Appendix 1 - Draft Corporate Delivery and Improvement Plan 2024-25
Perth and Kinross Council · 31 January 2024
Back to Scrutiny and Performance Committee — 31 January 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Draft Corporate Delivery and Improvement Plan 2024/25 1 Appendix 1 IOD Draft Corporate Delivery and Improvement Plan 2024/25 A Perth and Kinross where everyone can live life well, free from poverty and inequalities.
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Draft Corporate Delivery and Improvement Plan 2024/25 2 Contents Introduction .......................................................................................................................................................................................................... 3 Improvement activity: Tackling poverty ............................................................................................................................................................... 4 Improvement activity: Tackling climate change and supporting sustainable places .............................................................................................. 7 Improvement activity: Developing a resilient, stronger and greener local economy ............................................................................................ 11 Improvement activity: Enabling our children and young people to achieve their full potential ............................................................................. 15 Improvement activity: Protecting and caring for our most vulnerable people ...................................................................................................... 21 Improvement activity: Supporting and promoting physical and mental wellbeing ................................................................................................ 25 Improvement activity: Working in partnership with communities ......................................................................................................................... 27
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Draft Corporate Delivery and Improvement Plan 2024/25 3 Introduction Welcome to our draft Corporate Delivery and Improvement Plan (CDIP) for 2024/25. This is a new element of the Council’s strategic planning and performance framework. Introduced this year as part of new performance reporting and strategic planning arrangements, it complements the Annual Performance Report by setting out key proposed improvement activity for the year ahead at an organisational level. Together the CDIP and the APR demonstrate how we are delivering on the commitments we set out in our Corporate Plan to work towards our vision of: a Perth and Kinross where everyone can live life well, free from poverty and inequalities. This draft Corporate Delivery and Improvement Plan sets out proposed activities within the 2024/25 year of the Corporate Plan cycle to work towards this vision. The proposed strategic improvements included within this plan are for areas where performance reporting shows more attention is needed, or where new activities to support the delivery of our priorities have been identified through customer feedback, self-evaluation, benchmarking and other strategic reports. Where our performance reporting shows that we are doing well and that current approaches are achieving or exceeding targets we are not proposing additional improvement activity. This work will continue where it is necessary to maintain performance. As will the large volumes of business-as-usual activity which ensure the effective delivery of our statutory duties and local commitments. Similarly, previously identified supporting improvements and transformation and change activities - such as consolidation work and our new strategic operating model for the organisation - which will help us deliver the Corporate Plan priorities, are not detailed here. This work is ongoing, and progress will continue to be monitored and reported through agreed Transformation and Change governance arrangements. We will continue to report back on ongoing and improvement activity through the Annual Performance Report and have updated the performance targets for 2023/24 and future years against each of the performance indicators within our corporate plan. Elected members will be invited to provide comment and feedback on the areas of activity in this draft Corporate Delivery and Improvement Plan through a range of opportunities during the 2024/25 budget setting cycle. Alongside this we will gather public feedback through our annual budget priorities consultation. Once the final budget for 2024/25 has been set in early 2024, an updated Corporate Delivery and Improvement Plan based upon the agreed and funded improvement areas will be reported back to Council for final approval. Councillor Grant Laing, Thomas Glen, Council Leader Chief Executive
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Draft Corporate Delivery and Improvement Plan 2024/25 4 Improvement activity: Tackling poverty Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Prevent and mitigate the impacts of poverty for children living in Perth and Kinross A co-ordinated and collaborative approach with partners and communities to mitigate the impact of poverty. During 2023/24 we are developing an overarching poverty strategy for Perth and Kinross. Key strategic actions for 2024/25 to prevent and mitigate the impacts of poverty for children living in Perth and Kinross will be established as part of that strategy. Performance measures will be agreed as part of the Poverty Strategy. To be agreed as part of the Poverty Strategy. Strategic Planning, People & Performance March 2026 Poverty Strategy (in development) Local Child Poverty Action Report 2022/23 and Local Child Poverty Action Plan 2023/24 Ensuring that costs of participation in school activities are minimised or mitigated to reduce the impact this has on the outgoings of Increasing uptake of free school meals for eligible children. A 5% increase in uptake of free school meals compared to previous year. 2022/23: Primary: 65% Secondary: 43% Education & Learning March 2025 Poverty Strategy (in development) Local Child Poverty Action Report 2022/23 and Local Child
