Agenda Document Pack - Scrutiny and Performance Committee - 31/01/2024
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.
Page 1
Securing the future… • Improving services • Enhancing quality of life • Making the best use of public resources Council Building 2 High Street Perth PH1 5PH 24/01/2024 A hybrid meeting of the Scrutiny and Performance Committee will be held in the Council Chamber on Wednesday, 31 January 2024 at 09:30. If you have any queries please contact Committee 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 96
Page 2
Page 2 of 96
Page 3
Scrutiny and Performance Committee Wednesday, 31 January 2024 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 2 DECLARATIONS OF INTEREST 3 MINUTES 3(i) MINUTE OF SPECIAL MEETING OF SCRUTINY AND PERFORMANCE COMMITTEE OF 22 NOVEMBER 2023 FOR APPROVAL (copy to follow) 3(ii) MINUTE OF MEETING OF SCRUTINY AND PERFORMANCE COMMITTEE OF 11 DECEMBER 2023 FOR APPROVAL (copy herewith) 5 - 10 4 OUTSTANDING BUSINESS STATEMENT (OBS) (copy herewith 24/43) 11 - 12 5 UPDATE BY ARM'S LENGTH EXTERNAL ORGANISATIONS (i) PERTH THEATRE AND CONCERT HALL (ii) LIVE ACTIVE LEISURE LTD (iii) CULTURE PERTH & KINROSS 6 DRAFT CORPORATE DELIVERY AND IMPROVEMENT PLAN 2024/25 Report by Chief Executive (copy herewith 24/44) 13 - 50 Page 3 of 96
Page 4
7 REVIEW OF EXTREME WEATHER EVENTS IN PERTH AND KINROSS OCTOBER 2023 Report by Chief Executive (copy herewith 24/45) 51 - 60 8 PERTH AND KINROSS HEALTH & SOCIAL CARE PARTNERSHIP (HSCP) CLINICAL AND CARE GOVERNANCE ASSURANCE REPORT Report by Chief Officer, Health and Social Care Partnership (copy herewith 24/46) 61 - 96 Page 4 of 96
Page 5
SCRUTINY AND PERFORMANCE COMMITTEE Minute of hybrid meeting of the Scrutiny and Performance Committee held in the Council Chambers, 2 High Street, Perth, on Monday 11 December 2023 at 14.30pm. Present: Councillor C Stewart, Bailie A Bailey, Councillors K Allan, S Carr, Depute Provost A Parrott (substituting for Councillor E Drysdale), N Freshwater (substituting for Councillor C Shiers), A Forbes, I Massie, W Robertson, F Smith, and J Welch. In Attendance: B Renton (Executive Director, Communities); L Simpson, Strategic Lead – Legal and Governance; D Littlejohn, Strategic Lead- Economy, Development and Planning; B Wilson and K Smith (Communities); B Atkinson, G Doogan, R Drummond, H Robertson, and D Macluskey (all Education and Children’s Services); J Mayglothling, K Molley, A Brown, and M Pasternak (all Corporate and Democratic Services). Apology: Councillors E Drysdale and C Shiers Councillor C Stewart, Convener, Presiding. The Convener led discussion on Items 1- 5 & 8-9 and the Vice-Convener led discussion on items 6- 7. 1. WELCOME AND APOLOGIES The Convener welcomed all those present to the meeting and apologies were noted above. 2. DECLARATIONS OF INTEREST No declarations of interest were made in terms of the Councillors’ Code of Conduct. 3. MINUTES 3(i) MINUTE OF MEETING OF THE SCRUTINY AND PERFORMANCE COMMITTEE OF 13 SEPTEMBER 2023 The minute of meeting of the Scrutiny and Performance Committee of 13 September 2023 was submitted and approved as a correct record. 3(ii) MINUTE OF SPECIAL MEETING OF SCRUTINY AND PERFORMANCE COMMITTEE OF 22 NOVEMBER 2023 The minute of special meeting of the Scrutiny and Performance Committee of 22 November 2023 was submitted and approved as a correct record. 3(ii) Page 5 of 96
Page 6
4. OUTSTANDING BUSINESS STATEMENT Resolved: The status of actions in the Outstanding Business Statement, be noted and completed actions removed accordingly. 5. PLANNING PERFORMANCE FRAMEWORK 12 (2022-23) There was submitted a report by Strategic Lead – Economy, Development and Planning (23/369) providing an overview of performance statistics and evidence of continuous improvement for the Planning Service (PPF 12). In response to a question from Depute Provost A Parrot regarding the age profile of the planning workforce, D Littlejohn confirmed that the recruitment and retention of professionals had been a challenge across services in Local Authorities. D Littlejohn advised that work had been underway at a national level with a look at introducing a modern apprentice scheme for Planners and post graduate opportunities into the planning profession. Work had also been underway with local secondary schools to promote and interest young people in planning. In response to a question from Councillor A Forbes regarding consultation and engagement with communities regarding the Big Place Conversation events, B Wilson advised that there had been a mixture of events consisting of informal drop-in sessions, more detailed workshops, in person events and digital sessions. B Wilson confirmed that attendance rates were mixed, and some areas received a better turnout than others but overall, the events were a success in engaging with communities. B Wilson confirmed that data of the Big Place Conversation events would be shared, and findings would be assessed to see what worked well and what could be tweaked for the next round of engagement with communities. In response to a question from the Convener regarding the Planning Users Forum, B Wilson advised that the Planning Users Forum consists of agents who submit smaller applications on a regular basis and Community Councils who are engaged and respond to local applications. B Wilson confirmed that even though there had been some overlap with the House Builders Forum, the two Forums have been kept separate due to the different scales in development and to allow for more productive discussions. B Wilson added that work had also been underway to arrange focus sessions on road construction consent processes and validation workshops for regular agents. Resolved: (i) The appended Planning Performance Framework, be noted. (ii) Suggestions in relation to service improvements to be included in PPF13, or its successor, be considered. 6. COUNCIL COMPLAINTS PERFORMANCE REPORT FOR 2022-23 There was submitted a report by Strategic Lead - Legal and Governance (23/370) providing assurance that the Council has an adequate and effective Complaints Handling Procedure (CHP) in place, and; (2) advising the Committee of Page 6 of 96
Page 7
work undertaken to improve our performance in relation to the Council’s handling of complaints. In response to a question from Councillor A Forbes regarding the increasing number of complaints in Perth and Kinross Council and are there sufficient staffing resources in place, J Mayglothling confirmed that other Local Authorities and the Ombudsman have noted an increase in complaints. J Mayglothling added that through the Transformation Programme work had been underway to look at how complaints could be addressed differently by concentrating resources for investigations through a central team which would allow for more coverage and help reduce any gaps in the process. In resposne to a question from Councillor K Allan regarding a breakdown in complaint figures to see if there are any trends in certain areas, J Mayglothling advised that Services with face-to-face interactions receive more complaints than other areas. L Simpson further explained that many complaints reflect dissatisfaction with a decision or outcome as opposed to a service or process failure. She confirmed that complaints are monitored within Services and the Corporate Team to reduce the number of repeat complaints. The Vice-Convener requested for the breakdown in the 2022-23 complaint figures to be shared with members following the meeting. In response to a question from Depute Provost A Parrott regarding the number of complaints prior to the pandemic, L Simpson confirmed that work had been undertaken prior to the pandemic to help services properly identify communications which should be classed and managed as a complaint, which resulted in a steady increase in numbers. L Simpson added the figures for 2020 and 2021 were artificially depressed as a consequence of responding to the COVID-19 pandemic, explaining that for parts of the period, essential only were operating and that complaints were not being processed. J Mayglothling added that figures have now settled back to pre-Covid levels.. The Convener asked for a briefing note to be shared with Elected Members regarding the number of complaint cases investigated by the SPSO when data has become available to allow for better scrutiny and an increased level of assurance that the correct measures are in place. Resolved: (i) The contents of Report 23/370, be considered. (ii) It be noted that the performance of the Complaints Handling Procedure to continue to be monitored and reviewed throughout the year. 7. PUPIL EQUITY FUNDING UPDATE 2023 There was submitted a report by Executive Director (Education and Children’s Services) (23/281) (1) providing an update on progress made in Perth and Kinross to close the poverty-related attainment gap through the use of Pupil Equity Funding (PEF) and; (2) outlining the range of PEF measures implemented to improve performance and monitor progress of improvements. In response to a question from Councillor K Allan regarding the increase in number of interventions recorded, D Macluskey advised that through the development Page 7 of 96
Page 8
of the tracking tool, impacts can now be measured more accurately which has shown positive results. In response to a question from Councillor A Forbes regarding attendance in schools, D Macluskey advised that work had been undertaken to revise the Council’s Attendance Framework to include a staged intervention approach. D Macluskey confirmed that an Attendance Forum had also been arranged for 15 January 2024 with two follow up events to collate data on attendance and look to reduce any gaps in current processes. In response to a follow up question from Councillor A Forbes, D Macluskey advised that early indications in Term 1 had shown improvements in attendance in schools across Perth and Kinross, however, certain sectors and certain year groups are more impacted than others. Education and Children’s Services continue to monitor levels of attendance throughout schools and attendance continues to be a key action area in Perth and Kinross Council’s Education Improvement Plan and Raising Attainment Strategy. In response to a question from Bailie A Bailey regarding the decrease in attendance levels prior to Covid pandemic, D Macluskey confirmed that the trend in results prior to the pandemic were due to the development in tools to measure attendance of certain groups and analyse the root causes of poor levels of attendance. D Macluskey added that attendance had been a concern nationally for several years, but attendance issues had increased due to impacts of the pandemic. In response to another question from Bailie A Bailey regarding the Interventions Mapping Tool, D Macluskey advised that the Mapping Tool had been developed by Perth and Kinross Officers with support from the Scottish Government Attainment Adviser. D Macluskey added that the Interventions Mapping Tool had been identified as National Best Practice and had been shared on several Forums with colleagues in other Local Authorities. Members thanked Education and Children’s Services for their positive work in utilising the Pupil Equity Funding. Resolved: The contents of the Report 23/281, be scrutinised. 8. RAISING ATTAINMENT UPDATE There was submitted a report by Executive Director (Education and Children’s Services) (23/280) providing an update to progress on the Education and Children’s Services Raising Attainment Strategy 2020-202 and specifically providing information on a range of performance measures across the National Improvement Framework (NIF) for education priorities. In response to a question from Councillor K Allan regarding the overall decline in performance of developmental milestones, G Doogan advised there had been several steps taken to support children as they enter Primary 1. G Doogan added that specific work had been undertaken with a focus on language and speech by employing additional staff and offering further training to support children in Primary 1. G Doogan added that motor skills are also being addressed by encouraging learning through play in classrooms and by making adaptations to the school curriculum. G Doogan Page 8 of 96
