Perth and Kinross as a destination for holidays and day trips Increased promotion of consumer and visitor offer via Perth City and Towns website and social media channels Deliver national and international tourism campaigns with Visit Scotland. Attend or be represented at national and regional travel trade events Increased consumer and visitor expenditure, dwell time and overnight stays. Baseline: 2022 Direct tourism expenditure: £463.48 million Average length of stay (staying visitors): 3.1 days Economic impact of tourism: £646.50 million Economy Development and Planning March 2025 The first Tay Cities Regional Tourism Strategy was published in September 2019 and completed in 2024. It demonstrated the success of a regional partnership approach which had clearly focussed on specific activities which were most effectively and efficiently delivered at a regional level. The partnership had successfully sought funding from the Destination & Sector Marketing Fund in 2022 £56k and UK Shared Prosperity Fund 2023-2025 £80k.
Page 9
9 Priority: Developing a resilient, stronger and greener local economy What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Further enhance our employability outreach capacity, supporting individuals in community settings Review and increase the number of employability outreach locations and frequency Increased numbers of individuals supported in targeted locations and overall increase in number of people supported Baseline: 2022/23 - 215 number of people supported in outreach locations Economy Development and Planning March 2025 In 2023/24, the total number supported in Outreach locations was 235, we would hope to increase to at least 250 by end of 2024/25. We provided outreach services in 6 locations. These have been reviewed and an additional location has been added at the new Letham Hub for 2024/25.
Page 10
10 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Attainment at key milestones is raised for all children and young people Using health and wellbeing census data to inform school level improvement plans PKC attainment for each of the indicators within the Corporate Plan will increase to at least target levels. Baseline: established in 2022/23 Annual Performance Report Education and Learning February 2026 (due to timing of publicatio n of data for 2024/25) Early indications are that steady progress is being made with year on year increases in key attainment measures. Literacy and numeracy P1-S3 showing improvement of 1-2%. Increase the number of young people going into positive destinations such as work experience, further education, volunteering and employment A school atmosphere conducive to learning and personal development, where children and young people feel safe, secure, listed to and have their views taken into account on issues that affect them By placing an Employability Youth Worker in each locality to liaise with school Early intervention approach in school and delivery of employability programmes Implementation of the updated Anti- Bullying Strategy which will include key strategic actions for 2024/25 Increase in school leavers entering positive initial destinations Baseline: 2022/23 (95.97%) Schools will have robust procedures to reduce bullying in line with improving relationships Measures and baselines to be established in Anti- Bullying Strategy Education and Learning March 2025 Initial 2024 leaver data not yet available. SDS Annual Participation Measure data will be published in August 2024. There have been year on year increases in the number of young people participating in work experience since 2021. The Anti-Bullying Strategy and Operational Guidance for Perth and Kinross Council Early Learning and Childcare settings and School has been finalised and shared. This can be accessed through the PKC website. 42 schools currently have a school level anti-bullying policy, however almost all school intend to revise their school-level policy over the 2024/25 academic year to refresh their approaches and support alignment to the PKC strategy. Data recorded in the SEEMiS Bullying and Equalities Module is gathered to form a data set that will be regularly scrutinised by both central and school-based staff.
Page 11
11 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Improved understanding of causes of attainment gap so that effective interventions can be identified and implemented Review and refresh the Perth and Kinross Council interventions toolkit to address the needs of key priority groups All schools will plan, record and track pupil progress via the Closing the Gap t tool A reduction in the poverty-related attainment gap for schools leavers Baseline: established in 2022/23 Annual Performance Report Education and Learning March 2025 All schools are tracking and monitoring interventions on the Closing the Gap Tool. Support and feedback have been provided to all schools on their planning and data analysis needs. More tailored support has also been provided to identified settings on a risk-assessed basis. 2023 leaver data evidences a narrowing of the poverty-related attainment gap in key measures such as achievement of SCQF Level 5 and 6 qualifications. Improve support to children and young people with additional support needs to realise their full potential Through the Additional Support for Learning Transformation Programme Maintain or reduce placement within independent schools Baseline: new measure, baseline to be established in 2024/25 Education and Learning March 2025 Following the establishment of a governance board, programme management, project documentation and identification of specific workstreams, work is underway to implement the priority projects for year two and identify the resources to support their delivery. Project sponsors for each of the workstreams have been identified along with leads for specific pieces of work within them. Focus is now on project implementation; monitoring, evaluation and reporting.
