Securing the future…  Improving services  Enhancing quality of life  Making the best use of public resources

Council Building 2 High Street Perth PH1 5PH

15 August 2018

A Meeting of the Housing and Communities Committee will be held in the Council Chamber, 2 High Street, Perth, PH1 5PH on Wednesday, 22 August 2018 at 10:00.

Note: The Convener will ask the Committee to agree to vary the order of business to take Items P1 and P2 (exempt business) following Item 2 on the agenda at the commencement of the meeting.

If you have any queries please contact Committee Services on (01738) 475000 or email [email protected].

JIM VALENTINE Depute Chief Executive

Those attending the meeting are requested to ensure that all mobile phones and other communication devices are in silent mode.

Please note that the meeting will be recorded and will be publicly available on the Council’s website following the meeting.

Members: Councillor Peter Barrett (Convener) Councillor Richard Watters

Councillor Bob Brawn (Vice-Convener) Councillor Chris Ahern Councillor Alasdair Bailey Councillor Harry Coates Councillor Eric Drysdale Councillor Tom Gray Councillor David Illingworth Councillor Sheila McCole Councillor Tom McEwan Councillor Crawford Reid Councillor Caroline Shiers

Page 1 of 210 Page 2 of 210 Housing and Communities Committee

Wednesday, 22 August 2018

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 MINUTE OF MEETING OF THE HOUSING AND COMMUNITIES 5 - 10 COMMITTEE OF 16 MAY 2018 FOR APPROVAL AND SIGNATURE (copy herewith)

4 COMMUNITY PLANNING PARTNERSHIP UPDATE 11 - 16 Report by Executive Director (Housing and Environment) (copy herewith 18/250)

5 POLICE AND FIRE REFORM: LOCAL SCRUTINY AND ENGAGEMENT

5(i) SCOTTISH FIRE AND RESCUE SERVICE QUARTERLY 17 - 42 PERFORMANCE REPORT - 1 APRIL 2018 TO 30 JUNE 2018 Report by Area Manager G Pryde, Local Senior Officer, Scottish Fire and Rescue Service (copy herewith 18/251)

5(ii) PERTH AND KINROSS LOCAL POLICING AREA QUARTERLY 43 - 60 PERFORMANCE REPORT - 1 APRIL 2018 TO 30 JUNE 2018 Report by Chief Superintendent P Anderson, Police Scotland 'D' Division (Tayside) (copy herewith 18/252)

6 BUSINESS MANAGEMENT & IMPROVEMENT PLAN 2018-19 61 - 96 Report by Executive Director (Housing and Environment) (18/253)

Note: The above report will also be submitted to the Environment and Infrastructure Committee on 5 September 2018 and the Scrutiny Committee on 12 September 2018.

7 EDUCATION AND CHILDREN'S SERVICES IMPROVEMENT 97 - 104 PLAN 2018-19 (CRIMINAL JUSTICE SERVICES) Report by Executive Director (Education and Children's Services) (copy herewith 18/254)

Page 3 of 210 8 ANNUAL UPDATE ON PERTH AND KINROSS LOCAL HOUSING 105 - 142 STRATEGY 2016-2021 Report by Executive Director (Housing and Environment) (copy herewith 18/255)

9 COMMUNITY PAYBACK ORDER ANNUAL REPORT 143 - 168 Report by Executive Director (Education and Children's Services) (copy herewith 18/256)

10 MAKE A STAND - DOMESTIC ABUSE PLEDGE 169 - 180 Report by Executive Director (Housing and Environment) (copy herewith 18/257)

11 GYPSY/TRAVELLER STRATEGY 2018-2021 181 - 210 Report by Executive Director (Housing and Environment) (copy herewith 18/258)

IT IS RECOMMENDED THAT THE PUBLIC AND PRESS SHOULD BE EXCLUDED DURING CONSIDERATION OF THE FOLLOWING ITEM(S) IN ORDER TO AVOID THE DISCLOSURE OF INFORMATION WHICH IS EXEMPT IN TERMS OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973

P1 SCOTTISH FIRE AND RESCUE SERVICE - OPERATIONAL UPDATE FOR PERTH AND KINROSS

P2 POLICE SCOTLAND - OPERATIONAL UPDATE FOR PERTH AND KINROSS

Page 4 of 210 3 PERTH AND KINROSS COUNCIL HOUSING AND COMMUNITIES COMMITTEE 16 MAY 2018

HOUSING AND COMMUNITIES COMMITTEE

Meeting of the Minute of the Housing and Communities Committee held in the Council Chambers, 2 High Street, Perth on Wednesday 16 May 2018 at 10.00am.

