Agenda Document Pack - Scrutiny and Performance Committee - 19/11/2025
Perth and Kinross Council · 19 November 2025
Back to Scrutiny and Performance Committee — 19 November 2025 and its agenda
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Ambition | Compassion | Integrity Our vision is for a Perth and Kinross where everyone can live life well, free from poverty and inequality Council Building 2 High Street Perth PH1 5PH 12/11/2025 A hybrid meeting of the Scrutiny and Performance Committee will be held in the Council Chamber on Wednesday, 19 November 2025 at 09:30. If you have any queries please contact Democratic Services on (01738) 475000 or email Committee@pkc.gov.uk. THOMAS GLEN Chief Executive Those attending the meeting are requested to ensure that all notifications are silent on their device and other devices are in silent mode. Please note that the meeting will be broadcast online and recorded. The recording will be publicly available on the Council’s website following the meeting. Members: Councillor Colin Stewart (Convener) Bailie Alasdair Bailey (Vice-Convener) Councillor Keith Allan Councillor Steven Carr Councillor Angus Forbes Councillor Michelle Frampton Councillor Ian Massie Councillor Willie Robertson Councillor Caroline Shiers Councillor Frank Smith Councillor Jack Welch Page 1 of 136
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Scrutiny and Performance Committee Wednesday, 19 November 2025 Agenda Members are reminded of their obligation to declare any financial or non- financial interest which they may have in any item on this agenda in accordance with the councillors’ code of conduct. 1 WELCOME AND APOLOGIES/SUBSTITUTES 2 DECLARATIONS OF INTEREST 3 MINUTE OF MEETING OF SCRUTINY AND PERFORMANCE COMMITTEE OF 17 SEPTEMBER 2025 FOR APPROVAL (copy herewith) 5 - 12 4 OUTSTANDING BUSINESS STATEMENT (copy herewith 25/313) 13 - 14 5 ARM'S LENGTH EXTERNAL ORGANISATIONS 5(i) CULTURE PERTH & KINROSS - CURRENT FINANCIAL POSITION (copy herewith 25/314) 15 - 16 5(ii) LIVE ACTIVE LEISURE - CURRENT FINANCIAL POSITION (copy herewith 25/315) 17 - 18 5(iii) PERTH THEATRE AND CONCERT HALL - CURRENT FINANCIAL POSITION (copy herewith 25/316) 19 - 22 6 COUNCIL COMPLAINTS PERFORMANCE REPORT FOR 2024- 2025 Report by Strategic Lead - Finance and Business Support (copy herewith 25/317) 23 - 38 7 PERTH AND KINROSS CHILD PROTECTION COMMITTEE STANDARDS AND QUALITY REPORT 2024-2025 Report by Strategic Lead - Children, Families and Justice (copy herewith 25/318) 39 - 128 Page 3 of 136
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8 PERTH AND KINROSS HEALTH AND SOCIAL CARE PARTNERSHIP (HSCP) DRAFT CARE AND PROFESSIONAL GOVERNANCE ASSURANCE REPORT Report by Chief Social Work Officer (copy herewith 25/319) 129 - 136 Page 4 of 136
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Scrutiny and Performance Committee Minute of hybrid meeting of the Scrutiny and Performance Committee held in the Council Chambers, 2 High Street, Perth, on Wednesday 17 September 2025 at 09.30am. Present: Councillors C Stewart, Bailie A Bailey, Councillors K Allan, S Carr, M Frampton, D Illingworth (substituting for Councillor A Forbes), I Massie, W Robertson, C Shiers, F Smith and J Welch. In Attendance: T Glen, Chief Executive; S Crawford, Strategic Lead – Property Services; R Meiklejohn (Property Services); G Boland, Strategic Lead – Strategic Planning, People and Performance; C Hendry and L Haxton (Strategic Planning, People and Performance); S Merone, Strategic Lead – Economy, Development and Planning; S MacDonald and K Johnston (Economy, Development and Planning), D Macluskey, Strategic Lead – Education and Learning; F MacKay and E Moran (Education and Learning); A Singh, Strategic Lead – Children, Families and Justice; A Clegg (Housing and Communities); P Leonard (Environment and Infrastructure); N Sutherland (Customer and Digital Services); C Jolly (Health and Social Care Partnership); L Simpson, Strategic Lead – Legal and Governance; J Walker, K Molley, A Brown and M Pasternak (all Legal and Governance). Also in attendance: P Carle (BAM Construction); G Bushnell (Hub); (both up to item 6). C Glasgow and S Stewart (Perth Theatre and Concert Hall); P Coleman, A Brown, Dr D Carey and G Watson (LAL); K McWilliams and J Findlay (Culture P&K) (all up to Item 7). Apology: Councillor A Forbes Councillor C Stewart, Convener, Presiding. The Convener led discussion on Items 1-6 and 8-9, and the Vice-Convener led discussion on item 7 and 10. 1. Welcome and Apologies The Convener welcomed all those present to the meeting and apology was noted as above. 2. Declarations of Interest There were no Declaration of Interests in terms of the Councillors’ Code of Conduct. 3 Page 5 of 136
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3. Minute of Meeting of Scrutiny and Performance Committee of 4 June 2025 The minute of meeting of the Scrutiny and Performance Committee of 4 June 2025 was submitted and approved as a correct record. 4. Outstanding Business Statement Resolved: The status of actions in the Outstanding Business Statement, be noted and completed actions be removed accordingly. (The Committee agreed to vary order of business). 5. Blairgowrie Recreation Centre Delay There was submitted a report by Strategic Lead – Property Services (25/231) (1) providing an overview of the construction phase of the new Blairgowrie Recreation Centre and in particular a detailed explanation for the 34-week delay in certifying practical completion; (2) identifying any learning which could inform Council approach to quality assurance and the management of future construction projects. S Crawford provided a short slide-based presentation on the floor plans of the new Blairgowrie Recreation Centre. P Carle, BAM Construction, provided an update on the main issues and chronology of events which lead to the delay of the opening of the new Blairgowrie Centre. S Crawford concluded by providing the lessons learned from the delayed opening of the new Blairgowrie Recreation Centre. Members’ questions were answered. Members praised the new Blairgowrie Recreation Centre which had recently opened to the community. Members thanked Property Services and colleagues from BAM Construction and Hub for their work on the building. The Convener thanked P Carle and G Bushnell for their attendance and they left the meeting. Resolved: (i) The contents of Report 25/231, be scrutinised (ii) The measures that were put in place to manage construction quality and quality control, be noted. (iii) Assurance be provided that the building is fit for purpose at practical completion. Page 6 of 136
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6. Arm’s Length External Organisations 6(i) Perth Theatre and Concert Hall The Chief Executive of Perth Theatre and Concert Hall submitted a report (25/227) providing the current financial position of Perth Theatre and Concert Hall. There was a slide-based presentation delivered by C Glasgow, providing detail of the 125 Live Event and the impact of the event in Perth and Kinross. Members questions were answered. 6(ii) Live Active Leisure The Chief Executive of Live Active Leisure submitted a report (25/228) providing the current financial position of Live Active Leisure. There was a slide-based presentation delivered by P Coleman, Service Manager – Physical Activity and Sport, highlighting the work undertaken to support increased physical activity opportunities for older people and people with long standing poor health. The presentation also provided an update on the new Blairgowrie Recreation Centre, including usage statistics and feedback. Members questions were answered. 6(iii) Culture Perth & Kinross The Chief Executive of Culture Perth and Kinross submitted a report (25/229) providing the current financial position of Culture Perth and Kinross. There was a slide-based presentation delivered by K McWilliams, Head of Operations and Support Services, providing an update on upcoming events at Perth Art Gallery and Perth Museum and an update on the Library Strategy 2025-27. Members questions were answered. The Convener thanked representatives from all three ALEOs for their attendance and they left the meeting. 7. Perth and Kinross Council Annual Performance Report 2024/25 There was submitted a report by Strategic Lead – Strategic Planning, People and Performance (25/230) providing an overview of how the Council has performed against its priorities, actions and associated key performance indicators in the period from April 2024 to March 2025, as set out within the Corporate Plan 2022-2027. Page 7 of 136
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Bailie A Bailey quired to what extend do the Council influence the gigabit broadband roll out across Perth and Kinross. S Merone advised that the Council had attracted funding from the UK Government and the Tay Cities Deal to support the acceleration of gigabit infrastructure across Perth and Kinross. S Merone confirmed that the Council would continue to monitor the national government programmes. Councillor W Robertson raised concerns that the costs to meet climate targets would have an impact on the Council to address the cost-of-Living crisis. L Simpson agreed with the concerns and confirmed that it was an issue experienced at a local and national level. L Simpson advised that there are statutorily requirements that the Council should work towards and targets set which the organisation strive to meet. L Simpson confirmed there was a real challenge of how to prioritise the priorities in a political environment and determine where the Council should put finite resources to make the biggest impact and value. S Merone agreed that the priorities can work against each other but also advised that there are measures in place to benefit both the climate crisis and cost-of-living crisis. S Merone provided the example of the measure of insolation of housing to help reduce carbon reduction which would also have a positive impact on fuel poverty. In response to a question from Councillor F Smith regarding the monitoring of an increase in volume of uncut grass areas, A Clegg advised that engagement had occurred with volunteers to carry out the monitoring of ‘Grow Wild’ grassland areas across various locations. A Clegg referred to exercise of wildflowers being planted at the North Inch and advised that trials were being monitored. A Clegg added that the areas which do not have wildflowers planted would not receive the same biodiversity benefits but confirmed there are benefits overall from not cutting the grass. Councillor K Allan queried why the waiting times for people to access mental health services had increased. C Jolly confirmed that detail would be shared with members following the meeting. Bailie A Bailey referred to the action to reduce the poverty-related attainment gap and queried when targets would be reviewed and what the process would be of reviewing the targets which had been met. F Mackay confirmed that targets are looked at on annual basis as part of the Education Plan. E Moran added that the Council liaise with the Scottish Government over the setting of stretch aims which are set over a period. E Moran advised that the Scottish Government had advised that targets that had been met should not be formally reset for data gathering purposes to see the percentage of Local Authorities which had met or exceeded the original target. However, E Moran confirmed that in terms of internal processes for target setting, schools are looked at on an individual basis with Headteachers to set new targets. E Moran advised that consultation was underway with the Scottish Government to look at the next set of targets. Councillor K Allan referred to the action to improve support to children and young people with additional support needs to realise their full potential and queried why there had been an increase of children placed in independent schools. F MacKay stressed her disappointment in the spike in numbers and confirmed that the issue was being looked at through the development of Intensive Support Provisions. Page 8 of 136
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F MacKay confirmed that work had been carried out to open three additional ISPs during the current session in Kinross High School, Perth High School and Viewlands Primary School. There are also proposals to develop the provision within the Community School of Auchterarder and St John’s catchment areas. F MacKay encouraged members that the development of the ISPs across Perth and Kinross should address the increase in numbers of placing requests to independent schools and provide additional resource for parents. Councillor M Frampton referred to the recruitment of host families for asylum seeking children and queried how many host families are needed to support those children. A Singh advised that the number of host families required depends on the number of young people that are being transferred through the national transfer scheme which could change at any time. A Singh confirmed that he would provide detail following the meeting of how host families there are currently in Perth and Kinross. In response to a supplementary question from Councillor M Frampton on the alternative accommodation options being considered to ensure safe placements continue, A Singh confirmed that different options are being looked at such as foster carers or supported accommodation to support children and young people in a family-based environment. Councillor I Massie raised concerns over the increase in the number of referrals made to the Child Protection Duty Team. Councillor I Massie also asked for further information on the work being undertaken in Letham. A Singh advised that the response received from both the child and adult protection committees was relatively low from families, however, there was an opportunity to engage with third sector partners in the Letham area in terms of the support and outreach they could provide their families. A Singh added that the increase in referrals could be seen as a positive as more people are being referred to the service and early intervention could be provided. As part of feedback to be incorporated into the report for Council, Bailie A Bailey suggested that as targets are being met, the Council have scope to push further on the poverty related attainment gap in Perth and Kinross instead of waiting for national indicators to change. As part of feedback to be incorporated into the report for Council, Councillor W Robertson asked if a cost benefit analysis could be undertaken before applying measures to address the climate crisis as it could have an impact on the cost-of- living crisis. Members thanked officers across Services in the Council for all their work and for the development of the Perth and Kinross Council Annual Report 2024/25. Resolved: (i) The Annual Performance Report for 2024/25, be scrutinised and provided feedback, be incorporated into the report for Council. (ii) Any areas of performance, be identified for further scrutiny at future committees. Page 9 of 136
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(iii) The proposals to amend two of the Key Performance Indicators (KPIs), outlined in paragraph 4.3 (Table 1), for future Annual Performance Reports, be agreed. (iv) The proposed reporting arrangements for the Corporate Delivery and Improvement Plan and Annual Performance Report outlined in paragraph 4.8 of Report 25/230, be agreed. 8. Data Protection Compliance 2024-25 There was submitted a report by Strategic Lead –Legal and Governance (25/232) providing members of the Committee with the Data Protection Officer’s professional assessment of the Council’s compliance with the UK General Data Protection Regulation during the year 2024-25. Members thanked J Walker and her team for all their work. Resolved: (i) The Data Protection Officer’s assessment of the Council’s compliance with the requirements of data protection legislation, be noted. (ii) The Council’s performance in terms of its compliance with the UK General Data Protection Regulation, be considered. (iii) It be noted that the Data Protection Officer is confident that an acceptable degree of compliance with data protection law was achieved during 2024-25 and that this will continue during 2025-26. 9. Freedom of Information Performance Report 2024-25 There was submitted a report by Strategic Lead –Legal and Governance (25/233) providing assurance as to the Council’s compliance and performance in relation tots obligations under the Freedom of Information (Scotland) Act 2002 (FOISA) and Environmental Information (Scotland) Regulations 2004 (EIR) for the year 2024-25. Councillor K Allan asked for further clarification on ‘Alterations to the Council’s organisational structure have meant that there are ongoing changes to internal processes for handling FOI requests’. J Walker advised that changes to staffing structures had meant that it been harder to retrieve the information required but confirmed that as things have settled over the last quarter the compliance with a 95% target had improved. Bailie Bailey asked for further clarification around the number of requests received with 323 received no information. J Walker confirmed that in terms of information not held, it would often be because the request did not apply in Perth and Kinross. J Walker added that in terms of requests from national media, the terminology may not apply in Scotland but confirmed that the team have a duty to assist and would advise the requester that the information may not held but would provide information on the legislation in force which could still be useful. Page 10 of 136
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Councillor K Allan queried the difference between a normal request and a complex request. J Walker confirmed that a complex request would involve a request which numerous points that would include input from several Services across the Council. The Convener queried if the FOI Case Management System would track the officer time involved on a request and queried if any requests had been refused due to the amount of time or cost involved. J Walker confirmed that the software does record information, however, the team rely on services to provide the detail of how long the request had taken. J Walker confirmed that some of the requests had been refused, and further detail would be shared following the meeting. Members thanked J Walker and her team for all their work. Resolved: (i) The content of this report, be considered and a constructive comment and feedback, be provided. (ii) It be noted that there was a 4% reduction in the overall number of FOI requests received during 2024-25, but an increase in terms of length and /or complexity of requests, which impact on internal resources. (iii) It be noted that there was a reduction in compliance with timescales for responding to FOI requests during 2024-25, which has been reversed during the first quarter of 2025-26. (iv) It be noted that the number of requests for review remain a very small percentage of requests received, indicating good levels of customer satisfaction in terms of the quality of responses and the effectiveness of the process. 10. Perth and Kinross Health & Social Care Partnership (HSCP) Care and Professional Governance Assurance Report There was submitted a report by Chief Social Work Officer (25/234) providing assurance on the Care and Professional Governance of the Perth and Kinross HSCP in respect to social work and social care services. Resolved: The Committee agreed to the Reasonable level of assurance provided. ~~~~~~ Page 11 of 136
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SCRUTINY AND PERFORMANCE COMMITTEE OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 25/313) No. Minute Reference Subject Title Outstanding Action Update Lead Officer /Service Action Due Action Expected 57. 17 September 2025 Item 7. Perth and Kinross Annual Performance Report 2024/25 Information to be shared with members on why the waiting times for people to access mental health services has increased. Response was circulated to members via email. Chris Jolly Complete 19 November 2025 58. 17 September 2025 Item 7. Perth and Kinross Annual Performance Report 2024/25 Information to be shared with members on the number of host families in Perth & Kinross for unaccompanied asylum-seeking children. Response was circulated to members via email. Arun Singh Complete 19 November 2025 59. 17 September 2025. Item 9. Freedom of Information Performance Report 2024/25 Information to be shared with members on the number of FOI requests refused due to the excessive amount of officer time involved. Response was circulated to members via email. Jillian Walker Complete 19 November 2025 4 Page 13 of 136
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SCRUTINY & PERFORMANCE COMMITTEE Wednesday 19th November 2025 (from 9.30am) Culture Perth & Kinross (Report No. 25/314) - CURRENT FINANCIAL POSITION 5(i) Page 15 of 136
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- Supporting Commentary The financial position at 30th September 2025 is presented above. The financial position is mostly in line with the budget for 2025/26. The main variances in income relate to donations which are lower than budgeted and other income which is higher than budgeted. We continue to maximise donation opportunities and try to increase this. Other income includes an increased Museum & Galleries tax relief claim receipt due to the exhibition work on the opening of Perth Museum, and the associated tax relief we were able to obtain. The main variances in expenditure relate to staff costs which are higher than budgeted. This is a result of the 2024/25 pay award being 4% compared to the 3% included in our budgeted figures. Page 16 of 136
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SCRUTINY & PERFORMANCE COMMITTEE Wednesday 19th November 2025 (from 9.30am) Live Active Leisure Limited (Report No. 25/315) - CURRENT FINANCIAL POSITION (insert table) 5(ii) Page 17 of 136
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- Supporting Commentary - The attached figures show Live Active Leisure, excluding funded activities, performance for the month of September 2025. In the month of September customer generated income was 99% of budget bringing the customer generated income YTD to 94% of budget. Income from swimming at Perth Leisure Pool was £48k in September. This continues to be significantly below budget. Membership income was 13% over budget in September at £146k. Staff costs were 100% of budget in September and 99% for the year to date. It is worth noting that the budget figure does incorporate the slippage target of 3.5%. For the month of September there is a deficit of -£62k against a budgeted deficit of -£71k, a difference of £9k. For the six months to the end of September there is a deficit of -£163k against a budgeted deficit of -£7k, a difference of -£156k. This correlates with the shortfall in income as expenditure is in line with budget. Page 18 of 136
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1 perththeatreandconcerthall.com SCRUTINY & PERFORMANCE COMMITTEE Wednesday 19th November 2025 (from 9.30am) Perth Theatre and Concert Hall - CURRENT FINANCIAL POSITION (insert table) Income & Expenditure – Year to Date Aug YTD Aug 24 YTD Income Budget Actual Variance Actual Variance Creative Scotland funding 306,686 311,636 4,950 222,222 89,414 Trusts and foundations 65,000 75,125 10,125 65,073 10,051 PKC SLA 406,033 406,033 (0) 424,367 (18,333) Cultural Rental Income 135,000 95,383 (39,617) 126,596 (31,213) (Net) Ticket income 382,000 285,670 (96,330) 391,568 (105,898) PBO 36,333 35,539 (794) 37,142 (1,603) Learning & engagement 12,500 10,492 (2,008) 10,250 242 Fundraising/sponsorship 27,500 24,894 (2,606) 28,841 (3,947) Initiatives 15,833 38,771 22,938 5,358 33,413 TTR 0 0 0 0 0 Other Income 13,301 15,977 2,677 13,224 2,754 Commercial GP - Bars, café & catering 118,576 97,879 (20,697) 113,755 (15,876) Commercial GP - Conf & Events 66,968 68,406 1,438 64,245 4,161 Total Income 1,585,731 1,465,806 (119,925) 1,502,640 (36,835) Expenditure Payroll costs 1,030,116 1,061,911 (31,796) 1,053,004 (8,907) Programme costs 230,855 234,871 (4,016) 103,736 (131,135) L&E Costs 50,500 57,512 (7,012) 35,467 (22,045) Box Office 28,500 20,356 8,144 34,794 14,437 Marketing 37,912 52,962 (15,050) 66,241 13,279 PBO 31,400 30,301 1,099 33,514 3,213 Utilities 137,907 114,543 23,364 132,733 18,190 Rates 33,085 33,086 (1) 32,562 (524) Irrecoverable VAT 30,000 25,891 4,109 40,056 14,164 Depreciation 54,167 51,280 2,886 52,500 1,220 IT & Telephone 36,667 33,285 3,382 36,110 2,825 Insurance 16,493 16,494 (1) 15,564 (930) Other costs 98,827 108,355 (9,529) 92,005 (16,350) Total Expenditure 1,816,427 1,840,849 (24,422) 1,728,285 (112,565) YTD Surplus/ (Deficit) (230,697) (375,044) (144,347) (225,644) (149,400) 5(iii) Page 19 of 136
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2 perththeatreandconcerthall.com - SUPPORTING COMMENTARY The current financial deficit detailed above is not unexpected for this point in the year. This seasonal downturn typically occurs before our busy autumn/winter cycle and is consistent with previous years, except for 2024 when we received a one-off £100,000 grant from the Wolfson Foundation in August. The deficit largely results from the timing of income recognition throughout our programme calendar. July and August were particularly quiet for conferences and other events due to scheduled building maintenance and essential staff training. Income Streams: Trusts & Foundations - Income from The Gannochy Trust, Garfield Weston Foundation, and Creative Scotland continues to be distributed evenly throughout the financial year. We have submitted several new funding applications, including a number of substantial, multi-year proposals. These bids strategically target both core operational support and project-specific funding to strengthen our long-term financial resilience. Net Ticket Income - Our programming remains diverse, with performances by Ricky Garton, Malin Lewis, Michael McGoldrick & Tim Edey, and We Came From Wolves. While budget projections are based on previous years’ event timing, the dynamic nature of our programming means direct year- on-year comparisons are not always meaningful. Rental Income - August's rental income was bolstered by hosting both the National Youth Orchestra of Scotland and the BNBF Scottish Championships, which contributed positively to our venue hire revenue. Fundraising & Sponsorship - We are actively enhancing our “Friends” regular giving scheme by introducing a new Patron tier, which aims to attract higher-value donors and boost Gift Aid contributions. In addition, our reusable cups initiative, launched in 2024, continues to advance our sustainability efforts and foster engagement. Learning & Engagement - Income in this category is mainly generated from block payments for classes. Our recent change from term-time to annual billing has enhanced both cash flow predictability and administrative efficiency. Other Income - This remains modest, with most revenue coming from ancillary sales such as ice cream. Page 20 of 136