Page 12
12 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Provide Kinship Carers with a range of supports to enable them to meet the needs of children in their care Provide opportunities for Kinship Carers to engage in: • Support groups • Training Number of Support Groups and Training Opportunities afforded to Kinship Carers Baseline: new measure baseline to be established in 2024/25 Children, Families and Justice March 2025 Our Carers Group for kinship meet monthly. We have a core group of around 12 carers who attend regularly. The group is gaining popularity, and our carers are actively encouraged to join us. In the support group we present opportunities for learning. The model works very well as it generates a lot of discussion. During the assessment process, learning for carers takes place – for example, a common theme is trauma related care, and carers are asked to reflect on this to increase their understanding. Following the placement of a child a common theme we address is around Life Story and how carers can help a child understand their circumstances. All carers are encouraged to access KCASS resources, and any training being offered by KCASS is sent out to our carers – Kinship Care Week held every March offers a host of training/learning opportunities for kinship carers. We do have a Carers Resource Leaflet for carers which we can send out to carers, and this has on line links to learning on specific areas Our model of support with SSCO’s link also identifies learning/training needs and SSCO’s access resources for them to give carers and this assists with their learning.
Page 13
13 Priority: Enabling our children and young people to achieve their full potential What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Improve educational outcomes for looked after children Where additional educational support is identified in a child’s plan – to provide access to online tutoring. Number of looked after children in receipt of online tutoring. Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 29 looked after young people have accessed tutoring online in the past year.
Page 14
14 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Take a partnership approach to the assessment of risk of significant harm to a child Undertake Initial Referral Discussions between Social Work, Police, Health and Education Number of Initial Referral Discussions Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 In 23/24 there was a total of 295 Initial referral discussion (IRDs) across Children and Family social work service. These IRDs involved 484 children and young people. These discussions always include relevant partners in the police, social work, health and where necessary education. Take a partnership approach to minimising and reducing risk through early support and assessment Weekly Multi Agency Screening Group (MASH) to triage referrals Number of Families triaged Number of children triaged Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 Between April 23 to March 24, 217 children were triaged and allocated via the weekly MASH meetings. This equates to 170 families. The base line will be 217 children and 170 families for 23/24, as this is the first full year the group has been in operation. Enhance our housing support offer by implementing an Intensive Housing Support Service for people with complex needs Commission a third sector provider to deliver intensive housing support. Repeat homelessness presentations will be minimised and tenancy sustainment for previously homeless people with complex needs will increase Housing and Communities March 2025 Following an open tender process, Turning Point Scotland were appointed to deliver this service. The contract began in October 2023 and is for 2 years with a 12- month optional extension. The service is operating beyond capacity with 22 service-users and is achieving good outcomes for some of our most vulnerable people.
Page 15
15 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Baseline: 2019/20 (25); 2020/21 (30); 2021/22 (15); 2022/23 (5) Feedback from people with complex care needs will be positive with better outcomes being reached. Qualitative measure to demonstrate positive impact We are currently exploring options to identify new funding to enable the capacity of the service to be increased. Where children cannot remain living at home, every effort is made to keep them within their kin network Children, parents / carers and kin networks are listened to and afforded the opportunity to have their say through Family Group Decision Making Number of families completing the Family Group Decision Making (FGDM) process and adhering to a family plan Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 We have seen the use of FGDM processes expand and now include pre- birth decision making. The feedback from the process is that families feel empowered. The baseline figure created will allow for monitoring of success but anecdotally there are few families which have not kept to the plan and evidence of a reducing number of children and young people who are accommodated.
Page 16
16 Priority: Protecting and caring for our most vulnerable people What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Maintain significant relationships for care experienced children to deliver on the principles of The Promise Offer care experienced children and young people to create a Lifelong Links plans to maintain significant relationships. Number of children and young people completing Lifelong Links plans Baseline: new measure, baseline to be established in 2024/25 Children, Families and Justice March 2025 The provision of lifelong links has increased but remains voluntary for the children and young people involved. One success story has been that one young person has made a connection with their birth family and now lives with them. Other children and young people have found relatives that they thought were deceased.
Page 17
17 Priority: Supporting and promoting physical and mental wellbeing What improvement s do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Targ et Date Progress Update Increase uptake of sport and physical activities. Work with key partners to develop programmes which optimise opportunities for physical activity Numbers of participants have increased. Baseline: 2022/23 (1.002M) Economy, Development and Planning March 2025 Attendance levels at pools, indoor and outdoor sports and leisure facilities has increased from 1.002M in 22/23 to 1.116M in 23/24. The Physical and Sports Strategy focusses on increasing participation in physical and sport to support mental health and wellbeing. Initiatives include Aspiring Coaches for Young Leaders, KIT banks established in Primary Schools including areas of highest need and the Bikeability programme delivered in 67 of our primary schools. Increase uptake of sport and physical activities. Social prescribers encouraging the use of outdoor activities Reduction in health and social care issues related to inactivity. Baseline: new measure, baseline to be established in 2024/25 Health and Social Care Partnership March 2025 This action is to be removed as there is no data and for a range of reasons this is not measurable. Increase uptake of sport and physical activities. Work with schools and sport groups to increase the number of opportunities for children and young people to take part in physical activity Number and percentage of the total school roll (primary and secondary) participating in Active Schools/ school sports Baseline: established in 2022/23 Annual Performance Report Education and Learning March 2025 Since school activity programmes have returned more fully in 2022/23 the number of participating pupils has begun to recover – 39% in 22/23 to 42% in 23/24 and exceeds target of 33%. There have been improvements for specific targeted groups with increased rates of participation for secondary girls, young carers and care experienced children and young people.