Page 9
confirmed that the 9 developmental milestones continue to be monitored and assessed. In response to a supplementary question from Councillor K Allan, G Doogan advised that teachers are trained to offer appropriate support and differentiated learning for children who don’t have any early learning and childcare experience before starting Primary School. In response to a question from the Convener regarding the table on ‘Nat 5, Higher and AH Pass rates (A to C) PKC, National and Comparator Authorities’ and if the Advanced Higher results should be a concern, D Macluskey confirmed that Perth and Kinross Council had received more D awards than previous years but work had been underway with schools to ensure that results do not become a pattern. Resolved: The contents of the Report 23/280, be scrutinised. THERE FOLLOWED A SHORT RECESS AND THE MEETING RECONVENED AT 15.55. 9. PERTH AND KINROSS CHILD PROTECTION COMMITTEE STANDARDS AND QUALITY REPORT 2022/2023 There was submitted a report by Chief Social Work Officer (23/371) providing an overview of the key activities and work of the CPC partners to protect children and young people from harm, abuse and exploitation; (2) describing the CPC’s achievements, key strengths and areas for improvement, and; (3) including an update on the CPC’s new Improvement Plan, confirming that the CPC continues to focus on learning and improvement, and has in place, a comprehensive programme of improvement work for 2023 and beyond. In response to a question from Councillor W Robertson regarding work undertaken with all members of a family when difficulties are discovered, B Atkinson referred to Family Group Decision Making, supported by Social Workers and which would allow for interested parties within the family to provide positive contributions. H Robertson added that addressing the volume of referrals can be timely due to limited resources and the amount of information that must be gathered and assessed on the individual child and their family circumstances. H Robertson confirmed that the Service work through the GIRFEC agenda to ensure that children are safe and protected in a healthy environment. In response to a question from Councillor S Carr regarding support offered to families seeking asylum or for those whose first language may not be English, H Robertson confirmed that accommodation for the unaccompanied asylum-seeking children had been a success and specific support had also been provided to Ukrainian children and their parents living in Perth and Kinross. There had been no child protection issues identified. H Robertson added that for families whose first language may not be English, carers are recruited from different cultural backgrounds for children who may need to be removed from their family of origin. Issues with translation continue to be monitored carefully. Page 9 of 96
Page 10
In response to a question from Bailie A Bailey regarding further information on the work undertaken in relation to unborn child cases and if there are any gaps in current processes, B Atkinson advised that an Unborn Baby Protocol had been developed and underpinned by multi-agency training to try and ensure that those who come across a pregnant vulnerable woman know how to make a referral. B Atkinson added that work had been underway to assess how cases could be handled more efficiently and training continues to be provided and guidance updated as appropriate. R Drummond added that within NHS Tayside, anti-natal and post-natal services are very alert to vulnerable pregnant young women and ongoing work continues to raise awareness of the Unborn Baby Protocol. Resolved: The Perth and Kinross CPC Standards and Quality Report 2022/2023 (Appendix 1) and the contents of the Perth and Kinross CPC Improvement Plan 1 April 2023 – 31 July 2026 (Update) (Appendix 2) of Report 23/371, be scrutinised. The Convener referred to H Robertson and R Drummond’s last meeting of the Scrutiny and Performance Committee. Members thanked them for their contributions over the years and wished them well for the future. ~~~~~~ Page 10 of 96
Page 11
SCRUTINY AND PERFORMANCE COMMITTEE OUTSTANDING BUSINESS STATEMENT (OBS) (Report No. 24/43) Please note that this statement sets out outstanding decisions of this committee along with an update and estimated completion date. Actions which are overdue are shaded for ease of reference. Where an update reflects that an action is complete then the Committee’s agreement will be sought to its removal from the OBS. No Minute Reference Subject Title Outstanding Action Update Lead Officer /Service Action due Action Expected 14. 26 April 2023 Item 7 Perth and Kinross Health and Social Care Partnership (HSCP) Clinical and Care Governance Assurance Report A briefing session to be arranged for all members on how the Health and Social Care Partnership Operates A briefing session was held on 17 January 2024. COMPLETED Jacquie Pepper/Lisa Simpson 31 January 2024 31 January 2024 15. February 2023 Scrutiny Review Topics Progress with discussions on Additional Support Needs Provision in Perth and Kinross Elected Member Briefing Session was held on 27 November 2023. Further meeting is arranged with the Convener/Vice- Convener and lead officers. NOT COMPLETED Education and Children’s Services/ Legal and Governance Services TBC TBC 29. 11 December 2023 Item 6 Council Complaints Performance Report for 2022-23 A breakdown in the 2022- 23 complaint figures to be shared with members. Email response was issued to members. COMPLETED Joy Mayglothling 31 January 2024 31 January 2024 4 Page 11 of 96
Page 12
Page 12 of 96
Page 13
Perth And Kinross Council Scrutiny & Performance Committee 31 January 2024 DRAFT CORPORATE DELIVERY AND IMPROVEMENT PLAN 2024/25 Report by the Chief Executive (Report No. 24/44) 1. PURPOSE 1.1 This report presents the draft Corporate Delivery and Improvement Plan (CDIP) for 2024/25 for consideration, with updated baseline data where this has become available since the plan was presented to Council. 1.2 The draft CDIP was considered by Council on Wednesday 4 October 2023 (Report 23/266) alongside the Medium-Term Financial Plan to strengthen the alignment between the priorities set in our Corporate Plan, improvement activity, and budget and resource allocation. Council agreed that the Scrutiny and Performance Committee should be remitted to consider the draft CDIP and make recommendations or comments relating to the improvement actions and targets before the final 2024/25 CDIP is brought back to Council following its budget meeting. 2. RECOMMENDATIONS 2.1 It is recommended that the Committee: • considers the draft CDIP and available baseline measures and recommends to Council: ▪ any changes or additional targets or improvement actions for inclusion ▪ any targets to be removed ▪ any additional considerations for baseline data to be established 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Section 5: Summary Information • Appendix 1: Draft Corporate Delivery and Improvement Plan 2024/25 6 Page 13 of 96
Page 14
4. BACKGROUND 4.1 The Corporate Delivery and Improvement Plan (CDIP) is a new element of the Council’s strategic planning and performance framework. Introduced for 2024/25 as part of new performance reporting and strategic planning arrangements, it complements the Annual Performance Report approved by Council in August 2023 (Report No. 23/234) by setting out key proposed improvement activity for the 2024/25 year. 4.2 This replaces the service-by-service approach to identifying improvements which was previously in place through Business Management and Improvement Plans with an organisation-wide approach to planning and performance. By bringing the final CDIP for approval at the start of the financial year it also means Council will have sight of in-year improvement activity at the start of the new financial year, rather than at the end of the first quarter, or sometimes later, as was the case with the previous approach. 4.3 The CDIP is intended to be read alongside the Annual Performance Report for 2022/23. It details improvement activity intended to address areas for development, identified in the Annual Performance Report (APR), and evidences our duty to deliver Best Value. The APR acts as our annual look back at how we have delivered on the priorities of the Corporate Plan, while the CDIP is our look forward to what we will focus on doing in 2024/225 to achieve the priorities of the Corporate Plan. 4.4 Linking improvement activity to previous performance and aligning this to the delivery of the Corporate Plan are key to maintaining a robust and effective performance management framework. This is critical to the success of the Council in delivering and improving outcomes for individuals and our communities. 5. SUMMARY INFORMATION 5.1 The draft Corporate Delivery and Improvement Plan for 2024/25 sets out key strategic improvement activities which officers have identified to address previous performance or introduce new activity which will contribute to the delivery of the Council’s key priorities. It does not represent all of the work which is ongoing to meet our statutory duties or to maintain existing areas which are performing well. Given the scope of the Council’s responsibilities these would be too much to contain in any one single document, but the impact of this ‘business as usual’ work is demonstrated through the performance measures agreed as part of the Corporate Plan. 5.2 The proposed improvement activity identified within the draft CDIP has been developed with service leads by cross-referencing the Corporate Plan priorities with areas for improvement identified in the Annual Performance Report for 2022/23 and our supplementary report on performance aligned to Page 14 of 96
Page 15
the Best Value themes. It also includes areas for improvement, where they link to delivery of our Corporate Plan priorities, which have been identified through customer feedback, self-evaluation, benchmarking, and other strategic documents. 5.3 Of the 65 measures, 32 are existing measures and now include baseline data, 30 are new measures with baselines yet to be established, and 3 will have baselines set once the relevant strategies are in place. 5.4 The final CDIP will be brought back to Council for approval after the final 2024/25 budget is set next year. This will enable any adjustments required following the budget and in line with Elected Member feedback to ensure improvement activity is aligned with the funded priorities set by Council. Authors Name Designation Contact Details Louisa Dott Corporate Performance Team Leader LJDott@pkc.gov.uk Approved Name Designation Date Greg Boland Strategic Lead – Strategic Planning, People and Performance 8 January 2024 APPENDICES Appendix 1 - Draft Corporate Delivery and Improvement Plan 2024/25 Page 15 of 96