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Draft Corporate Delivery and Improvement Plan 2024/25 5 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan families in or at risk of poverty. Reduce the cost of the school day. Increasing uptake of the National Entitlement Card for free bus travel to reduce travel costs. Schools will be using the Cost of the School Day toolkit and action plans will be in place. A 5% increase in uptake of the National Entitlement Card amongst under-22s. Data from 2024/25 will be used to establish a baseline for this measure as it is new. A Short Life Working Group has been established to facilitate rollout, and to support schools in creating and delivering actions plans. 2022/23: 12,257 Under 22’s with a National Entitlement Card. Customer & Digital Services Poverty Action Plan 2023/24 Mitigate cost of living pressures for households Reduce dependency on foodbanks. Develop cash first partnerships with the third sector in localities to allow support to be Foodbanks reporting Data from 2024/25 will be used to establish a baseline Strategic Planning, March 2026 Poverty Strategy (in development)
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Draft Corporate Delivery and Improvement Plan 2024/25 6 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan experiencing and at risk of poverty provided to those in need in a way that is easily accessible within their local communities. reduction in demand. Number of established cash first partnerships. for this measure as it is new. Data from 2024/25 will be used to establish a baseline for this measure as it is new. People & Performance
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Draft Corporate Delivery and Improvement Plan 2024/25 7 Improvement activity: Tackling climate change and supporting sustainable places Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Supporting the prioritisation of sustainable, cleaner, and greener transport Develop a long-term sustainable strategy for increasing and maintaining the electric vehicle charging network in Perth and Kinross. During 2023/24 we are developing an electric vehicle strategy for Perth and Kinross. Key strategic actions for 2024/25 to develop the electric vehicle charging network in Perth and Kinross will be established as part of that strategy. Performance measures will be established as part of the electric vehicle strategy. To be agreed as part of the EV Strategy. Economy, Development & Planning March 2025 Ensure we have a cleaner and greener Council fleet. Develop an electric vehicle transition plan for moving council vehicles from diesel/petrol to electric or other zero direct carbon fuel technologies. Increase in number of council vehicles with electric or other zero direct carbon fuel technologies. 2020/21: 23 2021/22: 23 2022/23: 17 Environment & Infrastructure April 2024
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Draft Corporate Delivery and Improvement Plan 2024/25 8 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Integrate active travel options into the development of large infrastructure schemes. By delivering active travel measures as part of the Cross Tay Link Road, including new and improved paths, controlled crossing facilities, bus stop provisions, a green bridge and a park and choose facility. Monitoring usage of active travel measures resulting in a 20% reduction of vehicle kilometres. 2019 Transport Scotland Active travel measures: Walking: 22% Driving: 53% Passenger: 13% Cycling: 1% Bus: 8% Taxi: 1% Rail: 1% Other: 1% Total number of vehicle kilometres in P&K in 2019 was 12,547km per person per year. Economy, Development & Planning March 2025 Local Development Plan 2 Mobility Strategy (in development) Perth Transport Futures Improve the energy efficiency of our buildings, and encourage our partners and private householders to consider improvements Improved energy efficiency and reduction in carbon emissions in the Council estate. During 2023/24 we are developing a Local Heat and Energy Efficiency Strategy (LHEES). Key strategic actions for 2024/25 to improve energy efficiency and reduce carbon emissions in domestic properties across Perth Performance measures to be established in the LHEES. To be agreed as part of LHEES. Environment & Infrastructure March 2025 Climate Change Strategy LHEES (in development)
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Draft Corporate Delivery and Improvement Plan 2024/25 9 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan and Kinross will be established as part of this strategy. Key strategic actions for 2024/25 to be set as part of the domestic/non- domestic decarbonisation plan being developed in 2023/24. Property Services To conserve and enhance the biodiversity of our natural environment Increase provision of biodiversity sites. Developing a long-term plan for managed grassland areas. Delivery of UK Shared Prosperity Fund funded Biodiversity Towns and Villages Project and the Greening Industrial Estates Project. Making provisions for biodiversity within the Cross Tay Link Road Volume of uncut areas are increased. Increase in number of biodiversity interventions. Increases in observed biodiversity TBC 2022/23 – 64 biodiversity interventions completed (305 agreed actions for the period of 2016-2026 in 2022/23 21% (64) of this was completed). Data from 2024/25 will be used to establish a baseline for this Environment & Infrastructure Economy, Development & Planning March 2025 Climate Change Strategy Tayside Biodiversity Action Plan