Present: Councillors P Barrett, B Brawn, C Ahern, H Coates, E Drysdale, T Gray, D Illingworth, R McCall, S McCole, X McDade (substituting for Councillor A Bailey), T McEwan, B Pover and C Shiers.

In Attendance: B Renton, Executive Director (Housing and Environment Service); K McNamara, Depute Director (Housing and Environment Service); C Mailer, C Hendry, M Dow and D McPhee (all Housing and Community Safety); C Flynn, S Richards, D Stokoe and A Taylor (all Corporate and Democratic Services).

Also in Attendance: Chief Superintendent P Anderson (from Art. 262(i)) and Chief Inspector I Scott (both Police Scotland); Area Manager G Pryde, Group Manager B McLintock and Station Manager S Gibson (all Scottish Fire and Rescue Service); C Stewart and J Rose (both Tenants’ Representatives).

Apologies: Councillor A Bailey.

Councillor Barrett, Convener, Presiding.

257. WELCOME AND APOLOGIES

The Convener welcomed all those present to the meeting. An apology for absence and a substitute was noted as above.

258. DECLARATIONS OF INTEREST

There were no declarations of interest made in terms of the Councillors Code of Conduct.

259. MINUTE OF THE MEETING OF THE HOUSING AND COMMUNITIES COMMITTEE OF 28 MARCH 2018 FOR APPROVAL AND SIGNATURE

The minute of the meeting of the Housing and Communities Committee of 28 March 2018 (Art. 155-163) was submitted and approved as a correct record and authorised for signature.

IN TERMS OF STANDING ORDER 34 THE COMMITTEE AGREED TO VARY THE ORDER OF BUSINESS TO CONSIDER ITEMS P1 & P2 AT THIS POINT AND TO RECOMMENCE THE PUBLIC SESSION WITH POLICE AND FIRE: LOCAL SCRUTINY AND ENGAGEMENT FOLLOWED BY THE COMMUNITY PLANNING PARTNERSHIP UPDATE.

IT WAS RECOMMENDED THAT THE PUBLIC AND PRESS SHOULD BE EXCLUDED DURING CONSIDERATION OF THE FOLLOWING ITEMS IN ORDER

Page 5 of 210 PERTH AND KINROSS COUNCIL HOUSING AND COMMUNITIES COMMITTEE 16 MAY 2018

TO AVOID THE DISCLOSURE OF INFORMATION WHICH IS EXEMPT IN TERMS OF SCHEDULED 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973.

260. SCOTTISH FIRE AND RESCUE SERVICE – OPERATIONAL UPDATE FOR PERTH AND KINROSS

The Committee received and noted a verbal report from Area Manager G Pryde of the Scottish Fire and Rescue Service (SFRS) on information which was not to be made publically available.

261. POLICE SCOTLAND – OPERATIONAL UPDATE FROM PERTH AND KINROSS

The Committee received and noted a verbal report from Chief Inspector I Scott of Police Scotland “D” Division (Tayside) on information which was not to be made publically available.

THE PUBLIC AND PRESS WERE RE-ADMITTED TO THE MEETING AT THIS POINT

262. POLICE AND FIRE REFORM: LOCAL SCRUTINY AND ENGAGEMENT

(i) Fire and Rescue Quarterly Performance Report – 1 January to 31 March 2018

There was submitted a report by Area Manager G Pryde, Scottish Fire and Rescue Service (18/160) on the performance of the SFRS against the priorities, performance indicators and targets detailed within the Local Fire and Rescue Plan for Perth and Kinross 2017-20, for the fourth quarter, 1 January to 31 March 2018.

In responding to a question from Councillor Shiers on road traffic collision incidents between the A85 through to the A93 up to the Spittal of Glenshee where a number of incidents have occurred and whether there was any way of breaking down the type of vehicles involved in these collisions, Area Manager Pryde advised that the Scottish Fire and Rescue Service do not hold these kind of statistics but that they are held within the Road Safety Partnership. He further advised that SFRS work closely with all partners to identify who should be targeted through education, prevention and enforcement, to ensure all partners get the message right.