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3 perththeatreandconcerthall.com Commercial Gross Profit (GP) - Commercial GP was generated by conferences hosted by The Scottish Yarn Festival, CITB, SSE AGM, and the National Youth Brass Band Association. The decrease in GP aligns with the reduced number of events during this period. Expenditure & Cost Management: Programme Costs - The costs for our in-house production, Restless Natives, were recorded in May 2025. There was no comparable performance during the same period in 2024, so direct cost comparisons are less relevant. Other Expenditure - This covers waste disposal, staff training, and vehicle hire. We are actively deferring or minimising non-essential expenditure, resulting in savings in areas such as vehicle hire, credit card commissions, and crockery rental, all of which are in line with our previous BRG commitments. Strategic Actions Ahead of BRG 2025/26: In addition to our routine cost monitoring and ongoing income generation efforts, as referenced at the June Scrutiny & Performance Committee, we have also put in place additional proactive measures to navigate the upcoming Budget Review Group process. These include: • Advancing workforce planning in line with ALEO Transformation Review recommendations; • Submitting major funding bids to the Scottish Government (up to £300,000) and Trusts & Foundations, with additional project and capital applications scheduled by mid-November; • Launching a refreshed monthly donation campaign, supported by intensified local and national lobbying efforts; • Reducing recurring freelance production costs and selling surplus administrative and technical equipment. Page 21 of 136
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Scrutiny & Performance Committee Date of Meeting: 19 November 2025 Report Title: Council Complaints Performance Report for 2024-2025 Report Number: 25/317 Report Author: Connor Wilson - Business Support Service Manager & Joy Mayglothling - Complaints Team Leader Organisational Lead: Scott Walker - Strategic Lead (Finance and Business Support) ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to demonstrate our commitment to high quality service delivery and responsive customer care in relation to our handling of complaints. The Complaints Team has made significant strides in improving how complaints are handled, resolved, and learned from. 1.2 In addition, this report provides the Committee with an update on the performance of complaint handling and response to complaints along with providing assurance that the Council has a robust and effective Complaints Handling Procedure (CHP) in place. 1.3 This report also complies with public performance reporting requirements in accordance with the Scottish Public Services Ombudsman’s (SPSO) performance measures for Local Authorities. 1.4 This report also highlights enhancements to our complaints handling procedures to ensure that we are dealing with complaints in a child friendly manner as required by the United Nation Convention on the Rights of Children (UNCRC). More information on the requirements set by the SPSO and copy of the Child Friendly Complaints Handling Principles produced by the SPSO are available here. 6 Page 23 of 136
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1.5 Sections 1. Purpose 2. Recommendation(s) 3. Background/Main Issues 4. Improvement Activity 5. Listening & Learning from Complaints 6. SPSO Performance Information 7. Conclusion 8. Impact Value Assessment 9. Appendices 2. Recommendation(s) It is recommended that the Scrutiny and Performance Committee: 2.1 Considers and comments on this report; and 2.2 Notes that the performance of the Complaints Handling Procedure will continue to be monitored and reviewed throughout the year. 3. Background/Main Issues 3.1 We are committed to providing high quality services but on occasions things can go wrong and residents can be unhappy with our services. 3.2 A complaint is defined under the CHP as: “An expression of dissatisfaction by one or more members of the public about the local authority's action or lack of action, or about the standard of service provided by or on behalf of the Local Authority.” 3.3 The CHP details our two stage process in full, however, in brief. Stage One: We aim to resolve complaints quickly, and as close to where we provide the service. This could mean an on the spot apology and explanation if something has clearly gone wrong, and immediate action to resolve the problem. Stage Two: Investigations are undertaken for escalated Stage One complaints that have not been resolved at Stage One. In addition, complaints that are complex in nature and require detailed investigation and therefore not suitable for stage one of the process. 3.4 Where an individual remains dissatisfied with the investigation outcome at Stage Two then they have recourse to the Scottish Public Services Ombudsman (SPSO) to request a review of their complaint. Page 24 of 136
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3.5 The Council’s CHP is considered to be appropriate and effective; its performance is within acceptable limits and is in line with the SPSO requirements for a complaints process. It is the same model which is in operation across all Scottish Local Authorities and other Public Bodies. 3.6 The CHP can be viewed at this link Complaints Handling Procedure. 3.7 This report covers the reporting period 2024-2025. 3.8 We are committed to listening to our customers and using feedback to improve our services. During 2024–2025, we recorded and handled 1,604 complaints at Stage One and Stage Two of our Complaints Handling Procedure (CHP). This marks a 19% reduction compared to the previous year and is consistent with a broader trend seen across some areas within Scotland. 3.9 It’s important to note that the number of complaints recorded in a year may be higher than those resolved within the same period. This is because some cases are withdrawn or remain open beyond the reporting year. In total 1,492 complaints were closed during 2024–2025. 3.10 We have made significant progress in responding to complaints more quickly: • Stage One complaints were resolved in an average of 5.8 days, an improvement from 6.1 days in the previous year. • Stage Two complaints saw a notable improvement, with an average response time of 20 days, down from 28 days the previous year. 3.11 These improvements reflect our ongoing efforts to provide timely, effective responses and ensure every customer feels heard and valued. It should be noted that there are times throughout the year when investigations cannot be undertaken and response times are therefore affected; eg school holidays. 3.12 In April 2024, we established a dedicated Complaints Team to lead all complaints work including Stage Two investigations. This change has significantly improved response times and consistency in how complaints are handled. 3.13 By bringing specialist staff together, we have: • Resolved complaints faster through expert investigation • Improved communication with customers • Provided better support to frontline teams handling Stage One complaints. 3.14 This streamlined approach ensures a more efficient, fair, and customer focused complaints process across the Council. Page 25 of 136
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3.15 In summary, of the 1,604 complaints recorded in 2024-2025: Stage One 1,275 85% Average response time 5.8 days (improvement of 0.3 days) Escalated from Stage One to Stage Two 141 10% Stage Two 76 5% Average response time 20 days (improvement of 8 days) 3.16 A total of 88 complaints were withdrawn (19 at Stage Two and 69 at Stage One), and 24 complaints were still ongoing at the end of the reporting year, 2 at Stage Two and 22 at Stage One. All 24 of these were completed early in the next reporting year. 3.17 The SPSO issued no decision notices to Perth & Kinross Council in relation to Stage 2 complaints which were referred to them for review in the period covered by this report (Appendix 2). 3.18 To ensure that the Council meets its responsibilities under the UNCRC some enhancements have been made to our complaints processes. These changes are to ensure that children’s rights are at the centre of any complaint that concerns them. 4. Improvement Activity 4.1 Monitoring of complaints activity, reporting and themes raised within complaints are carried out both at an organisational and Service level. 4.2 A number of complaints handling improvements actions were identified and to improve the experience for both customers and staff, several key actions were introduced to strengthen our complaints handling process, many of which are ongoing: • Revised Training for New Staff Ensures new team members are confident and well prepared to handle complaints effectively from day one. • Refresher Training for Existing Staff Keeps skills up to date, reinforcing best practices and improving consistency in responses. • New eLearning Module Offers flexible, accessible training for all staff, helping them build confidence and competence in complaints handling. • Staff Toolkit for Front-Line Officers Provides quick-reference guidance and resources to support timely and accurate responses to customers. • One-to-One Support for officers dealing with Stage One Complaints Gives staff personalised guidance on complex cases, leading to quicker resolutions and better customer outcomes. Page 26 of 136
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• Enhanced Reporting Improves visibility of trends and performance, helping us identify areas for improvement and celebrate success. 4.3 These improvements are designed to make the complaints process more responsive, supportive, and efficient for everyone involved. 4.4 From April 2025 a key focus has been trend analysis and reduction of repeat complaints. Dashboards and strategic business intelligence reports have been developed for several front-line service areas, offering summarised insights on complaint volumes and trends across different service areas. The reports identify the most useful information and provide an insight into complaints received to help services target areas of concern and drive improvements in their respective areas. 5 Listening & Learning from Complaints 5.1 Feedback is valued throughout the Council and complaints are a vital opportunity to improve. By actively listening to our customers, we have been able to make real changes that enhance the quality of our services and the customer experience. 5.2 In 2024–2025, 290 service improvements were made directly as a result of complaints. These included adjustments to processes, clearer communication, staff training and better support for customers, demonstrating our commitment to learning and acting on what matters most to the people we provide services to. When improvement actions are identified as a result of a complaint, the details are shared with the complainant in their response meaning that they are clear what we intend to do to improve things, who is responsible and when the required action will be completed. 5.3 A small number of examples are detailed below. You complained about … We did… Benefit Communication within Planning & Development was unclear Staff were reminded of Customer Service Standards and trained on the Planning enforcement Charter Clearer, more consistent communication A call was ended abruptly Staff received refresher training on Personal Safety and de-escalation techniques Respectful and professional phone interactions Delay in invoicing for repairs work Policy updated to ensure timely invoicing to tenants Faster billing and better financial clarity Page 27 of 136
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Tenant consultation relied too much on social media Tenant participation team now supports localities with wider consultation methods More inclusive and accessible engagement Disruption associated with new kitchen/bathroom upgrades Repairs Inspectors trained on setting customer expectations and timelines Better preparation and fewer surprises during works Inconsiderate staff parking Staff reminded of policy & procedures, including the new parking regulations for pavements Safer, more considerate neighbourhood parking Grass cuttings left on pathways Path blown to remove grass and job site details updated Cleaner, safer outdoor spaces Delay regarding Penalty Charging Notices (parking) Staff reminded to refresh software. Real- time updates now in place with software supplier More accurate and timely parking enforcement Litter in and around school area School increased litter patrols, added bins and reminded pupils of responsibility Cleaner communities and greater awareness 5.4 The following recurring themes were identified from customer complaints received over the past year. It is important to note that these themes reflect the perspectives and concerns raised by customers, regardless of whether the complaints were ultimately upheld. Each theme provides valuable insight into areas where expectations may not have been met, and where learning opportunities may have been identified to improve service delivery, communication, and customer experience as detailed in the above table. These themes have been shared with the Senior Leadership Team with a view to identifying further improvement actions that we may wish to consider implementing. Recurring Themes Service Delivery Theme: Dissatisfaction with the quality, timeliness, or availability of services Examples: • Repeat missed bin collections or irregular waste services • Infrequent street cleaning • Delays in repairing potholes or damaged pavements • Inconsistent grass cutting or grounds maintenance • Poor upkeep of public toilets or community facilities • Delays in processing housing repairs or maintenance requests Page 28 of 136
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Communication and Responsiveness Theme: Poor communication and/or lack of timely updates Examples: • No response to enquiries or complaints within expected timescales • Confusing or unclear information provided • Lack of updates on progress of service regarding repairs • Automated responses without meaningful follow-up Unmet Expectations Theme: Gap between what customers expect and what the council can provide Examples: • Requests for services/advice that fall outside council responsibilities (eg, utility works /private land issues) • Frustration over limited consultation or perceived lack of influence in decisions • Misunderstandings about eligibility for services or support • Frustration over limited availability of council housing • Misunderstanding about eligibility for financial support or grants • Expectation of immediate action on reported issues Staff Conduct and Customer Service Theme: Concerns about how staff interact with the public Examples: • Perceived rudeness or unprofessional behaviour, including dismissiveness • Inadequate handling of complaints or queries • Staff not following up on agreed actions • Failure to explain decisions or situations clearly • Perceived lack of empathy or support in sensitive situations Policy or Process Frustrations Theme: Disagreement with how decisions are made, or services are delivered Examples: • Disputes over planning decisions or enforcement actions • Penalty Charge Notices or traffic management policies • Housing allocation or repair prioritisation processes • Complaints about bureaucracy or slow internal processes Environmental and Community Concerns Theme: Issues affecting the local environment or neighbourhood Examples: • Littering, fly-tipping, or graffiti • Our handling of noise complaints or anti-social behaviour • Concerns about safety, lighting, or public transport • Overgrown vegetation obstructing paths or signage Page 29 of 136
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6. SPSO Performance Information 6.1 The (SPSO) has the authority under the Scottish Public Services Ombudsman Act 2002 and the Public Services Reform (Scotland) Act 2010 to investigate complaints about Scottish public bodies, including Local Authorities and services delivered by Health & Social Care Partnerships. 6.2 To support improvement, the SPSO and all Scottish councils a number of performance indicators to monitor complaints handling. The Council’s 2024– 2025 results are shown in Appendix 1. 6.3 The SPSO publishes: • Decision Reports for each complaint on its website. • Investigation Reports for nationally significant cases, which are laid before the Scottish Parliament. 6.4 This year’s performance reflects the strength of our CHP and the professionalism of our dedicated complaints team. Ten cases are still being considered by the SPSO, however throughout the reporting period: • No complaints were investigated by the SPSO • No recommendations were issued • No actions were required to meet SPSO satisfaction 6.5 This outcome demonstrates the effectiveness of our CHP and the commitment of our experienced staff in handling complaints thoroughly and fairly. It also highlights our proactive approach to learning from customer feedback and resolving issues at the earliest opportunity. 6.6 Full details are available in Appendix 2, and complete SPSO investigation records can be accessed on the SPSO’s website. 7. Conclusion Strengthening Complaints Handling to Deliver Better Services 7.1 We are committed to providing a fair, transparent, and responsive complaints process that puts our customers first. Our (CHP) is designed to ensure concerns are addressed effectively and consistently. 7.2 How we add value for customers • Our CHP is regularly reviewed and updated in line with SPSO guidance, ensuring it remains robust and customer focused. • Performance data from 2024–2025 shows that our complaints handling is both effective and timely, helping us resolve issues quickly and fairly. Page 30 of 136
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• We actively monitor the themes and trends in complaints to identify areas where services can be improved, ensuring we respond to what matters most to our customers. • The Central Complaints Team plays a key role in driving improvement by: ➢ Investigating the most complex complaints ➢ Identifying service areas needing additional support ➢ Reviewing performance against target timescales ➢ Sharing learning across teams to improve consistency and outcomes 7.3 By listening to feedback and acting on it, we are resolving complaints and improving services. 8. Impact Value Assessment This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 9. Appendices 9.1 Appendix 1 - SPSO Performance Indicators Appendix 2 - SPSO Investigations Local Authority complaints received by the SPSO Recommendations made by the SPSO Page 31 of 136
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Appendix 1 SPSO Performance Indicators The term “closed” refers to a complaint to which a customer has had a response, or which they have chosen to withdraw. It should also be noted that the number of complaints recorded in a year is greater than the number of those complaints actually processed, i.e. completed, within the year. The difference in numbers is mainly due to complaints which are still ongoing during the reporting period. The total number of complaints received per 1000 of the population Year Total number of complaints received Total number of complaints closed Number of complaints received per 1000 population 2024-2025 1,604 1,492 10.4 2023-2024 1,981 1,834 12.8 2022-2023 1,944 1,855 12.6 This indicator records the total number of complaints received by the Council. The mid-year estimate of the Council’s population was 153,810. Complaints closed at Stage One and Stage Two as a percentage of all complaints closed Year Closed at Stage 1 Closed at Stage 2 Closed after escalation 2024-2025 1,275 (85%) 76 (5%) 141 (10%) 2023-2024 1,649 (90%) 56 (3%) 129 (7%) 2022-2023 1,673 (90%) 48 (3%) 134 (7%) The number of complaints upheld, partially upheld, not upheld or resolved Complaints closed at Stage One Year Number of complaints closed at Upheld Not upheld Partially upheld Resolved 2024-2025 1,275 227 (17.8%) 462 (36.3%) 50 (3.9%) 536 (42%) 2023-2024 1,649 339 (21%) 56 (33%) 52 (3%) 702 (43%) 2022-2023 1,673 362 (22%) 544 (32.5%) 60 (3.6%) 707 (42.3%) Complaints closed at Stage Two 6 Page 33 of 136
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Year Number of complaints closed Upheld Not upheld Partially upheld Resolved 2024-2025 76 2 (2.6%) 44 (57.9%) 30 (39.5%) 0 2023-2024 56 2 (3.5%) 23 (41%) 31 (55%) 0 2022-2023 48 4 (8.3%) 28 (48%) 16 (33.3%) 0 Complaints closed after escalation Year Number of complaints closed Upheld Not upheld Partially upheld Resolved 2024-25 141 14 (9.9%) 81 (57.45%) 45 (31.9%) 1 (0.7%) 2023-24 129 15 (11.6%) 61 (47.2%) 52 (40.3%) 1 (0.7%) 2022-23 134 19 (13.4%) 58 (42.5%) 57(42.5%) 0 Stage One complaints usually involve a single issue, while Stage Two complaints often include multiple points. According to SPSO guidance, single point complaints must be either upheld or not upheld, they can't be partially upheld. A complaint can be partially upheld only if it contains multiple points with mixed outcomes. A complaint is considered resolved when both Perth & Kinross Council and the customer agree on an action to fully settle the issue, without deciding whether it is upheld or not. The average time, in working days, for a full response to be issued to complaints at each stage Year Average time Stage One complaints (working days) Average time Stage Two complaints (working days) Average time escalated complaints (working days) 2024-2025 5.8 days 23.1 days 17.2 days 2023-2024 6.1 days 30.9 days 25.5 days 2022-2023 5.2 days 30.5 days 22.5 days SPSO procedures specify that Stage One complaints should be resolved within 5 working days, or if required up to 10 working days if agreed with the customer and Stage Two complaints should be resolved within 20 working days. The percentage of complaints, at each stage, which were closed in full within the set timescales Year Stage 1 complaints closed within 5 working days Stage 2 complaints closed within 20 working days Escalated complaints closed within 20 working days 2024-2025 70.8% 67.1% 85.8% 2023-2024 63% 32% 47% 2022-2023 71.7% 37.5% 56.7% Page 34 of 136
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The percentage of complaints, at each stage, where an extension to the 5 or 20 working days response timescales has been authorised Year % of Stage One complaints closed where an extension was authorised % of Stage Two complaints closed where an extension was authorised % of escalated complaints closed where an extension was authorised 2024-2025 29.2% 32.9% 14.2% 2023-2024 36.9% 78% 53% 2022-2023 28.3% 68.8% 50% Page 35 of 136
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Appendix 2 SPSO Investigations As would be expected, closing more complaints in this reporting year (217) than last (185) sees an increase in customers escalating their complaints to the SPSO. SPSO Action in relation to Referrals about PKC Complaints 2024-2025 2023-2024 2022-2023 Provision of advice 18 10 15 Early resolution 26 15 32 Investigation 0 1 1 Currently being considered 10 Total 54 26 48 Of 26 early resolution cases reviewed by the SPSO, 17 were not progressed as the Council’s response showed good complaint handling with no concerns raised. The remaining cases were closed for reasons such as limited benefit, inability to proceed, or a mutually agreed simple resolution. Local Authority complaints by subject received by the SPSO. 2024-2025 2023-2024 Subject PKC All LAs PKC All LAs Building Control 0 99 (6.24 %) 0 15 (1%) Consumer Protection 0 2 (0.1%) N/A N/A Economic Development 0 3 (0.2%) 0 1 (0.5%) Education 5 (9.3%) 214 (13.5%) 2 (8%) 199 (14%) Environmental Health & Cleansing 2 (3.7%) 90 (5.7%) 1 (4%) 128 (9%) Finance 3 (5.5%) 102 (6.4%) 1 (4%) 76 (5%) Fire & Police Boards 0 4 (0.3%) 0 1 (0.5%) Housing 16 (29.6%) 457 (28.8%) 7 (27%) 354 (25%) Land & Property 3 (5.5%) 29 (1.8%) 0 20 (1.5%) Legal & Admin 2(3.7%) 88 (5.6%) 2 (8%) 63 (5%) National Park Authorities 0 2 (0.13%) 0 5 (0.5%) Other 0 13 (0.8%) 0 5 (0.5%) Personnel 0 1 (0.06%) 0 5 (0.5%) Planning 5 (9.25%) 142 (9%) 5 (19%) 147 (11%) Recreation & Leisure 1 (1.9%) 31 (2%) 0 21 (1.5%) Roads & Transport 8 (14.8%) 151 (9.5%) 2 (8%) 145 (10%) Social Work 9 (16.6%) 166 (10.5%) 3 (12%) 137 (10%) Subject unknown or Out of Jurisdiction 0 73 (4.6%) 3 (12 63 (5%) Valuation Joint Boards 0 5 (0.3%) 0 4 (0.5%) 6 Page 37 of 136
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Welfare Fund – Community Care Grants 0 2 (0.13%) 0 2 (0.5%) Welfare Fund - Crisis Grants 0 1 (0.06%) 0 2 (0.5%) Total 54 1,585 26 1393 Recommendations made by the SPSO As indicated earlier in the report there were no Decision Reports with recommendations made by the SPSO in relation to Perth & Kinross Council in 2024- 2025. Page 38 of 136
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Scrutiny and Performance Committee Perth and Kinross Council (14 January 2026) Children, Young People, and Families Partnership (5 December 2025) Date of Meeting: 19 November 2025 Report Title: Perth and Kinross Child Protection Committee Standards and Quality Report 2024/2025 Report Number: 25/318 Report Authors: Julie Baker, Child Protection Interagency Coordinator and Graham Binnie, Independent Chair of the Perth and Kinross CPC (FBSCommittee@pkc.gov.uk) Organisational Lead: Arun Singh, Strategic Lead – Children, Families and Justice 1. Purpose 1.1 Perth and Kinross Child Protection Committee (CPC), in compliance with Scottish Government guidance, publishes an annual Standards and Quality (S&Q) report. This report is routinely presented to elected members on an annual basis. This S&Q report, for the academic year 2024/2025, provides an overview of the key activities and work of the CPC partners to protect unborn babies, babies, children and young people from harm, abuse and exploitation. 1.2 This report describes the CPC’s achievements, key strengths, and areas for improvement. It also includes an update on the CPC’s new Improvement Plan, confirms the CPC’s ongoing commitment to shared learning and continuous improvement, and the comprehensive programme of improvement work in place for academic year 2025/2026. 1.3 Sections 1. Purpose 2. Recommendations 3. Structure of Report 4. Background/Context 5. Analysis 6. Proposals 7. Conclusion 8. Impact Value Assessment 9. Appendices 7 Page 39 of 136
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2. Recommendations It is recommended that the Committee: 2.1 Scrutinises and comments, as appropriate, on the CPC S&Q Report 2024/2025 (appendix 1), the contents of the Perth and Kinross CPC Improvement Plan 1 January 2025 – 31 July 2028 (appendix 2) and its update (appendix 3) and the Executive Summary of the CPC S&Q Report (appendix 4). It is recommended that the Council: 2.2 Notes the wide range of work being carried out by Perth and Kinross Council and their partners, through the CPC, to provide high quality services to protect children and young people, in particular, the high-level of commitment to continuous improvement through quality assurance and self-evaluation; and 2.3 Endorses the contents of this report, the CPC S&Q Report 2024/2025 (appendix 1), the contents of the CPC Improvement Plan 1 January 2025 – 31 July 2028 (appendix 2) and its update (appendix 3) and the Executive Summary of the CPC S&Q Report and Infographic for 2024/2025 (appendix 4). 3. Structure of Report 3.1 The 2024/2025 report has been structured in a different format to previous years reports to bring it into greater alignment with the CPC Improvement Plan (appendix 2). The report is structured over the following sections: • Section 1: Continuous Improvement. • Section 2: Public information, engagement and participation. • Section 3: Strategic planning and connections. • Appendices 4. Background/Context 4.1 CPCs in Scotland are encouraged to publish an annual report in compliance with the requirements described in protecting children and young people: Child Protection Committee and Chief Officer responsibilities, published by the Scottish Government in February 2019. This report covers the work of the CPC for the academic year from 1 August 2024 to 31 July 2025. 4.2 The format of the S&Q report now aligns with the three main functions of CPCs so that the work of the CPC can be more clearly tracked in terms of its key priorities as established in the Improvement Plan 1 January 2025 – 31 August 2028 (appendix 2). Page 40 of 136