Page 16
ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement None Corporate Plan Yes Resource Implications Financial None Workforce None Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance None Risk None Consultation Internal Yes External None Communication Communications Plan None 1. Strategic Implications Community Plan / Corporate Plan 1.1 This report sets out improvement activity to be undertaken to support the delivery of the Council Corporate Plan 2022-27. 2. Resource Implications Financial 2.1 There are no financial implications arising from this report. Workforce 2.2 There are no workforce implications arising from this report. Asset Management (land, property, IT) 2.3 There are no asset management implications arising from this report. Page 16 of 96
Page 17
3. Assessments Equality Impact Assessment 3.1 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. 3.2 This report has been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome: (i) Assessed as not relevant for the purposes of EqIA Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt. Sustainability 3.4 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. 3.5 The information contained within this report has been considered under the Act. However, no action is required as the Act does not apply to the matters presented in this report. Legal and Governance 3.6 Not applicable. Risk 3.7 Not applicable. Page 17 of 96
Page 18
4. Consultation Internal 4.1 The Executive Leadership Team, Service Senior Management Teams and the Performance, Planning and Risk Group were consulted during the preparation of this report. External 4.2 Not applicable. 5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 None. Page 18 of 96
Page 19
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. 6 Page 19 of 96
Page 20
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 Page 20 of 96
Page 21
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 Page 21 of 96
Page 22
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 Page 22 of 96
Page 23
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) Page 23 of 96
Page 24
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 Page 24 of 96
Page 25
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 Page 25 of 96
Page 26
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) Page 26 of 96
Page 27
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 Page 27 of 96
Page 28
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 Page 28 of 96
Page 29
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 Page 29 of 96
Page 30
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 Page 30 of 96
Page 31
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 Page 31 of 96
Page 32
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 Page 32 of 96
Page 33
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 Page 33 of 96
Page 34
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 Page 34 of 96
Page 35
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 Page 35 of 96
Page 36
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 Page 36 of 96
Page 37
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 Page 37 of 96
Page 38
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. Page 38 of 96
Page 39
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 Page 39 of 96
Page 40
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 Page 40 of 96
Page 41
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. Page 41 of 96
Page 42
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. Page 42 of 96
Page 43
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 Page 43 of 96
Page 44
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 Page 44 of 96
Page 45
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 Page 45 of 96
Page 46
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 Page 46 of 96
Page 47
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 Page 47 of 96
Page 48
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 Page 48 of 96
Page 49
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. Page 49 of 96
Page 50
Page 50 of 96
Page 51
Perth And Kinross Council Scrutiny & Performance Committee 31 January 2024 REVIEW OF EXTREME WEATHER EVENTS IN PERTH AND KINROSS IN OCTOBER 2023 Report by the Chief Executive (Report No. 24/45) 1. PURPOSE 1.1 This report is to allow completion of the consideration of the report presented to Sctuiny and Performance Committee on 22 November 2023 22 November 2023 (Report No 23/232 refers). 2. RECOMMENDATIONS 2.1 It is recommended that Committee: • considers the findings of this review into the Council’s preparedness, response and recovery activity during each of the three October weather events from Section 7 onwards • considers the updated improvement actions identified within the report and makes recommendations for any further areas of improvement (Appendix 1). 3. STRUCTURE OF REPORT 3.1 This report is structured over the following sections: • Section 4: Background • Appendices 4. BACKGROUND 4.1 This report is a follow-up to the previous report to the Scrutiny and Performance Committee which was discussed at the meeting of 22 November 2023 (Report No 23/232 refers). Link to meeting of 22 November 2023 4.2 At that meeting, the Committee discussed the arrangements in place over the weekend of 6-8 October 2023. However, there was insufficient time to address the remainder of the report which covered the two other severe weather events (18-21 October and 27-29 October 2023). As such, the Committee agreed to defer the remainder of the report to this meeting. 7 Page 51 of 96
Page 52
4.3 In addition, further actions were agreed by the Committee for the improvement plan. These are shown within the updated plan, along with progress to date on all identified actions. (Appendix 1). 4.4 The new actions for inclusion within the improvement plan are: • appropriate allocation of the approved funding to communities to support resilience in terms of both training and equipment • this review to include a clearer and better tested ‘plan B’ for when something does go wrong with a piece of infrastructure • develop a protocol to share vulnerable people lists during emergencies • Invite representatives from SEPA, SSE and SW to attend a future Scrutiny and Performance Committee 4.5 All actions within the plan, including the additional ones agreed by this Committee are being actioned by officers in line with the timescales identified for completion. Authors Name Designation Contact Details Mark Butterworth Fraser Crofts Head of Environmental & Consumer Services Strategic Lead – Environment & Infrastructure ComCommitteeReports@pkc.gov.uk 01738 475000 Approved Name Designation Date Thomas Glen Chief Executive APPENDICES • Appendix 1 – Updated Improvement Plan Page 52 of 96
Page 53
ANNEX 1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce Yes Asset Management (land, property, IST) None Assessments Equality Impact Assessment None Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance Yes Risk None Consultation Internal Yes External None Communication Communications Plan None 1. Strategic Implications Corporate Plan 1.1 This report supports the following objectives within the Corporate Plan:- • tackling climate change and supporting sustainable places • developing a resilient, stronger and greener local economy • protecting and caring for our most vulnerable people • working in partnership with communities 2. Resource Implications Financial 2.1 The Council incurred a number of additional costs in response to the winter flooding events, mainly in the form of officer time, over time and call out allowance. The Council also incurred costs as a result of, for example of the damage to the Glen Lyon road. 2.2 The recommendations in this report could have financial implications, however the exact extent of these cannot be quantified until a more detailed analysis is undertaken. Page 53 of 96
Page 54
Workforce 2.3 The recommendations in this report could have implications for Council officers, and those within the Roads Maintenance Partnership, however the exact extent of these cannot be quantified until a more detailed analysis is undertaken. Asset Management (land, property, IT) 2.4 None. 3. Assessments 3.1 The Impact and Value Assessment Tool has been completed for this paper, with the following findings: 3.2 Under the Equality Act 2010, the Council is required to eliminate discrimination, advance equality of opportunity, and foster good relations between equality groups. Carrying out Equality Impact Assessments for plans and policies allows the Council to demonstrate that it is meeting these duties. The Equality Impact Assessment undertaken in relation to this report can be viewed clicking here. (i) Assessed as not relevant for the purposes of EqIA Strategic Environmental Assessment 3.3 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 3.4 However, no action is required as the Act does not apply to the matters presented in this report. This is because the Committee are requested to note the contents of the report only and the Committee are not being requested to approve, adopt or agree to an action or to set the framework for future decisions. Sustainability 3.5 Under the provisions of the Local Government in Scotland Act 2003 the Council has to discharge its duties in a way which contributes to the achievement of sustainable development. Under the Climate Change (Scotland) Act 2009 the Council also has a duty relating to climate change and, in exercising its functions must act: • in the way best calculated to delivery of the Act’s emissions reduction targets; • in the way best calculated to deliver any statutory adaptation programmes; and • in a way that it considers most sustainable. Page 54 of 96
Page 55
Legal and Governance 3.6 Officers from Legal and Governance have been consulted in the preparation of this report. Risk 3.7 Not applicable. 4. Consultation Internal 4.1 Officers from a number of services involved in the preparedness, response and communications with regard to the recent extreme weather events have contributed to this drafting of this report. External 4.2 None. 5. Communication 5.1 Not applicable. 2. BACKGROUND PAPERS 2.1 Perth Flood Scheme Operating Manual Page 55 of 96
Page 56
Page 56 of 96
Page 57