Councillor McEwen made reference to a fire safety video regarding people living in caravans and the influx of seasonal workers coming into Perthshire; he also referenced the current growth of permanent caravan sites in the area where people are now choosing to live permanently and queried the inspections carried out by SFRS on these sites and the outcomes from these inspections. Area Manager Pryde confirmed there is specific legislation covering caravan sites, these are

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in relation to firefighting provision on-site and the spacing between premises/caravans, significant work continues to be carried out with migrant sites around educational and enforcement work, Area Manager Pryde agreed to provide a breakdown of the inspection and community engagement work that had been done at the various sites in Perth and Kinross.

Councillor Ahern asked if any common faults had been identified on the number of unwanted fire alarm calls due to equipment failure and what could be done to counter these. In response Area Commander Pryde confirmed that a lot of the equipment failures were caused by poor maintenance, he stressed that every time SFRS attend an unwanted fire alarm call the officers from the front line appliances engage with the owner/occupier of the premises to identify the cause and to see if any remedial actions can be put in place and offer support and advice to prevent repeat calls.

Resolved: The performance of the Scottish Fire and Rescue Service in Perth and Kinross area for the fourth quarter, 1 January to 31 March 2018, as detailed in Report 18/160, be noted.

(ii) Perth and Kinross Local Policing Area Performance Results – 1 January to 31 March 2018

There was submitted a report by Chief Superintendent P Anderson, Police Scotland ‘D’ Division (Tayside) (18/161) on the performance of Police Scotland against the local policing priorities for the Perth and Kinross area as set out in the Local Policing Plan for the period 1 January – 31 March 2018.

Councillor McEwen made reference to a recent case and subsequent arrests where cannabis oil was being used in the production of sweets and whether this was another mechanism being used by dealers to distribute cannabis with full psychoactive properties. Chief Inspector Scott confirmed that in this case the criminality was much more destructive, it was looking to encourage young people in particular to take sweets with psychoactive properties.

Councillor Shiers asked about the Police Scotland work with licensed premises throughout Perth and Kinross through the Pubwatch Scheme to deal with the underage drinking, and specifically those premises that are failing to engage properly with the Scheme. Chief Inspector Scott stated that in his opinion licensed premises in Perth and Kinross are well run due to the professionalism and positivity that make them safe places, he further stated that the majority of underage drinking is facilitated more by parents, friends and siblings. He advised that Police Scotland are more proactive in relation to visiting licensed premises, on average fifty licensed premises across the Perth and

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Kinross area are visited over a weekend and any friction points addressed at the time of the visit are taken back to the Licensing Team to ensure that any longer term issues identified with problem premises can be challenged, supported and educated and ultimately reported to the Procurator Fiscal, if necessary.

In response to a question from Councillor Brawn regarding burglaries and the recent high profile incident in England, he queried exactly what the public can and cannot do should they be unfortunate to encounter a burglar in their property, Chief Inspector Scott advised people should be encouraged not to overreact, but members of the public are entitled to defend themselves and their property, any action taken has to be proportionate and realistic at the time.

Resolved: The performance of Police Scotland against the local policing priorities for the Perth and Kinross area as detailed in Report 18/161 be noted.

FOLLOWING A SHORT ADJOURNMENT THE COMMITTEE RECONVENED AT 11.40AM.

CHIEF SUPERINTENDENT P ANDERSON AND CHIEF INSPECTOR I SCOTT BOTH LEFT THE MEETING AT THIS POINT.

263. COMMUNITY PLANNING PARTNERSHIP UPDATE

There was submitted a report by the Depute Director (Housing and Environment) (18/159) providing an update on the activities of the Community Planning Partnership (CPP).

Resolved: The progress made in relation to Community Planning be noted.

264. SCOTTISH FIRE AND RESCUE SERVICE TRANSFORMATION CONSULTATION – OVERVIEW OF TRANSFORMATION PROPOSALS AND PERTH AND KINROSS COUNCIL RESPONSE

Members heard a presentation by C Mailer, Head of Housing, providing details of the Council’s response to the Scottish Fire and Rescue Service Transformation Consultation. Following the presentation, C Mailer answered Members’ questions.

Area Manager G Pryde of the Scottish Fire and Rescue Service (SFRS) also answered Members questions.

Resolved: The Executive Director (Housing and Environment) in consultation with the Convener and Vice-Convener be remitted to agree the final wording of the Council’s

Page 8 of 210 PERTH AND KINROSS COUNCIL HOUSING AND COMMUNITIES COMMITTEE 16 MAY 2018 response to the Scottish Fire and Rescue Service Transformation Consultation before the 18 May 2018 deadline.