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4.3 The S&Q report presents an overview of performance in services to protect unborn babies, babies, children and young people and is based on sound evidence, obtained through a range of single and multi-agency key performance indicators (data), quality assurance and self-evaluation activities. It describes achievements, key strengths, and areas for further improvement. Within appendix 4, the Executive Summary of the CPC S&Q Report and Infographic for 2024/2025, there is a high-level overview of the work of the CPC in 2024/2025. 4.4 The S&Q report was approved by the members of the CPC at its meeting on 16 September 2025. 5. Analysis 5.1 As noted in appendix 1, there has been a change in the leadership of the CPC with the retiral of the Independent Chair in June 2025. A successor was subsequently appointed, commencing their position in August 2025. 5.2 The S&Q report provides data and narrative regarding performance management information on key multi-agency child protection processes (pages 6 to 14 of appendix 1). As reported within the S&Q report for 2023/2024 (report no. 23/371 refers), the statistics for 2024/2025 show that the decrease in the number of unborn babies, babies, children and young people involved in formal child protection processes has continued. These include Inter-agency Referral Discussions (IRD), Child Protection Planning Meetings and Joint Investigative Interviews. The number of unborn babies, babies, children and young people referred to the Children and Families Social Work teams has steadied following year on year increases. The number of unborn babies, babies, children and young people on the Child Protection Register has again decreased, which would be anticipated given the reduction in the use of formal child protection processes. The number of unborn babies referred also remained steady as a percentage of the overall number of recorded pregnancies within Perth and Kinross. 5.3 The reduction in the use of multi-agency child protection processes is explored on page 5 to 6 of appendix 1. The three factors identified in the CPC S&Q Report for 2023/2024 remain relevant: the realignment of services towards earlier intervention commenced in 2022; multi-agency work to ensure that IRDs are consistently and proportionately convened; and the likelihood that figures for formal child protection processes are returning to more expected levels following the increases seen during the COVID-19 pandemic. The CPC’s subgroup, the Quality Assurance Working Group (QAWG), when reviewing these factors also noted that the implementation of the Safe & Together model in working more effectively in domestic abuse (commenced 2021) has made a positive difference. 5.4 In 2024/2025, the CPC launched a new Quality Assurance Strategy and Schedule to set out a framework for its continuous improvement activities. Page 41 of 136
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Pages 14 to 25, of appendix 1 outlines the major findings from its multi- agency and desktop audits with a series of infographics. This self-evaluation work has again provided reassurance that unborn babies, babies, children and young people in need and/or at risk received good immediate responses which were delivered through strong multi-agency working relationships. Areas for development identified through the self-evaluation activity are remitted to the relevant service or agency and progress is tracked through the QAWG. 5.5 The CPC’s training offer in 2024/2025, delivered free of charge to practitioners from across the partnership, is evaluated in pages 25 to 32 of appendix 1. The findings from the Training Needs Analysis undertaken by the Learning and Development Officer are outlined in terms of the barriers staff reported in terms of accessing training. The information from the analysis was used to inform the creation of the training programme for 2025/2026. 5.6 The CPC has been focused on including first line practitioners within its work to ensure that operational perspectives are included in the development or revision of guidance. On pages 32 and 33 of appendix 1, the work of the guidance group is discussed and links provided to the documents that they have already updated. 5.7 From pages 34 to 41, Section 2 of appendix 1 details the test of change made by the CPC with respect to public engagement in April 2025 in the Letham area of Perth. It goes on to detail how the voices of children, young people and family members who have been involved with our services were sought through the annual multi-agency audit. 5.8 Pages 42 to 45 of appendix 1 details the structure and governance of the CPC, its working groups and its work to strengthen public protection arrangements. 5.9 Partnership updates are provided from pages 45 to 58 of appendix 1, detailing the implementation of the Bairns’ Hoose pathfinder in Tayside and brief updates from some of the CPC’s partners, including Barnardo’s, NSPCC, the Whole Family Wellbeing Fund and Young Carers, showcasing some of their valuable work to support unborn babies, babies, children and young people. 5.10 The CPC’s new Improvement Plan which runs from 1 January 2025 - 31 July 2028 is provided at appendix 2, along with a progress report on its actions which was approved at the CPC on 16 September 2025. 6. Proposals 6.1 It is proposed that the Committee recognises the progress of the CPC in working towards the full implementation of its improvement actions as detailed in the Improvement Plan (appendix 2) and the progress report (appendix 3). Page 42 of 136
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7. Conclusion 7.1 The annual Perth and Kinross CPC S&Q Report 2024/2025 provides a comprehensive, high-level overview and analysis of the work carried out by the CPC, partner services and agencies to keep children and young people safe and protected. It provides detailed evidence that the CPC is a highly effective multi-agency partnership which is fulfilling its three statutory functions of continuous improvement, public information, engagement and participation and strategic planning and connections. 8. Impact Value Assessment 8.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment. 9. Appendices 9.1 Appendix 1: Perth and Kinross CPC Standards and Quality Report 2024/2025 9.2 Appendix 2: Perth and Kinross CPC Improvement Plan 1 January 2025 – 31 July 2028 and progress report as of 16 September 2025 9.3 Appendix 3: Perth and Kinross CPC Improvement Plan 1 January 2025 – 31 July 2028 and progress report as of 16 September 2025 - Update 9.3 Appendix 4: Perth and Kinross Executive Summary of the CPC Standards and Quality Report and Infographic 2024/2025 Page 43 of 136
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Appendix 1 Perth and Kinross Child Protection Committee Standards and Quality Report 2024/2025 7 Page 45 of 136
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1 To quickly move to a section within this report, simply press the CTRL button and click on the section to which you would like to navigate below. Contents Foreword ............................................................................................................. 1 Acknowledgment from the CPC ......................................................................... 2 Welcome from the CPC ..................................................................................... 2 Preface ............................................................................................................. 2 Infographic – Standards and Quality Report 2024/2025 ........................................... 4 Section 1 – Continuous Improvement .................................................................... 5 Section 2 – Public Information, Engagement and Participation ............................... 34 Section 3 – Strategic Planning and Connections .................................................... 42 Abbreviations ..................................................................................................... 59 Appendix 1 – Letham Engagement Activities Evaluation ......................................... 60 Foreword I am pleased to present our Annual Report which, for many years, has provided an evaluation of the work of the CPC over the last year and set priorities for improvements for the years ahead. The CPC uses data to monitor pressures and plan improvements based on accurate information and intelligence. Over the years, it has become more effective at measuring trends in the data to compare and contrast with national figures. This year, the number of Child Concern Reports (CCRs) received has steadied somewhat, in contrast to the year-on-year increases seen since 2020. However, the subsequent key processes of Inter-agency Referral Discussions, Child Protection Planning Meetings, new registrations on the Child Protection Register and the number of unborn babies, babies, children and young people on the Register at the end of 2024/2025 have all continued to reduce as part of a five-year downward trend. The CPC’s subgroup, the Quality Assurance Working Group, monitors these figures on a regular basis and provides the CPC with their analysis. This provides assurance that early and effective intervention work which has been in place since 2022 through revised commissioning and project developments as part of the Whole Family Wellbeing Fund, has provided support to families before matters escalate to requiring formal child protection intervention. The CPC has undertaken a range of audit work in 2024/2025. A multi-agency audit, using the Care Inspectorate Framework, is planned each year and this year the focus was on those children and young people on the Child Protection Register for whom neglect was the primary issue. In addition, desktop audits were undertaken by the Child Protection Inter-agency Coordinator. These reviewed the inclusion of the views of children and young people in the child protection process and the impact of the introduction of the Safe and Together framework on Page 46 of 136
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2 child protection work where domestic abuse is a feature. Overall, the findings of the audits were positive and the improvement actions arising from the audits are being progressed. The CPC acknowledges that the most effective way of safeguarding children is through high quality, skilled multi-agency practice and this year there has been a number of actions to support this. These have included a Training Needs Analysis to ensure our training offer for 2025/2026 is meeting the needs of staff; a number of Community of Practice Events and the updating of CPC guidance in partnership with first line staff. Of particular importance both locally and nationally has been the CPC contribution to work on the development of a public protection approach involving all partnerships supporting vulnerable people. Locally, there has been progress in areas such as transitions; Violence Against Women and Girls; Child Protection and Suicide Prevention; and on governance across the partnerships and this will continue to be a major focus for the coming year. In conclusion, this has been a positive year for the CPC, achieved by maintaining a focus on working together with stakeholders including leaders and practitioners in child protection services, as part of a public protection approach and with families and communities. Bill Atkinson Bill Atkinson Independent Chair of the Child Protection Committee (2018 – June 2025) Acknowledgment from the CPC Our Independent Chair, Bill Atkinson retired in June 2025, after more than seven years in the position and a long, distinguished career in social work and child protection. The CPC would like to extend their heartfelt thanks to Bill for his calm and focused leadership over the years and his strong commitment to improving the lives of children, young people and their families. We wish him well for a long and happy retirement. Welcome from the CPC Following Bill Atkinson’s retirement, the CPC are pleased to welcome Graham Binnie as their new Independent Chair. Graham joins the CPC following many years of service with Police Scotland, bringing a wealth of experience in public protection and familiarity with Perth and Kinross through his years in Police Scotland’s Tayside Division. Preface In late 2024, the CPC refocused its Improvement Plan to ensure its actions were specific, measurable, achievable, realistic and time bound. The Improvement Plan is now organised around the three primary areas of responsibility of all CPCs: • Continuous improvement. • Public information, engagement and participation. • Strategic planning and connections. The plan commenced on 1 January 2025, runs to 2028,and is available here. The structure of this report aligns with that of the improvement plan and is divided into the same three main sections. The aim of this alignment is to support readers to track the work of the CPC and its impact more clearly. Page 47 of 136
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3 A note about terms All abbreviations within this report are set out when first used and a list of abbreviations can be found here. Please note that, within this report, efforts are made to refer to ‘unborn babies, babies, children and young people’ wherever appropriate rather than simply ‘children and young people.’ Research indicates that it is important that we name babies in safeguarding work to help us avoid the ‘baby blind spot’ and to raise awareness of the unique needs of babies, in the same way that we differentiate those of children from young people. Page 48 of 136
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4 Infographic – Standards and Quality Report 2024/2025 Page 49 of 136
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5 Section 1 – Continuous Improvement 1.1 Introduction Evidencing continuous improvement relies on being able to demonstrate the difference our partnership is making to unborn babies, babies, children, young people and families in Perth and Kinross. To this end, this section commences with a full overview of this year’s child welfare and protection performance information. Next, our self-evaluation activity and its outcomes over 2024/2025 are outlined, giving substance to the practice which underpins the statistics and offering reassurance on the service delivered to unborn babies, babies, children, young people and families. An analysis of our Learning and Development offer and innovations in 2024/2025 then follows, recognising the importance of learning and development in continuous improvement. Finally, a synopsis of the improvement work that has been completed in partnership with multi-agency first line practitioners over the year is provided, illustrating the importance of bringing together strategic and operational staff to drive continuous improvement. 1.2 Performance Information - What is the data telling us? Understanding and intelligently using data are cornerstones of continuous improvement. The CPC’s subgroup, the Quality Assurance Working Group (QAWG), carefully reviews and interrogates the data presented below at each meeting. This enables trends to be explored, and further enquiries made timeously, if required. The full dataset is also presented to the full CPC with observations from the QAWG so that all members have an opportunity to review the data and make any enquiries they deem relevant. This year’s data mainly follows the trends observed last year with the number of children and young people involved in formal child protection processes continuing to fall. With its ongoing work and responsibility for overseeing the National Minimum Dataset for child protection, the QAWG were keen to timeously explore the reasons that might underpin the decrease in the numbers of children on the Child Protection Register (CPR) and those involved in other key processes. The QAWG invited the Service Manager for Children and Families Social Work (CFSW) to their meeting in February 2025 to discuss the decrease in numbers and consider what may be driving the changes. Four main areas were identified as contributing to the reduction: • Getting it right for every child (GIRFEC), with its clear focus on making sure that children and young people get the support they need, at the time that they need it, has been shaping practice in Scotland for 17 years. Universal services have developed expertise in planning for children and young people and have benefited from additional or realigned resources such as Community Link Workers in schools, universal youth work or early years support practitioners in health services. More recently, the cultural shift prompted by the Promise from 2020 onwards, has brought a stronger focus on family and community support and doing things differently to reduce stigma and promote engagement with families. • Locally, innovations enabled by funding from the Whole Family Wellbeing Fund (WFWF) have included the Families Empowering Communities project, enhanced support for families at earlier stages, and the extended support in mornings, evenings and Page 50 of 136
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6 weekends through the COPE team for families in which children were on the edge of care. These resources were not available prior to 2022, which is when the realignment of Children and Families Social Work Service Level Agreements and the significant additional funding provided by the Scottish Government through WFWF began. More information on the innovations supported by funding from the WFWF can be found at Section 2.4. • The embedding of the Safe & Together™ model in Perth and Kinross, commenced in 2021, has changed the way in which CFSW intervene in domestic abuse cases, reducing the need for and use of formal measures. This was undertaken through significant funding being provided by Scottish Government and delivered through Equally Safe. This provides further reassurance and evidence that the redirection of resources towards early intervention, commenced in 2022, is ensuring that fewer children and young people require intervention at a child protection level. • It is important to note that CFSW fieldwork teams continue to work with a similar number of children and young people as in previous years and what appears to have changed is the basis on which CFSW teams offer support to unborn babies, babies, children, young people and their families, with a stronger focus on partnering with them to promote engagement. The QAWG has been able to determine through open exploration, interrogation of statistics and through having an overview of all CPC self-evaluation work, that the reduction of the use of formal child protection processes appears to be the result of the coalescence of local and national drivers which have gradually been shifting practice over time. It is also notable that the Covid pandemic created a significant ‘bump’ in the use of child protection processes and that this may cause the subsequent reduction in their use to appear more pronounced than may otherwise have been the case. The work of the QAWG in unpicking and exploring possible narratives behind the reduction in the use of child protection processes provides a strong level of reassurance that unborn babies, babies, children and young people in need and at risk continue to benefit from high quality services in Perth and Kinross. 1.2.1 Child Concern Reports (CCR) A CCR is generated when a service, agency, or individual contacts Children and Families Social Work (CFSW) to raise a concern or an issue regarding an unborn baby, baby, child, or young person. CCRs range from requests for early help through to the most serious child protection concerns. Page 51 of 136
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7 Overall CCR numbers The total number of CCRs has leveled off following consistent increases over a number of years whilst the number of children and young people subject to a CCR has fallen slightly. These changes are partly attributable to a new data recording system which has changed the process for recording CCRs and continues to be developed, so may impact the way CCRs are reported in the future. Several CCRs can relate to the same child or young person, particularly where there have been multiple or repeated concerns about them. Within police and social work services, escalation and trigger mechanisms are in place to monitor and review multiple or recurring CCRs. Where the child or young person has an allocated social worker, the CCR is shared with their worker for further investigation, assessment and follow-up. Where the child or young person does not have an allocated social worker, multi-agency screening arrangements determine next actions – these options include single or multi-agency assessment and support, referral to the Reporter (Scottish Children’s Reporter Administration – SCRA) for consideration of compulsory measures of care, referral to a Third Sector organisation for help and support and no further action, if appropriate. CCRs which are clearly of a child protection nature or which, after multi-agency screening, indicate the need for a child protection investigation are immediately fast-tracked for an Inter- Agency Referral Discussion (IRD) so that safety plans can be put in place without delay. CCRs by age-range The proportion of children and young people with a CCR in most age groups has remained relatively steady. There has been a slight increase in the 5-10 age group and a slight decrease in the proportion of children and young people in the 11-15 age group. Page 52 of 136
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8 CCRs by source The main source of CCRs continues to be Police Scotland, followed by Education Services and Health Services. Overall, these three source groups account for over 85% of all CCRs submitted. The number of CCRs submitted by Police Scotland has been continually increasing over the last 5 years. Any Police Officer can raise a CCR, and these are coordinated and quality assured, prior to sharing, by Police Scotland’s Tayside Division’s Risk and Concern Hub. 1.2.2 IRDs When a child protection concern is received, an IRD is convened by Police or Social Work. This is a multi-agency meeting in which babies, children or young people who may have been subjected to, or are suspected of causing, significant harm are discussed, a decision is made on whether a child protection investigation is required, safety plans are put in place and next actions are planned to secure the baby, child or young person’s immediate safety. The number of children and young people subject to an IRD has fallen again this year, as has the number of IRD discussions taking place (which may involve more than one child or young person). Following an IRD there are a number of possible outcomes; if a joint child protection investigation (social work and police) is required, this may involve a joint investigative interview and/or a forensic medical examination of the baby, child or young person. The IRD may consider applying for emergency legal orders to protect the child or young person, making a referral to SCRA, recommending that a Child Protection Planning Meeting (CPPM) is convened, or referring to a single service or agency for intervention and support. Further in this section, at 1.3, the positive improvements that we have made since the introduction of the Tayside IRD Guidance in 2020 are documented through the outcomes of our audit activity which has evidenced that our responses to immediate concerns are strong and effective. This suggests that the reduced number of IRDs in 2024/2025 is likely to reflect the maturation of a proportionate, assessment-based approach involving supporting families at an earlier stage as highlighted in last year’s report. Page 53 of 136
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9 1.2.3 Joint Investigative Interviews (JIIs) A possible action from an IRD is for the child or young person to be invited to take part in a Joint Investigative Interview (JII). This is where a police officer and a social worker, both with advanced training, interview the child or young person to give them the opportunity to disclose, in their own words, at their own pace and in a trauma-informed environment, what may have happened to them. JIIs also aim to achieve the best evidence for the justice system, should the Crown Office and Procurator Fiscal Service pursue a criminal prosecution in respect of any alleged criminal behaviour toward the child or young person. The number of children and young people who have participated in a JII has again fallen. This is in alignment with the reducing numbers of IRDs and child protection investigations. 1.2.4 Joint Paediatric Forensic Medical Examinations (JPFME) A further action from an IRD or following a JII is for a special medical examination of the child or young person to be conducted by a highly trained and experienced paediatrician. The number of children and young people who have had a JPFME carried out shows considerable variation from year to year as can be seen from this chart. 1.2.5 Child Protection Planning Meetings (CPPMs) CPPMs are the mechanism through which an unborn baby, baby, child, or young person’s name may be added to the Child Protection Register (CPR), They are multi-agency meetings which are only convened following a child protection investigation (ordinarily the decision of an IRD) when it is believed that an unborn baby, baby, child, or young person has been significantly harmed or may be at risk of being significantly harmed. The CPC closely monitors registrations, de- registrations, re-registrations and the length of time children and young people remain on the CPR as part of its quality assurance work. Page 54 of 136
