Appendix 3 - APR Case Studies
Perth and Kinross Council · 17 September 2025
Back to Scrutiny and Performance Committee — 17 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Appendix 3 CASE STUDIES Tackling Poverty Family Advice and Community Connections Service (FACCS) Purpose: Following the identification of a gap in the provision of universal family support across Perth & Kinross, the Family Advice and Community Connections Service (FACCS) was commissioned from Aberlour to provide a service that screens, signposts and/or provides a flexible range of supports to families requesting early help. Activity: FACCS was launched in September 2024 using funding from the Whole Family Wellbeing Fund and is delivered by Aberlour. Families can “reach in” for support, with no requirement for referrals from professionals. Funding has been provided initially for two years and supports five members of staff (Service Manager, Wellbeing Assessor and three Family Support and Community Workers). FACCS provides support for children, young people, parents, and carers with children from pre-birth to 18 years old. The range of supports is based on whole family wellbeing, including engagement with other services, parenting skills, family routines, relationship issues, domestic violence, budgeting, tenancy support and mental health and wellbeing. Support is coordinated and links families with community-based services to ensure sustainability. To raise awareness and build community links, staff have: • Distributed promotional materials to schools, libraries, community hubs, health providers, and sports clubs. • Attended support groups such as mother and toddler groups, playgroups, Bookbug, and Carers groups. • Developed links with primary and secondary schools through events like parent evenings and coffee mornings. • Participated in community and networking events. • Directly connected with service providers including finance, housing, community policing, mental health groups, women’s aid, and minority groups. FACCS support workers have engaged in a variety of support activities, meeting with family members in their homes and communities as requested. The nature of support is varied, with the team working with families to identify needs and help them to identify solutions to meet those needs. Families were supported to engage with services such as Welfare Rights, Housing, CAMHS, GP, Women’s Rights, Young Carers, and mental health organisations. Links were also made to Parenting and Family Learning Courses and CAMHS parental support courses. Results: From September 2024 to March 2025, 84 families (comprising 209 individuals) have been supported. 73% of referrals came directly from families. Many families meet priority criteria as set out in the Best Start, Bright Futures Child Poverty Delivery Plan, with 42% of families falling into more than one category. Support themes included: • Health/Mental health across the family (51%)
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Tackling Poverty Family Advice and Community Connections Service (FACCS) • Behaviour and boundaries (35%) • School-related support (29%) • ASN needs (15%) Support was typically provided for up to 12 weeks, with most families receiving support for 2–3 months. 48 cases were closed during the reporting period, with 85% completing planned work and requiring no further support. However, we continue to provide further support if and when required by families. All families who completed an evaluation rated the service as “satisfied or better,” with 78% indicating they had achieved what they wanted. Quotes from families included: • "I was so nervous before you came. I didn't know what it would be like having someone come to my house. Talking things through has really helped and I'm not nervous anymore." – Parent • “I feel like I have an ally, someone finally believes me. I feel validated.” – Parent In addition, 208 enquiries were handled by the wellbeing assessor, linking families to advice and support. Common themes included family support, education, early years, mental health, financial support, and parenting programmes. Next Steps: • Review and improve recording processes • Continue delivery of FACCS through 2025–2026, with potential extension beyond May 2026 based on evaluation. • Strengthen links with locality-based services and multi-agency networks. • Expand awareness and engagement activities to reach more families. • Use evaluation data to inform future service design and sustainability planning
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Tackling Poverty Provision of Welfare Rights Outreach in Prisons Purpose: In 2022, the Scottish Government reviewed the Scottish Welfare Fund (SWF) to improve support for low-income individuals, including those in prison, and identified some key areas for improvement that would assist in doing this. At the same time, engagement with prisoners revealed a strong desire to avoid immediate crisis upon release and to ensure their families would receive appropriate entitlements throughout their imprisonment. Recognising existing financial challenges, we aimed to develop a financially sustainable and scalable model that could be adopted across local authorities. Our ambition was to create a high-impact approach that would reduce future crises and be delivered collaboratively with a range of partners. Activity: In response to the identified need, we launched a programme focused on: • Facilitating a whole systems approach, demonstrating that early intervention is meaningful preventative spend • Supporting individual’s pre-release to ensure a stable transition to the community. • Maximising household income for families during imprisonment. In 2023, working with colleagues across the Council and the Scottish Prison Service (SPS), we piloted an enhanced early intervention service to support individuals nearing release. This involved coordinating Community Care Grant decisions ahead of release, allowing tenancies to be signed and furnished to ensure a secure and homely environment from day one. We also trialled Welfare Rights input into Life Skills courses for those preparing to leave custody, which received positive feedback. In 2024/25 we built upon this and, in conjunction with the SPS, set up an on-site weekly appointment-based outreach facility at Perth prison, making us the first and only local authority in Scotland to provide this service. This service raises awareness of