AREA MANAGER G PRYDE, GROUP MANAGER B MCLINTOCK AND STATION MANAGER S GIBSON ALL LEFT THE MEETING AT THIS POINT.

265. GYPSY/TRAVELLER STRATEGY 2013-18 – REVIEW REPORT

There was submitted a report by the Head of Strategic Commissioning and Organisational Development (18/162) providing a progress report on the actions contained in the Gypsy/Traveller Strategy 2013-18, following, a review prior to a revised Strategy being developed later this year.

Resolved: (i) The contents of Report 18/162 be approved. (ii) The update on agreed actions as detailed in Appendix 1 of Report 18/162, be noted. (iii) It be agreed that the report be shared with the Community Planning Partnership. (iv) Following consultation, the Executive Director (Housing and Environment Service) be instructed to bring the revised Strategy back to this Committee in August 2018.

266. HOUSING AND ADULT SOCIAL CARE COMPLAINTS AND CUSTOMER FEEDBACK

There was submitted a report by the Executive Director (Housing and Environment) (18/163) (1) providing details of complaints received between 1 April 2017 and 31 March 2018 across Housing and Adult Social Care; (2) the number of Stage 1 and Stage 2 complaints received including examples of feedback from the customer satisfaction surveys; and (3) providing an overview of actions taken to improve services as a result of customer feedback.

Resolved: (i) The contents of Report 18/163 and the impact that feedback from customers has had on improving services be noted. (ii) The improvement actions outlined to support and improve how we handle complaints and improve the customer experience be noted. (iii) It be noted that this report will also be submitted to the Scrutiny Committee.

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PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

COMMUNITY PLANNING PARTNERSHIP UPDATE

Report by Director (Housing & Environment Service) (18/250)

PURPOSE OF REPORT

To provide an update on the activities of the Community Planning Partnership (CPP) since the last update to the Housing and Communities Committee on 16 May 2018.

1. LOCAL ACTION PARTNERSHIPS

1.1 Local Action Partnerships (LAPs) provide regular updates to CPP Board on progress with delivery of their Action Plans progress over the year. Strathearn and Strathallan Action Partnership was the first Action Partnership to update the Board, on 15 June 2018. The LAP has set four local priorities which it is tackling through its Local Action Plan:

 young people  the accessibility of services (with a particular focus on carers)  community transport  employment and training opportunities.

The Strathearn and Strathallan LAP reported that it has:

 Supported approximately 30 local projects to tackle inequalities, through two rounds of Participatory Budgeting, in March 2017 and March 2018

 set up a fund for each of the 9 Community Council areas to ensure all Community Councils have direct influence in the decisions of the LAP

 explored ways to get young people involved in decisions, including an extensive survey and focus groups with young people in both wards

 begun dialogue with Crieff Hospital about potential community use of the building and with the Community Transport Unit about the options for community-led transport initiatives to address rural isolation and issues of access to services.

2. COMMUNITY INVESTMENT FUND

2.1 On 13 June 2018 Strategic Policy and Resources Committee agreed a process for distributing the Community Investment Fund (CIF). Report 18/196

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refers. The CIF is intended to strengthen local decision making by giving communities the opportunity to influence how funding will be spent in their ward. The fund is £600,000 per year for 2 years and is to be allocated on a ward basis (£50,000 per ward) under the umbrella of the 5 Local Action Partnerships. The timeline for applications and decisions is attached as Appendix 1. Criteria, publicity and application guidance are under development to ensure the CIF will open for applications on 31 August 2018.

3. WHAT WORKS IN LOCAL DECISION MAKING

3.1 An independent report on LAPs commissioned from What Works Scotland, ‘What Works in Local Decision Making’ was discussed at Council on 20 June 2018. Report 18/214 refers. An Improvement Plan based on the findings of the report is being developed with input from Action Partnerships and will be submitted to CPP Board for consideration and approval on 7 December.

3.2 A key issue highlighted in the report is the desire of some LAPs to divide into smaller areas, to better reflect local needs. Kinross-shire, Almond and Earn Action Partnership resolved at their meeting on 19 June 2018 to seek approval from CPP Board to formally divide into two separate LAPs, based on the two wards which currently comprise the LAP. Highland and Strathtay LAP and Eastern Perthshire LAP are discussing similar steps. An amendment was passed at the meeting of Perth & Kinross Council on 20 June to recommend that the CPP “consider formally dividing the larger Action Partnerships, where those Action Partnerships wish to be divided”.