Page 18
18 Priority: Supporting and promoting physical and mental wellbeing What improvement s do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Targ et Date Progress Update Reduce waiting times for people to access Mental Health Services. Redesigning specialist community mental health services across Tayside. Reduction in waiting lists (weeks) Baseline: established in 2022/23 Annual Performance Report Health and Social Care Partnership March 2025 The CMHWB Strategy provides an update on how the HSCP is supporting the Council’s CDIP actions. Deliver the Strategic Delivery Plan for Community Mental Health and Wellbeing (CMHWB) Increase access to preventative and community support. Reduction in waiting lists (weeks) Baseline: established in 2022/23 Annual Performance Report Health and Social Care Partnership March 2025
Page 19
19 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Deliver a clear, consistent, and joined up approach to supporting communities and households with the help and support they need to mitigate and move beyond poverty. Develop multi- disciplinary locality working focussed on locally identified needs. Feedback from communities and staff on the effectiveness of the multi-disciplinary team approach Strengthened partnerships within localities with case studies to evidence Qualitative measure to demonstrate impact Strategic Planning, People and Performance March 2025 Pilot locality working projects are well underway in Highland Perthshire, Letham and Coupar Angus, with further rollout to Perth City and Crieff planned. A full rollout plan has been drafted to wider rollout across Perth and Kinross. Provide more affordable homes to support liveable and sustainable communities Deliver PKCs affordable housing programme of 1,050 over the next 5 years Maintain 53%/47% split across urban and rural areas, which is in line with the population split in Perth and Kinross Baseline: 22/23: Total 242 homes (54 buybacks/ empty homes; 145 new rural homes (77%) and 43 new urban homes (23%) Achieve an average 210 affordable housing completions each year. Baseline: 2022/23 (203) Economy Development and Planning March 2027 The recently adopted Local Housing Strategy 2022-27 (March 2023) target is to deliver 1050 affordable homes with an Urban (53%) / Rural (47%) split to ensure representative distribution. In financial year 2023/24, there was 173 new affordable homes completed by PKC and our RSL partnerships with an urban/rural split of 62 new urban affordable homes (36%) and 111 new rural affordable homes (64).
Page 20
20 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update Support community groups to manage local assets, such as community halls Support community groups to develop Community Asset Transfer (CAT) plans Carry out engagement activity to promote Community Asset Transfer as an option Increase in number of Community Asset Transfers Baseline: 2022/23 (0) Increase in community groups applying for community asset opportunities. Baseline: established in 2022/23 Annual Performance Report Housing and Communities March 2025 Web based resources for groups to access have been updated and the CAT process reviewed. Pro-active engagement in localities with LAL managed halls taken place to gauge interest in CAT and promote benefits. Access to external funding to facilitate CAT being reviewed. Increased engagement and applications from communities to the Community Investment Fund (CIF) grants programme Review application and assessment process and implement improvements identified through evaluation of the 2023/24 Community Investment Fund programme Increase in the number of groups receiving community investment funding Baseline: established in 2022/23 Annual Performance Report Increase in the number of people benefitting from a Community Investment Fund funded project Baseline: 2021/22 36,115 people benefitted from a Community Investment Fund funded project Housing and Communities March 2025 Application and assessment process reviewed and improvements made to the online portal to ensure it is more user friendly. Locality staff to promote CIF funding to key groups and support application process.
Page 21
21 Priority: Working in Partnership with Communities What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful (Baseline included for reference) Strategic Lead Target Date Progress Update An empowered and skilled workforce who are confident in engaging with resident and communities and demonstrate the organisational values and expected behaviours at all times. Delivery of action within the Employee Engagement and Cultural Change Programme. Feedback from our workforce, managers, and community members Strategic Planning, People and Performance March 2025 The People and Culture Strategy 2024- 28 Delivery Action Plan will replace the Employee Engagement and Cultural Change Programme to monitor and measure improvements. The 2024 Employee Survey results are a positive indication that we are effectively delivering the improvements with 92% of respondents saying they feel their team demonstrates the PKC values often / every day.