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Draft Corporate Delivery and Improvement Plan 2024/25 10 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan project, i.e., green bridge and wetland area. markers (insects, animals, and wildflowers). measure as it is new. (Measures have not yet been implemented i.e., green bridge and wetland area). To adapt to and mitigate the impact of climate changes on the way we operate Reduce carbon emissions caused by traffic in Perth city centre. Delivery of Cross Tay Link Road to divert traffic away from the city centre. Preparing for phase 4 of Perth Transport Futures by scoping investment activity in active travel/public transport. Air quality and traffic modelling. Data from 2024/25 will be used to establish a baseline for this measure as it is new (project is not yet completed) Economy, Development & Planning March 2025 Local Development Plan 2 Perth Transport Futures Air Quality Action Plan
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Draft Corporate Delivery and Improvement Plan 2024/25 11 Improvement activity: Developing a resilient, stronger and greener local economy Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Support and promote business growth and investment Unlock new investment and housing land to support business growth. Commence Perth West Eco Innovation Park. Level of business interest in Perth West (by leasing or buying land) Data from 2024/25 will be used to establish a baseline for this measure as it is new. Economy, Development & Planning March 2025 Make Perth a more competitive inward investment destination. Developing and improving the Invest in Perth information and advice website. Working closely with business gateway and key businesses and key sector representatives. Increased levels of interest and awareness in inward investment opportunities in Perth Data from 2024/25 will be used to establish a baseline for this measure as it is new (New Business Enquiry Management System from 2024). Economy, Development & Planning March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 12 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Increased number of businesses in the creative industry. Renewed focus on the Visitor, Cultural and Creative Economy, as a result of greater collaboration through the new strategic operating model. Demand for business space for creative industries will increase. Data from 2024/25 will be used to establish a baseline for this measure as it is new (New Cultural Database in progress for 2024) Economy, Development & Planning March 2025 Invest in innovative green power and smart technology solutions Have a Smart Energy Programme supported by public and private investment. Develop a pipeline of smart energy projects. Develop a decision toolkit to develop business cases for investment. Increased investment in smart energy projects (Number of strategic cases approved for delivery which include financial investment). Increase in number of registered businesses in energy. Data from 2024/25 will be used to establish a baseline for this measure as it is new. 2020/21: 140 2021/22: 140 2022/23: 145 Economy, Development & Planning March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 13 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Promote what our city and towns have to offer to businesses, investors and tourists More people to choose Perth and Kinross as a destination for holidays and day trips. Increased promotion of consumer and visitor offer via Perth City and Perth and Kinross Towns website and social media channels. Deliver national and international tourism campaigns with VisitScotland. Attend or be represented at national and regional travel trade events. Increased consumer and visitor expenditure, dwell time and overnight stays Direct tourism expenditure 2022: £463.48 million Average length of stay (staying visitors) 2022: 3.1 days Economic impact of tourism 2022: £646.50 Economy, Development & Planning March 2025 Culture Strategy 2023-2028 Support people into work and encourage business to access initiatives to create new opportunities Further enhance our employability outreach capacity, supporting individuals in community settings. Review and increase the number of employability outreach locations and frequency. Increased numbers of individuals supported in targeted locations and overall increase in number of Number of people supported in outreach locations: 2022/23: 215 Economy, Development & Planning March 2025 Economic Wellbeing Plan 2020- 2028
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Draft Corporate Delivery and Improvement Plan 2024/25 14 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan people supported. Remove barriers to employment for parents. Improving access and availability of registered quality childcare. Launch a pilot of community childminding. Use the Parental Employment Support Fund to connect childcare, employability, and transport. Increased number of registered childcare providers. Feedback from pilot. Increase in priority groups supported into employment. Work is underway to develop meaningful measures for this area and will be baselined in 2024/25. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Parents provided with employability support: 2022/23: 57 Parents supported into employment: 2022/23: 12 Economy, Development & Planning Education & Learning March 2025 Local Child Poverty Action Report