3.3 These developments will be reported to the CPP Board on 14 September 2018 along with recommendations for how the Council can provide an appropriate level of support to additional LAPs within available resources. CPP Board will be asked to consider how non-Council partner agencies can contribute to supporting an increased number of LAPs.

4. FAIRER FUTURES

4.1 The Community Planning Executive Officer Group (CPPEOG) has been tasked with delivering on the recommendations of the Fairness Commission Fairer Futures report (here), under the leadership of Councillor Peter Barrett. CPPEOG has identified lead officers from each of the Community Planning partners to co-ordinate work across all partner agencies, to address the Fairness Commission’s recommendations. CPP Board received a progress update on 15 June 2018 and will receive a further update on 7 December 2018.

4.2 The Fairness Commissioners have been invited to attend the CPPEOG meeting on 31 August to discuss delivery progress with the lead officers. Key achievements to date include:

 Engaging with employers in all sectors to highlight issues of Fair Work and good business practice, through a programme of events, meetings and publications

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 An agreement by all partners to identify additional offers (such as Modern Apprenticeships) they can make to care-experienced young people, to guarantee positive post-school destinations

 The development of a new, web-based approach to link an understanding of social needs with public sector contracts, so that the most relevant community benefit clauses can be included in procurement.

5. OUTCOME DELIVERY GROUPS

5.1 CPP Board received a progress update on 15 June 2018 on the Strategic Objective ‘Promoting a Prosperous and Sustainable Economy’ prepared by the Economy and Lifelong Learning Outcome Delivery Group. Progress reports on the delivery of each Strategic Objective in the Community Plan can be accessed on the performance page of the online Community Plan: (here).

6. CONCLUSION AND RECOMMENDATION

6.1 It is recommended that the Housing and Communities Committee notes the progress made in relation to Community Planning.

Author Name Designation Contact Details Christopher Holgate Community Planning [email protected] Policy & Research Ext 77834 Officer

Approved Name Designation Date Fiona Robertson Head of Culture and 7 August 2018 Communities Services

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Appendix 1: Community Investment Fund Timetable

16/07/2018 04/09/2018 24/10/2018 13/12/2018 01/02/2019 23/03/2019

Promotion of fund Wards 1-7

Funds open for Applications for Wards 1-7

Panels meet for Wards 1-7

Promote fund Wards 8-12

Funds open for Applications for Wards 8-12

Panels meet for Wards 8-12

SP&R Considers Recommendations

Fund opens in all Areas

Evaluation and Improvement Report

Page 15 of 210 stage Description Start End Date Date 1. Publicity and Promotion– Eastern, Strathearn and Strathallan, Highland and Strathtay (Wards 1-7) 15 August 2018 28 September 2018

2. CIF Open for applications – (Wards 1-7) 2.1 CIF open for applications 31 August 2018 28 September 2018 2.2 Panel meets 1 October 2018 5 October 2018 2.2 Signed off by Action Partnership 8 October 2018 13 October 2018

3. Publicity and Promotion – Perth City, Kinross, Almond and 3 August 2018 12 October 2018 Earn ( Wards 8-12)

4. CIF Open for applications – Perth City, Kinross, Almond and Earn (Wards 8-12) 4.1 CIF open for applications 14 September 2018 12 October 2018 4.2 Panel meets 15 October 2018 19 October 2018 4.3 Signed off by Action Partnership 22 October 2017 26 October 2018 5. SP&R consider recommendations 28 November

6. CIF Fund re-opens (all areas) November 2018 February 2019

7. Evaluation and Improvement Report Feb 2019 March 2019

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REPORT TO: PERTH AND KINROSS COUNCIL HOUSING AND COMMUNITIES COMMITTEE

22 AUGUST 2018

Report by Area Manager Gordon Pryde, Local Senior Officer, Scottish Fire and Rescue Service (18/251)

SUBJECT: FIRE AND RESCUE QUARTERLY PERFORMANCE REPORT

1 APRIL TO 30 JUNE 2018

Abstract

The Reports contain performance information relating to the First quarter (April – June) of 2018-19 on the performance of the Scottish Fire and Rescue Service in support of Member scrutiny of local service delivery.