entitlements and support and improves co-ordination between the council and SPS so that: • More people in prison gain awareness of how their families can access support during their sentence. • More people leave prison with an awareness of how to access advice/assistance. • Less people leave prison with no financial resources in place. • Individuals leave prison to a tenancy that has all essential items/flooring in place where possible. This on-site service is available to individuals due for release within the next 12 weeks, on a referral basis, regardless of where they plan to resettle. This inclusive approach ensures that prisoners and local authorities across Scotland can benefit and aims to promote equity, strengthen cross-authority collaboration, and build a case for future Scottish Government funding to sustain and expand the model. Results: Measuring exact outcomes is challenging due to the complex needs and multitude of supports which may be accessed as individuals settle in different parts of Scotland. However, the initiative has strengthened our partnerships with the SPS and Welfare Fund teams in other local authorities and connections have led to a more consistent approach
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Tackling Poverty Provision of Welfare Rights Outreach in Prisons across regions which will help to improve outcomes for people leaving prison. Between April 2024 and March 2025: • 90 individuals received support pre-release. • 30 settled in Perth & Kinross; and of this, 9 individuals were awarded Crisis or Community Care Grants totalling circa £9,000 in respect of living expenses, clothing and essential domestic items. • 8 neighbouring Local Authorities, who we work closely with on prison release, have committed to applying the statutory guidance as broadly as possible, helping ease the transition from custody to community for both their residents and ours. Feedback from a contact at the SPS also demonstrates the success of this initiative: “HMP Perth have an excellent working relationship with Perth and &Kinross Council. In person and over email they are always helpful and courteous and have evidenced a valuable service for the people we have in custody. Their efforts to support people reintegrate to the local community with support and housing are essential to effective rehabilitation. The wider impact on the local community of increasing well-being, reducing poverty and developing people’s self-belief and self-esteem cannot be measured.” Next Steps: We will continue developing our on-site outreach services to support people in prison and their families, ensuring a smooth transition to the community. A priority is securing a similar arrangement with HMP Glenochil, which releases the largest number of individuals to Perth & Kinross. Our long-term aim is to provide a variety of services from prison establishments including, HMP Perth, HMP Glenochil and Castle Huntly to ensure that people being released have access to cash assistance at the earliest opportunity. Through both current and planned activity, we aim to encourage Scottish Government investment in this model and advocate for increased local authority administration budgets. This would allow other areas to adopt similar approaches and improve outcomes for people leaving custody across Scotland.
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Tackling climate change and supporting greener sustainable places Biodiversity Towns and Villages Purpose: Project funding of £277k was utilised to set up 3x Biodiversity Towns (Auchterarder, Blairgowrie and Kinross) and 10x Biodiversity Villages (Crook of Devon, Abernethy and Aberargie, Errol, Guildtown, Wolfhill, Kettins, Portmoak, St Madoes and Glencarse, and Stanley. Two Biodiversity Neighbourhoods were also added – North Muirton and Bridgend, both in Perth. Activity: There were many projects rolled out across all these communities, activity included: - 59x specialist swift nest boxes were installed, 240 x tree sparrow nest boxes and 61x hedgehog hibernation boxes. 226x fruit trees and 24k snowdrops. - Several ‘Beds for Bees’ flowerbeds and a pollinator trail created at Fossoway Primary School. BeeWild reports were prepared for Auchterarder and Guildtown Primary Schools. Forty BeePosts were provided, 2k native wildflower seed packets and 1,300 packets of pollinator-friendly garden plant seeds, plus perennial plants provided to local churches, care homes, day care centres, In Bloom groups and community gardens. Over 73 blossom/berried native trees were planted. - There was a citizen science element to the project, raising awareness of wildlife recording and survey training sessions – including swift, bat, moths, hedgehog and Flower-Insect surveys. iNaturalist pages were set up for each community to record their wildlife observations. - Skills training was also provided – scything, amphibian ladder workshops, toad patrols and amphibian ID. Three Gardening for Wildlife Days were held (with 100+ attendees). Working with the Biological Recording Company, 16 x webinars were held (6,114 attendees and 9k YouTube viewings). A Woolly Critters Art Project celebrating National Meadows Day involved a care home, day care centre and a Church Craft Group. Results: Planting native species is crucial for biodiversity conservation and 2217 square metres of pollinators were planted. Restoring habitats with native plants provides food and shelter for wildlife, supporting a thriving ecosystem. This is particularly important in areas affected by deforestation, urbanization, or agricultural expansion, where native plant communities have been displaced. Reintroducing native plant species helps restore ecological balance and promotes the recovery of endangered species. Many improvements were made, and the project was condensed into 6 months with only one additional officer instead of 2. Team working between the Tayside Biodiversity Partnership, Community Greenspace and PKCT enabled this to be delivered. Next Steps: The biodiversity towns and villages will be managed within the grow wild and food growing activities utilising the revenue budget of £200k given for 2025/26 and 2026/27.
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Tackling climate change and supporting greener sustainable places Biodiversity Towns and Villages Mini bioblitzes will be undertaken over 2025 and further work will be undertaken to increase the number of biodiversity towns and villages.