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Draft Corporate Delivery and Improvement Plan 2024/25 15 Improvement activity: Enabling our children and young people to achieve their full potential Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Ensure inclusive and quality education for all and promote lifelong learning Attainment at key milestones is raised for all children and young people. Using health and wellbeing census data to inform school level improvement plans. Implementation of the Literacy, Numeracy and Learning and Teaching Frameworks 2-18 through a programme of professional learning. PKC attainment for each of the indicators within the Corporate Plan will increase to at least target levels. % of children meeting expected developmental milestones when entering primary school: 2020/21: 82% 2021/22: 82% 2022/23: 81% % Primary School pupils (P1, P4 & P7 combined) achieving expected levels in literacy and numeracy (average): 2020/21: 74% 2021/22: 78% 2022/23: 78% Proportion of school leavers attaining 1 or more passes at SCQF Level 5: Education & Learning Feb 2026 (due to timing of publication of data for 2024/25) Raising Attainment Strategy 2020- 2023 Education Service Improvement Plan 2023-24
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Draft Corporate Delivery and Improvement Plan 2024/25 16 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan 20/21: 89% 21/22: 89% 22/23: Feb 24 Proportion of school leavers attaining 1 or more passes at SCQF Level 6: 20/21: 71% 21/22: 66% 22/23: Feb 24 Increase the number of young people going into positive destinations such as work experience, further education, volunteering and employment. By placing an Employability Youth Worker in each locality to liaise with schools. Early intervention approach in school and delivery of employability programmes. Increase in participation measure of school leavers entering positive destinations. Proportion of 16–19- year-olds participating in learning training or work (%): 20/21: 94% 21/22: 94% 22/23: 95% Education & Learning March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 17 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan A school atmosphere conducive to learning and personal development, where children and young people feel safe, secure, listened to and have their views taken into account on issues that affect them. Implementation of the updated Anti-Bullying Strategy. Key strategic actions for 2024/25 will be established in the updated Anti-Bullying Strategy. Schools will have robust procedures to reduce bullying in line with improving relationships. Reported incidences of bullying in schools. Increase in wellbeing measures recorded at school and Local Authority level. Next academic year will see the launch and implementation of the Anti-Bullying Strategy and Operational Guidance with related professional learning. Work is underway to facilitate consistent collation across all schools to reflect the impact of the Anti- Bullying Strategy more accurately. Baseline to be established 2024/25. Local authority wide measures are being developed. Data from 2024/25 will be used to establish a baseline for this measure. Education & Learning March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 18 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Reduce the poverty-related attainment gap Improved understanding of causes of attainment gap so that effective interventions can be identified and implemented. Review and refresh the PKC interventions toolkit to address the needs of key priority groups. All schools will plan, record and track pupil progress via the Closing the Gap tool. A reduction in the poverty-related attainment gap, particularly for those most deprived and in key priority groups. Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 5: 20/21: 28% 21/22: 24% 22/23: Feb 24 Percentage gap between SIMD 1 and SIMD 5 for school leavers attaining 1 or more passes at SCQF Level 6: 20/21: 41% 21/22: 35% 22/23: Feb 24 Education & Learning February 2026 (due to timing of publication) Raising Attainment Strategy 2020- 2023 Ensure that Looked After Children and children with additional support needs achieve comparable outcomes Improve support to children and young people with additional support needs Through the Additional Support for Learning Transformation Programme. Maintain or reduce placement within independent schools. Total Tariff Points for school leavers Data for this measure is currently being gathered. Baseline to be established 2024/25. Data from 2024/25 will be used to establish a Education & Learning March 2025 Raising Attainment Strategy 2020- 2023
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Draft Corporate Delivery and Improvement Plan 2024/25 19 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan to realise their potential. with additional support needs, including those who are care experienced. Proportion of school leavers with additional support needs, including those who are care experienced, in positive destinations. baseline for this measure. Data from 2024/25 will be used to establish a baseline for this measure. ASN Transformation Programme Increase in community placements for children and young people responding to immediate need. Increase the recruitment and range of community placement providers. Support more kinship carers. Reduction in use of residential placements. Increase in available community placement providers. Feedback from children and 2020/21: 4% (12) 2021/22: 6% (18) 2022/23: 6% (15) This measure is being developed. Data from 2024/25 will be used to establish a baseline. Children, Families & Justice March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 20 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan young people placed with community providers or in kinship care placements. Data from 2024/25 will be used to establish a baseline for this measure as it is new.