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10 Pre-Birth Child Protection Planning Meetings (Pre-Birth CPPMs) In 2024/2025, 114 unborn baby referrals were received in total, the majority of which are from NHS Tayside. Following multi-agency screening and assessment, 19 unborn babies were the subject of a multi-agency Pre-Birth CPPM. At the Pre-Birth CPPM, 18 (95%) out of the 19 unborn babies considered were registered on the Child Protection Register (CPR). All unborn babies registered on the CPR are subject to a multi-agency Child Protection Plan. These cases tend to be complex with multi-faceted areas of concern, vulnerability and needs. This continued high level of pre-birth registrations also impacts the age profile of those placed on the CPR. Overall, unborn babies and young children under five remain the majority of those currently registered on the CPR. The remaining 95 unborn baby referrals, where the pregnancy continued, all received or were offered a variety of other supportive interventions and responses, including single agency or service support and multi-agency support. Initial Child Protection Planning Meetings (ICPPMs) Despite the high numbers of CCRs, the number of children and young people being considered at ICPPMs has fallen over the last three years. This indicates that alternative single and / or multi- agency supports had effectively been put in place for families at an earlier stage, preventing escalation to child protection processes. A key part of this has been the increase in the use of multi-agency Child or Young Person’s Plans, which provide early and effective intervention, help build positive relationships with the family and are coordinated by a Lead Professional. This appears to be working well to reduce risks, which in turn, lowers the numbers of ICPPMs that may be required to be held. Of the 33 children and young people who were considered at an ICPPM, 31 (94%) had their names added to the CPR. From the ICPPM, the 31 children and young people became the subject of a multi-agency Child Protection Plan, coordinated by their Lead Professional, which in child protection situations is always a social worker. For the two children and/or young people whose names were not added to the CPR, a Child or Young Person’s Plan would have been put in place and support offered to the family. The high conversion rate of ICPPM and Pre-Birth CPPMs into child protection registrations offers reassurance that the decision to convene a CPPM is being made robustly, ensuring that families are not being referred into this intensive process unnecessarily. This also enables stronger focus to be retained on the small number of unborn babies, babies, children and young people who are assessed as at significant risk of harm. Page 55 of 136
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11 Review Child Protection Planning Meetings (RCPPMs) RCPPMs consider whether a child or young person’s name should be retained on or may be removed from the CPR. They take place at standardised intervals following the ICPPM in line with national guidance. Where sufficient progress has been made, the RCPPM can make a decision to remove (de-register) an unborn baby, child or young person from the CPR. This is always a multi-agency decision. If insufficient progress has been made, the child or young person’s name will be retained on the CPR with consideration given as to whether compulsory measures may be required through a referral to SCRA. The number of children and young people considered at a RCPPM shows a general downward trend over the last five years, as does the proportion of continued registrations. New Registrations on the Child Protection Register (CPR) New registrations include unborn babies and registrations following CPPMs. These figures can routinely include large family sibling groups of five and more. The number of new registrations on the Child Protection Register (CPR) has fallen this year. This is closely related to the relatively similar numbers of Initial CPPMs taking place. The number of new registrations on the CPR has been generally decreasing over the last five years, following a sharp increase in 2018/19. Children on the Child Protection Register as at 31 July 2025 Following the previously described factors, which have resulted in a levelling off in the number of Initial CPPM and registrations taking place, the number of children and young people’s names on the CPR at 31 July 2025 shows a significant reduction to eighteen, the lowest level since 2013. This reduction correlates with the redirection of partnership resources towards earlier intervention and support in 2022 and the inception of the Whole Family Wellbeing Fund and the innovations it has facilitated in early intervention practice. It is also a consequence of the significant investment made to secure consistent Chairing of CPPMs and the increasing use of Child and Young People’s Plans at a much earlier stage; thus, reducing the need to go to CPPM and CPR Registrations. Page 56 of 136
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12 Length of Registration Most CPR registrations last less than a year, and the number of children and young people who remain on the CPR for 12 months or more remains low following an increase in 2020/21. Many of the children and young people who are on the CPR for longer periods have multiple and / or complex needs which require coordinated support. The number of children and young people whose names are on the CPR for a period of less than 5 months indicates that a proportionate approach is being taken as children and young people should naturally move between levels of intervention as their situation improves, or should it deteriorate. For example, a child on a child protection plan should return to being on a child’s plan when risks have reduced and are being appropriately managed, evidencing proportionality. Re-Registrations Re-Registrations take place where the previous improvements in the child or young person’s circumstances have not been sustained, and the risk of significant harm has returned. The number of children and young people that are re-registered (placed) on the CPR, having been previously removed from the CPR, has fallen slightly, but remains above the significantly low levels seen in 2020/21. Most of these children and young people had last been removed (de-registered) from the CPR more than two years previously, following a multi-agency robust assessment and review meeting agreement. 1.2.6 Referrals to Scottish Children’s Reporter Administration (SCRA) Please note these figures are based on Financial Years (01 Apr – 31 Mar) The number of Children’s Hearings being convened across Tayside has not changed significantly. Perth and Kinross has seen a increase of 7% while the number of hearings taking place in Angus has increased by 14%. There has been a reduction of 6% in Dundee. Page 57 of 136
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13 Referrals to SCRA (figures based on Financial Years (01 Apr – 31 Mar) The overall number of referrals to SCRA from Perth and Kinross shows an increase of 24% this year, and a similar increase of 20% in the number of individual children being referred to SCRA. There has been a slight increase in the number of referrals being made by CFSW of 7%. Police referrals increased by 25% in the same period and referrals directly from Education increased by 57%. These trends have not been replicated elsewhere in Tayside and require further exploration. The basis of most referrals continues to be under s67(2)(a) of The Children's Hearings (Scotland) Act 2011 – lack of parental care - but is very closely followed by 67(2)(j) –the child has committed an offence and s.67(2)(o) – failed to attend school regularly without reasonable excuse. The increase in the number of referrals under s.67(2)(o) is to be expected in line with the increase in the number of referrals from education. Compulsory Supervision Orders (CSOs) Figures based on Financial Years (01 Apr – 31 Mar) Children and young people who are placed on a CSO are formally considered to be looked after, either at home or away from home in another placement, and they are subject to regular supervision visits and contacts by a social worker who is responsible for their overall plan of care. The number of children and young people placed on CSOs and the number of children and young people who remained on a CSO, has remained steady, but shows a general downward trend over the last five years, including in the most recent financial year. The current conversion rate of non-offence referrals to Grounds hearings is 45%. The conversion rate of referrals from CFSW to Grounds hearings is 58%. Child Protection Orders (CPOs) Figures based on Financial Years (01 Apr – 31 Mar) CPOs are emergency legal orders which are only granted by a Sheriff when there is clear evidence that a baby, child, or young person is at significant and immediate risk of harm and the parent or primary caregiver does not agree to non-compulsory measures of protection, such as accommodation under Section 25 provisions of the Children (Scotland) Act 1995. This year, the number of CPOs sought and granted has remained low, which reflects the strength of the work being undertaken at an earlier stage for children, young people and their families. Page 58 of 136
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14 This year, the number of children and young people placed on Child Protection Orders (CPOs) has stayed low, following a drop in 2021/22. Nationally CPO numbers rose by 5%, and the actual numbers of children and young people involved in PKC remains relatively small at only nine. 1.3 Self-evaluation & Audit Activity In late 2024, the QAWG created two documents, the first of which was the Quality Assurance Strategy which clearly set out the ethos of the CPC’s improvement work, ensuring that the impact of services on children, young people and their families, and their involvement in this kind of activity was centred. The second document was the Quality Assurance Schedule (2025 – 2028), a calendar of planned self-evaluation activity over a three-year period. Each year, a minimum of three desktop audits are undertaken solely by the Child Protection Interagency Coordinator (CPIC) and one full, multi-agency audit undertaken by a team of multi- agency reviewers. The audit topics have been determined by QAWG, with one space left per year to ensure that any new, arising issues can be explored as required. The Quality Assurance Schedule has a RAG (red, amber, green) status for each activity so that progress can be tracked and it is updated on a six-monthly basis. Page 59 of 136
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15 Through setting out our self-evaluation plan and ensuring that our partnership workforce is aware of what the audit topics will be, we plan to move from a deficit-based model of self- evaluation towards one in which agencies and services have the opportunity to do their own assessment of practice and plan towards improvement over time in advance of the CPC’s audit work providing an independent overview of progress. To support this, the CPC’s subgroup, the Practice Improvement Working Group (PIWG) has produced a workplan to support continuous improvement over the period of the Quality Assurance Schedule. To be effective, the outcomes and learning from self-evaluation activity must be disseminated widely and so, infographics and executive summaries are created from the results for each audit, and these are shared across the partnership and can be used to inform the improvement plans of individual teams and agencies. When actions are identified from audit activity, they are referred back to the relevant service or agency and progress is monitored through an action log via the QAWG. Over the next several pages, the findings from our desktop and multi-agency audits are provided through a brief summary and infographic from each. 1.3.1 Desktop Audit 4 – The voices of children and young people within child protection processes (February 2025). Children and young people at risk of harm have a right to have their views sought and taken into account during the child protection process. This principle has been strengthened through the introduction of the Scottish Child Interview Model (SCIM) in May 2024. SCIM is robust in its efforts to ensure that children and young people are given the information and the support they need to decide whether they wish to consent to being jointly interviewed by police and social work when there has been a child protection concern for them. However, it is important that, at every stage, children and young people’s voices are heard and, where they are pre-verbal or non-verbal, that their views are sought through careful observation of them and their behaviours. Clear strengths were identified in this audit with practitioners offering children and young people a choice of ways to participate in meetings and to share their views. Relationships between practitioners, children and young people were strong and their needs were clearly central in decision-making. However, it was found that there needed to be further work in supporting children and young people to contribute and participate in ways that better suit them, the adoption of a routine approach to referring children and young people for Independent Advocacy and greater recognition that seeking their views is an integral part of child protection work, not a discrete activity. Page 60 of 136
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17 1.3.2 Desktop 5 – Implementation of Safe & Together™ in Perth and Kinross (March 2025) Considerable time and resources have been put into the implementation of the Safe & Together™ model since 2021. It was important to see whether the envisaged cultural shift in working with domestic abuse was underway. Safe and Together™ focuses on keeping child/ren protected from harm and in their care of their non-abusive parent wherever safe and possible to do so. It is an approach to working with domestic abuse in which the social worker and the team around the child partner with the non- abusive parent, recognising their protective actions to keep their children as safe as possible. Importantly, practitioners endeavour to hold the abusive parent accountable for their behaviour and parenting choices. There has typically been a victim-blaming narrative in domestic abuse and Safe & Together™ turns this on head, instead of asking why does the abused person stay in the relationship, the question becomes why does the abusive person behave in a controlling or violent manner towards their life partner? It places responsibility where it belongs – with the person who is causing the harm. The results of this audit were very pleasing, with a clear shift towards victim/survivor-focused practice, recognition of the protective actions of the non-abusive parent clearly described in reports and better contextualisation of the impact of abuse on victims/survivors, such as frequent house moves and disruption to friendships, support, education and careers. This may be through fleeing abuse or through the perpetrator deliberately moving the victim/survivor away from their friends, family and supports. It was clear that workers repeatedly reached out to the abusive parent to try to engage with them, even when these attempts were rejected many times. There were only two minor areas for development identified – greater consideration of the interaction of domestic abuse, mental health and substance use and a need to continue to focus on engaging with both parents. These development points were referred to the Safe & Together™ steering group for their consideration. . Page 62 of 136
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19 1.3.3 Desktop 6 – Effective Practice in IRDs (July 2025) IRDs are an essential part of the child protection process. Following new IRD guidance in 2020, an audit was completed in 2022 to assess the compliance of IRD practice with the new standards. The QAWG selected this topic to revisit the results of the 2022 exercise and establish the quality of practice five years on from the new guidance. A sample of six IRD minutes were reviewed by the CPIC using the same tool as the 2022 evaluation. As the infographic, which compares findings from 2022 with 2025, below shows, there have been significant improvements in practice. Of the four improvement actions noted in 2022, one has been fully met in terms of consistency of use of the template, one has been paused for some time pending the rollout of the national IRD training, one has not been possible due to a reduction in support staff over the period and only one action, clearer recording of the rationale for decisions, continues to be relevant. Overall, the results from this audit were very positive, with all 6 minutes reviewed being of good quality and having excellent attendance from the four core services (Education, Health, Police and Social Work) wherever applicable. There was lots of good evidence of information being gathered and effectively shared to ensure that plans could be created to keep children and young people at risk of harm safe. Page 64 of 136
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21 1.3.4 Multi Agency Audit – Recognition and Response to Neglect (May 2025) Neglect is one of the most common forms of child maltreatment and early recognition and response can significantly reduce its impact on children and young people. Twelve reviewers were recruited from first line practitioners and managers from across the partnership who were provided with training on the use of the Care Inspectorate’s Quality Framework for children and young people in need of care and protection (2022) as an audit tool. Over 20 professionals had volunteered to be reviewers which was very positive and allowed for a balanced mix of professions and levels of experience to be achieved. Working in multi-agency pairs, the reviewers audited three sets of case records each over two days looking at the quality of the response for children and young people whose needs had been seriously neglected. In a new approach this year, the parents of each child or young person whose records were reviewed were contacted and they were invited to provide feedback on their experience of services. Seven parents agreed to take part in semi-structured interviews but unfortunately, only one person took part in the end. All children and young people over five were given the opportunity to share their views about how they experienced services. This was done through open questions with the support of a trusted and known adult. Three children and young people were able to provide some feedback on their experiences, and this helped inform the reviewers’ evaluation of practice and the impact of services on children, young people and families. As can be seen from the infographic below, significant strengths were identified by the reviewers who were impressed with the individualised support packages that were put in place for families and the efforts of workers who were seen as going ‘above and beyond’ to keep children and young people safe and cared for. Immediate responses to risk were strong and effective and the evidence showed that the team around the child worked hard and well with each other to build strong and trusting relationships with children, young people and families. Areas for development included ensuring that chronologies for families are created and maintained, that plans for children and young people have clear and measurable actions and that the views of babies and young or non-verbal children are actively sought and recorded through observations. Ensuring that practitioners have space to reflect on the progress that a family is, or may not be, making and adapting the plan appropriately was also recognised as an area for further development. To disseminate the learning from the multi-agency audit, an executive summary was distributed to all relevant first line managers across the partnership, along with the infographic below. All parents who had been contacted, whether they chose to participate or not, have been sent an easier read version of the infographic shown below and were invited to feedback any comments they may wish to share. Page 66 of 136
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23 1.3.5 Joint self-evaluation activity with Education and Learning The CPIC and the Wellbeing Coordinator for Education and Learning work closely together to ensure that their respective self-evaluation activities can be used as a means to triangulate findings and outcomes. For example, additional questions were added to the CPC Multi-Agency Audit to enable more accurate comparison with the planned Education and Learning Audit of Child Concern Folders. The infographic on the next page shows the similar themes that were identified across CPC and Education and Learning Evaluation work. Page 68 of 136
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25 1.3.6 Self-evaluation summary and looking forward. As has been demonstrated in this section, the CPC is committed to continuous improvement and, to this end, has established robust self-evaluation arrangements with our partners to ensure that our partnership is always working towards improving the quality of the service that we deliver to unborn babies, babies, children, young people and families. Our self-evaluation activity has consistently demonstrated that our children’s workforce, across the partnership, are committed to the best interests of families and work hard to build trusting relationships with children, young people and their parents and carers. They work well together to ensure that babies, children and young people at immediate risk of harm receive strong and effective responses. Partnership working, information sharing and keeping families informed and updated were significant strengths. The audit activity has enabled the identification of areas which could benefit from improvement, such as creating and maintaining chronologies and ensuring that plans for children and young people have clear actions which can be easily tracked for progress and review. This supports services to focus on these areas of work going forward. Looking forward, we are keen to further develop the involvement of children, young people, their parents or carers and practitioners more widely in our self-evaluation activity and will provide an update on this in our 2025/2026 report. 1.4 Learning and Development The CPC benefits from its own Learning and Development Officer (LDO) who designs and delivers the CPC’s training programme, which is delivered free of charge to all those involved in child welfare and protection work in Perth and Kinross. In this section, an overview of the new approaches in learning and development in 2024/2025 is provided, describing how the CPC has been testing out new ways to upskill and engage with practitioners and how we have been seeking and listening to their views to develop our programme for 2025/2026 through a training needs analysis. An important development this year saw the LDO qualify as a certified trainer in the Safe & Together™ model in January 2025 after a four-month course. The LDO has now delivered a full 4 day in person course as well as some one hour briefing sessions, providing an excellent resource for the partnership. The LDO has continued to deliver a full programme of free Child Protection Learning and Development opportunities, including in-person courses, Community of Practice (CoP) events, live webinars and eLearning, for inter-agency practitioners from any agency or service operating in the Perth and Kinross area. Opportunities continue to be delivered from within our existing resources by the LDO and CPIC supported where possible by CPC and sub-group members. 1.4.1 CPC Community of Practice Events (CoP) CPC CoP events aim to facilitate improved connection and share learning across our services and agencies. This supports the continued development of our child protection culture, ethos and day-to-day practice across Perth and Kinross. A total of 174 inter-agency practitioners attended our three CoP events this year. Page 70 of 136
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26 Our thematic events were: • Recognising and Responding to Disclosures (25/11/24) • Resolution and Escalation (19/02/25) • Children with Disabilities (27/05/25) CoP Evaluation Quotes 1.4.2 CPC Learning and Development Opportunities In 2024/2025, we successfully achieved our aim of increasing the availability of in-person child protection learning opportunities by almost a third. As noted in the table below, 6 in-person courses were offered across 3 of the 4 workforces (general, specific and intensive) with various opportunities available to undertake the course across the academic year. 12 out of 25 courses took place as planned with a total of 161 delegates attending. Unfortunately, 13 courses required to be cancelled due to very low registration numbers. Overall, there was reduction of 100 delegates attending from the previous year. Through the CPC Training Needs Analysis exercise discussed at 1.4.6 below, practitioners advised that they sometimes found it difficult to know what training was available to them, described that they sometimes felt overwhelmed by the volume of emails they received and that they necessarily had to prioritise emails related to their service users, patients or pupils and that pragmatically, arranging cover to attend training could be difficult. This led to discussion at the CPC Development session in May 2025 at which senior leaders committed to support and reinforce attendance at training within their services and agencies, recognising that it is important that first line practitioners, who may struggle to prioritise their own learning, are given the ‘permission’ they may need to devote some time to learning. Nonetheless, the impact of the training for the practitioners was notable. For example, those attending the half-day Child Protection Recognition and Response Course evaluated that they had increased their confidence in recognising and responding to child protection concerns significantly - from a self-evaluated 7/10 prior to the training to 9/10 after. CPC Child Protection Committee Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending Child Protection Recognition and Response (half day) 11 6 275 76 Exploring Neglect (half day) 4 1 100 15 Parental Engagement and Resistance (half day) 3 2 75 23 Page 71 of 136
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27 CPC Child Protection Committee Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending Effective Inter-Agency Practice (one day) 3 2 75 31 Children Affected by Parental Substance Use (half day) 2 1 50 16 Child Sexual Exploitation (1 day) 2 0 50 0 Totals 25 12 625 161 Analytical Comment (up 6 from 23/24) (up 4 on 23/24) (up 155 from 23/24) (down 100 from 23/24) Other Child Protection Learning & Development Courses 01.08.24-31.07.2025 Number of Available courses Number of Courses Delivered Number of Places Available Numbers of Delegates Attending E&L Child Protection Officer (1 day) 4 4 100 70 Safe & Together Core (4 days) 1 1 30 24 ELC Childcare Child Protection Basic Awareness 6 6 120 73 Totals 11 11 150 167 Page 72 of 136
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28 1.4.3 CPC Course Evaluation Feedback Safe and Together CORE – May 2025, AK Bell Library 1.4.4 E-modules The CPC delivers nine e-modules that employees of Perth and Kinross Council (including teachers and social workers) and colleagues across the partnership can complete for free, at a time and pace that suits them. These include basic child protection awareness, Getting it Right for Every Child and chronologies. Over the year, 2,549 employees of Perth and Kinross and a further 2,069 colleagues from across the partnership completed e-modules – a total of 4,618 altogether. It was pleasing to see a 15% increase in completion of the essential Child Protection eLearning Module and a 12% increase in completion of the Getting it right in Perth and Kinross eLearning Module compared to 2023/2024. However, completion of other optional Child Protection e- modules is significantly less than previous years. It remains important that inter-agency staff know what eLearning opportunities are available and how to access them. The CPC will continue to promote these across the partnership. 1.4.5 Workplace Evaluations Following each course attendees are contacted to ask about the impact of the learning event they attended in their workplace. Response tends to be relatively low but 82% of those who responded believed that the learning had either a moderate or significant benefit to their practice in the workplace. Whilst practitioners were less sure about the direct impact for children and families, almost 60% believed there was either a moderate or significant benefit of their learning on their direct practice and outcomes for families. Page 73 of 136