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Tackling climate change and supporting greener sustainable places Carbon Management in Procurement, Design and Construction (Cross Tay Link Road) Purpose, key activities and results: The now completed Cross Tay Link Road (CTLR) project was always considered by the delivery team to be about much more than building new roads and bridges. It’s about future proofing the local transport network and Perth City Centre for all users, allowing Perth to grow as a city and provide much needed access to designated housing sites. It’s also about connecting communities across the River Tay and providing access for everyone. By relieving traffic from the City Centre, valuable space is made available to implement Phase 4 of the Perth Transport Futures Project (PTFP) which will promote modal shift and enhance the environment in the city centre Air Quality Management Area. In light of the aims of the wider PTFP, carbon management and sustainability objectives were at the heart of the CTLR project from the start, driving innovation and positive behaviours to deliver infrastructure to the project brief whilst maximising fair and inclusive benefits to local communities and the environment. Opportunities to reduce emissions associated with the creation of the asset during the design and construction phase were explored from the start. This has been accomplished by integrating the carbon management process within PAS 2080, the world’s first specification for addressing carbon in the built environment, into design choices and decision making then further into the procurement and the delivery stages. Activities: Specimen Design An initial carbon baseline was developed prior to development of the specimen design, to identify carbon hotspots and over the course of the design process, various value engineering modifications were incorporated by Sweco (the design consultant working with the Council’s Roads Infrastructure team) which resulted in associated carbon savings from Earthworks, Structures and Pavements of some 13,000 tCO2e (approx. 21% saving) at the end of the specimen design stage. Project Future-Proofed To ensure that the project is future-proofed, consideration has been given to potential future developments along the route corridor and within its area of influence. This is to ensure that where feasible, there is no requirement to modify the road cross section, junctions or other project infrastructure, which will reduce carbon emissions going forward. Work was also undertaken in design to build-in climate resilience and ensure that the design of the CTLR would not be susceptible to predictable future climate change, which may then require infrastructure modifications. Procurement To further maximise carbon reduction opportunities carbon management was integrated within the procurement of the works contract. Tenderers were challenged to propose projects that would result in a minimum saving of 14,100 tCO2e of CO2e (representing a ground-breaking 30% of the specimen design) compared with the specimen design carbon footprint. This element of the tender was weighted at 15% of the evaluation criteria, with the maximum reduction being awarded the highest score. This ensured
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Tackling climate change and supporting greener sustainable places Carbon Management in Procurement, Design and Construction (Cross Tay Link Road) serious consideration was given to this element and this was evident with several Contractors engaging on this topic and providing thorough positive feedback. Crucially, this was not just a question for the tendering exercise. The successful Contractor’s tendered baseline carbon footprint replaced the Council’s original carbon footprint at contract award. Consequently, the Contractor’s baseline was then incorporated into the contract as the commitment to be delivered throughout the design and construct contract. The winning Contractor was BAM UK & Ireland. Sustainability and Carbon The design process presented not just opportunities to reduce carbon but also to enhance the natural environment and contribute to the sustainability of the wider region. This was particularly important given the aims and objectives of the PTFP. Through close collaboration between the project team, statutory consultees and the local community, the following wider environmental and sustainability measures were incorporated: • Non-Motorised User (NMU) provision: enhancing connectivity through the upgrade and provision of NMU paths, an active travel route along the full length of the CTLR project, the Highfield Green Bridge and a new connection across the River Tay; • Ecological measures: reducing habitat fragmentation via Highfield Green Bridge and mammal ledges/tunnels, as well as the provision of mammal fencing; • Sustainable Drainage System (SuDS) design: wetland habitat creation rather than a standard road drainage system; and • Landscaping: sensitive landscaping as the new road passes through the Scone Garden and Designed Landscape, reflecting the form and minimising visual impacts. Wildflower planting is incorporated, providing much needed flowers for insects and bees. Detailed Design, Value Engineering and Construction The contract was an innovative NEC contract form which included an Early Contractor Involvement (ECI) period which, while also providing vital cost certainty, allowed the Client, Contractor and Designers to work together to implement carbon reducing value engineering proposals during the first year of the contract. This was incentivised with a suite of contractual KPIs which offered a financial incentive should the Contractor meet them all, including carbon reduction targets. This form is being held up as ‘Optimal ECI’ and being used as a case study by industry experts. Contractually, BAM UK & Ireland committed to achieving a reduction in the project’s carbon footprint by over 35,000 tCO2e, from a re-evaluated baseline of circa 84,000 tCO2e to under 50,000 tCO2e. They were an early adopter of the Science Based Targets initiative (SBTi) which is considered the highest standard when it comes to verifying an organisation’s carbon targets. Three main aspects of the project’s detailed design and build impacted significantly to the overall carbon reduction: 1. Destiny Bridge - Relocation of bridge piers and asymmetrical backspans
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Tackling climate change and supporting greener sustainable places Carbon Management in Procurement, Design and Construction (Cross Tay Link Road) 2. Destiny Bridge - Relocation of west abutment 3. Use of flexible pavement with HBM Base on the Link Road In addition, there were other key areas where embodied carbon war targeted and reduced during the detailed design and construction phases, as well as the use of Hydrotreated Vegetable Oil (HVO) During Construction. Other notable savings included: • Cement replacement ground granulated blast-furnace slag (GGBS) was used to further reduce embodied carbon; structural concrete mixes contain up to 65% GGBS. • Drainage design was made more sustainable with more use of grass surface water channels. • Other carbon saving design changes included refinement of the road geometry and roundabout designs and the change of box culverts to pipes where possible. Results: Specimen Design and Procurement As well as the initial 21% carbon reduction Sweco were able to achieve through the design phases of the project, the procurement exercise was a great success with each Contractor demonstrating at least 30% carbon reduction. The successful Contractor was able to demonstrate a very significant reduction of over 26,000 tCO2e compared to the target of 14,200 tCO2e. This became a contractual commitment for the detailed design and construction of the project. As well as the positive impact the procurement process had on reducing carbon emissions associated with the project, the project team have been able to share the success of the project with a wider audience, promoting how carbon can be embedded in procurement. Additionally, the project has been included as a case study for carbon in procurement in the guidance document of the revised PAS 2080 – Carbon Management in Buildings and Infrastructure. The new standard (April 2023) introduced Procurement as a clause for the first time. This led members of the CTLR project team from Perth and Kinross Council and Sweco being awarded ‘Carbon Champions’ status by the Institute of Civil Engineers. Sustainability and Carbon The actions listed under this section (see above), do not reduce carbon on their own but considered design, and raising the importance of sustainable development, can promote and encourage behavioural change that helps to reduce future user carbon emissions. Mitigating impacts upon the environment and providing a connected network of alternative sustainable travel options will help increase the resilience of the community and the development of the CTLR project will also enable Perth & Kinross Council to progress with Phase 4 of the PTPF. Detailed Design, Value Engineering and Construction