Appendix 1 0L JN Improvement plan Theme Ref. no. Activity Responsible Officer Timescale Comments Notifications and preparedness 1 Report to EI&ED on resource requirements to support year-round resilience. Strategic Lead – Environment & Infrastructure No later than June 2024 Proposal being developed. Various options being considered and costed, in conjunction with other inter-related actions below. 2 Officers to review and put in place new minimum staffing/standby-levels at command and operational levels to ensure resources are available to successfully co-ordinate and deploy all flood defence measures within timescales set within the to be revised protocols (action 8 refers). Roads Maintenance Partnership Manager By June 2024 As above, various options being considered and costed, in conjunction with other inter- related actions. Consideration also being given to changing the flood gate closure procedure, and triggers Incident Management, Resourcing and Response 3 Undertake further training in terms of emergency planning across the wider leadership team to ensure resilience to deal with incidents Strategic Lead – Strategic Planning, Policy & Resources By March 2024 Arrangements are being put in place to provide both external and internal training/awareness sessions. Currently liaising with colleagues in Local Resilience Partnership (LRP) regarding further training for gold and silver command officers. Crisis management training being investigated for all new Gold Commanders 4 The Council’s Out of Hours Standby arrangements be reviewed to include exploring the opportunities for Strategic Lead – Environment & Infrastructure By March 2024 To be undertaken in conjunction with actions 2 and 7. Internal discussions on-going regarding 7 Page 57 of 96
Page 58
expanding the remit of staff from other Council services. what resources are currently available across PKC and how these can better support/increase any response to an emergency. 5 Continue to work with current Community Resilience Groups and build on the success of these models, reflecting that public agencies including the Council are unable to respond to all impacts across the authority Strategic Lead – Housing & Communities This is an ongoing action, which is monitored within the service. Work has commenced to develop a marketing campaign to promote the creation of CRGs, and the support available from PKC. For example, a meeting is being held in Invergowrie in January 2024. A CRG Seminar is to be arranged in Perth for March 2024. New action Appropriate allocation of the approved funding to communities to support resilience in terms of both training and equipment (Scrutiny and Performance Committee action) Service Manager – Community Resilience and Emergency Planning By June 2024 Ongoing As above. 6 Review how the logging and sharing of information between partner agencies is undertaken, building upon the conversations which have taken place to date with SSE and SEPA Strategic Lead – Environment & Infrastructure By March 2024 Discussions have taken place with SEPA and agreement reached on new way forward, and new operational protocols have been agreed, which will provide for better communication and clarity. This has now been used across a number of weather events. Page 58 of 96
Page 59
SEPA to update their guidance and copy to PKC for agreement. 7 Undertake a review of the handling of calls to the Out of Hours contact centre, as well as a further review of the Council’s out of hours customer contact arrangements Strategic Lead – Environment & Infrastructure Strategic Lead – Customer & Digital Services By March 2024 Proposal being developed. Various options being considered and costed, in conjunction with action 4 above. 8 Review the Perth Flood Scheme Gate Closure Operational Procedure document with SEPA Strategic Lead – Environment & Infrastructure By June 2024 Various options being considered, in conjunction with action 2 above, to increase resilience and community reassurance whilst minimising the need for additional stand-by resources. Gate closure triggers being reviewed New action This review to include a clearer and better tested ‘plan B’ for when something does go wrong with a piece of infrastructure (Scrutiny and Performance Committee action) Strategic Lead – Environment & Infrastructure By June 2024 Plan being developed which creates less reliance on the use of heavy equipment and the use of alternative protection measures. In progress, being led by RMP manager and TC Head of Operations. New action Develop a protocol to share vulnerable people lists during emergencies (Scrutiny and Performance Committee action) Service Manager – Community Resilience and Emergency Planning By June 2024 Officers are liaising with colleagues in SSEN and the NHS regarding the sharing of relevant information. The key issue being data protection and GDPR. Page 59 of 96
Page 60
Impact and Recovery 9 Review of welfare response protocols and engagement with those directly impacted, including follow up with affected individuals in Perth City and Invergowrie. Head of Environmental & Consumer Services Senior Service Manager Housing By 23 December 2023 A welfare response protocol has been developed and was put in place, which worked well during the flooding event at the end of December 2023. 10 Establish formal feedback mechanisms from community resilience groups to take on board learning and develop future response arrangements Strategic Lead – Housing & Communities By March 2024 Feedback mechanisms are currently in place, although a formal debrief process/procotol will be produced by officers. New action Invite representatives from SEPA, SSE and SW to attend a future Scrutiny and Performance Committee (Scrutiny and Performance Committee action) Chief Executive By June 2024 The Executive Director (Communities) is in contact with partners about the available committee dates. Page 60 of 96
Page 61
Perth And Kinross Council Scrutiny and Performance Committee 31 January 2024 PERTH AND KINROSS HEALTH & SOCIAL CARE PARTNERSHIP (HSCP) CLINICAL AND CARE GOVERNANCE ASSURANCE REPORT Jacquie Pepper, Chief Officer, Perth and Kinross HSCP (Report No. 24/46) 1. PURPOSE OF REPORT 1.1 The purpose of this report is to provide assurance to Perth & Kinross Council’s Scrutiny and Performance Committee on the Clinical Care and Professional Governance of the Perth and Kinross HSCP. 2. REPORT SUMMARY 2.1 Situation This report is being brought to the meeting to provide assurance on the clinical and care governance activities and arrangements across the Partnership as outlined in the Getting It Right for Everyone (GIRFE) Framework in accordance with the Partnership integration scheme. Clinical Governance is a statutory requirement to report on, at Board level, from Scottish Government as per NHS MEL (1998) 75. The Scrutiny and Performance Committee is being asked to provide their view on the level of assurance this report provides and therefore the level of assurance regards clinical and care governance within the Partnership. The timescale for the data within this report is from 1st July 2023 to 31 October 2023. As Lead Officer for Perth and Kinross HSCP I would suggest that the level of assurance provided is: Reasonable Assurance. 2.2 Background The role of the Perth and Kinross HSCP Governance forum is to provide assurance to the Perth and Kinross HSCP Integration Joint Board (IJB), NHS Tayside Board (through the Care Governance Committee) and Perth and Kinross Council (through the Scrutiny and Performance Committee), that there are effective and embedded systems for Clinical, Care and Professional Governance in all services within Perth and Kinross HSCP. The GIRFE Framework is an agreed tool used by all three HSCPs to ensure consistency of approach between Local Authorities, Tayside NHS Board and the IJBs for the three HSCPs; quality assurance is assessed against an agreed, prioritised common data set for each of the governance domains as detailed below. A GIRFE Steering Group continues to meet, with representatives from each of the 8 Page 61 of 96
Page 62
three Partnerships and part of its remit is to support additional common assurance measures and this template. The six domains continue to evolve over time and must be adaptable and responsive to the changes in legislation and external support and monitoring. The domains reflect the principles set out in the Health and Social Care Standards, My support, My life; Scottish Government, 2018 and the Quality-of-Care Approach, HIS and Care Inspectorate, September 2018. The domains are: Information Governance Professional Regulation and Workforce Development Patient/Service user/Carer and Staff Safety Patient/Service user/Carer and Staff Experience Quality and effectiveness of care Promotion of Equality and Social Justice 2.3 Assessment 2.3.1 Exceptions A risk has been identified and recently added to DATIX regarding the ageing decontamination equipment at Broxden Dental Centre, and the resultant risk of failure. The current washers and disinfectors at Broxden Dental Centre were brought into service some time ago, and are now reaching end of life. The equipment also serves as a contingency for CSSD at Ninewells, as part of a reciprocal arrangement. There is a risk of equipment failure, resulting in the service being unable to provide dental care to patients. In the event of a failure, securing spare parts may also be challenging due to the age of the equipment. The Public Dental service will complete and submit a capital equipment replacement plan, which, if accepted and progressed, would result in replacement equipment being installed. This equipment would also be easier to service due to accessibility of spare parts. Preventative planned maintenance is ongoing by estates engineers, and there are daily checks made by staff. A reciprocal arrangement is in place with CSSD at Ninewells regarding use of equipment at either site in the event of disruption. The service intends to submit a capital replacement plan in the near future. Home Office Controlled Drug Licence is outstanding for The Bella Centre. The Bella Centre is a recently opened Community Custody Unit and houses low supervision women and young people. The Prison Healthcare service (hosted in P&K HSCP) provide healthcare to the population of the Centre. Due to a processing delay, the Controlled Drug licenses for HMP Perth, HMP Castle Huntly and The Bella Centre lapsed. Licences for HMP Perth and HMP Castle Huntly have since been successfully renewed. Page 62 of 96
Page 63
Due to a processing delay, the Controlled Drug licence is outstanding for The Bella Centre. The majority of patients at the Centre are prescribed medication via “named patient”, so no stock is required to be held at the Centre. 2.3.2 Clinical and Care Risk Management The risk registers for Health and for Adult Social Work and Social Care are discussed monthly at the P&K HSCP Care & Professional Governance Forum. Managers of red risks provide a written update at every meeting, and managers of amber risks are asked for update at every other meeting. This supports assurances that the relevant risks are being regularly monitored; what measures are in place to minimise the risk; what alternative mitigations plans and actions are in place to minimise the risk; that 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. The controls listed under each risk are the cumulative efforts being made to mitigate the risk. P&K HSCP health red risks as at 15th Nov 2023: DatixRef Risk Exposure – No controls Current Risk Exposure Rating Planned Risk Exposure Risk Trend (↑/→/↓) Please include data from previous four reporting periods Dec 2022 April 2023 Aug 2023 Nov 2023 L C RER L C RER L C RER L C RER L C RER L C RER 829 4 5 20 4 5 20 4 5 20 4 5 20 4 5 20 2 5 10 → 982 5 4 20 5 4 20 5 4 20 5 4 20 5 4 20 2 4 8 → 701 5 3 15 * 3 3 9 5 4 20 5 4 20 5 4 20 1 4 4 → 1321 5 4 20 - - - - - - 5 4 20 5 4 20 2 4 8 → L = Likelihood C = Consequence RER = Risk Exposure Rating * The current risk score is higher than the inherent score due to exacerbations of the risk by further staffing challenges. Page 63 of 96