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29 1.4.6 Training Needs Analysis Every three years the CPC conduct a Training Needs Analysis to better understand the child protection learning and development needs of inter-agency first line practitioners and managers working in Perth and Kinross. In March 2025, 131 inter-agency staff completed the online Child Protection Training Needs Survey. Page 74 of 136
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31 As can be seen from the above diagram, inter-agency staff highlighted a number of key child protection and wellbeing training needs. These topics have been included in the 2025-2026 offer and will be delivered through the core programme as well as thematic learning events throughout the year. Staff were clear about the benefits of undertaking learning delivered by the CPC but identified barriers including lack of time to undertake learning / attend courses or obtain suitable cover for protected learning time. This may reflect the issues noted above with respect to the falling attendance numbers at training. The CPC and partners continue to work together to minimise barriers wherever possible, ensuring a blended learning approach is maintained. Participants at the CPC Development Session agreed that leadership needs to ensure that practitioners are strongly encouraged to attend CP training and that it should be viewed as a priority. We hope to report an improved picture next year. 1.4.7 New Interactive Pathways Toolkit All CPC inter-agency child protection staff learning and development opportunities are continuously updated to ensure they are compliant with the National Guidance for Child Protection in Scotland 2021; updated 2023 and the National Framework for Child Protection Learning and Development in Scotland 2024. The LDO has brought these drivers together in our robust and interactive CPC Inter-Agency Child Protection Learning Pathways and Programme Toolkit (Padlet). Here are some screenshots to illustrate its interactive nature. Page 76 of 136
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32 This updated and refreshed Pathways Toolkit clearly and simply directs practitioners to identify their Workforce Group (Wider, General, Specific or Intensive) and clarifies what child protection learning is required to undertake their role effectively. The learning pathways include a combination of eLearning and face-to-face courses. The eLearning can be undertaken flexibly; allowing busy practitioners to learn at the time, pace and place most convenient to them. However, we continue to provide as many in-person courses as we can, ensuring our learning programme offers networking opportunities where practitioners can come together. Both sets of learning opportunities meet the updated knowledge, understanding and skills required of each workforce group specified within the National Framework for Child Protection Learning and Development. 1.4.8 Learning from Learning Reviews Learning Reviews are undertaken by CPCs nationally in specific circumstances when a critical incident has occurred in which in which a baby, child or young person has been seriously harmed or died. The aim of a Learning Review is to explore what has happened and what may be learned, in terms of systems and practice, to prevent future reoccurrence. In 2024/2025, no Learning Reviews were undertaken in Perth and Kinross. However, across Scotland and the wider UK, there have been a range of Learning Reviews which have relevance for the children’s services workforce. To support staff to be aware of the themes that have arisen in Learning Reviews, we have offered the following learning opportunities on external reviews: • In November 2024, Caren McLean, Lead Officer for Child Protection in South Lanarkshire, presented a webinar on the circumstances of Young Person C and D. This was on the tragic case of Amber Gibson, who was murdered by her brother in 2021; both of whom were care experienced. • In June 2025, Eileen Marnoch and Kirsty McDiarmid from East and Midlothian Public Protection Committee presented a webinar on a recent Learning Review on the abuse of a position of trust. 1.4.9 Speed Learning Sessions The CPIC undertook a small test of change in May and June 2025 and delivered four ‘Speed Learning Sessions’ on another East and Midlothian Public Protection Committee Learning Review on Family B, in which there had been both chronic and acute neglect. Each speed learning session was scheduled on MS Teams for a maximum of 30 minutes and different time slots were organised, morning, lunchtime and late afternoon to try to provide a range of opportunities for attendance. The sessions consisted of the CPIC giving a 15-minute presentation on the key learning points from the review with the remaining 15 minutes being an opportunity for questions and discussions if so desired. It was made clear that practitioners could leave after the 15 minutes, if this were all the time that they had spare. Attendance was relatively small, but feedback was very positive with attendees appreciating the opportunity to be briefed quickly on presenting issues in child protection. As such, a further test of change will take place in 2025/2026 to see if this is an efficient and viable way of engaging with practitioners. 1.5 Guidance Updates and Development As part of our improvement plan, the CPC is working through its guidance documents to ensure that they are easily accessible, simple to use and fit for purpose for the practitioners who need Page 77 of 136
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33 them. It was clear that operational staff needed to be engaged and involved in this work, alongside those at a strategic level, to make sure that, as well as being consistent with local and national drivers, they were functional documents for those who need to use and refer to them. This led to the development of a CPC Guidance Development Group (GDG) which reports to the PIWG and is comprised of multi-agency first line practitioners. As has been described above, under the section on CoPs, it has been important to put an iterative process in place to ensure that there is effective two-way communication between the CPC and practitioners. Members of the GDG attend the CoPs to seek views from the wider practitioner group. From each CoP, a 7- minute briefing is then created with the key points and the GDG make a short video to describe the key points of the guidance so that a range of learning styles are supported. We have moved away from a pdf file format for our guidance documents towards a webpage for each which is fully ‘clickable’ and enables practitioners to look for, and quickly navigate to, the specific information that they may require at any given time. This year, the GDG has reviewed and updated Professional Curiosity and Managing Professional Differences – Resolution and Escalation. The group is working on updating our ‘Engaging with Families’ guidance (which was previously entitled ‘Working with Hostile and Non-Engaging Families’) and this should be published in late 2025. Currently, two Short Life Working Groups (SLWG) are developing new guidance as identified in the Improvement Plan. The first is on children and young people with disabilities and the increased risks that they face in terms of child protection. The second is on working safely with children and young people, which is around how professional boundaries and appropriate behaviours safeguard the children and young people with whom we work. Two further SLWGs are in development – one regarding the potential additional risks faced by young people who are part of the LGBTIQA community, and the other is concerned with those faced by children and young people from minoritised ethnic groups. The CPIC has been engaging with the PKC Equality Network and the Perth Welfare Society in some pre-development work for these groups and these will be reported on in 2025/2026. 1.6 Conclusions and Looking Forward The information contained within this section has shown the various ways in which the CPC is fulfilling its commitment to driving continuous improvement through working in partnership with staff at all levels of our organisation to ensure that children and young people in need or at risk and their families receive a timely and effective response which is rights-based and grounded in a whole family approach. We continue to be ambitious to achieve the best possible outcomes for unborn babies, infants, children, young people and families in Perth and Kinross and will look to build on our progress in 2025/2026. Page 78 of 136
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34 Section 2 – Public Information, Engagement and Participation 2.1 Introduction The CPC has a clear remit to engage with residents of Perth and Kinross to ensure that they are aware of child welfare and protection issues and, should they ever need to access help or make a referral for a child and young person that they can easily find out how to do so. This section begins with an overview of our public facing webpages, then discusses our approaches to engaging with the residents of Perth and Kinross, both those who have had involvement with child welfare and protection services and those who have not. 2.2 The CPC Webpages The CPC webpages are the primary way that the CPC is able to communicate with Perth and Kinross residents and the practitioners from across the partnership. The webpages are hosted on Perth and Kinross Council’s website and are in the process of being reviewed and updated. It is anticipated that this process will take a further 12 – 18 months due to the volume of information involved. 2.2.1 The ease of finding information on how to refer a concern. One of the most important functions of the CPC webpages is to ensure that anyone who is concerned about an unborn baby, baby, child or young person in Perth and Kinross can easily find out what they should and can do to help. It is no longer possible to document accurately the number of unique visitors to the website due to the changes to the Privacy and Electronic Communications Regulations in 2022. Therefore, to see how effective our webpages are in providing this information, the CPIC undertook a variety of Google searches to assess the accessibility of this information to the public. Using the search term ‘worried about child + the name of a town or village in Perth and Kinross,’ the CPIC searched all the towns and some of the larger villages in the area. This resulted in a Google- created artificial intelligence summary which advised the person to contact our Child Protection and Duty Team and brought up the relevant CPC page as the second ‘hit,’ usually with the NSPCC being the first. This provides reassurance that the details and advice provided on the CPC webpages regarding concerns for any child or young person are readily accessible. It is good that a range of routes are offered, including contacting national child protection agencies such as the NSPCC so that individuals who are concerned can exercise their individual choice and preference in making contact with services. 2.2.2 Pages for Children and Young People In March 2025, the CPIC redesigned the pages for children and young people to be more age/developmental stage appropriate and accessible, dividing the information sections into two sections, for children aged up to 11 years and young people aged 12+, with information about staying safe and the rights of children and young people in each. The webpage and its resources are available here. For comparison, here is a screenshot of the webpage as of February 2025 before the redesign: Page 79 of 136
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35 Below are two screenshots from the section for children aged up to 11 which went live in April 2025: The aim has been to create a more colourful and engaging page that children and parents can look at together and explore staying safe through appropriate interactive games and short videos. Page 80 of 136
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36 Here is a screenshot of the page for those aged 12 and over: Several parents, children and young people were asked to road-test the new webpages and provide feedback through a form but only a very small number (six) did. However, the feedback was very positive: Page 81 of 136
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37 Parent 2 Suggestions for the webpages included more facts and a range of games for older young people about how they can stay safe online. The webpages are a work in progress, and we will continue to make efforts to secure a wider range of feedback on them. 2.2.3 Webpages for Practitioners Ensuring practitioners in Perth and Kinross can access national and local information and guidance quickly and easily is another important function of the website. As described in Section 1.5, the CPC is in the process of updating all of its guidance documents for practitioners so that they can navigate easily to the information they need, make use of 7-min briefings or watch/listen to a short video which summarises the main points. In the interests of transparency, these pages are accessible to any person who should wish to access them. “I liked how it is filled with information, and it is all very easy to understand and read. I like how it is split into different ages. I liked how there is an audio version of the story for the kids and adults. I liked how the webpage has the ChildLine number on it as I don't see that a lot anymore. I really liked this 'Always remember, it is never your fault if someone has hurt or harmed you or is not looking after you well. You have a right to grow up safe and protected from harm. You can learn more about your rights below.” Parent 1 “Loved that it gave you the option to read the story or listen to it as not everyone is great at reading” Parent 2 “I like that it tells you that you don’t have to give your name as some kids might be frightened that they will get into trouble.” YP, aged 14 “The story – I like that I could hear it” Child, aged 7 “it helped me learn more how to be safe while playing games online and talking to people that aren't my friends or family.” Child, aged 9 Page 82 of 136
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38 2.3 Engagement with Perth and Kinross Residents Three strands of work have been undertaken this year in terms of engagement with the wider public within Perth and Kinross - with families who have used our services, within a specific community and within our staff groups, a large percentage of whom are Perth and Kinross residents and whose households or family groups are likely to include unborn babies, babies, children and young people . 2.3.1 Families who have used our services. This year, as part of the multi-agency audit, the CPIC contacted every parent and carer of the18 children and young people whose case records had been chosen for review. Each parent and carer was invited to take part in a semi-structured interview to provide feedback on the impact of services on their family. To do this, they were offered a choice of a telephone call, home visit, office visit or a MS Teams call with a professional who had had no prior involvement with their family to ensure that they felt that they could speak freely. Careful thought was given to which professionals would undertake this work and those selected had enhanced knowledge of trauma-informed and responsive approaches. It was important that our duty of care to the parents and carers was fulfilled, and they were offered follow-up conversations or signposted to support if required. Seven parents agreed to take part but unfortunately, only one managed to do so. This was anticipated in some ways, as the audit team recognised that parents might not wish to revisit the events that had led to their children’s names being placed on the Child Protection Register and that, in some cases, they continued to face ongoing and chronic challenges in their lives. However, what this exercise did underline was that encouraging participation is important - even when one person replied that they had zero interest in taking part, they thanked the CPIC for taking the time to ask them. Of the 18 children and young people, seven had been babies or toddlers at the time of their registration and were still very young and of the remaining 11, two children were known to be having a particularly difficult time, and it was decided not to contact them. This left 9 children and young people to be contacted. Three young people did not respond to invitations to take part; three children were no longer open to social work and whose parents did not respond to invitation letters. It felt inappropriate to contact these children directly. This left three children and young people, who shared their views with a trusted adult already known to them through answering some questions about their experiences, doing a Talking Mat and completing a ‘Having Your Say’ form, respectively. These were included in the file for the reviewers to include in their overall assessment of practice in the case. In line with our ethos, all parents and carers, irrespective of whether they participated in the audit process, were provided with an easier read version of the infographic in Section 1.3.4 which summarised the findings from the audit for them and invited them to reply to the CPIC should they wish to comment or ask questions. None of them has done so at the time of writing. However, it is hoped by reaching out to parents and carers and keeping them informed of the audit outcomes, they may feel more able to participate in providing feedback in the future. Although these numbers are very small, it is positive that there has been some parent and child involvement in the audit process, and some learning will be taken forward regarding next year’s activities. Page 83 of 136
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39 2.3.2 Test of Change – Letham Events week commencing 30 April. In partnership with the Adult Protection Committee and some of our other Public Protection partners, the CPC decided to try a test of change with respect to engaging with specific communities. This led to a planned week of events in and around the Letham Hub and involving Our Lady’s, Letham and Goodlyburn Primary Schools. An evaluation of the activities undertaken and their impact during this week is appended to this report. Regrettably, the turn out for our events was low, although some useful connections were made which would not have been without it taking place. For example, meetings are now ongoing with the Perth Welfare Society with the Adult Protection Coordinator and the CPIC with a view to co-production of child and adult protection information for people from minoritised ethnic groups. The CPIC continues to meet with a small group of parents who attended the Internet Safety Talk at Letham Primary, and they have ‘road-tested’ the CPC webpages for children and young people, providing useful feedback. The most successful part of the week was the poster competition which was held with the local schools on the subject of keeping safe online and in real life. Over 70 entries were received from children in P5 – P7, and the standard was super, with the children spending time thinking about staying safe, not just for themselves but others in their family too. Councillor John Rebbeck judged the winners and runner ups and presented the awards to the children. Runner up at Letham Primary, Name Withheld Page 84 of 136
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40 2.3.3 Engagement with staff In the region of 85% of staff employed by Perth and Kinross Council live locally. Figures are not known more widely across the partnership, but it is likely that many colleagues live and work in Perth and Kinross. When the CPC engages with staff, such as the Staff Survey undertaken amongst the children’s services workforce in August 2024, it is likely that, to some extent, a fair proportion are responding as parents or carers resident in the area too. The council holds quarterly induction events for new staff at which the CPC takes a marketplace stall whenever possible, handing out information about child protection and what to do if they are concerned about a child or young person. The CPIC’s experience of being on the stall at these events is that several people take the opportunity to discuss concerns that they might have, for their own children or other people, providing an opportunity for signposting. Mason and Alan Runner ups (also pictured above) Page 85 of 136
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41 2.4 Summary and looking forward. The CPC has taken small but positive steps in engaging with and seeking participation from both the wider community and those children, young people and families who have been in contact with child welfare and protection services. Further tests of change will be tried in 2025/2026 to try to pursue greater engagement and participation. The CPC will be, in conjunction with its Public Protection partners, exploring working with Authentic Voice towards greater participation and inclusion of lived and living experience in our work. Page 86 of 136
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42 Section 3 – Strategic Planning and Connections 3.1 Introduction Strategic planning and forming connections are at the heart of what the CPC does, it is the key inter-agency, strategic partnership within Perth and Kinross for child protection. In this section, the structure within which the CPC sits, and its working groups are outlined, before moving on to consider the creation of greater links between the CPC and its Public Protection (PP) partners. Finally, updates are provided from some of agencies and services undertaking wider family support work in Perth and Kinross. 3.2 The working arrangements of the CPC The CPC is strongly committed to building an active child protection community and securing a culture where the care and protection of children and young people is at the heart of everyone’s job. An independent person chairs the CPC to support accountability and drive the agenda of the CPC forward. The CPC has two full-time staff members to support it in achieving its goals – the CPIC and the LDO. The CPC is ably supported through a part-time business management post, ensuring the smooth administration of its meetings, subgroups and takes forward additional tasks as required. Membership of the CPC remains intentionally wide and is regularly reviewed to ensure that it accurately reflects the local children's services landscape across the public, private and third sectors. This allows the CPC to take a whole-community approach to raising awareness of the key risks to children and young people. It further creates and sustains connections which might not otherwise be made between diverse agencies and services, all of whom are concerned with the welfare of babies, children and young people. The CPC meets six times per year and minutes from these meetings are published on its public- facing website. Meetings are held in a combination of in person, hybrid and solely on MS Teams. Each year, a development session is held in person which provides an opportunity for discussion between its members outwith its usual busy agenda, promoting the exchange of ideas and providing space for creativity. As the CPC is a strategic body, its members are officers from across the partnership who have the seniority and capacity to commit to changes or undertakings that have been deemed necessary by the CPC as a whole. To take its work forward, the CPC has three subgroups which are its ‘engine rooms’ - each with a different focus. Diagram 1 below shows the structure within which the CPC and its subgroups sit. Page 87 of 136
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43 The first CPC subgroup is the QAWG, which was chaired in 2024/2025 by the Strategic Lead for Children, Families and Justice. Its membership comprises senior officers from across the partnership and has a vital role in the quality assurance activities of the CPC as explained in Section 1.3. The QAWG scrutinises data on a regular basis, exploring any themes or potential anomalies and directs self-evaluation activities. The findings of each audit are reported into this group and its members determine what actions may be required, delegating work as required to the Practice Improvement Working Group (PIWG). Some of the key outcomes from the QAWG this year have included the refocus of the Improvement Plan, the creation of the Quality Assurance Strategy and Schedule and the development of Speed Learning Sessions. The second subgroup is the PIWG which was chaired in 2024/2025 by the Service Manager for Children and Families Social Work (Fieldwork). The group is comprised of intermediate managers with strong and close links closer to operational practice. The PIWG takes forward tasks as designated from the QAWG, brings Short Life Working Groups together to work on practice issues and disseminates good practice examples from the partnership by inviting practitioners to attend and present their work. Some key outcomes from the PIWG have been the creation of guiding principles for Working with Fathers, Male Carers and Social Fathers and the production of a work plan to support services with self-evaluation activities. The third subgroup is the Case Review Working Group (CRWG), which was chaired in 2024/2025 by the Detective Chief Inspector for Public Protection in Tayside Division, Police Scotland. This group undertakes consideration of cases in which a Learning Review may be required and supports the undertaking of a Learning Review if determined necessary, in accordance with national criteria and frameworks. The CRWG also seeks to learn from and disseminate information about Learning Reviews in other areas and has organised two webinars over the last year to promote awareness of important themes as detailed in Section 1.4. Page 88 of 136