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Tackling climate change and supporting greener sustainable places Carbon Management in Procurement, Design and Construction (Cross Tay Link Road) The embodied carbon in the project was evaluated regularly during detailed design and construction (see attached graph summary below). This found that the majority of embodied carbon was from materials (59%). Construction processes and transport were the other contributors (27% and 14% respectively). The monitoring process clearly showed that the best way to reduce embodied carbon is to make your design as efficient as possible at an early stage thereby reducing materials brought to site and re-using as much material as possible onsite. This shows that the procurement and contract type are key, and, in this project, they laid the foundation for successful carbon reduction. The final embodied carbon figure is just over 51,000 tCO2e saved compared to the original pre-tender carbon baseline. This would not have been possible without the delivery team showing innovation and having a real focus on carbon from very early stages of the project, allowing Contractors and Designers to have the time and incentive to bring their significant expertise to the project and reduce carbon as much as possible. The success in this regard is a true example of collaboration in the construction industry delivering measurable results and addressing climate change. Impact of the project: The impact of embedding carbon in procurement has been very positive. Too often designs have looked at minimising emissions only for decisions on the ground to look at cheaper alternatives which don’t have the same carbon impact. By making carbon reduction contractual, not just coincidental, the impact of the scheme has been minimised with significant carbon savings from initial design through to construction. Next Steps: To ensure that lessons learned from this project are taken forward, work has been undertaken to embed carbon as a standard question in procurement. Sweco have taken
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Tackling climate change and supporting greener sustainable places Carbon Management in Procurement, Design and Construction (Cross Tay Link Road) these lessons and have worked with other Councils including North Ayrshire and Manchester City to advise on how the methods applied on the CTLR can be incorporated into their procurement processes. As well as the positive impact the procurement process had on reducing carbon emissions associated with the project, the project team have been able to share the success of the project with a wider audience, promoting how carbon can be embedded in procurement. The project has been published by the Scottish Government as an exemplar case study for sustainable procurement on their sustainable procurement website – designed to help public sector organisations identify and address how they can optimise the economic, social and environmental outcomes of their procurement activity. It has also been included as a case study in the updated PAS 20280 guidance document to show a global audience how procurement is a mechanism that can contribute to carbon reduction.
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Developing a resilient, stronger and greener local economy The Launch of Perth Museum Purpose, key activities and results: Perth Museum was developed to revitalise the city’s cultural offer, attract tourism, and reignite civic pride. A 2015 market report identified Perth’s underperformance as a visitor destination, despite its rich history. The project aimed to transform the former City Hall into a world-class museum, showcasing Perth’s heritage and boosting the local economy. Activity: Perth & Kinross Council committed £17.5 million to the project, with an additional £10 million secured through the Tay Cities Deal. Culture Perth and Kinross was appointed as the operating partner. The museum was designed to be a cultural anchor, with the return of the Stone of Destiny as a centrepiece. Extensive community engagement and feasibility studies shaped the vision, ensuring the museum reflected local identity and aspirations. Results: Since opening in March 2024, Perth Museum has welcomed over 128,000 visitors in its first four months. The project has boosted tourism, enhanced Perth’s national profile, and created a renewed sense of pride among residents. It has also demonstrated the power of cultural investment in driving regeneration and community wellbeing. Next Steps: Ongoing programming and exhibitions will continue to attract diverse audiences. The museum will serve as a catalyst for further cultural and economic development in the region, with lessons from its success informing future regeneration projects.
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Developing a resilient, stronger and greener local economy Futures for All – All Age Employer Recruitment Incentive (ERI) Purpose, key activities and results: Wild Hearth Bakery, a local artisan business in Highland Perthshire, exemplifies the positive impact of the "Futures for All" ERI scheme. Owner John Castley identified a young person from Crieff High School who was at risk of becoming NEET (Not in Education, Employment or Training). Despite limited work experience, John was committed to offering a meaningful opportunity that could transform this individual's future. Activity: In September 2024, Wild Hearth Bakery approached the Skills and Employment Support team to express interest in recruiting a Baking Apprentice through the "Futures for All" fund. Their application demonstrated a strong commitment to nurturing talent and investing in the development of a young person. The panel was impressed by the quality and intent of the proposal, and the business was awarded £8,000 to support the creation of the apprenticeship role. Results: Six months into the apprenticeship, the young recruit is thriving. Enrolled through Scottish Bakers, they have shown remarkable growth in both skill and confidence. Their performance has exceeded expectations, prompting Wild Hearth Bakery to transition them from the apprentice wage to the Real Living Wage—a testament to their dedication and capability. Employer feedback: “I'm pleased to say that we are now paying our apprentice baker the adult Real Living Wage because of their work ethic and ability to learn quickly on the job. I had an interesting chat with their mum who told me that the transformation in their life since they started working with us has been dramatic and positive, which is great to hear’’. ‘’You might like to see my recent Instagram post about our apprentice. I really had no idea how this would turn out, and it's been such a positive experience. I think I'll contact Crieff High School to suggest they give a presentation about their experience. Bringing young people up through the ranks could be a win all round.” John Castley, Wild Hearth Bakery Next Steps: Subject to future funding, the intention is to expand the ERI scheme to support more employers in creating inclusive opportunities across all age groups—strengthening local economies and improving life outcomes for individuals.