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Draft Corporate Delivery and Improvement Plan 2024/25 21 Improvement activity: Protecting and caring for our most vulnerable people Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Ensure we quickly identify children, young people and adults at risk of harm and abuse and take the necessary actions to keep them safe Take a trauma- informed approach to interviewing children for evidence to inform ongoing care and protection planning. Implement the Scottish Child Interview Model. Number of interviews which have been carried out using the Scottish Child Interview Model. Quality of evidence gathered and suitability for use in ongoing care and protection planning. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Children, Families & Justice March 2025 Ensure that people get the right care, accommodation and support where Enhance our housing support offer by implementing an Intensive Housing Support Service for Commission a third sector provider to deliver intensive housing support. Repeat homelessness presentations will be minimised and tenancy sustainment for previously homeless 2019/20: 25 2020/21: 30 2021/22: 15 2022/23: 5 Housing & Communities March 2025 Local Housing Strategy 2022-2027
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Draft Corporate Delivery and Improvement Plan 2024/25 22 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan and when they need it people with complex needs. people with complex needs will increase. Feedback from people with complex needs will be positive with better outcomes being reached. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Rapid Rehousing Transition Plan (Home First) 2019-2024 Maintain sibling relationships for care experienced children to deliver on the principles of The Promise. Ensure children and young people are listened to and helped to have a say through Family Group Decision-Making and access to Independent Advocacy. Create Lifelong Links plans for every care experienced child, incorporating Feedback from care experienced young people. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Children, Families & Justice March 2025 Perth and Kinross Corporate Parenting Plan 2021-2024
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Draft Corporate Delivery and Improvement Plan 2024/25 23 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan links with brothers and sisters, where relevant and where the young person wishes this. Prepare for the establishment of the National Care Service and continue to strive for excellent health and social care outcomes for the people of Perth and Kinross In June 2023, the Scottish Parliament extended the deadline for the completion of Stage 1 of the National Care Service (Scotland) Bill to January 2024. It was then announced in July 2023 that accountability for the National Care Service would be shared between the Scottish Government, NHS and local authorities. As part of this the latter will continue to We will continue to monitor national developments and consider activity as required.
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Draft Corporate Delivery and Improvement Plan 2024/25 24 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan employ staff and be responsible for assets such as buildings.
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Draft Corporate Delivery and Improvement Plan 2024/25 25 Improvement activity: Supporting and promoting physical and mental wellbeing Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Improve health and wellbeing in Perth and Kinross by increasing overall participation in sport and physical activity and promoting the wellbeing benefits of time spent in our natural surroundings Increase uptake of sport and physical activities. Work with key partners to develop programmes which optimise opportunities for physical activity. Social prescribers encouraging the use of outdoor activities. Numbers of participants have increased. Reduction in health and social care issues related to inactivity. 2019/20: 1.258M 2020/21: 63K 2021/22: 546K 2022/23: 1.002M Data from 2024/25 will be used to establish a baseline for this measure as it is new. Economy, Development & Planning Health and Social Care Partnership March 2025 Physical Activity and Sports Strategy 2023- 2028 Health and Social Care Strategic Commissioning Plan
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Draft Corporate Delivery and Improvement Plan 2024/25 26 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Work with schools and sport groups to increase the number of opportunities for children and young people to take part in physical activity. Education and Learning Improve health and wellbeing in Perth and Kinross by ensuring that people have access to wellbeing support when they need it Reduce waiting times for people to access Mental Health Services. Redesigning specialist community mental health services across Tayside. Increase access to preventative and community support. Reduction in waiting lists (numbers and time). Waiting times for people to access Mental Health Services (weeks) 2021/22: 33 weeks 2022/23: 36 weeks Health and Social Care Partnership March 2025 Community Mental Health and Wellbeing Services Strategic Delivery Plan