Page 64
P&K HSCP Adult Social Work & Social Care red risks as at 15th Nov 2023: Risk Risk Exposure – No controls Current Risk Exposure Rating Risk Trend (↑/→/↓) Please include data from previous four reporting periods Dec 2022 April 2023 Jul 2023 Nov 2023 L C RER L C RER L C RER L C RER L C RER 1 4 5 20 - - - 4 5 20 4 5 20 4 5 20 → 2 4 5 20 1 3 3 4 5 20 4 5 20 4 5 20 → Health Risk 829 - Challenges in relation to accommodation for clinical and non- clinical staff across P&K Accommodation walkrounds have been completed across Health & Social care sites with a view to mapping sites to accommodate future teams. A short life working group has been recommenced with NHST support service and Estates in order to review the accommodation needs for CCATS, IDART, Urgent Care and Community AHP's. A consultation paper to be completed in relation to engaging with staff re: accommodation moves. Paper to be written to describe the options going forward (option appraisal) in conjunction with NHST estates and support services. Smartsheet is being used to capture the current situation at each site where accommodation required review, and supporting SBAR’s being used. Health Risk 982 - Mental Health Medical Workforce in P&K HSCP A meeting has taken place to discuss medical workforce. Current redesign of inpatient services and CMHT is progressing, and this will include medical workforce as well as other professionals in future design. Services remain reliant on locum agencies to fill consultant psychiatry gaps and regularly advertising substantive positions, but to no avail. Nursing workforce situation has improved recently in terms of recruitment. There continue to be challenges with Medical and AHP recruitment however. Health Risk 701 - Mental Health Waiting Times within the Prison Healthcare Service Two additional nurses have been recruited, and start dates are awaited. Mental Health ANP recruitment is also underway. The service has also been seeking agency nursing staff to reduce the time spent by the team administering medication. Page 64 of 96
Page 65
It is anticipated that the listening service will be able to support appointments categorised as green. It is also noted that staffing levels within the Mental Health team are beginning to improve. Health Risk 1321 - Inadequate environment for the Perth City CCATS service This risk was added in April 2023, as in relation to the current CCATS service which is located within Beechgrove House, Perth. A recent Infection Prevention and Control team visit to the site found numerous environmental Infection Control concerns. A site visit has taken place from the current cleaning contractor, soft facilities and PKC estates to explore gaps and potential solutions within current provision. There is in place a Short Life Working Group regarding accommodation across P&K HSCP, and the CCATS service in Perth City is part of this working group. CCATS continue to undertake risk mitigation such as additional cleaning and handwashing. Property application for CCATS submitted to short life working group. Adult Social Work and Social Care Risk 1 – Lack of Care at Home capacity, especially around rural P&K. Care at Home Transformation group and workstreams are in action. HART continue to be in a +3 position each month with domestic recruitment. Overseas recruitment pilot in progress with aim for 4-5 staff in place for 1st cohort by Dec 23 and a second cohort by March 24. Automated scheduling went live 20 September. HART and Living Well Rotas being reviewed. PinPoint system being investigated to support easier access to unmet need across all internal and external providers. Alliance contracting with independent sector progressing. Adult Social Work and Social Care Risk 2 – Lack of OT capacity There are currently 1.5 North OTs out to advert, as well as one admin advert. The service is no currently meeting priority targets and no M & H reviews taking place. the Duty Team now stable and making a positive impact. 2.3.3 Clinical & Care Governance Arrangements Lead Partners Services Each HSCP is a Lead Partner for a number of services. These services report through to the Clinical Care and Professional Governance Forum for that HSCP. At the Clinical Care and Professional Governance Forum the Lead Partner Service reports receive the relevant level of scrutiny as other reports. Systems and processes are being established to ensure that all three HSCPs receive copies of reports from other Lead Partner Services to support integration, and effective whole system working. Page 65 of 96
Page 66
Full details of the Clinical & Care Governance Arrangements in P&K HSCP are provided within appendix 1. Summary of key exceptions raised at recent CPGF meetings: Key exceptions identified within the exception reports from the CPGF meetings held in August, September and October 2023: • Prison Healthcare: o Mental Health Waiting Times within the Prison Healthcare Service. There are plans in place to address Green list including Listening Service and Safety & Stabilisation groups, as well as ongoing recruitment. o Non Emergency Transfer of Patients to Hospital. This is being monitored locally and nationally and escalated regularly. Cancellations have been increasing • North Locality: o Some examples of of poor planning / communication from acute sites on discharge to P&K have been noted. Datix linked to NWH EM Consultant for review. CPTM North collating information from LInCS to understand issues and provide evidence to share with acute sites and discharge teams. Current individual cases being wrapped around by the LInCS team to ensure immediate safety, assurance and care. o National issues with HEPMA. Additional transmitters added to the service have now resolved this problem. Locally the WiFi in Blairgowrie has also been problematic. IT attending site on 2nd of October to upgrade the system and signal (this will take approx one week Ongoing issues with generator testing knocking outIT systems – ongoing discussions with IT and Estates to find solution or mitigate risk. • South Locality: o Ongoing Social Work vacancies impacting availability of AP trained capacity and general service delivery. • Perth City Locality: o Within the CCATS service, additional Asylum assessments proving challenging to support timely given staffing pressures, sickness and vacancies in the service. North Locality supporting from CCATS. o There are limited Care Home placements due to care homes being at full capacity especially in nursing and EMI units. The service is reviewing officers and staff are ensuring only clients that require EMI care are in EMI beds. Staff are checking during reviews that the level of care is suitable for client needs. • Public Dental service o Awaiting input from Property Department to progress essential ventilation and building works. Work has been approved in principle by AMG and funding in place. Page 66 of 96
Page 67
• Tay & Stroke wards and Intermediate Care o Hospital Discharge Team – Discharge Coordinator shortage. Service Manager has escalated to ‘Hot Red’ staffing status. Recruitment is ongoing – poor applicant uptake due to temporary posts. 1 part time post has been filled. Service Manager and Senior Nurse providing operational support to maintain HDT service and support patient discharge planning and flow. Key exceptions identified within the annual reports from the CPGF meetings held in August, September and October 2023: • Podiatry o Ongoing DATIX risks regarding the staffing recruitment challenges nationally, along with recent unexpected resignations. This has created a risk of the Podiatry service being unable to treat higher risk patients, and to positively address the existing patient waiting times. o The transition from paper records onto EMIS has provided a more secure clinical record keeping system. The improved quality of note keeping and allows improved communication with other healthcare professionals supporting better patient outcomes. o There is currently insufficient capacity to meet patient demand for Podiatry within Justice Healthcare • Registered Services o Kinnoull Community Day Opportunities and Gleneagles Day Opportunities both retain staff well, but struggle to recruit to vany vacant social care posts. • Mental Health Services o With an increasing understanding of ADHD as a lifelong condition, services have seen a significant increase in referral for people with potential ADHD and are overwhelmed by the demand. o Red DATIX risk regarding an NHST inability to recruit and retain Consultant Psychaitrists. o Amber DATIX risk regarding ligature anchor points in P&K POA wards. o Mental Welfare Comission visits to the P&K POA wards in early 2023, which was overall positive. Several recommendations were made, and good progress is being made with these. • Urgent Care o Hospital at Home experienced IT issues affecting the ability of the team to use eKORA. This delayed the service’s soft launch date and required an alternative way of recording patient information to support escalation and safety netting in both the in hours and the out of hours periods. This issue is now resolved and the team are able to utilise Trakcare and eKORA in the management of patient’s within the community. • Primary Care o DATIX risk regarding seven practices who are at high risk of closure or transition to 2C, which would lead to disruption to service provision for that practice population. This is a result of a combination of workforce and workload factors. Page 67 of 96
Page 68
Adverse Events: Systems are in place for services/localities to review DATIX incidents. The Nursing & AHP leads meet along with the Clinical Governance Coordinator on monthly basis to review the top 5 incident categories. This helps to identify any trends or any appropriate action and supports closing the loop. Regarding adverse events, the main themes reported during the months between July 2023 and October 2023 were: Highest frequency events: 1. Slips, Trips and Falls 2. Medication 3. Clinical Challenging behaviour 4. Violence & Aggression 5. Pressure Ulcer Harm is defined as an outcome with a negative effect. Harm to a person or groups of people may result from worsening of a medical condition, the inherent risk of an investigation or treatment, system failure provider performance issues, service disruption, financial loss or adverse publicity. Slip, Trip & Falls During the time period between July 2023 and October 2023, there were 180 incidents recorded, of which 24 involved harm. 82 occurred at MRH, 29 at PRI, 58 in Community Hospitals and the remaining 11 in other areas. The Psychiatry of Old Age inpatient wards at Murray Royal Hospital experienced a higher than usual number of falls at the end of 2021 due to several patients who had multiple falls (many of which were controlled). Ward staff were doing all they could to manage the falls, and they had support from the Falls coordinator during this time. Page 68 of 96