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Enabling our children and young people to achieve their full potential Nurturing Relationships – Involving the School Community at Riverside Primary School Purpose, key activities and results: Riverside Primary School embarked on their second year of the nurturing relationships programme in the 24-25 session. Nurturing approaches recognise that positive relationships are central to learning, wellbeing and resilience. The approach is grounded in an understanding of attachment theory and how early experiences can have a significant impact on development. The approach is underpinned by the Six Principles of Nurture which are, • Nurture Principle 1: Learning is understood developmentally. • Nurture Principle 2: The Environment offers a safe base • Nurture Principle 3: Nurture is important for the development of wellbeing • Nurture Principle 4: Language is a vital means of communication • Nurture Principle 5: All behaviour is communication • Nurture Principle 6: Transitions are significant in children and young people's lives The GMWP (Glasgow Motivation and Wellbeing Profile) which supports the monitoring and tracking of the wellbeing of children and young people is used within Riverside PS to support children to evaluate their own wellbeing. A review of these results highlighted a need to develop a positive sense of self among children and young people. Nurture Principle 3, Nurture is Important for the Development of Wellbeing was then identified as a principle of focus and further evaluations and observations were carried out. Activity: Change Projects • Delivery of training to all teaching and ECP staff on self-esteem. • Development of a bespoke programme of self-esteem activities carried out in every classroom weekly and with a targeted group of nursery learners. • Created a ‘Ready for Riverside’ guide for families based on Maslow’s Hierarchy of Needs Drawing upon their experiences last session with successful ‘Nurture Nights’, School leads recognised the importance of involving parent/carers in their change projects. The following family learning activities were carried out: • Nurture Principle 3 ‘Nurture Nights’ for P1-3 and P4-7 which included a discussion with parents around the importance of self-esteem. Following this, parents/carers attended three workshops designed to boost self-esteem with their children. Each family received resources including further activities and information to support developing self-esteem with the home. • Piloted the ‘Ready for Riverside’ approach within the nursery, offering a range of relevant workshops for children and their families including sleep support, healthy habits, belonging and self-esteem.
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Enabling our children and young people to achieve their full potential Nurturing Relationships – Involving the School Community at Riverside Primary School Results: A repeat of pre and post baseline measures, pupil, parents and carer feedback found impact across all areas. Key findings include: • Staff understanding and confidence in developing learner self-esteem increased from 61.4% on average to 94.4%. • Substantial increase in target group of nursery learners meeting their social and emotional developmental milestones from 24% in May 2024 to 90% in May 2025 • A total of 32 families attended the ‘Nurture Nights’, representing 13% of the school community, and all families who attended strongly agreed/agreed that their understanding of how to develop self-esteem at home has increased. • Increase across all descriptors of self-esteem questionnaire with school learners. Next Steps: Riverside plan to continue with their Nurture Nights, engaging with families and the whole school community and the ‘Ready for Riverside’ approach will be rolled out across the school. They will be moving into their third year of implementation around Nurture and will be focusing on Nurture Principle 4 – around language being a vital means of communication. Across Perth and Kinross 58 schools are undertaking the nurturing schools programme and best practice from participating schools is shared to ensure that successful approaches are disseminated.
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Enabling our children and young people to achieve their full potential Improving Numeracy Pilot at Crieff Primary School Purpose, key activities and results: Improving literacy and numeracy outcomes for children and young people and closing the poverty related attainment gap are key priorities for the authority identified within the Raising Attainment Strategy 2024-2027. Across PKC, the number of children and young people achieving expected levels in numeracy is steadily increasing, however, the attainment gap between the most and least deprived has widened as the rates of improvement are not consistent in the different groups. Whilst there are a number of evidence-based interventions to support literacy, there are fewer in numeracy. It was therefore agreed to pilot an approach to improving numeracy using approaches from the previously successful National Improving Writing Programme. Activity: Over the course of 2024/25 Crieff Primary School has been working with Education Scotland, Children and Young People Improvement Collaborative (CYPIC) and PKC central officers on a pilot project to support practitioners to improve learning, teaching and assessment of number and number processes at first level. The intended outcomes of the project were to increase • attainment of identified learners in P4 & P5 • practitioner confidence, skills and knowledge in teaching numeracy. • practitioner confidence in assessing learners’ progress • practitioner confidence in using data to make improvements • engagement, confidence, skills and knowledge of learners. • positive attitudes to numeracy (practitioners & learners) Having been involved in the National Improving Writing programme previously, the school was able to use the learning and adapt content from that programme and apply it to teaching numeracy. Results: Pre and post assessments were undertaken which demonstrated the improvements below in baseline assessments.
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Enabling our children and young people to achieve their full potential Improving Numeracy Pilot at Crieff Primary School The learner group provided very positive feedback when the project was reviewed in March Next Steps: • A National Improving Numeracy programme is being developed by Education Scotland for launch in October 2025. The feedback from this pilot is being used to support the development. • Schools will be identified to take part in the National programme. • The work with Crieff PS will be built upon and shared with other schools targeting those where numeracy attainment is below 70% or where there is an identified gap between SIMD Q1 and Q5.