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Draft Corporate Delivery and Improvement Plan 2024/25 27 Improvement activity: Working in partnership with communities Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Establish locality multidisciplinary teams working with our community planning partners and residents to identify and address local solutions to local needs Deliver a clear, consistent, and joined up approach to supporting communities and households with the help and support they need to mitigate and move beyond poverty. Develop multi- disciplinary locality working focussed on locally identified needs. Feedback from communities and staff on the effectiveness of the multi-disciplinary team approach. Strengthened partnerships within localities with case studies to evidence. Baseline qualitive data and feedback will be established in 2024/25. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Strategic Planning, People & Performance March 2025 Local Child Poverty Action Report Transformation & Change Strategy 2022- 2027 Increase the supply and availability of rural housing Provide more affordable homes to support liveable and Deliver PKC’s affordable housing programme of Maintain 53% / 47% split across urban and rural areas. 2020/21: Total 109 homes (71 buybacks/empty homes; 26 new rural homes (68%) and 12 Economy, Development & Planning 2027 Local Housing Strategy 2022- 2027
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Draft Corporate Delivery and Improvement Plan 2024/25 28 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan sustainable communities. 1,050 over the next 5 years Achieve an average of 210 affordable housing completions each year. new urban homes (32%)) 2021/22: Total 422 homes (39 buybacks/empty homes; 198 new rural homes (52%) and 185 new urban homes (48%)) 22/23: Total 242 homes (54 buybacks/empty homes; 145 new rural homes (77%) and 43 new urban homes (23%) 2019/20: 250 2020/21: 246 2021/22: 310 2022/23: 203
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Draft Corporate Delivery and Improvement Plan 2024/25 29 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan Develop and expand our approach to working with communities to identify local actions and priorities and deliver on these together Supporting community groups to manage local assets, such as community halls. Support community groups to develop Community Asset Transfer (CAT) plans. Carry out engagement activity to promote Community Asset Transfer as an option. Increase in number of Community Asset Transfers. Increase in community groups applying for community asset opportunities. 2019/20: 11 2020/21: 5 2021/22: 7 2022/23: 26 2019/20: 11 2020/21: 5 2021/22: 7 2022/23: 26 Housing & Communities March 2025 Property Asset Management Plan Community Asset Transfer Expand and improve formal community engagement structures, i.e., development Local Action Plans. Implement recommendations and actions from review of current local decision- making committees and create new structures where appropriate. Increased in engagement with community members through new structures. Feedback from communities about impact of new local Data from 2024/25 will be used to establish a baseline for this measure as it is new. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Housing & Communities March 2025
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Draft Corporate Delivery and Improvement Plan 2024/25 30 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan decision-making committees. Increased engagement and applications from communities to the Community Investment Fund grants programme. Review application and assessment process. Further strategic improvements will be identified through evaluation of the 2023/24 Community Investment Fund programme. Increase in the number of successful applications. Increase in the number of people/communities benefitting from a CIF funded project. 2021/22: 141 applications across 2 rounds 2022/23: 85 applications In 21/22 CIF benefitted 36,115 people. Housing & Communities March 2025 Deliver our internal cultural change programme ensuring all staff contribute to our An empowered and skilled workforce who are confident in engaging with resident and communities and Delivery of action within the Employee Engagement and Cultural Change Programme. Feedback from our workforce, managers, and community members. Data from 2024/25 will be used to establish a baseline for this measure as it is new. Strategic Planning, People & Performance March 2025 Employee Engagement Plan 2023
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Draft Corporate Delivery and Improvement Plan 2024/25 31 Corporate Priority Action What improvements do we want to achieve? How will we make these improvements? How will we know if we have been successful? Baseline Data Strategic Lead Target date Linked strategy/plan commitment to engage with and be accessible and responsive to our residents and communities demonstrate the organisational values and expected behaviours at all times. Learning and development opportunities for staff on community engagement and participation. Number of participants in leaning and development opportunities. Reduction in complaints relating to behaviours or actions contrary to our organisational values and behaviours. 2021: 2,517 2022: 928 2023: 1,190 (up to 13/12/2023) Data from 2024/25 will be used to establish a baseline for this measure as it is new.