Page 69
In addition, the Falls Coordinator continues to: ▪ review all of the wards in-patient falls Datix reports and provide feedback to the ward with a breakdown of their falls, outlining any trends, highlighting patients who fall repeatedly and enquiring if further information is required ▪ Supports all of the HSCP wards to have strength and balance exercise panels fitted on their walls and suitable patients also receive a set of strength and balance cue cards which they can take home with them. Along with that they receive a Care About Walking booklet and record charts for recording activity / steps. • Medication During the time period between March July 2023 and October 2023, there were 102 incidents recorded, of which 5 involved harm. 10 occurred at MRH, 7 at PRI, 27 in Community Hospitals, 42 within a Prison Establishment and the remaining 16 in other areas. The majority of medication adverse events occurred with the Prison Healthcare service. The prison healthcare service manages and administers a high volume of medication across three sites across Tayside - HMP Perth, HMP Castle Huntly and HMP & YOI Bella. • Violence & Aggression During the time period between July 2023 and October 2023, there were 35 incidents recorded, of which 3 involved harm. 15 occurred at MRH, 9 at PRI, 4 in Community Hospitals, and the remaining 7 in other areas. Page 69 of 96
Page 70
The 15 incidents within Murray Royal Hospital were within the Psychiatry of Old Age wards. The 3 incidents which involved harm were all in different inpatient wards, 2 of which were physical and one verbal. All three incidents are graded green. • Clinical Challenging Behaviour (such as patient unable to understand risks, sexual disinhibition, general agitation) During the time period between July 2023 and October 2023, there were 72 incidents recorded, of which 5 involved harm. 64 occurred at MRH, 4 at PRI and 4 in Community Hospitals. The vast majority of these incidents were within the Psychiatry of Old Age wards at Murray Royal Hospital. The rise in incidents (albeit of negligible grading) in October 2023 have been noted by the service. This appears to be attributable to a small group of patients in one particular POA ward who are exhibiting these behaviours. The wards have sought input from the NHST PMVA team regarding the ongoing management of Violence & Aggression and Clinical Challenging Behaviour. • Pressure Ulcers During the time period between July 2023 and October 2023, there were 31 incidents recorded, of which 28 involved harm. 15 were within the patients home, 3 within Care Homes, 5 within Community Hospitals, and the remaining 8 in other areas. Page 70 of 96
Page 71
Further exploration on DATIX regarding the recent moderate events taken place. 3 of these were recorded by the Community Nursing service regarding patients in their own home, and 3 by Podiatry. Each geographical locality in P&K is provided with a summary of adverse events specific to their locality to enable them to identify trends and any learning. Adverse events are regularly reviewed and form a standing agenda item at the locality governance groups to identify learning, improvements, training needs or themes. It has been identified and acknowledged by the CPGF that further performance improvement is required regarding the timescales for reporting and verifying DATIX incidents. This continues to be monitored at CPGF meetings. Adverse events are regularly reviewed and form a standing agenda item at the locality governance groups to identify learning, improvements, training needs or themes. It has been identified and acknowledged by the CPGF that further performance improvement is required regarding the timescales for reporting and verifying DATIX incidents. This continues to be monitored at CPGF meetings. Incident Record Dashboard for Adult Social Work & Social Care: Page 71 of 96
Page 72
Page 72 of 96
Page 73
2.3.4 Significant Adverse Event Reviews Report and action plan for DATIX 136987 fully signed off. Action plan being progressed through the P&K HSCP Mental Health Care Governance Group. 5/15 actions completed at present. 2.3.5 Pressure Ulcers & Falls Details regarding both of the types of Adverse events has been provided above in section 2.3.3. Pressure ulcers are reviewed on an individual basis to ensure that all mitigating actions are in place and any themes in relation to learning are identified. Each geographical locality in P&K is provided with a summary of adverse events specific to their locality to enable them to identify trends and any learning. 2.3.6 Complaints Current Health Complaints as at 14/07/2023 - Stage 1 Service Area 0-4 Days 5-9 Days Total Perth & Kinross HSCP 6 0 5 Current Health Complaints as at 14/07/2023 - Stage 2 Service Area 0-5 days 6-10 days >20 days >60 days Total Perth & Kinross HSCP 3 1 0 2 6 Current Adult Social Work & Social Care Complaints for July 2023: Stage 1: There were 10 stage 1 complaints received in the time frame noted. Reasons for stage 1 complaints: Service Provision - 5 Complaints regarding employees - 3 Policy and procedure - 2 Stage 1 complaints by general theme: Quality of Care – 5 Waiting times – 1 Page 73 of 96
Page 74
Staff conduct – 3 Paying for Care – 1 Stage 2: There were 2 stage 2 complaints. 2 stage 2 complaints were upheld in the reporting period. Reasons for stage 2 complaints: Service Provision – 1 Policy and Procedure - 1 Stage 2 complaints by general theme: Disagreement with Ax (assessments) - 1 Paying for Care : 1 2.3.7 Scottish Public Services Ombudsman Reports There have been no complaints referred to the SPSO during the time period. The last complaint which was referred to the SPSO was from October 2020, and further information has recently been provided to the SPSO regarding this complaint. 2.3.8 External Reports & Inspections Mental Welfare Commission (MWC) announced visits to Garry and Tummel Wards at Murray Royal Hospital on the 31th and 31st January 2023. Garry and Tummel wards are both 12 bedded wards and provide assessment, care and treatment for people with dementia. The wards uses a multi-professional approach to ensure person centred, recovery focussed care. The MWC last visited these wards in July 2019, and made recommendations regarding the auditing of care plans, authority to treat certificates, discharge planning arrangements and improving the décor in Garry ward. From staff that the inspectors spoke with, they heard how challenging the last two years had been since the start of the Covid-19 pandemic, and the inspectors were pleased to hear that there has been a focus on staff wellbeing throughout the pandemic and this has continued. The MWC found that on both wards, nursing staff interacted in a kind and supportive way. The patients were not able to engage in a discussion about their care and treatment due to the extent of their cognitive impairment, but relatives were overwhelmingly positive about the care, treatment and support on the wards. Page 74 of 96
Page 75
Staff were described as outstanding, exceptionally kind and that the care and attitude of staff was above and beyond. Relatives fedback that staff kept in contact with them and they felt listened to. Some of the relatives said they had been invited to meetings, others had not, and all the relatives we spoke to had been given copies of care plans. During the visit, care plans were reviewed and found to be person-centred and it was clear that staff knew patients on the ward very well. There was thorough background personal information in care plans. The care plans inspected addressed a range of needs including mental and physical health needs and outlined goals and interventions required to meet needs. The inspectors hears that an activity support worker had recently trained in ‘playlist for life’, an evidence-based initiative to support people living with dementia to create a playlist of personally meaningful music, with the aim to reduce stress and distress. The inspectors also heard about the development of a transitional care nurse who supports discharge planning. This nurse supports patients for a transitional period when they had moved from hospital to long-term care, thereby bridging the gap between hospital and community mental health teams. The MWC made 6 recommendations from their visit, these being that managers should: • ensure that staff completing care plans undertake care plan training and refer to NHS Tayside’s person-centred care planning standards. • ensure that nursing staff include summative evaluations of care plans in patient notes that clearly indicate the effectiveness of the interventions being carried out and any required. • ensure that patient/relative involvement in care planning is encouraged and recorded. • ensure that MDT meetings are fully recorded • ensure that where a patient lacks capacity in relation to medical treatment, S47 certificates and treatment plans must cover all relevant medical treatment the individual is receiving. Treatment should be described in full and abbreviations should not be used. • explore solutions to ensure patients are able to look out of the ward windows, without their privacy being compromised. Good progress is being made with recommendations, with one fully complete as of June 2023. Mental Welfare Commission (MWC) announced visit to Leven Ward at Murray Royal Hospital on the 20th March 2023. Leven ward is a 14 bedded ward for patients who have a mental health diagnosis and are over 65. The ward uses a multi-professional approach to ensure person centred, recovery focussed care. We last visited this service on 5 September 2018, along with two other wards, and made recommendations regarding the auditing of care plans, authority to treat certificates and auditing the provision of activities. Page 75 of 96
Page 76