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Enabling our children and young people to achieve their full potential Supporting Care-experienced Children and Young People – Volunteer Tutors Organisation (VTO) Hub Purpose, key activities and results: The PKC Corporate Parenting Plan sets out the authority’s shared vision for all children and young people to have the best start in life and for Perth and Kinross to be the best place in Scotland to grow up. It outlines the high aspirations and ambitions the authority has for children and young people who are looked after or have experience of care. It recognises that the outcomes for young people who have experienced care often fall short of their peers and states that through strong collaboration and partnership working the authority will strive to close outcome gaps and to achieve significant improvements in life chances for care experienced children and young people. PKC remains committed to Getting It Right for Every Child (GIRFEC) with children and young people in Perth and Kinross feeling safe, healthy, achieving, nurtured, active, respected, responsible and included. There is also a commitment to ensuring that they and their families receive the help they need when they need it. Funding from the Scottish Attainment Challenge’s Care-experienced Children and Young People fund has enabled the facilitation of Learning Hubs in Riverside and Letham Primary Schools to provide additional support for care-experienced children and young people to achieve their potential. Activity: The first PKC Learning Hub launched in November 2023 in Letham Primary School supported by senior pupil volunteers from Perth Academy. A second opened in Riverside Primary School in November 2024, supported by volunteers from Perth Grammar School. Each Hub has a maximum roll of 10 primary pupils supported by senior pupils who volunteer an hour a week to support the primary pupils. Through this they are encouraged to sign up for the Saltire Award or to use the volunteering hours to contribute to the achievement of their Duke of Edinburgh Awards. The majority of the children attending the Hubs are care-experienced. Enrolment and attendance rely heavily on family engagement during the referral process and Headteachers review attendance and new referral opportunities regularly. Learning resources are coordinated by VTO staff in collaboration with schools staff and included maths jotters with bespoke learning alongside personalised ‘Big Maths’ learning. ‘Stile’ literacy resources were also used to encourage reading and understanding of text with self-correcting puzzle tiles. Times tables games, educational quiz games and books provided additional variety. Results: The feedback from all parties is excellent with improvements noted in literacy, numeracy, confidence, and resilience. • Improvements in numeracy and literacy were reported for 100% of primary pupils who attended the hubs. • All primary pupils reported that they knew where to turn for help and support with learning.
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Enabling our children and young people to achieve their full potential Supporting Care-experienced Children and Young People – Volunteer Tutors Organisation (VTO) Hub • All primary pupils reported that they felt more motivated and confident. These results were echoed in feedback from school staff and also from the senior pupil volunteers. Feedback includes comments such as, “P loves the hub. It has supported her with her confidence in learning as she has many barriers to overcome academically. The support has encouraged her self-belief, and she is more willing to have a go. Tremendous support for a vulnerable wee girl.” “D has benefitted from the mentor time and opportunities to focus on different aspects of his literacy and numeracy. It has also greatly supported his own self-confidence.” Next Steps: Subject to continued funding, VTO will be able to continue this support combined as part of a tailored and nurturing approach.
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Protecting and caring for our vulnerable people Safe and Together approach Background: P and W were placed on the PKC Child Protection Register due to concerns about their mother’s alcohol use, domestic incidents, and allegations of assault by another family member. The family environment had been chaotic for several years. At the time of registration, P was living with his paternal grandmother, while W remained at home with their mother, supported by the maternal grandmother. Activity: The allocated social worker, A, adopted a Safe and Together, relationship-based approach with the family. This involved engaging all parents and protective family members in discussions, ensuring the children’s needs remained central. A consistently sought and incorporated the children’s views, feelings, and wishes. A’s approach recognised both the children’s resilience and the growing resilience within the family, who were accepting of the supports on offer. While A had to highlight the risks present, this was balanced by the family’s willingness to engage with the help offered. Outcome: Working collaboratively, A and the family developed a safety plan with input from other professionals. This enabled the children to safely return to their mother’s care, surrounded by a strong network of family support. Despite the long-standing nature of the mother’s alcohol issues, the trust and openness between A and the family gave professionals confidence in the family’s ability to manage future crises while keeping the children at the centre of decision-making. This was done with a strong appreciation of the right to family life. Following the Review Child Protection Planning Meeting (RCPPM), one professional shared the following reflection: “Just a quick e mail to say that was the most uplifting RCPPM I have ever attended. I should’ve acknowledged A’s work with the family during the meeting, but I think I was a bit in awe of the ‘Grannies’. There was a genuine trust between the family and A. Even more apparent when we heard Mum’s heartfelt thanks to A. They clearly followed the advice given by A because they were able to not only evidence it but understand why they were doing it. These are the cases that keep us all going. You might not change the world, but you did change the world for that family 😊. Well Done A”