1 PURPOSE OF THE REPORT

To provide information for the Committee regarding the performance of the Scottish Fire and Rescue Service, against the priorities, performance indicators and targets detailed within the Local Fire and Rescue Plan for Perth and Kinross 2017-20, to facilitate local scrutiny.

2 RECOMMENDATIONS

It is recommended that members:

Note, scrutinise and question the content of this report.

3 FINANCIAL IMPLICATIONS

None.

4 PERFORMANCE

4.1 A performance management framework has been developed to facilitate the monitoring of performance against the agreed priorities and outcomes ensuring effective targeting of resources and the principles of Best Value are met.

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4.2 The Local Fire and Rescue Plan for Perth & Kinross 2017-20 was approved by the Housing and Communities Committee on the 1st of November 2017.

4.3 The priorities and outcomes contained within the Local Fire and Rescue Plan reflect ‘place’ and the contribution of Scottish Fire and Rescue Service to the Perth and Kinross Community Plan (LOIP) 2017-27 and Community Planning Partnership.

4.4 In summary the following local priorities and targets are detailed within the plan:

Priority 1 - Improving Fire Safety in the Home Priority 2 - Improving Fire Safety and Resilience in the Business Community Priority 3 - Minimising the Impact of Unintentional Harm Priority 4 - Reducing Unwanted Fire Alarm Signals Priority 5 - Reducing Deliberate Fires Priority 6 - Effective Risk Management and Operational Preparedness

4.5 Appendix 1 attached to this report provides a detailed breakdown and analysis of all data collected during the reporting period. A performance summary and scorecard is detailed on page 6 of the report. In addition further sections are included to provide Members with an overview of a range of notable incidents and events undertaken by the local personnel/stations in support of prevention activities and preparation for emergency response.

5 EQUALITY IMPACT ASSESSMENT

5.1 Not applicable.

6 ENVIRONMENTAL ISSUES

6.1 There are no environmental issues arising as a consequence of this report.

7 SUMMARY

7.1 The attached report updates members regarding significant community safety engagement activities and operational matters; and gives context to the performance of the Scottish Fire and Rescue Service in the Perth and Kinross area.

Area Manager Gordon Pryde Local Senior Officer Perth & Kinross, Angus and Dundee Fire and Rescue Headquarters Blackness Road, Dundee DD1 5PA

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QUARTERLY MONITORING REPORT

Covering the activities and performance in support of the Local Fire and Rescue Plan for Perth & Kinross 2017

Quarter One: 2018/19

Page 19 of 210 ABOUT THE STATISTICS IN THIS REPORT

The activity totals and other statistics quoted in this report are provisional in nature and subject to change as a result of ongoing quality assurance and review.

Because all statistics quoted are provisional there may be differences in the period totals quoted in our reports after original publication which result from revisions or additions to the data on our systems.

From 2015-16 onwards responsibility for the publication of end-year statistical data transferred from the Scottish Government to the SFRS. This change of responsibility does not change the status of the figures quoted in this and other SFRS reports reported to the Committee.

2 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 20 of 210 TABLE OF CONTENTS PAGE

Introduction 5

Quarterly Performance Summary 6

Quarterly Performance Highlights 7

Priority 1 - Improving Fire Safety in The Home 8

HI 1 – Accidental Dwelling Fires (ADF) 8

HI 2 – ADF Fatal Casualties 8

HI 3 – ADF Non-Fatal Casualties 8

Priority 2 - Improving Fire Safety and Resilience in the Business Community 10

HI 4 - Non-Domestic Building Fires 10

HI 5 – Fatal Casualties in Non-Domestic Buildings 10

HI 6 – Non-Fatal Casualties in Non-Domestic Buildings 10

Priority 3 - Minimising the Impact of Unintentional Harm 12

HI 7 – Road Traffic Collision (RTC) Incidents 12

HI 8 – Fatal RTC Casualties 12

HI 9 – Non-Fatal RTC Casualties 12

Priority 4 - Reducing Unwanted Fire Alarm Signals 14

HI 10 – Unwanted Fire Alarm Signals (UFAS) 14

Priority 5 - Reducing Deliberate Fires 16

HI 11 – Deliberate Primary Fires 16

HI 12 – Deliberate Secondary Fires 16

Priority 6 - Effective Risk Management and Operational Preparedness 18

Activity Update

APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES 19

APPENDIX 2: NOTABLE INCIDENTS / EVENTS 22

3 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

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4 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