The patients the inspectors met with during our visit were very complimentary about the staff on Leven ward. They were described as wonderful, cheery, approachable, kind and friendly. Staff took the time to get to know the patients on the ward. One patient however was not sure who their named nurse was. The relatives spoken to were equally positive about staff and told us that staff were concerned not just about patients, but about the wider family also. Relatives told inspectors that they had been linked in with a carer support worker who provided support and had arranged for a carer’s assessment to be undertaken. The inspectors heard from relatives that treatment on the ward was superb and that they were very happy with the care their relative had received. Inspectors were told by relatives that the ward was well staffed, relatives felt listened to and that information and suggestions they provided were acted upon. Relatives told us they felt part of the care team. Inspectors heard about the work that was taking place in relation to anticipatory care planning (ACP) with a focus on involving patients and their families in drawing up an individualised ACP. The risk assessments the inspectors saw were comprehensive and of a good standard, showing appropriate interventions to manage risk. Risk management plans were clear and corresponded to risks identified. Inspectors heard that Leven ward had a full-time activity support worker (ASW) who worked alongside the clinical team, patients, carers and families developing and delivering person-centred activities on a daily basis. During the visit, inspectors saw patient’s engaging in activities on the ward with staff and other patients. The patients and relatives who we met with during our visit spoke positively about the range of activities on offer on Leven ward and told us that staff encouraged patients to participate in activities. During the visit inspectors saw an up-to-date activities timetable on the ward. In patients’ files, inspectors found evidence of daily recordings of activities that had been offered to patients and whether they had participated or declined. All patients had an individualised activity care plan which was very detailed, person-centred and regularly updated. Activities on offer to patients included both one-to-one and group activities. Summary of recommendations: • Managers should ensure that when a welfare proxy is in place for a patient, a copy of the document stating the powers of the proxy should be held within the case notes. • Managers should ensure that staff completing care plans undertake care plan training and refer to NHS Tayside’s person-centred care planning standards. • Managers should ensure that nursing staff include summative evaluations of care plans in patient notes that clearly indicate the effectiveness of the interventions being carried out and any required changes to meet care goals. Page 76 of 96
Page 77
• Managers should ensure that patient/relative involvement in care planning is encouraged and recorded. • Managers should ensure that communication between the MDT and patients/relatives is formalised and that MDT meetings are fully recorded including patient/relative involvement. 2.3.9 Adult Support & Protection Page 77 of 96
Page 78
This above shows a significant increase in both AP concerns and VPRs. This is, at least partly, a result of increased awareness due to ongoing information campaigns and improved multi-agency working. Extra social worker posts have been recruited to respond to this increased demand. Responding to concerns about adults at risk of harm is prioritised and, despite this increase in referrals, 97% of all concerns are screened within 24-hours. This indicator, together with the wider performance framework, is monitored at locality governance meetings, the Public Protection Group, Chief Officers Group and the Adult Protection Committee. MAT Standards Current RAG scores as at June 2023 are: Standard 1 Standard 2 Standard 3 Standard 4 Standard 5 Standard 6 Standard 7 Standard 8 Standard 9 Standard 10 RAG Score PROV PROV PROV PROV PROV PROV Standard 1 – All people accessing services have the option to start MAT from the same day of presentation. AMBER because we are offering same day prescribing one day a week. To supplement the existing Tuesday all-day clinic, from Monday 5th June, one slot a day has been made available on Mondays, Wednesday, Thursday and Friday which MIST (MATS Implementation Support Team) has confirmed is sufficient to achieve a green RAG. Standard 2 – All people are supported to make an informed choice on what medication to use for MAT, and the appropriate dose. AMBER because we have an evidence gap for a process for people out with Perth City to enable them to commence OST where they live, and that long-acting injectable buprenorphine can be used. To fill this gap and meet the requirements of the standards, a process has been devised and a named patient SOP. This document is being reviewed with an intention to submit this to MIST by the end of June to enable a green RAG to be achieved for this standard. Standard 3 – All people at high risk of drug-related harm are proactively identified and offered support to commence or continue MAT. PROVISIONAL GREEN Page 78 of 96
Page 79
Standard 4 – All people are offered evidence based harm reduction at the point of MAT delivery. PROVISIONAL GREEN Standard 5 – All people will receive support to remain in treatment for as long as requested. PROVISIONAL GREEN Standard 6 – The system that provides MAT is psychologically informed (tier 1); routinely delivers evidence-based low intensity psychosocial interventions (tier 2); and supports individuals to grow social networks. PROVISIONAL AMBER Standard 7 – All people have the option of MAT shared with Primary Care. AMBER Standard 8 – All people have access to advocacy and support for housing, welfare and income needs. AMBER Standard 9 – All people with co-occurring drug use and mental health difficulties can receive mental health care at the point of MAT delivery. PROVISIONAL AMBER Standard 10 – All people receive trauma informed care. PROVISIONAL AMBER Note: The acceptance criteria for standards 6 to 10 has not been finalised and so green ratings have not been available for these. The current expectation is that MIST will release this information in October 2023. Practical changes that have been introduced as part of the MAT standards implementation include: • Same day prescribing available via a Tuesday clinic, but now expanded to be available five days a week (standard 1) Page 79 of 96
Page 80
• Information about treatment options provided to service users to enable informed decisions to be taken (standard 2) • Linkages to other supports developed or strengthened to identify individuals at risk and enable support to be offered (standard 3) • All staff trained in harm reduction and equipped with carry packs containing necessary supplies to support harm reduction delivery. IDART rooms in Drumhar Health Centre also appropriately stocked (standard 4) • Deeper review of IDART worker caseloads undertaken as part of supervision with agreement on any necessary actions to ensure individuals remain engaged with service whenever possible (standard 5) • A working group established to review and reconfigure referral routes and resources between substance use services, general practice and community mental health teams (stands 7and 9) • Training delivered to staff on independent advocacy and social supports to increase the awareness of these supports and increase referrals (standard 8) Page 80 of 96
Page 81
2.3.10 Mental Health Community Mental Health Service Activity (PERTH CITY) Page 81 of 96
Page 82
Community Mental Health Service Activity (NORTH) Page 82 of 96
Page 83
Community Mental Health Service Activity (SOUTH) The above data is provided to HSCP’s routinely by the NHS Health & Business Intelligence Team. Some further improvement activity is ongoing within the CMHT’s Page 83 of 96
Page 84
to improve the consistency of recording within the source system (Trakcare). This will improve the accuracy of this data for future reports. Development of HSCP Mental Health KPIs Work continues across the three HSCP’s to agree a series of Mental Health KPI’s which can be used for consistent reporting within HSCP’s and for onward reporting to this Committee and others where appropriate. The mapping undertaken thus far has shown that there is commonality in the data set across the three HSCP’s , with P&K and Angus using the same data set and Dundee using a slightly different set. A draft set of proposed indicators which are common across all three HSCP’s will be created and shared with a view to having these agreed and finalised. Public Health Scotland (PHS) now produces national data sets quarterly rather than monthly, and we will look to work with the Business Unit to ensure accessibility and supply of the relevant data. 2.4 Quality/Patient Care There are a number of ongoing risks (summarised within Appendices 2 &3) which, if not mitigated, pose a risk to the provision of safe care which is of high quality. The HSCP continues to manage these risks proactively. Hospital at Home Hospital at home is a team of healthcare professionals who provide hospital level treatment at home as an alternative to hospital admission. Hospital at home is proven to be a safe cost-effective and patient centred approach which started looking after patients within Perth City on 17th July 2023. The service in Perth City is currently available between 0800 – 1800 (Mon-Fri), but P&K HSCP ultimately plans to offer hospital at home as an option to patients across Perth & Kinross, 7 days per week. Public Consultation in Bridge of Earn The healthcare needs assessment went live from Monday 15th May and ran until 25th June 2023. It invites patients to complete a survey to give feedback about health and care services in their local areas and was targeted at Bridge of Earn and surrounding area. The responses will help P&K HSCP understand what patients need locally and if the current service provision are meeting those needs. The survey was available online on the Your Community Perth and Kinross Facebook page, and on Practice websites, NHS Tayside also promoting this through their Facebook page. Paper copies were available at all local GP practices that Bridge of Earn patients were dispersed to, Community Care and Treatment centres, pharmacies, and identified community venues and noticeboards. P&K Community and Engagement workers attended many local events and were able to support people complete a submission. The recent Stronger Communities event was attended by several Page 84 of 96
Page 85
HSCP representatives and approximately 35 community members and was positively received. Earn Community Council was fully involved and supported the engagement process. A total of 600 responses were received and are currently being reviewed. An evaluation report with recommendations will be undertaken and the results widely publicised. Drug related deaths: Numbers of suspected drug related deaths are recorded across the three HSCP’s, and is used to inform learning and context within and across the HSCP’s. The following shows data regarding confirmed drug deaths in P&K as compared to across Scotland (please note the two y-axes): The following shows data regarding confirmed drug deaths in P&K as compared to across Scotland (please note the two y-axes): • Local actions to mitigate risks in Perth and Kinross include: • Implementation of Medication Assistant Treatment (MAT) Standards 1-5 by April 2023 • Implementation of MAT Standards 6-10 by April 2024 • 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 with funding provided to third sector partners to employ assertive outreach workers to actively engage with service users. • Creation of a residential rehabilitation pathway and funding panel to facilitate access to rehabilitation services for service users. Page 85 of 96
Page 86