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44 In addition to these subgroups, the CPC has the Independent Schools Child Protection Group, which brings together private and independent schools within Perth and Kinross to facilitate information exchange between the schools, the CPC and Education and Learning. The group is always attended by the CPIC and the Wellbeing Coordinator from Education and Learning who provide updates from a local and national level. This year, the group has had guest speakers to provide updates on key topics. Enola Butler, Speak Out, Stay Safe Coordinator, NSPCC, attended to provide information on the ‘Speak out, Stay Safe’ programme in schools and information on resources for children and young people, including those with additional support needs. Most recently, Detective Sergeant Allan Neary, Police Scotland, attended to raise awareness of knife crime, the impact of the Knife Angel display in Perth and the resources that are available to support schools in addressing concerns of these kinds. Both speakers were very well received. In terms of governance, the CPC reports to the Public Protection Chief Officers’ Coordination Group (PPCOG), the Children, Young People and Families Partnership (CYPFP) and the Public Protection Coordination Group (PPCG). All of these groups have strong representation from senior officers across the partnership and provide opportunities for strengthening our strategic connections. Looking outwith Perth and Kinross, the CPC has also continued to chair and support a Regional Collaborative of Chairs and lead officers from across 14 CPCs across North and Central Scotland and actively engages in national meetings with CPCScotland and the Scottish government. 3.3 Public Protection Arrangements Public Protection (PP) or Protecting People, as it also known, and the need to ensure that all public protection partnerships are working effectively together, has been of increasing importance nationally in recent years. The PPCG was established to bring together the partnerships to consider cross-cutting agendas, promote synergy and facilitate joined-up working. The other PP Partnerships represented at PPCG are: • Alcohol and Drugs Partnership (ADP) • Adult Protection Committee (APC) • Multi-Agency Public Protection Arrangements (MAPPA) • Suicide Prevention (SP) • Violence against Women and Girls Partnership (VAWP) • Community Safety Partnership (CSP) For the CPC, the benefits of a PP approach have long been self-evident because unborn babies, babies, children and young people may be affected by any single or combination of the issues addressed through the partnerships listed above. Domestic abuse, problematic parental substance use, and parental mental health issues have predominated as the main reasons that babies, children and young people are referred into welfare and protection services for decades. The CPC has been strongly advocating for a whole family approach to child welfare and protection over a number of years, recognising that babies, children and young people ’s care and protection primarily relies upon those within their families, households and communities. This is why strengthening a PP approach is embedded in the improvement plan in action 2.1: We will work towards a Whole Family, Whole of Life approach to Public Protection. Page 89 of 136
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45 In terms of existing collaborative work, the CPC and APC have benefited from having a shared independent Chair since 2017. This will continue and be further strengthened with the appointment of the new Chair, who will have an additional role in providing leadership for the PPCG. The CPIC and the Adult Protection Interagency Coordinator (APIC) work closely together on areas of joint interest such as working to ensure young people between the ages of 16 and 26, depending on their needs, benefit from the right help at the right time for them. Both the APIC and CPIC work closely with the VAWP Coordinator on issues such as Forced Marriage and ensuring children, young people and adults who are being subjected to domestic abuse receive the care and protection they need. The CPIC sits on the Children and Young People’s subgroup of the ADP, bringing alignment between parts of the ADP delivery plan and the CPC improvement plan. The CPC is linked in with the work of CSP through initiatives which target knife crime and anti-social behaviour and works with SP and MAPPA on specific issues as required. In February 2025, the PP partnerships and the Chief Officer Group participated in a facilitated event to consider how to further strengthen our PP arrangements and the PPCG is working through some of the recommendations from this event, such as a shared PP strategy which is anticipated to be reported on within our Annual Standards and Quality Report for 2025/2026. 3.4 Partnership Updates Within this section are updates on services and developments in Perth and Kinross in the children’s sector. 3.4.1 The Bairn’s Hoose Pathfinder Project and the Scottish Child Interview Model (SCIM). In 2023/2024’s report, information was provided regarding the implementation of the Bairns’ Hoose Pathfinder project in Tayside which commenced in 2023 as a partnership between Perth and Kinross, Dundee, Angus, Police Scotland and NHS Tayside, as well as on the implementation of SCIM in May 2024. Briefly, the Bairns’ Hoose model represents a transformational, whole systems approach to ensuring that children and young people who have been victims of, or witnesses to, abuse, neglect, exploitation or other harms are provided with the best possible care. It also includes children below the age of criminal responsibility whose behaviour may have caused serious harm, recognising that they remain children in need of care and protection themselves. Bairns’ Hoose aims to ensure that children and young people’s need for trauma informed recovery, support and justice is coordinated through one place, ensuring a holistic response. The implementation and use of the SCIM model is integral to this with both models having a strong focus on the rights and best interests of the children and young people. Conceptually, there are four ‘rooms’ within the Bairns’ Hoose: • The Child Protection Room which is the interview suite where children and young are interviewed by specially trained child protection professionals using SCIM, where they are listened to and what they have to say is recorded. • The Health Room in which the child or young person’s health needs are met, this could be through medical assessment or a forensic medical examination as well as more routine health needs if required. Page 90 of 136
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46 • The Justice Room from which the child or young person can give evidence to court if required via a satellite link in a peaceful, trauma-informed environment. • The Recovery Room from which children and young people are supported to recover from what has happened through therapeutic or practical supports. To deliver these four ‘rooms,’ the pathfinder has developed a ‘hub and spoke’ model for the region, with Seymour House in Dundee designated as the primary ‘hub.’ For Perth and Kinross, the ‘spoke’ is located within Almondbank House in Perth which has an interview suite, family room and the capacity for vulnerable witnesses to give their evidence to court. This is highly beneficial for victims and survivors of abuse. Funds from the pathfinder have been used to upgrade the facilities in Almondbank House, creating a separate private entrance and greater comfort for children, young people and families, with toys, books and games. Funds have also been used to create flexible, therapeutic and practical support for families after child protection investigations, delivered by Includem. In March 2025, the Scottish Government confirmed that funding for the pathfinder was extended until March 2027 which will allow further work to continue towards fully meeting the Bairns’ Hoose standards by that date. Feedback from children, young people and parents and carers is routinely sought by the SCIM team. In July 2025, all of the 17 children and young people who had left feedback confirmed that they had been given good information and clear explanations of what was going to happen and when. One young person said: “The lady came to my house and gave me a leaflet, spoke to me about breaks, that I can stop it if I want to and I don’t have to do it. It’s my choice.” All 17 children and young people reported feeling listened to by the workers. 15 rated the workers as ‘good’ and two as ‘okay’. 16 children and young people reported that they had thought the interview room was good, comfy and felt safe. In July 2025, 17 parents and carers had also responded to the survey which mirrored the views of the children and young people, reflecting good practices in preparing children and young people for the interview, feeling heard and listened to and appreciating the environment that had been created for them. A different question for parents and carers concerned impact on themselves, the child and their family. Whilst many spoke about the benefits of the child being believed and having the opportunity to tell their story, some parents and carers reflected on the shock that the presenting concern had created and the impact on family relationships. This underlines the importance of the therapeutic support which is being made available to families as they come to terms with these difficult issues. 3.4.2 NSPCC – Speak Out. Stay Safe. Programme in Schools The Speak out. Stay safe. is a safeguarding programme for children aged 5- to 11-years-old. It is available to all primary schools. It helps children understand: • abuse in all its forms and how to recognise the signs of abuse. • that abuse is never a child’s fault, and they have the right to be safe · where to get help and the sources of help available to them, including the Childline service. Page 91 of 136
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47 The programme links directly the Curriculum for Excellence and helps reinforce key messages about abuse and neglect. Speak out. Stay safe includes: 1. Virtual assemblies for children aged 5-7 and 7-11; 2. Follow on lesson plans with engaging activities and resources to help reinforce and embed key messages; 3. Face-to-face, volunteer led workshops for children aged 6-7 and 9-11 (these are offered to schools as NSPCC has volunteer capacity locally). NSPCC and Perth & Kinross Council have agreed a delivery plan so that every primary school is offered the virtual programme on a three-year cycle. In the 2024/2025 session, 21 schools delivered the virtual assembly content to around 2870 pupils. In addition, 17 schools also had volunteer led, face to face workshops for P3, P6 & P7 pupils, around 1060 pupils. Speak out. Stay Safe. virtual assemblies and volunteer lead workshops were also delivered in Morrison’s Academy, an independent school in Crieff. Feedback from primary schools in Perth & Kinross Forgandenny Primary School: “Thank you so much for all your support and help in organising and delivering the Speak Out, Stay Safe programme at Forgandenny Primary School. Margaret and Sonja were excellent. Compassionate, professional, and able to talk to the children at their level about some very challenging issues. Please pass on our thanks to them both.” Abernethy Primary School “The class were engaged in both the assembly and this workshop; it was great to have visitors come into the school to speak more about the topics addressed in the assembly.” Pitcairn Primary School “The information was very clear and informative. The children were very engaged with Buddy and were hoping to meet him during the workshop. They developed a good understanding of Childline and the importance of speaking to a safe adult. The assemblies were very informative and engaging. This was an excellent experience for our children.” The photos below show a display created by P6/7 pupils in Portmoak Primary School, evidencing the learning around keeping safe and how to get help if they or a friend needs it. Page 92 of 136
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48 NSPCC also offers an adapted six week Speak out Stay safe programme for children with Additional Support Needs (ASN) This programme supports schools to teach children about what abuse is and safe adults they can turn to for help. These materials are intended for children with moderate learning disabilities, autism spectrum conditions or other additional learning needs and are available throughout the year on request. 3.4.3 Children’s Rights Officer (CRO) Update Young people are becoming increasingly confident in understanding their rights, but work continues to make those rights real in practice. The development of a UNCRC Implementation Group within the council is being explored so that our responsibilities under the UNCRC, The Promise, and corporate parenting may be more fully understood and acted upon. The CRO does not provide individual advocacy but regularly provides support to staff who are working with children and young people where there are complex, rights-based situations to be navigated. The CRO partners with Independent Advocacy Perth and Kinross to deliver in-person training on the UNCRC as well as delivering awareness sessions on the Champions Boards and The Promise more widely. A newly developed online module supports individual learning on the UNCRC whilst a Corporate Parenting Module has now been added to our essential learning offer. Champions Boards The Champions Boards are now active in all 11 secondary schools and engaging 73 young people. The boards focus on supporting care-experienced young people to improve their wellbeing and confidence, develop life skills and providing meaningful opportunities for them to be heard and involved. In May 2025, our first annual awards ceremony was held at the AK Bell Library to celebrate 65 of the young people achieving their Dynamic Youth Achievement Award. In June 2025, 15 young people attended a leadership residential designed to build confidence, teamwork, and communication skills. Champions Boards have been creative in promoting youth voice with the Blairgowrie Champions Board’s co-designing a graffiti project with two murals representing the group in their school. The project was nationally recognised by The Promise for its inclusive, youth-led design. Page 93 of 136
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49 A key milestone this year was the visit to the Scottish Parliament, where Champions Board members observed First Minister’s Questions and met Natalie Don-Innes, Minister for Children, Young People and The Promise, to share their experiences of care in Perth and Kinross. Inspired by this, many young people now want to engage more locally. The Children’s Rights Officer is working to facilitate these conversations with Elected Members and Strategic Leads across the Council’s varied services. Our community-based Champs groups (FYI) increased from just 3 to 38 members, with 30 children and young people attending regularly. To support engagement across ages and needs, the group has been split into three - Seniors, Transitions, and Juniors. Feedback from Champs has been very positive. A young person’s survey showed the majority of the 19 respondents felt that their voices are taken seriously at Champs, that it has improved their school experience, enabled them to access new opportunities and develop meaningful relationships through the group. Here are some of the things the young people told us about the impact of Champs: ‘Champs has helped us try new things,’ ‘I am more relaxed/calmer in classes,’ ‘it has boosted my confidence in school,’ ‘helped my mental health,’ ‘breaks up my day,’ ‘I feel more welcome in school.’ Youth Forum, Youth Strategy Partnership and Strategic Voice The Youth Forum structure has evolved to better meet the needs of young people and how they prefer to do things. A fixed format was not working for the young people who needed more flexibility and different choices of how to be involved and contribute. The young people’s workers, with whom they have built relationships, now gather their input on a quarterly basis. Young people are always welcome to attend these meetings which also provide a space for partners to network, contribute to agendas, share updates, and highlight areas of good practice. As a result, the Youth Forum is now known as the Youth Strategy Partnership. It continues to reflect the priorities outlined in our Youth Strategy. How we engage with children and young people needs to adapt to provide them with ways to engage that suit them. We want to support services to think more carefully and consistently about how they engage young people—how views are gathered, how feedback is given, and how we show accountability for the decisions that follow. Page 94 of 136
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50 3.4.4 Independent Advocacy Update Page 95 of 136
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52 3.4.5 CREST The CREST Team continues to provide both Family Group Decision Making (FGDM) and Lifelong Links (LL) service to children, young people, and their families across Perth and Kinross Council. It is well established service promoting family-led engagement in child centred planning and decision making. Both FGDM and Lifelong Links are fundamentally restorative, seeking to retain crucial relationships for children within their families and communities, including sibling relationships. An approach which is entirely congruent with the key principles and aims of The Promise and with the UNCRC. Professionally led meetings and child protection systems can be difficult for vulnerable families. FGDM is helping develop systems that are based on more positive relationships between professionals, families, and their wider network. FGDM sees and promotes the family and the wider network as a resource, by building on strengths, tapping into their extended network, and supporting them to take ownership of decision making in matters affecting their family. Its aim is always that children and young people can remain living with, or stay connected to, their family and other important people in their lives. From 01 August 2024 and 31 July 2025. CREST has supported 52 children and young people. So what difference is CREST making? When asked for feedback on our service, family members tell us that: “This was a really good process that helped me feel more involved and in control. The coordinator was lovely, and she really listened to me and helped me be more positive. This helped me feel more confident working with social work because of my past with my other children and helped me keep my baby with me.” “There is no need for improvement, it was just perfect. The coordinator was excellent, what a lovely understanding lady, that makes it all feel so friendly & understanding. The advocate was also excellent, she too was lovely, we all felt relaxed & able to put across all our worries individually. Highly recommend this for any family that is struggling to communicate with each other it has been so helpful & I feel now we can sort all this out, whereas before we didn’t have any hope. Now it feels better & we can work on the outcome to suit us all. EXCELLENT.” “I have far more support than I thought I would have. FGDM has given me the belief I can ask for help with my decisions.” Staff tell us that: “The service has been extremely beneficial to me and the family. Allowing family to focus solely on the child and putting their own difficulties aside. Staff extremely knowledgeable and helpful, going above and beyond to achieve goals.” (Social worker) “The coordinator was helpful in getting family members to engage in the process, getting them to take ownership of the risks/concerns that had been identified, and potential solutions. (Social Worker) Page 97 of 136
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53 The case studies below, in which names, relationships and key details have been altered to ensure privacy of the individuals concerned, show how FGDM can support families to come together for the benefit of their children and make a major difference in their lives. Case study – Bea, aged 14. Bea was accommodated at the age of six and had had no contact with any of her birth family after being placed in a long-term foster care placement. Sadly, when Bea was 14, her placement disrupted, and she needed to move on an emergency basis to another placement. After intensive work and reaching out to family, Bea reconnected with her paternal grandmother, Mrs. Clark. Understandably, Mrs. Clark was initially reluctant to engage with social work due to her historical experiences of working with services. Through working alongside the independent coordinator, Mrs. Clark was supported to meet with Bea’s social worker, leading to an assessment of Mrs. Clark as a potential kinship carer. In time, Bea successfully transitioned to live with her grandmother just after becoming 15, and this has benefited them both. Case Study, Brodie, aged 9. At the time of referral, Brodie was unable to live with his parents as it was not safe for him to do so. Brodie has complex health needs. He had had various placements within his family but sadly, his main carer died which led to a move into foster care. Due to the level of his needs, Brodie’s family felt unable to provide the care he needed. The independent coordinators spent time building a trusting relationship with Brodie’s extended family members, and their wider network who were previously unknown to Social Work. The coordinators encouraged open and reflective discussions to explore what possibilities there were, and what support was needed for them to care for Brodie. Through this process, possible carers have been identified from within the wider family, with other members willing to provide short breaks to support the main placement. Relationships are being built between Bertram and his wider family whilst the kinship assessment is ongoing. In 2025/2026, we look forward to continuing to help more children, young people and their families to remain connected or reconnect together. 3.4.6 Whole Family Wellbeing Fund (WFWF) As has been described in the first section of this report, there has been considerable focus since 2022 on extending the provision of early help and support to families. The funding provided by the Scottish Government through WFWF has been a key part of supporting this move. Page 98 of 136
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54 The aim of WFWF is the transformation of the support for families to a holistic, early intervention and prevention model and the provision of support for families when they need it, where they need it and for as long as they need it. The funding has been significant, commencing in 2022 and now confirmed to continue until March 2027, the total amount received by Perth and Kinross by the end of that period will be £4,359,000. WFWF funding has enabled: • The Parenting and Learning Team to deliver an increased number of courses for parents and carers to support them in caring for the children across the developmental stages, from pre-birth, to toddlers through to teens. • The CFSW COPE team to extend their service from evenings and weekends to include mornings, which can be a real pressure for families struggling with school routines etc. COPE provides intensive support to families who are already known and open to Children’s Social Work. The WFWF monies have both increased the capacity of the team and provided greater choice and flexibility for families with support now available from 7.30am to 10pm weekdays, and 10.45am to 9pm at weekends. • The Families Empowering Communities (FEC) Project to increase its staffing capacity and extend its delivery into 3 additional locations. FEC provides holistic early intervention and support for families. The first locations were Crieff and Letham and subsequently, Bertha Park, Muirton and Blairgowrie were added. FEC offers universal activities to enable all families to feel included and connected to their wider community, such as Summer holiday activities. They provide group activities in conjunction with the local community, including a youth club, parents’ wellbeing group, crafting group, creative writing group and family games nights and drop-in sessions. The team also provide one to one parenting support for those within the localities who self-refer or are referred by another agency. • The compilation of a directory of services for Family Support which holds a range of information to support parents, carers and practitioners to find the support that they have identified is needed. Working in collaboration with Perth CAB and the Perth & Kinross Anti-Poverty task force we have introduced the Fast Online Referral Tracking (FORT) system across the area. FORT allows for a more streamlined referral process between partners, which makes connecting people with the support they need simpler and easier. • The creation of the Family Advice and Community Connections Service (FACCS) which is delivered by Aberlour to screen, signpost and/or provide a flexible range of supports to families requesting early help. Families can “reach in” for support, with no requirement for referrals from professionals. Support is provided for children, young people, parents, and carers with children from pre-birth to 18 years old. The kinds of support provided include support to engage with other services, parenting and family routines, relationship issues, budgeting, tenancy support and supporting mental health and wellbeing. Support is provided for families in a coordinated manner, with support workers linking families in with community-based support to ensure that support in sustainable in the longer term. Page 99 of 136
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55 3.4.7 Barnardos Barnardo’s delivers two services in Perth and Kinross, Hopscotch and Space4U. Hopscotch is an early intervention service for children and young people impacted by parental substance use providing a range of therapeutic 1:1, befriending/parent buddy, whole family and group work support. In 2024/2025, Hopscotch has supported 21 children and young people and offered individual work to nine parents. The team has reached 157 young people as part of multi-agency awareness raising sessions across three secondary schools. As part of our partnership, we have also been developing drop-in sessions with pupils around substances, risk and helping them to stay safe. We are very excited about building on our multiagency partnership in 2025/2026 to support capacity building and co-production learning, extending this with parents and carers. Space4U is an intensive whole family support service for families impacted by substance use, domestic abuse, parental mental ill-health and/or disability. The Space4U team has provided direct support to 39 children and young people as well as 11 parents/ carers. The team has offered a range of 1:1 sessions providing emotional and practical support, befriending/parent buddy and family work to increase parenting capacity, improve family relationships, build resilience and reduce risk. Over 80% of the children and young people referred to the service have: • Received a diagnosis of Autistic Spectrum Disorder (ASD), Attention Deficit and Hyperactivity Disorder and/or a learning disability, • Are currently on the assessment pathway for one of these conditions. • Or have been impacted by trauma in their young lives to the extent that it has contributed to their additional support needs (ASN). Children and young people who have been referred to Space4U may often have difficulty attending school on a consistent basis or following a full-time timetable due to these issues, their mental health or needs-related behaviour. Space4U works closely with schools to address these issues. The children and young people have shared with the teams some of the challenges they face, in their own words: “It’s ok, I’ve seen her stumble and not able to speak before so it’s alright.” – on mum’s increased drinking. “I sometimes don’t understand my friends and I think it is because they’ve not got the same experiences as me. I probably grew up quicker than I should’ve.” “I’m kind of getting used to a quiet home; she used to just shout all the time and when she left, I expected dad to shout at me because I’m used to it.” “We had a dog – I was always a bit worried about the dog when I was at school. I mean it always got fed and it’s walks but I still worried about him being left home with mum.” Page 100 of 136