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INTRODUCTION

This is the quarter one monitoring report covering the SFRS’s performance and activities in support of the six priorities in the Local Fire and Rescue Plan for Perth & Kinross 2017, namely:

 Priority 1 - Improving fire safety in the home  Priority 2 - Improving fire safety and resilience in the business community  Priority 3 - Minimising the impact of unintentional harm  Priority 4 - Reducing unwanted fire alarm signals  Priority 5 - Reducing deliberate fires  Priority 6 - Effective risk management and operational preparedness

As well as supporting the six priorities in the Local Fire and Rescue Plan for Perth & Kinross, this monitoring report shows how SFRS activities and performance contribute to the wider priorities of the Perth & Kinross Council Community Planning Partnership (CPP), as set out in the Perth & Kinross Community Plan (LOIP).

The figures in this report are provisional, to provide the Committee with the SFRS’s direction of travel in the Perth & Kinross area, in terms of performance against headline indicators and targets. Most figures will not change; however, members should note that there may be some small variations for some indicators when the final confirmed figures are published by the SFRS.

The Perth & Kinross Council Housing and Communities Committee agreed the new Local Fire and Rescue Plan for Perth & Kinross on 1 November 2017, covering the 3 year period from 1 November 2017 to October 2020. In support of delivering the priorities in this plan, 12 headline indicators and targets have been set, and form the basis of this quarterly monitoring report.

5 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 23 of 210 PERFORMANCE SUMMARY The table below provides a summary of quarter one activity and year to date (YTD) performance against headline indicators and annual targets. It aims to provide – at a glance – our direction of travel during the current reporting year.

HI 1 HI 2 HI 3 Accident Dwelling Fires ADF Fatal Casualties ADF Non-Fatal Casualties

Q1 – 22 Incidents Q1 – 0 Q1 – 2 YTD – 22 Incidents YTD – 0 YTD – 2 Annual Target – 122 Incidents Annual Target – 0 Annual Target – 20 HI 4 HI 5 HI 6 Non-domestic Building fires Fatal Casualties in Non-Domestic Non-Fatal Casualties in Non- Building Fires Domestic Building Fires

Q1 – 12 Incidents Q1 – 0 Q1 – 0 YTD – 12 Incidents YTD – 0 YTD – 0 Annual Target – 65 Incidents Annual Target – 0 Annual Target – 4 HI 7 HI 8 HI 9 Road Traffic Collision (RTC) Fatal RTC Casualties Non-Fatal RTC Casualties Incidents

Q1 – 20 Incidents Q1 – 2 Q1 – 17 YTD – 20 Incidents YTD – 2 YTD – 17 Annual Target – 89 Incidents Annual Target – 4 Annual Target – 66 HI 10 HI 11 HI 12 Unwanted Fire Alarm Signals Deliberate Primary Fires Deliberate Secondary Fires

Q1 –154 Incidents Q1 – 8 Incidents Q1 – 34 Incidents YTD – 154 Incidents YTD – 8 Incidents YTD – 34 Incidents Annual Target – 593 Incidents Annual Target – 30 Incidents Annual Target – 75 Incidents

Year-to-Date Legend

Below headline target

Less than 10% above headline target

More than 10% above headline target

6 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

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PERFORMANCE HIGHLIGHTS During Quarter one (April - June) the SRFS attended a total of 498 incidents across Perth & Kinross.

Perth & Kinross Quarter 1 Incident Breakdown

Incomplete, Accidental Fires, 5% 15%

Deliberate Fires, 9% False Alarms, 57%

Special Service, 14%

Accidental Fires Deliberate Fires Special Service False Alarms Incomplete

Of the 12 headline indicators and targets, the following performance should be noted for Quarter One 2018/19:

 The number of Accidental Dwelling Fires (ADF’s) continues to reflect a decrease in the long term. The performance during quarter one is the lowest number of fires for the last four years, a significant decrease of 33% on the quarter one 3 year average.

 There were zero ADF Fatal Casualties during this reporting period. The number of ADF Non-fatal Casualties continues to reduce over the long-term. The performance during quarter one is reporting the lowest number of casualties for the last five years.

 The number of Non-Domestic Building fires remains relatively constant over the long-term with low numbers. The performance during quarter one is reporting the lowest number of fires over the previous 3 years, whilst also reporting the lowest number of fires compared with the previous five years. There were no fatal or non-fatal casualties during quarter one in non-domestic fires.