2.4 Workforce There are a number of ongoing risks regarding workforce challenges (summarised within Appendices 2 &3) which, if not mitigated, pose a risk to the provision of safe care which is of high quality. The HSCP continues to manage these risks proactively. P&K HSCP ensures alignment with NHS Tayside’s approved 3-year workforce strategy and PKC workforce plan. Workload tools are in use within the Community Nursing service, and workload tools have also been used in the past within services such as POA, and these requires to be conducted again. There are a number of workload tools which can be used, and the purpose of each tool is to provide information and recommendations on staffing levels based on patient workload. AHP staff have also been engaging in testing Workforce Templates in some of our services in conjunction with Healthcare Improvement Scotland (HIS) colleagues, as part of the Common Staffing Method approach. A Workforce Steering Group has been established to oversee the implementation of the P & K HSCP Workforce Plan. 2.5 Financial The composition of the Executive Management Team allows for a discussion of any financial issues from the perspective of Care & Professional Governance. 2.6 Risk Assessment/Management Key risks and risk assurance process is detailed under section 2.3a. 2.7 Equality and Diversity, including health inequalities Equality, diversity and health inequalities are core to the Getting it Right Framework and the domains within. Each service provides exception reports which include this aspect. Currently there are no exceptions requiring to be escalated to CGC. 2.8 Other impacts N/A 2.9 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. The HSCP is working with the Strategic Planning and Communication and Engagement Groups to support more effective communication, engagement and involvement, and exploring the most appropriate way to respond to the feedback we have received. The North Locality is also trialling a ‘you said, we did’ approach to a recent community consultation. Page 86 of 96
Page 87
The HSCP took out a subscription to Care Opinion in May 2022, following a Test period. We continue to receive feedback from people who use our services from this public platform. To date we have had over 150 feedback stories submitted with 96% of the feedback received being positive. We are rolling Care Opinion out across all of our services in a cumulative approach and teams are now using its performance generated reporting data within their business activities. We are currently one of the best performing HSCPs in Scotland with regards to utilisation and growth of Care Opinion. 2.10 Route to the Meeting This has been previously considered by the following groups as part of its development. The groups have either supported the content, or their feedback has informed the development of the content presented in this report. • P&K HSCP Care & Professional Governance Forum members • P&K HSCP Professional Leads and Heads of Service • P&K HSCP Executive Management Team (final draft) 3 RECOMMENDATION This report is being presented for: • Reasonable Assurance As Lead Officer for Perth & Kinross HSCP I would suggest that the level of assurance provided is: Reasonable Assurance; due to the following factors: Please ✓ the level of assurance you are providing: 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 at risk the achievement of objectives in the area audited. Controls are applied frequently but with evidence of non-compliance. ✓ 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. Page 87 of 96
Page 88
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 88 of 96
Page 89
Appendix 1 List of services within P&K HSCP The P&K HSCP works within a locality model to deliver the following delegated services and hosted services: Perth City Locality Community Nursing, Community Mental Health Teams (Adult and Older Peoples), Community Allied Health Profession Teams Integrated Drug & Alcohol Recovery Team, Advanced Nurse Practitioners, Community Hospitals (x4), Community Care & Treatment Teams, Community Learning Disability Services, Adult Social Work Teams Respiratory Team Care Home Liaison (Mental Health) Access Team Mental Health Officer Team Wellbeing Team Hospital Discharge Team Discharge Hub Delegated North Locality Delegated South Locality Delegated Perth Royal Infirmary Stroke Ward Medicine for the Elderly Ward Discharge Liaison Team Allied Health Profession Team (Inpatients) Allied Health Professions (Outpatient Teams) Delegated Murray Royal Hospital 3 Older Peoples Mental Health Inpatient Wards Delegated Commissioned Services Care at Home, 42 Care Homes, Supported Accommodation Delegated Registered Services Dalweem & Parkdale Care Homes, Day Care, HART Delegated Equipment & TEC Joint Equipment Loan Store, Community Alarm Delegated Mental Health Officer Team Mental Health Officers across P&K Delegated Prison Healthcare Across 2 sites – HMP Perth and HMP Castle Huntly Pharmacy Team Primary Care Medical & Nursing Team Integrated Mental Health & Substance Misuse Team Occupational Therapy Team Physiotherapy Clinical Psychology In-reach Podiatry In-reach Dental In-reach Blood Borne Virus Hosted Public Dental Service Tayside wide Services Hosted Podiatry Tayside wide Services Hosted 8 Page 89 of 96
Page 90
Page 90 of 96
Page 91
Appendix 2 Clinical & Care Governance Arrangements The P&K Care & Professional Governance Forum (CPGF) has responsibility to ensure that there are effective and embedded systems for Clinical, Care & Professional Governance in all services within the partnership. This includes seeking assurances from all partnership localities and hosted services within the context of the six domains of Clinical, Care & Professional governance. Localities and Hosted Services have regular Governance Forums within their own services attended where appropriate by HSCP professional leads. The HSCP remain committed to improving Care & Professional Governance. Work is progressing to develop governance and performance dashboards to support Care Assurance across agreed professional standards. Although delayed due to the Covid response, work to progress this has now resumed and is being tested in one of the localities. Additionally, work is underway to improve availability of locality performance data. The HSCP has also commenced a Mental Health Clinical Care & Professional Governance Group, which reports directly to P&K CPGF and the Tayside Mental Health Quality & Performance Review. This will allow targeted improvement to improve Mental Health performance data, mitigation of Mental Health risks and to support scrutiny on progress made in respect of HIS Improvement Plan and Listen, Learn, Change work streams. Exception reporting is a mechanism for services to quickly and easily flag up where work or events vary significantly from that which would be expected. Exception reports were provided by all HSCP service grouping and localities (including hosted services) at each meeting of the previous bi-monthly Care & Professional Governance Forum (CPGF). Now that these meetings are occurring monthly such exception reports are now expected from half the services at each meeting, thus continuing the service reporting every 2-months. Exception reports received during the previous year have been: SEP 2022 OCT 2022 NOV 2022 DEC 2022 JAN 2023 FEB 2023 MAR 2022 APR 2022 MAY 2023 JUN 2023 ACCESS TEAM & MHO ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED COMMISSIONED SERVICES ✓ NOT REQUIRED ✓ NOT REQUIRED NOT RECEIVED NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED EQUIPMENT & TEC NOT REQUIRED NOT RECEIVED NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NORTH LOCALITY NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ PERTH CITY LOCALITY NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED NOT REQUIRED NOT REQUIRED ✓ NOT REQUIRED NOT REQUIRED 8 Page 91 of 96
Page 92
MFTE/POA IN- PATIENTS & INTERMEDIATE CARE NOT REQUIRED NOT RECEIVED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED PODIATRY NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ PRISON HEALTHCARE ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED PUBLIC DENTAL SERVICES ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED REGISTERED SERVICES NOT REQUIRED NOT RECEIVED NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ NOT REQUIRED ✓ SOUTH LOCALITY NOT REQUIRED NOT RECEIVED NOT REQUIRED NOT REQUIRED NOT REQUIRED ✓ NOT REQUIRED NOT REQUIRED NOT REQUIRED ✓ * non submission of reports highlighted to manager for action Annual reports are provided by all HSCP services and localities (including hosted services). The structured annual reporting template brings together the six domains of Clinical, Care & Professional Governance outlined in the Getting it Right Framework, and also seeks to incorporate the new Health & Social Care Standards. Managers submit report and attend Care Governance Forum to present report, give assurance and answer questions. The HSCP have begun cycle four and has now received all annual reports from the 3rd cycle. 2nd Cycle 3rd Cycle 4TH Cycle ACCESS TEAM & MHO November 2020 April 2022 COMMISSIONED SERVICES July 2021 July 2022 EQUIPMENT & TEC June 2021 May 2022 Jun 2023 NORTH LOCALITY July 2021 June 2022 May 2023 PERTH CITY LOCALITY April 2021 February 2022 Apr 2023 MFTE/POA IN-PATIENTS & INTERMEDIATE CARE May 2021 April 2022 Jun 2023 PODIATRY September 2021 September 2022 PRISON HEALTHCARE March 2021 March 2022 Mar 2023 PUBLIC DENTAL SERVICES November 2020 January 2022 REGISTERED SERVICES August 2021 August 2022 SOUTH LOCALITY September 2020 November 2021 POA Inpatients (added in cycle 3) November 2021 Page 92 of 96
Page 93
Wider governance arrangements: • Integrated Locality Care Governance Groups (bi monthly) • Prison Healthcare Medicines Management Governance Group (monthly) • Prison Healthcare Business & Governance Group (monthly) • Nursing and Allied Health Profession Forum (bi-monthly) to explore pertinent professional issues with CPTMs and other relevant colleagues. • Senior Nurses, AHP Professional Leads, and the Clinical & Professional Team Managers meet regularly on an individual 1:1 basis with the Lead Nurse and also the AHP Lead to discuss relevant professional and governance issues. • Mental Health Portfolio Lead contributes to the Mental Health QPR Forum • Partnership Short Life Working Group commenced to improve care governance for mental health services • Health Senior Management Team Huddle weekly to review Datix risks and red adverse events • Clinical Governance Coordinator supports locality groups to undertake Local Adverse Event Reviews (LAER’s) where required. All LAER’s are signed off by a senior manager. • Care Home Oversight Group meeting at times daily to monitor and provide support to Care Home resident and staff safety wellbeing. • The P&K CPGF co-chairs contribute to the NHST Getting It Right For Everyone (GIRFE) group. • Adult Social Work and Social Care Forum (monthly) Page 93 of 96
Page 94
Page 94 of 96
Page 95
Appendix 3 Glossary ADP Alcohol & Drug Partnership AHP Allied Health Professions AMD Associate Medical Director AP Adult Protection CAMHS Child & Adolescent Mental Health Services CCATS Community Care And Treatment Service CMHT Community Mental Health Team CN Charge Nurse DD Delayed Discharge EMT Executive Management Team GAP General Adult Psychiatry GIRFE Getting It Right For Everyone HART Home Assessment Recovery Team IDART Integrated Drug & Alcohol Recovery Team LAER Local Adverse Event Review LD Learning Disabilities MAT Medicine Assisted Treatment MFE Medicine for the Elderly MRH Murray Royal Hospital OOH Out of Hours OT Occupational Therapy PDD Planned Date of Discharge PHC Prison Healthcare PMVA Prevention & Management of Violence & Aggression POA Psychiatry of Old Age PRI Perth Royal Infirmary RN Registered Nurse SCN Senior Charge Nurse SPSO Scottish Public Services Ombudsman VPR Vulnerable Persons Report 8 Page 95 of 96
Page 96
Page 96 of 96