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56 “I get so easily angry and irritated now – it’s hard to stop feeling angry.” “It’s like he wasn’t around for ages, either working, pub or Murray Royal so when he was home he’d just be telling me off.” “I have a hard time trusting people because of it.” Positive Impact Listening to children and young people and understanding their lived and living experience at home with their families and providing support and strategies to help them cope has been effective. Workers use a variety of approaches to engage with children and young people. Evaluation of the impact of our Space4U support for children and young people has been extremely positive: • 95% evidenced improved mental health and wellbeing • 90% evidenced positive/improved family relationships. • 90% evidenced improved resilience. • 84% evidenced improved ability to express feelings. • 77% evidenced reduction in impact of trauma Page 101 of 136
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57 Case Study: Sally Sally has started to develop coping strategies such as knitting, drawing and breathing exercises which she is finding helpful when dealing with difficult situations. Sally has started to open up more to her father, Mr Colman, about her feelings and if she is not comfortable saying her feelings out loud, has started to write these down so they can work through them together and it is positive to see progress being made in this area. Sally has made great progress with her wellbeing and in being able to regulate her emotions and this has meant that her relationship with her father has improved, as she no longer lashes out on such a regular basis. Working on their relationship has been a priority for both Mr Colman and Sally and they have started to spend a lot more time together outside of the house. Mr Colman has been attending a local community garden which Sally goes along to during school holidays, and they have recently had a few day trips together which they have enjoyed. Better Breaks As part of additional funding through Better Breaks, we were delighted to be able to invite families impacted by disability from Perth and Kinross to a two-day, activity-packed residential holiday. Families told us about the positive impact that this had had on them: “What an amazing weekend! Thank you so much again for making it happen for us. It’s given us confidence to be able to try new things as a family and I’m forever grateful for the support. We’ve landed lucky with you.” 3.4.8 PKAVS Young Carers It has been a super busy year for the young carers project. Between August 2024 and August 2025, we have delivered over 40 day trips, this summer alone we had 20 day trips offering 280 young carers a chance to have a break from their caring roles and to make new friends with others in a similar situation. Some of the activities included horse riding, active kids, laser tag and tubing at Midlothian Ski Centre! We have also facilitated 5 residential trips, one of which included a trip to Pisa partially funded by the Gannochy Youth Fund and through fundraising activities the young people attending organised. Another of the residentials was led and fully funded by Venture Trust offering a 4-day therapeutic wilderness adventure for 10 older young carers 16-18. We also have another fully funded residential coming up to Glenmore Lodge through Young Scot. We are really grateful to these partners in allowing us to ensure more young carers get the break they deserve. Our education Attainment Service still continues to offer support through tutor led groups for P1-S2 and in 1-1 tuition for S3-S6. There are currently 80 young carers registered with EASyc. We have a vacancy out at the moment for someone to not only oversee the running of this project, Page 102 of 136
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58 but to also develop it further to offer support accessing further education, work experience and apprenticeship opportunities. Our counselling service also continues to be utilised by young carers who have the opportunity of six weekly 1-1 counselling sessions with our in-house counsellor Chris, who works with us 1.5 days a week. There is currently a 6-month waiting list for this service. We continue to work well with education, attending all secondary ITM meetings. We also hope to relaunch our young carers e-learning module for professionals, the link to which was lost when we updated our website many years ago. It is hoped that this will be launched sometime in September. In addition to the launch of the e-learning module we hope to also relaunch the Young Carers ID badge with the support of education. The card is to be brought back at the request of young carers. They noted that it had the potential to be a really useful tool, but that education staff had not been fully made aware of what it was for. It is hoped that by having Education fully onboard when we relaunch, that there will be more staff awareness and training regarding the card and its uses. Overall, it has been a great year, and we would like to thank all partners who have supported us with delivery and also the many people who kindly donate to our service making it possible for us to bring some joy and fun into the lives of young carers. 3.5 Summary and looking forward. The CPC has a proud tradition of creating, maintaining and strengthening connections between strategy, practice and the key agencies of the children services workforce. We firmly believe that it is, and always has been, ‘everyone’s job to make sure children and young people are alright.’ As has been demonstrated within this section, the CPC continues to forge links and connections and as shown in our partnership updates, there is much work underway to strengthen these throughout our services and agencies. Looking forward, the CPC will continue to build on our ongoing work to strengthen our public protection arrangements to support a whole of life, whole family approach to care and protection for those who need it. Conclusion This has been a busy year for the CPC as we have sought to strengthen our quality assurance strategy and activities, work more closely with first line practitioners and increase the involvement of children, young people and families in our work. Our quality assurance activity has provided reassurance that unborn babies, babies, children and young people in need and at risk in our communities receive effective responses from services and that our practitioners are child-focused, spend time building relationships with children, young people and their families and work positively with one and other to provide the packages of support needed. However, the CPC is committed to driving forward continuous improvement of services to ensure that our services are excellent and will continue to focus on this goal in 2025/2026. Page 103 of 136
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59 Abbreviations ADP Alcohol and Drug Partnership APC Adult Protection Committee CCR Child Concern Report CFSW Children and Families Social Work COG Chief Officers’ Group CPC Child Protection Committee CPIC Child Protection Inter-agency Coordinator CPPM Child Protection Planning Meeting (Previously Child Protection Case Conference) CPO Child Protection Order CPP Community Planning Partnership CPR Child Protection Register CRWG Case Review Working Group CSO Compulsory Supervision Order CSWO Chief Social Work Officer CYPFP Children, Young People and Families Partnership CRO Children and Youth Rights Officer GDPR General Data Protection Regulations GIRFEC Getting it Right for Every Child IAPK Independent Advocacy Perth & Kinross ICPPM Initial Child Protection Planning Meeting IRDs Inter-Agency Referral Discussion LDO Learning and Development Officer MAPPA Multi-Agency Public Protection Arrangements NHS National Health Service (Tayside) NSPCC National Society for the Prevention of Cruelty to Children QAWG Quality Assurance Working Group PIWG Practice Improvement Working Group PKAVS Perth and Kinross Association of Voluntary Service PKC Perth and Kinross Council RASAC PK Rape and Sexual Abuse Centre Perth and Kinross RCPPM Review Child Protection Planning Meeting SCRA Scottish Children’s Reporter Administration SMARTer Specific; Measurable; Achievable; Realistic and Time-Limited SP Suicide Prevention UBB Unborn Baby UNCRC United Nations Convention on the Rights of the Child WFWF Whole Family Wellbeing Fund Page 104 of 136
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60 Appendix 1 – Letham Engagement Activities Evaluation Page 105 of 136
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1 Appendix 2 CPC Improvement Plan 1 January 2025 – 31 July 2028 7 Page 107 of 136
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2 Welcome to our refreshed and refocused Child Protection Committee (CPC) Improvement Plan, which covers the period from 1 January 2025 to 31 July 2028 This plan has moved from its previous format, which was based on the Tayside Six Priorities For Practice, to being organised around the three main statutory functions of Child Protection Committees, as set out in the Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019): 1. Continuous Improvement 2. Strategic Planning and Connections 3. Public Information, Engagement and Participation In order to ensure continuity of planning and ensure clear links between the previous plan and the new plan, a paper was presented to the CPC on 2 December 2024 which demonstrated where existing actions had been completed, transferred or deemed to be no longer necessary. Local and national context On a local level, this improvement plan is aligned with the Tayside Plan for Infants, Children, Young People and Families 2023 - 2026 and the Perth and Kinross Community Plan (Local Outcomes Improvement Plan) 2022 – 2032 which clearly sets out how the Perth and Kinross Community Planning Partnership will achieve its aims and objectives. Three key national child protection policy documents underpin this plan: • National Guidance for Child Protection in Scotland 2021 - updated 2023 (Scottish Government: 2021 and 2023) • Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (Scottish Government: 2019) and • A Quality Framework for Children and Young People in Need of Care and Protection (Care Inspectorate: November 2022). The principles of Getting it Right for Every Child, the Promise Plan 24-30, and the United Nations Convention on the Rights of the Child which was incorporated into Scottish domestic law in July 2024, are fully included within this plan. The table below maps out how improvement actions relate to these three documents. Mapping of Actions Table Page 108 of 136
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3 We have also taken the opportunity to clarify our governance arrangements, as shown in the diagram below, and the functions of our subgroups. Updated Terms of Reference are available for all three subgroups. Page 109 of 136
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4 Quality Assurance Strategy and Schedule This document should be read in conjunction with the Quality Assurance Strategy and the Quality Assurance Schedule 2025 – 2028. The strategy articulates our values with respect to quality assurance and continuous improvement, focusing on outcomes for unborn babies, babies, children and young people in need of care and protection. The schedule sets out the calendar of self-evaluation activity for the period, whilst retaining space to consider new issues that may arise. Action Leads Each action will have a lead officer and this will be indicated through their name being in bold print. Monitoring of the plan/Production of Progress Reports The CPIC will be responsible for coordinating this plan on behalf of the CPC and providing regular updates on its progress to its members. To ensure that the plan remains clear and easy to read, a separate progress report will be created on a quarterly basis and the RAG (Red, Amber or Green) status will provide a quick guide to progress on this plan. On an annual basis, the CPIC will ensure that a full update of the plan is included within the CPC Standards and Quality Report. Responsivity This plan is designed to be a working document with space and scope for flexibility to respond to new legislation, guidance or new or emerging threats to children, young people and their families. 2025.02.14%20CPC %20Improvement%20Plan%20-%20Progress%20Report%201 Progress Report March 2025 Bill Atkinson, Independent Chair Perth and Kinross Child Protection Committee Page 110 of 136
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5 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 1.1 We will use our Quality Assurance Strategy and Quality Assurance Schedule 2025 – 2028 to improve our services through: • An enhanced programme of quality assurance which includes a minimum of 3 desktop audits per year. • The inclusion of children, young people and family members views within the annual multi-agency audit. • Remitting identified improvement actions from audits to services to progress. • Ensuring the findings of audits are widely shared with practitioners within our partnership. • Planning to check on progress through agreed follow up actions. • Escalating any identified systemic issues locally or nationally as required through the appropriate forums. Unborn babies, babies, children, young people and their families benefit from improved service delivery when they need some help or additional support to ensure they are cared for and protected. Children and young people and their family members who have used services have an opportunity to provide feedback and have their say. Julie Baker, Child Protection Interagency Coordinator (CPIC) Team of Multi-Agency Reviewers QAWG CPC Quality Assurance Schedule (2025 – 2028) Updates Dissemination of Findings Follow Up Activities Evidence of Engagement with Families 2025 - 2028 G 1.2 We will develop our Child Protection Community of Practice (CoP) to upskill practitioners on key issues. After a test of change in 2024, CoPs will now be delivered to first line practitioners and managers on issues that have arisen from Learning Reviews. The L&D Officer will prepare a 7-minute briefing on the topic after each CoP which will be distributed as a resource for teams with a request for feedback, creating an iterative learning process. A Padlet will be Children and young people benefit from first line staff who have benefited from additional learning in Child Protection and are part of the CoP online community where resources can be shared. Michelle Nicol, Learning and Development Officer CPIC CPC Members Delivery of CoP 7 Minute Briefings Surveys to assess impact on practice. Timing - Three times per year 2025 to 2028 G Page 111 of 136
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6 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG created and updated as a resource for practitioners. 1.3 We will ensure that CPC guidance is clear, current, accessible and widely shared. The CPC will update all its guidance publications, in partnership with first line practitioners, in 2025 and 2026 to ensure that they are: • Up to date with current guidance, legislation and best practice. • Easily accessible to practitioners • Easy to use and find information quickly. New guidance will be written as required to reflect practice or legislative changes and where any gaps are identified in existing guidance. Children and young people benefit from first line practitioners and managers having easy access to the guidance practitioners need to follow to help keep them safe. Julie Baker, CPIC CPIC Publications SLWG CPC Members Prior to publication, a focus group of practitioners will be asked to check each guidance document for ease of understanding and accessibility. Guidance which has been updated will be in a new format on the CP website – as a webpage rather than a pdf file. Creation of summary pages for each guidance. Distribution of information regarding updated policies – ‘Spotlight on….’ Timing – to be completed by 31 July 2027. G Section 2 – Strategic Planning and Connections 2.1 We will work towards a Whole Family, Whole of Life approach to Public Protection The Public Protection Coordination Group (PPCG) provides a forum to identify shared priorities and gain collaborative advantage through working together with one or more of Children and young people live in families and communities where people of all ages face challenges to their safety and wellbeing which can directly or indirectly adversely affect them. Lead to be confirmed @1 Apr 25 PPCG CPC Creation of a shared PP strategy Creation of a tiered training framework G Page 112 of 136
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7 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG the other public protection partnerships. The overall aim will be towards embedding a whole family, whole of life, Public Protection Approach in Perth and Kinross. Working closely with the other PKC Partnerships will promote a safer environment for children and young people at home and in their wider communities. APC VAWP Community Safety Suicide Prevention Alcohol and Drugs partnership Mental Health Wellbeing Oversight Group Children, Young People and Families Partnership Completion of Public Protection Strategy Clear evidence of shared workstreams and collaborative advantage. Ongoing through plan 2.2 We will make our transitional safeguarding pathways compliant with new and revised legislation that applies to young people aged 16-21. Through the Joint Children and Adults Social Work Governance and Assurance Group, a set of agreed operational guidance between agencies to safeguard young people aged 16 - 21 who are in need of care, protection and/or are in conflict with the law will be created. This is likely to require a short-life working group to ensure that processes dovetail with child protection procedures. Training will be devised and delivered to the workforce to ensure their competence and confidence in supporting young people. Young people benefit from clear pathways to help keep them safe, transition between services and, where appropriate, manage the risks they may pose to themselves or others. Alison Fairlie, Service Manager, Health & Social Care Partnership and Sharon Cooper, Service Manager, Children, Families and Justice CPC APC Children and Adults Social Work Governance and Assurance Group Pathways created through operational guidance. Delivery of training Timing 31 December 2026 G Page 113 of 136
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8 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 2.3 We will work with our partners to increase knowledge of the Safe & Together model and raise awareness of how to recognise and respond to domestic abuse and dating abuse. The CPC’s Learning and Development Officer will qualify as a Safe & Together Trainer in 2025. The L&D Officer will then: • Deliver regular, short information sessions on Safe & Together to the wider1 workforce. • Provide annual opportunities for the intensive2 workforce to complete the Core Module of Safe & Together. In cooperation with its partners, the CPC will develop guidance for practitioners on safeguarding young people being subjected to dating abuse. Unborn babies, babies, children and young people benefit from support workers who partner with their non-abusive parent or caregiver to make sure that they are safe and protected from harm. Young People who may be being subjected to dating abuse have practitioners around them who can recognise and respond effectively to this issue. Keith Main, Improvement Officer Children, Families and Justice L&D Officer (Safe & Together Trainer) CPIC Wellbeing Coordinator, Education VAWP Perthshire Women’s Aid Number of information sessions delivered annually from 2025/2026. Number of Core Modules delivered. Dating Abuse Guidance (to be completed by 31 July 2027) Information sessions and Core Training to run annually through plan 2025/2028. G 2.4 The CPC will support and amplify the work undertaken by Education and Learning to ensure safer use of digital technology by children and young people and their parents and caregivers. • Support and contribute to the development of guidance by Education and Learning. Children and young people are supported to use social media, mobile phones and the internet (in accordance with their parents and caregivers’ wishes) in safer ways. Children and young people are less vulnerable to exploitation online. Susie Turner, Principal Educational Psychologist, Education and Learning CPIC Wellbeing Coordinator Guidance Documents Internet Safety event (planned for April 2025) Family Practitioner Support Network Annually through to 2028 G 1 As defined in the National Child Protection Learning and Development Framework 2024 2 As above Page 114 of 136
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9 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG • Promote internet safety through public-facing events in partnership with Education and Learning. • Work with the APC and Community Safety to highlight risks of Social Media use to parents and carers, in respect of themselves and their children (such as scams and sextortion). Children and young people are supported to use social media and phones in ways that are not harmful to others. Children and young people’s family members are supported to protect themselves online, reducing the impact on their children, as well as themselves. Adult Protection Inter- Agency Coordinator Community Safety Team Leader Community Mental Health Programme Manager 2.5 We will provide resources to support safeguarding of children and young people from minoritised groups. The CPC will do this through developing specific safeguarding guidance and training modules to assist practitioners to support: • Children and young people with disabilities. • Children and young people from Black, Asian and minoritised ethnic groups, including Gypsy, Roma and Traveller community members. • LGBTi young people Children and young people from minoritised groups are supported to be included and protected through practitioners having a better understanding of the specific difficulties they may face, such as adultification. Julie Baker, CPIC PIWG Equality Officer Consultation with Youth Groups and relevant specialist groups. Creation of guidance and training modules Guidance by 31 July 2026 Training Modules by 31 December 2026 G 2.6 We will work to increase inclusion of Fathers, Male Carers and Social Fathers with services. The CPC will work closely with its partners to ensure that the role of fathers, male carers and social fathers is recognised and their involvement in their children’s lives is Unborn babies, babies, children and young people benefit from services routinely engaging with Sarah Fogg, Advocacy Manager (IAPK) CPIC PIWG Publication of Guiding Principles for Working with Fathers, Male Carers and Social Fathers G Page 115 of 136
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10 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG supported, where safe and appropriate to do so, through: • The sharing and publication of its guidance document Guiding Principles for Working with Fathers, Male Carers and Social Fathers. • Coordinate a Short Life Working Group to look at operationalising the Guiding Principles through tests of change, engagement with parents, children and young people to create wider traction and a plan of work to increase awareness. their father, male carer or social father positively. Wellbeing Coordinator. Education Parenting and Learning Family Team Leader Creation of Short Life Working Group and evidence of longer- term plan 2025 to 2028 2.7 **NEW TASK ADDED 1 APRIL 2025** We will work within and across agencies to ensure workers understand the importance of and how to work safely with children and young people and what to do when they have concerns or suspicions regarding the behaviour of a colleague towards a child, young person or vulnerable adult through: • Creation of Working Safely/Position of Trust Guidance. • A training module on this subject which should be completed on induction and biennially by the children’s workforce. The safety of babies, children and young people’s is enhanced through workers increased awareness of the safeguarding significance of maintaining professional boundaries and how to any report concerns effectively. Julie Baker, CPIC Multi-Agency Short-Life Working Group. Publication of Guidance Roll out of Training 31 December 2026 G Page 116 of 136
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11 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG Section 3 – Public Information, Engagement and Participation 3.1 Promote an understanding of our work within our communities. • Engagement events through the Family Support Practitioner Network • An engagement campaign to seek the views of the community on concerns they would like information and support with. Children and young people and their parents and caregivers understand the work of the CPC and can contribute to its work and agenda. TBC @ 1 Apr 25 CPC members Independent Chair CPIC Whole Family Wellbeing Fund Programme Manager Evidence of annual events Evidence of feedback from the community Annually throughout the duration of the plan 2025 - 2028 G 3.2 Provide opportunities for children and young people to be involved with the work of the CPC. We will do this through: • Working with our local youth groups such as Youth Forum, Young Carers and others to seek their input on new policies. • Provide an opportunity through activity for feedback from children and young people who have social work involvement to share their views of what works and what needs to get better. Children and young people have opportunities to have their say on policies created by the CPC and to tell the CPC about things they think we should be working on. Julie Baker, CPIC CPC Members Children’s Rights Officer Youth Forum and local groups Children and Young People involved in audit activity Evidence of engagement with groups – CPIC will write Highlight Reports from visits to groups. Evidence of children and young people being provided with feedback opportunities through audit. Annually throughout the duration of the plan 2025 - 2028 G Page 117 of 136
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12 No. What will we do? What will the impact be on unborn babies, babies, children and young people? Who will be involved? How will we know it is completed? What is the target date? RAG 3.3 Ensure that the Children and Young People’s workforce know about, understand and contribute to our functions. We will engage with the staff to promote knowledge of our work through: • Community of Practice events and its EDMS site • Engagement events through the Family Support Practitioner Network • Contribute to a handbook for partnership staff. • Contribute to Partnership Intranet content to highlight the work of the CPC. Children and Young People benefit from staff who have a clear understanding of partnership working and its importance in child protection. Sharon Cooper, Service Manager, CFJ. CPC members CPIC L&D Officer Whole Family Wellbeing Fund Programme Manager CoP 3 to be held 3 times per annum. Family Support Practitioner Network Events 2025 Handbook by 31 December 2025 Ongoing through 2025 - 2028 G Page 118 of 136