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Our children and young people are given the best start in life Youth Housing Support Group Purpose, key activities and results: As part of our work to refresh our Corporate Parenting Plan in 2025 we undertook a self - assessment of our Corporate Parenting duties to identify what areas require improvement. The assessment included feedback from our young people and partners. One of the main areas identified was the key transition for young people into adulthood in terms of accommodation and support. Young people spoke about how difficult it was to move from being supported within a care situation to living on their own. The service had identified that although their age meant that leaving care was possible, some young people continued to need a high level of support. These local reflections mirror national conversations which have come from The Promise and Moving On Report for our care experienced young people. Locally our Housing colleagues reported that the same issues were identified for non- care experienced young people as well. We identified that although Perth and Kinross Council and partners have a number of teams and projects to support young people into independence, these were working in silos, and no priority or allocation of resource was based on assessment. Housing colleagues also had little information which would enable them to make a decision about which tenancy would best suit their needs. Housing is in demand in the area and there was recognition that there was a need to ensure the best possible match is made. Activity: We have developed the Youth Housing Support Group, which brings together providers of housing support with the key teams in Housing and Children’s services. The group meets monthly and takes referrals from all agencies involved with young people who are identified as requiring additional support with moving on. The group will discuss the needs of the young person and what support they require, in order to best match need with resource. The group also acts as mentors for each other by supporting and developing practice. Results Young people are being matched with more appropriate accommodation and whist in the early stages the group has shown that by collaborating we can make best use of limited resources. There is a clearer understanding of the needs of young people which will inform future planning. Next Steps: The group will continue to meet, an evaluation of the first year will take place early 2026 informed by data
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Protecting and Caring for our most vulnerable people Child Impact Assessment Project Purpose, key activities and results: Children with a parent in contact with the justice system often report being not seen and not heard, even though they are not guilty. Young People’s lives can change irrevocably when a family member enters the justice system. They may witness the arrest, lose the person from the house if the family member is imprisoned and experience financial hardship (through loss of income to the household). Families can often deal with this lifechanging event alone due to stigma which can have long lasting impact on mental health. We sought to change the narrative for our children and young people from Not Seen, Not Heard and Not Guilty to Seen, Heard and Supported through the provision of widespread training for professionals regarding the impact on children and young people, and raising awareness about the Child Impact Assessment toolkit. Activity: Perth and Kinross Council (PKC) submitted a successful funding application to Corra Foundation for the Scottish Government’s UNCRC Innovation Fund, for the period 9 October 2023 to 6 December 2024. The funding was utilised in its entirety to purchase the specialist knowledge of Family Outside to raise awareness amongst professionals about the impact of the justice journey on children and young people. Central to the project, which is rooted in children’s rights, is the use of Prison Reform Trust’s Child Impact Assessments Toolkit, a UK- wide resource co-created by children and young people. A multi-agency steering group formed in January 2024 and a programme of training (multi- agency) was launched in April 2024. Ninety-nine people attended Champion Training (1 day session) and 345 attended a shorter Toolkit Session. The training aimed to upskill staff on a multi-agency basis (including social work, education, housing and third sector) enabling them to understand and mitigate the negative impacts of the justice system on children. In addition to the in-person training delivered during 2024, a short training video was created by Families Outside (as part of this project) and is available on our webpage to anyone not able to attend the session or wanting a refresher Child Impact Assessment Training - Perth and Kinross - Perth & Kinross Council (pkc.gov.uk) . This video is a legacy of the project. Resources and Support: Young people, with living experience, from Perth Academy were involved in the project and developed child-friendly resources promoting the toolkit, assisting children and young people to know more about their rights when they are impacted by the justice system. In addition to the development of resources for children and young people, a resource was also developed for those directly in contact with the justice system (perpetrator and victims) to provide clarity regarding the support available. Pathways & Roles and Responsibilities: A Roles and Responsibilities guide was created to provide clarity to the multi-agency professionals regarding expectations i.e. police role - to share information about the availability
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Protecting and Caring for our most vulnerable people Child Impact Assessment Project of the toolkit; children and families support service – direct support with completing the toolkit and accessing identified support. In addition, an information sharing pathway was developed to provide clarity to workers regarding information sharing and GDPR. Results: Outcomes and Impact The project equipped staff with the necessary knowledge to link children impacted by the justice system into support. Positive feedback was received from the multi-agency training, confirming the project's success. Work will take place during 2025-26 to gather feedback from children, young people and professionals who have utilised the toolkit. The following are some examples of commitments made by participants following attendance at the training: - Find a way to keep the conversation about families in justice going. - Make sure it becomes an everyday conversation. - Ensuring children are heard! - I will always mention the impact assessments when I deliver rights training to children, young people and professionals. - Keep the impact on the child at the forefront of my mind and use info/tools from training as appropriate. Share with colleagues. - Ensure the families I work with are provided with an option to engage in assessment. - Include impact assessments in the support we offer and consider other ways we can promote and advocate for children's voices in the justice system. Successes, Challenges and Solutions Key to the success of this project was the high level of ‘buy-in’ from management teams across all sectors (Community Justice and Safety Partnership). Combining the specialist knowledge of Families Outside with the established connections of the local Community Justice Partnership Co-ordinator enabled prompt access to key multi-agency partners. Regular feedback was sought from the steering group throughout the project and tweaks to the training delivery format were made, as required. For example, it was quickly identified that engaging teachers presented a significant challenge due to school schedules. To address this, Family Outside provided in-service sessions and twilight sessions, maximising participation without disrupting school schedules. An initial concern from multi-agency partners was that that Child Impact Assessment would be an additional ask of their staff, many of whom already feel close to capacity. The development of the Roles and Responsibilities guide referenced earlier was useful in providing clarity to services that their staff were not being asked to do more.
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Protecting and Caring for our most vulnerable people Child Impact Assessment Project Next Steps: The webpages developed to support staff, and the public will be developed further during 2025- 26. About Child Impact Assessments - Perth & Kinross Council (pkc.gov.uk) The Steering Group established at the outset of this project will continue to meet, albeit at a reduced frequency (moving in January 2025 to (bimonthly instead of monthly meetings) to continue to raise awareness and embed the toolkit. The Young People’s Steering Group has evolved to a peer support group looking to arrange activities for young people impacted by someone close to them on the justice journey (like the types of activities arranged for young carers). It is hoped that learning from this group can be shared with other Perth and Kinross schools. Along with keeping the topic on meeting agenda’s locally, learning from the project will also be shared at national events during 2025-26 and beyond.
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Supporting and promoting physical and mental wellbeing Girls For Change: Get Active, Get Confident Purpose, key activities and results: To empower girls across Perth and Kinross to engage in physical activity, build confidence, and challenge barriers related to body image and gender inequalities. The initiative aimed to address low participation in PE and physical activity among teenage girls. Activity: A regional event was held at Dewars Centre in December 2024, attended by 40 pupils from S3–S5 across all Perth and Kinross secondary schools. These pupils were identified from their schools as potential role models and those who would get the most benefit from learning more about physical activity. Workshops focused on body image, menstrual health, and exercise myths, alongside practical sessions including gym inductions and fitness class design. Pupils were equipped to lead extracurricular sessions in their own schools. Results: Those attending left empowered and understanding that physical activity is for everyone, and that nothing should hold them back. A number of events have commenced around Perth & Kinross including at Bertha Park High School where pupils have taken park in a new “Into Exercise” project, supporting peers disengaged from PE. With help from Active Schools and a Sports Psychologist, participants set goals and overcame barriers to physical activity. Early signs show increased engagement and improved wellbeing. Next Steps: The “Into Exercise” project will continue to develop throughout the academic year. The success of the Girls for Change event may lead to similar initiatives being rolled out in other schools across the region.
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Working in Partnership with Communities Trading Standards Supporting Scam Victims and Community Education Purpose: Prevention of fraud and scams amongst vulnerable people will always be better than having to deal with the consequences. Thus, a Community Outreach Programme was initiated. This is carried out by an officer currently funded by a two-year Budget Motion. For the previous three years funding came from a variety of sources. Activity: Visiting various community groups and engaging with residents, giving advice about scams, how to spot them and protect yourself against them. At the same time, additional support can be provided if there is a need for an individual resident to receive further intervention (call blocker, support visits or intervention of another service) Results: Using the UK recognised NTSST calculations* it is identified that the project has achieved savings of £1,170, 984. This includes further potential financial losses and other health and wellbeing aspects. 28 Direct interventions Direct financial savings £358,456 Healthcare, and health related quality of life £193,564 20 Call Blocker installations - Direct financial savings £330,820 Healthcare, and health related quality of life £178,640 Community Outreach Programme (83 events at which 1856 residents attended) £109,504 *The calculations have been created by a team of independent economists from Optimity Advisors Ltd, with input from a working group of trading standards professionals including the National Trading Standards Scams Team. Most of the calculations consist of two parts: financial losses prevented, and non-financial losses prevented, including physical and emotional harm, healthcare and other service costs Next Steps: Continue this work and build more relationships with community and other local organisations. Provide further support and intervention to vulnerable people and groups as well as the community more generally.
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Working In Partnership with Communities A93/14 Bridge of Cally - Parapet Repairs Purpose, key activities and results: Following Storm Gerrit in December 2023, A93/14 Bridge of Cally sustained significant damage to its parapet structure, necessitating urgent repairs to ensure public safety and restore connectivity between communities. In response to the increasing frequency of extreme weather events, the project incorporated climate resilience measures including drainage improvements and the installation of flood chutes. These interventions were designed to mitigate future storm damage and enhance the bridge’s long-term sustainability. Activity: Community liaison played a key role in the introduction of flood chutes. During early engagement, a local resident shared historical photographs showing that the bridge had previously been equipped with flood chutes. This valuable community input was taken on board by Perth & Kinross Council and discussed during the design stage, ultimately influencing the decision to incorporate flood chutes into the final repair strategy. Drawings were produced to show how the flood chutes would be integrated into the parapet structure and the benefits they would bring in terms of water management and climate resilience. In addition, drainage improvements were undertaken away from the structure by both Perth & Kinross Council and private landowners to address water pooling and runoff issues in the surrounding area. Results: The installation of flood chutes and drainage improvements significantly enhanced the bridge’s resilience to future storm events and heavy rainfall. These measures have reduced the likelihood of standing water and structural erosion, which were key contributors to the damage sustained during Storm Gerrit. The integration of community input into the design process—particularly the use of historical evidence—strengthened local engagement and ensured that the solutions were contextually appropriate. The collaboration between Perth & Kinross Council and private landowners to implement off-structure drainage improvements further extended the impact of the climate resilience strategy beyond the immediate repair site. Since these actions were implemented, there have been no recorded instances of water build-up at the structure and no recurrence of the damage previously caused by flooding. This outcome demonstrates the effectiveness of the climate adaptation measures and supports their continued use in future infrastructure projects. Next Steps: Routine monitoring of the repair will continue as part of the structures inspection programme to check for any defects. Specific attention will be given to the performance of the flood chutes and drainage systems during and after significant rainfall events.
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Perth & Kinross Council will also continue to engage with residents and landowners to gather feedback on any observed changes in water behaviour around the structure. This collaborative approach will help ensure the bridge remains resilient to evolving climate conditions and that lessons learned can be applied to similar sites across the region.