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG Section 1 - Continuous Improvement and Quality Assurance 1.1 We will use our Quality Assurance Strategy and Quality Assurance Schedule 2025 – 2028 to improve our services. Identified Lead – Julie Baker, Child Protection Interagency Coordinator (CPIC) Audit activity completed: • Multi-agency audit activity completed for 7 and 8 May 2025 on recognition and response to neglect – paper to go to QAWG on 11 June 2025. Inclusion of Children, Young People and Families • Feedback received from three children and young people and one parent as part of the Multi-agency Audit Checking that identified issues are being addressed: • Action Log of improvement actions kept under review by QAWG. • CFSW are developing their own quality assurance strategy and schedule which should ensure progress is tracked. No G 1.2 We will develop our Child Protection Community of Practice (CoP) to upskill practitioners on key issues Identified Lead – Michelle Nicol, Learning and Development Officer. CoP on Safeguarding Children and Young People with Disabilities held on 27 May 2025. Further CoP planned on Working Safely with Children and Young People (Positions of Trust) on 4 September 2025 Padlet of Resources developed for each CoP. Yes, EDMS site was not practical – resources have transferred to Padlet G CPC Improvement Plan 1 January 2025 – 31 July 2028 Progress Report 2 - 3 June 2025 Appendix 3 7 Page 119 of 136
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 1.3 We will ensure that CPC guidance is clear, current, accessible and widely shared. Identified Lead – Julie Baker, CPIC Multi-agency group of practitioners have formed a group to work on the guidance with the CPIC. Practitioners devised idea of guidance in plain language, short video format and 7-minute briefing to capture different learning styles. The group are now working on what was formerly known as the ‘Hostile/Non-engaging’ guidance under the current working title of ‘Engaging with families’. CPC website in process of major overhaul to ensure ease of use and accessibility. Planned duration of work is 12 - 18 months. Instead of creating Easy Read Summaries, the group have opted to make short videos so that people can listen to the key points. G Section 2 – Strategic Planning and Connections 2.1 We will work towards a Whole Family, Whole of Life approach to Public Protection Identified Lead – tbc Regular meetings held with Public Protection Lead Officers provide opportunities for collaboration. Public Protection Coordinating Group (PPCG) reconvening after a hiatus in June 2025 which will support this piece of work. G 2.2 We will make our transitional safeguarding pathways compliant with new and revised legislation that applies to young people aged 16-21. Identified Leads: Sharon Cooper, Service Manager, CFJ and Alison Fairlie, Service Manager HSCP. The Social Work Governance and Assurance Group have been considering this piece of work and its complexities in terms of resources and a consistent approach for all 16 – 17 year olds. The Interim Transitions Guidance review has been postponed pending further discussion at this group. Timelines will require to be revised dependent on implementation dates of aspects of the Care and Justice Act 2024. A Page 120 of 136
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 2.3 We will work with our partners to increase knowledge of the Safe & Together model and raise awareness of how to recognise and respond to domestic abuse and dating abuse. Identified Lead – Keith Main, Improvement Officer, Children and Families Social Work. Michelle Nicol, Learning and Development Officer, delivered her first set of Safe & Together Core Assessment Training over 4 days in May 2025 to a mixed group of practitioners from Perth and Kinross, Dundee and Angus. Dating Abuse Guidance Writing Group scheduled to begin in September 2025. G 2.4 The CPC will support and amplify the work undertaken by Education and Learning to ensure safer use of digital technology by children and young people and their parents and caregivers. Identified Lead – Susie Turner, Principal Educational Psychologist. Christy Stevenson, Wellbeing and Inclusion Officer, delivered input on Safer Schools App and Internet Safety with the CPC on 30 April 2025 at Letham Primary School. An input on Financial Harm and Scams was delivered on 30 April 2025 in partnership with Trading Standards at Letham Hub. G 2.5 We will provide resources to support safeguarding of children and young people from minoritised groups, with disabilities and who are LGBTI*. Identified Lead - Julie Baker, CPIC SLWG on Children and Disability has met and members are taking forward areas of work over the summer months. The group will meet again in August with a planned completion date for the guidance to be live in January 2026. Meetings arranged with Perth Welfare Society and Perth Minorities Hub to discuss reference group involvement for the guidance on children and young people from minoritised groups. CPIC attending PKC Equalities Strategy Group in July 2025 to discuss LGBTIQA guidance and awaiting contact from LGBT Scotland. G 2.6 We will work to increase inclusion of Fathers, Male Carers and Social Fathers with services. Identified Lead – Sarah Fogg, Independent Advocacy Perth and Kinross SLWG membership established and first meeting scheduled for September 2025. G Page 121 of 136
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG 2.7 We will work within and across agencies to ensure workers understand the importance of and how to work safely with children and young people and what to do when they have concerns or suspicions regarding the behaviour of a colleague towards a child, young person or vulnerable adult. Identified Lead – To be confirmed Initial Meeting of group took place 29 May 2025. Work has commenced. Learning event – Positions of Trust Learning Review from East and Midlothian Public Protection Committee Webinar scheduled for 4 June 2025. Section 3 – Public Information, Engagement and Participation 3.1 Promote an understanding of our work within our communities. Identified Lead – tbc Test of Change undertaken week commencing 28 April 2025 involving events in the Letham area of Perth. This was met with limited success with very low engagement from the community. The joint CPC/APC questionnaire resulted in less than ten returns. Useful discussions took place at the CPC Development Session on 6 May 2025 regarding future engagement initiatives and planning is required. G 3.2 Provide opportunities for children and young people to be involved with the work of the CPC. Identified Lead – Julie Baker, CPIC Over 70 children from P5 – P7 in Letham and Goodlyburn Primary Schools took part in our competition to design a poster about staying safe online and in real life. There were two winners and three runners up. The children’s posters will be displayed at Perth Police Station and will be digitally displayed in schools and offices in due course. G Page 122 of 136
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No. What will we do? Update @ 3 June 2025 Amendment required? RAG Work with the Youth Forum has been delayed as there is difficulty in finding the best balance of meetings for the YP – hybrid/face to face and establishing a consistent membership. 3.3 Ensure that the Children and Young People’s workforce know about, understand and contribute to our functions. Identified Lead – Sharon Cooper, Service Manager, CFJ This was a key topic at the CPC Development Session on 6 May 2025 with those present reaffirming a commitment to further engage practitioners in the work of the CPC through supporting practitioners to attend the CPC, engage with SLWG and training events. A staff handbook will be put together in alignment with new strategic plan arrangements for 1 April 2026. G Page 123 of 136
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1 1 Perth and Kinross Child Protection Committee Annual Standards and Quality Report 2024/2025 Executive Summary Preface This year’s Annual Standards and Quality Report is presented in a new format to align with the refreshed and refocused Improvement Plan (2025 – 2028). The report has three main sections covering the prescribed functions of Child Protection Committees in Scotland – continuous improvement, public information, engagement and participation and strategic connections. Acknowledgements The Child Protection Committee (CPC) wishes to extend its sincere thanks to Bill Atkinson for his dedicated leadership of the CPC as Independent Chair from 2018 until June 2025. We wish him well for his retirement. A warm welcome is given to Graham Binnie as the new Independent Chair of the CPC, who brings a wealth of experience in public protection from his many years of service in Police Scotland and familiarity with Perth and Kinross following his time working in its Tayside Division. Section1 - Continuous Improvement 1.1 Performance Management Information. The CPC’s performance data for 2024/2025 shows a stabilisation in Child Concern Reports (CCRs) and a continued downward trend in formal child protection processes including Inter-Agency Referral Discussions (IRDs), Joint Investigative Interviews (JIIs), and Child Protection Planning Meetings (CPPMs). This continued decrease in the use of formal child protection processes has been kept under review and interrogated by the Quality Assurance Working Group (QAWG). Exploration by QAWG identified four main areas which had contributed to the redirection (please see Section 1.1 in main report for detailed information). These are the implementation of GIRFEC and the Promise, the innovations enabled by the Whole Family Wellbeing Fund (WFWF), realignment of service level agreements towards early intervention and the implementation of the Safe & Together™ model within Perth and Kinross. Given that Children and Families Social Work continues to work with similar numbers of unborn babies, babies, children and young people as previous years, it seems that it is the basis on which the service engages with families which has changed, with earlier intervention helping to prevent escalation to child protection. Appendix 4 7 Page 125 of 136
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2 2 1.2 Audit activity. The CPC’s Quality Assurance Strategy and Schedule now underpin a structured and transparent approach to self-evaluation, with findings disseminated widely across the partnership. Desktop audits explored the voices of children and young people in protection processes, the implementation of the Safe & Together™ model, and the effectiveness of IRDs. A multi-agency audit focused on responses to neglect, highlighting strong immediate responses and relationship-based practice, while identifying areas for improvement such as SMARTer planning and better inclusion of the views of babies and pre-verbal or non-verbal children and young people. 1.3 Learning and Development. The CPC’s Learning and Development Officer (LDO) has delivered a comprehensive training programme, including in-person courses, webinars, and eLearning modules. Despite a reduction in attendance, feedback indicates a strong impact on practitioner confidence and practice. The CPC has undertaken a Training Needs Analysis and the development of an interactive Pathways Toolkit to support workforce development for 2025/2026. Innovative formats such as Speed Learning Sessions and thematic Community of Practice events have enhanced accessibility and engagement. The CPC continues to align its learning offer with national frameworks and guidance. 1.4 Guidance development and updates. Practitioners have been working to update existing CPC guidance and to create new guidance where gaps have been identified, including the additional child protection risks faced by children and young people with disability/complex needs and guidance on working safely with children and young people. Section 2 - Public Information, Engagement and Participation 2.1 Public engagement, which is meaningful, rather than tokenistic, remains challenging for the CPC but efforts have been made to work towards this goal. Webpages for children and young people were redesigned to be more accessible and developmentally appropriate, with positive feedback from users. Engagement efforts included a test of change in the Letham area of Perth, which, despite low turnout, fostered valuable connections and insights. 2.2 Participation from families in audit processes, while limited, was meaningful, with efforts made to ensure trauma-informed approaches and inclusive feedback mechanisms. The CPC continues to explore innovative ways to involve children, young people and families in shaping services and will be moving forward with this aim in partnership with its key public protection partners. Page 126 of 136
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3 3 Section 3 - Strategic Planning and Connections 3.1 The CPC’s governance and subgroup structure remain strong, with the QAWG, Practice Improvement Working Group (PIWG), and Case Review Working Group (CRWG) providing the ‘engine rooms’ which drive the work of the CPC forward. Strategic connections with Public Protection partners have been a strong focus in 2024/2025 with collaborative work on transitions, domestic abuse, and forced marriage. 3.2 The Bairns’ Hoose Pathfinder Project and the implementation of the Scottish Child Interview Model (SCIM) have become embedded in 2024/2025 ensuring trauma-informed support for children and young people who are involved in child protection investigations. 3.3 Partnership updates are provided in this section of the report, including updates on: • NSPCC Speak Out. Stay Safe safeguarding programme in schools. • The Children’s Rights Officer, Champions Boards in schools and support for care- experienced children and young people. • Independent Advocacy Perth and Kinross and the support they provide to children, young people and adults to have their say in key processes. • The CREST team supporting families through Family Group Decision Making and Lifelong Links. • The Whole Family Wellbeing Fund and how it is supporting early and effective intervention through a range of initiatives. • Barnardo’s Hopscotch and Space4U projects, offering support to children, young people and their parents/carers across Perth and Kinross. Conclusion and Future Plans The CPC has demonstrated a strong commitment to quality assurance, inclusive practice, and strategic collaboration. Looking ahead, the CPC will continue to strengthen its public protection arrangements, enhance participation, and build on its progress to ensure that unborn babies, babies, children, young people and families receive the best possible support. The CPC remains guided by the principle that protecting children and young people is everyone’s responsibility and will continue to work in partnership to uphold this commitment. Page 127 of 136
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Perth And Kinross Council Scrutiny and Performance Committee 19 November 2025 Perth and Kinross Health & Social Care Partnership (HSCP) Draft Care and Professional Governance Assurance Report Arun Singh, Chief Social Work Officer (CSWO) (Report No. 25/319) 1. Purpose Of Report This purpose of this report is to provide assurance on the Care and Professional Governance of the Perth and Kinross HSCP in respect to Social Work and Social Care services. 2. Situation 2.1 This report provides assurance on the Social Work and Social Care governance arrangements for services delegated within the Perth and Kinross Integration Scheme (approved June 2022) by the Council and delivered by the HSCP. Clinical Governance is a statutory reporting requirement at NHS Board level and our integrated approach enables Perth & Kinross Council to be assured about the standards and quality of social work and social care services 2.2 The Scrutiny and Performance Committee is asked to scrutinise this report and agree the level of assurance. The timescale for the data within this report are the two months between 1 August to 30 September 2025 2.3 The recommended level of assurance is: Reasonable Assurance; due to the following factors: • Recent annual reports received in line with the agreed reporting framework demonstrated reasonable levels of assurance to the Care and Professional Governance Forum. • Reporting and escalation of operational risks which have a bearing on clinical and care governance and associated mitigating actions and an established process for ensuring that the strategic risks to the Perth & Kinross Integration Joint Board take account of this where appropriate 3. Background 3.1 Perth & Kinross HSCP has an established Care and Professional Governance Forum (CPGF). The role of the CPGF is to ensure there are effective and embedded systems for Clinical, Care and Professional Governance and seek assurance from all services within. 8 Page 129 of 136
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3.2 In April 2025, NHS Tayside launched the new Clinical Governance Strategy, which replaces the GIRFE Framework and provides the underpinning principles that support effective clinical governance and to emphasise how all staff contribute to the quality of care for people who access services in Tayside. 4. Assessment 4.1 Clinical & Care Risk Management The operational / team level risk registers for Adult Social Work and Social Care services are discussed monthly at the HSCP CPGF. 4.2 New risks and changes to existing risks are discussed at each meeting. Deeper dives of red and amber risks are undertaken on a quarterly and six monthly basis respectively outwith the CPGF for more detailed discussion with Service leads. 4.3 The reviewing of risks supports a proportionate approach to assurances, with relevant risks being regularly monitored. Scrutiny of risks ensures measures are put in place to minimise the risk(s) and assess the effectiveness of mitigations in place to minimise the risk. Where the risk affects, or is impacted by, other parts of the health or social care system, or indeed other agency, we are assured that they are fully informed and engaged in the process. 4.4 There is one red risk currently on the Risk Register for Social Work and Social Care: Risk 1 – Lack of OT capacity Because of increased demand for Single Handed Care and Moving & Handling (M&H) Risk Assessments, there is increased demand to support complex hospital discharges (including out of area hospitals) – environmental assessments and M&H equipment. I addition, there is increased demand for general assessments for long term conditions. There is consistently high intake of daily referrals by the OT Duty Service; an average of 40 referrals daily. At present, there are 3 OT's employed with a number of vacant posts. Mitigations are in place which include recruitment to vacant posts and each referral is prioritised according to presenting need and allocated on that basis. There is management oversight of the current challenges and collaborative working with Health colleagues. The CSWO has tabled the risk for a fuller discussion with the HSCP Senior Management Team. Page 130 of 136
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0 1 2 3 4 5 6 7 8 9 April May June July Aug Sept Oct Nov Dec Jan Feb March Complaints Closed 2025-2026 Stage 1 Stage 2 4.5 Clinical & Care Governance arrangements: All services/localities report exceptions on a two monthly basis, and all service localities reported to the CPGF during this time period. There were no issues highlighted in respect of social work or social care for escalation to Scrutiny and Performance Committee. The following services in relation to Council oversight, provided annual reports during the reporting period, and were given assurance levels as follows: MHO Team Report (Sept 2025) • A Short Life Working Group had been set up to review the pathways for arranging transport to hospital of acutely ill patients when Mental Health Act compulsory measures are required. A revised protocol is in the process of being finalised, and it is hoped that this will address some of the identified concerns. • Ongoing engagement specifically in relation to interface with Police Scotland and reciprocal expectations of both agencies in relation to mental health crisis work. • The PKC MHO Team continues to perform very well in relation to the national picture in the completion of Social Circumstances Reports (SCRs), a key performance indicator reported on by the Mental Welfare Commission for Scotland. In their 2023/24 annual monitoring report, the Commission reported that Perth and Kinross’s completion rate for SCRs was 92.3% (the national rate was 47.4%). This has a positive impact for our mental health services in P&K Level of Assurance: Reasonable 4.6 Complaint summary: Page 131 of 136
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*Reference to 4 or fewer, is to avoid potential identification due to the small numbers involved. • Total number of complaints received during August and September 2025 = 5 • Stage 1 = 12 • 4 or fewer Stage 1 complaints progressed to Stage 2 in August and September. • Total number of complaints closed in August and September 2025 = 12 • % Stage 2 responded to within timescales = 75% • Stage 2 not responded to within timescales = 25% • Services the complaints relate to as below • Community Alarm/Telecare - 4 or fewer • North Locality Social Work Highland - 4 or fewer • Care Homes - 4 or fewer • Care at Home – 4 or fewer • HART - 4 or fewer • Perth Locality Social Work South - 4 or fewer Total - 12 • Top themes ▪ Overall (more than one theme can be applicable per complaint) • Service Provision - 7 • Employees – 4 or fewer • Communication - 4 or fewer • Policy and Procedure - 4 or fewer Upheld or Partially Upheld complaints (more than one theme can be applicable per complaint) 4 or fewer Stage 1 complaints were partially upheld during August and September. Actions taken from upheld/partially upheld stage 1 complaints following fact finding: Supervisory oversight given with learning identified and supported directly with the team member in relation to communication Scottish Public Services Ombudsman Reports There have been no complaints referred to the SPSO during the time period. Page 132 of 136
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4.7 External Reports & Inspections There were no external inspections during the time period. 4.8 Adult Support & Protection (ASP) During the reporting time period, there were two active Large Scale Investigations (LSIs). These were both in relation to Care Homes in P&K HSCP (one involving low staffing, and one involving medication administration concerns). LSIs are overseen by the Care Home Operational Group (CHOG) The Adult Protection Committee (APC) received formal intimation to consider an APC led learning review on 10 Feb 2025, in respect to a supported accommodation provider where an individual died suddenly. A learning review group was established and has met and found that there are no obvious missed opportunities in respect to other similar incidents, other than an opportunity for providers to be reminded about training opportunities. The plan is to bring the learning review group back again to coordinate the findings and learning from other reviews. A report into the coordinated findings and learning opportunities will be shared. Local actions to mitigate risks of Drug related deaths in Perth and Kinross include: Implementation and embedding of the Medication Assisted Treatment (MAT) Standards. Current RAG scores as at Sept 2025 are green apart from MAT Standard 7, which is being progressed in line with national recommendations. • National Mission to reduce drug deaths funding utilised to increase IDART staff compliment to reduce waiting times and enhance service provision e.g. – provision of an OT service and the creation of a new psychology assistant post to provide low level psychological interventions. • Creation of a multiagency referral pathway for all new substance use referrals. • Creation of a near fatal overdose pathway and multiagency group to review all reported near fatal overdoses. During the reporting period there were 16 incidents reviewed. • Funding provided to third sector partners to employ assertive outreach workers to actively engage with service users. Page 133 of 136
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• Creation of a residential rehabilitation pathway and funding panel to facilitate access to rehabilitation services for service users, with 6 requests approved and none declined during the reporting period. 4.9 Workforce There is one red risk in relation to workforce capacity which is detailed above and the mitigations in place 4.10 Financial The composition of the Senior Management Team allows for a discussion of any financial issues from the perspective of Care & Professional Governance. 4.11 Risk Assessment/Management Key risks and assurance processes are detailed in earlier sections of this report 4.12 Equality and Diversity, including health inequalities Details regarding any Equality, diversity and health inequalities are included, if required within each service exception report. There are no exceptions requiring to be escalated to CGC. 4.13 Communication, involvement, engagement and consultation All HSCP Staff have been invited to complete the latest iMatter survey, and teams will meet to discuss the results of these and create actions to take forward 5. Recommendation This report is being presented for: • Reasonable Assurance As Chief Social Work Officer for Perth & Kinross Council, I would suggest that the level of assurance provided is: Reasonable Assurance Level of Assurance System Adequacy Controls ✓ Substantial Assurance A sound system of governance, risk management and control exists, with internal controls operating effectively and being consistently applied to support the achievement of objectives in the area audited Controls are applied continuously or with only minor lapses. Reasonable Assurance There is a generally sound system of governance, risk management and control in place. Some issues, non-compliance or scope for improvement were identified which may put Controls are applied frequently but with evidence of non-compliance. ✓ Page 134 of 136
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at risk the achievement of objectives in the area audited. Limited Assurance Significant gaps, weaknesses or non- compliance were identified. Improvement is required to the system of governance, risk management and control to effectively manage risks to the achievement of objectives in the area audited. Controls are applied but with some significant lapses. No Assurance Immediate action is required to address fundamental gaps, weaknesses or non- compliance identified. The system of governance, risk management and control is inadequate to effectively manage risks to the achievement of objectives in the area audited. Significant breakdown in the application of controls. Page 135 of 136
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