 The number of Road Traffic Collisions for quarter one are comparable with the 3 year average for this quarter over the last 3 years. There is a significant decrease (38%) on the same quarter last year. The number of Fatal RTC Casualties remains relatively low with two this quarter, whilst the number of Non-Fatal RTC Causalities are reflecting a decrease (11%) on the 3 years average for quarter one, a significant decrease (47%) on the same quarter last year, and a slight increase on last quarter.

 The number of Unwanted Fire Alarm Signals (UFAS) caused by automatic fire alarms (AFAs) in non-domestic buildings reflects a slight increase (13%) on the 3 year average for this quarter whilst also reflecting a slight increase (4%) on the same quarter last year.

 The number of Deliberate Secondary Fires are reflecting similar in number compared with the three year average during quarter one, whilst reflecting a decrease against the same quarter last year and a increase on the last quarter.

7 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 25 of 210 PRIORITY 1 - IMPROVING FIRE SAFETY IN THE HOME

HI 1 – Accidental Dwelling Fires (ADF)

HI 1 - Quarter One 40 34 34 35 30 30 25 22 20 15 10 5 0 15/16 16/17 17/18 18/19

Incidents 3yr Average Rate per 10,000 Population

Table 1: Year to Date (April to June) Performance Annual 15/16 16/17 17/18 18/19 Target H1: ADF’s 30 34 34 22 122

HI 2 - ADF Fatal Casualties & HI 3 - ADF Non-Fatal Casualties

HI 2 & HI 3 - Quarter One 12 10 10

8

6 6 4 4 2 2

0 15/16 16/17 17/18 18/19

ADF Fatal Fire Casualties ADF Non-Fatal Fire Casualties 3yr Average

Table 2: Year to Date (April to June) Performance

Annual 15/16 16/17 17/18 18/19 Target H2: ADF Fatal Casualties 0 0 0 0 0

H3: ADF Non-Fatal Casualties 4 10 6 2 20 8 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

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Indicator Description The largest single type of primary fire in Perth & Kinross is accidental fires in the home and their prevention is a key focus of the Service’s community safety activity.

HI 1 – Accidental Dwelling Fires (ADF) As a headline target, the aim is to reduce the rate of ADF’s, in a growing Perth & Kinross population, by keeping these fires below 122, each year.

HI 2 – ADF Fatal Casualties This indicator counts those people for whom fire has been clearly identified as the cause of death, even if they die some-time after the actual fire. Those who die at, or after, the fire but where fire is not identified as the cause of death are not included in these figures. As a headline target, the aim is to have Zero ADF Fatal Casualties, in Perth & Kinross each year.

HI 3 – ADF Non-Fatal Casualties This headline target counts all types of non-fatal fire injury in the home, including precautionary checks. As a headline target, the aim is to reduce the risk of injury from fire in the home, in an increasing Perth & Kinross population, by keeping fire injuries below 20, each year.

What we aim to Achieve As well as helping to deliver Priority One: Improving Fire Safety in the Home, meeting the headline targets will also support a long term Vision in the Perth & Kinross LOIP.

We also link this headline target to improving the following Perth & Kinross LOIP objectives:  Developing educated, responsible and informed citizens  Supporting people to lead independent, healthy and active lives  Creating a safe and sustainable place for future generations

Performance Management There were 22 ADF’s reported during quarter one, which is 33% below the 3 year average for the same quarter for 2015-2018. The fire damage in 21 incidents was reported as low level, whilst one sustained fire damage within the roof space. The total number of ADF’s continues to decrease over the long term as a result of a number of community safety initiatives delivered through partnership working. We are therefore showing Green for achieving the HI 1 annual target.

There were zero ADF Fatal Casualties during quarter one and year to date. We are therefore showing Green for achieving the HI 2 annual target.

There were two ADF Non-Fatal Casualties during quarter one, the lowest recorded over the last five years. Both casualties were elderly females treated for smoke inhalation. We are showing Green for achieving the HI 3 annual target.

Within Perth & Kinross we will continue to work with our partners to ensure we positively contribute to driving down the risk to our communities and Staff by analysis of our operational activities and targeting those most at risk and vulnerable, particularly around unintentional harm in the home. These targeted initiatives will continue to develop and improve as we move forward together to ensure we provide the most appropriate support for our communities with regard to unintentional harm.

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Page 27 of 210 PRIORITY 2 – IMPROVING FIRE SAFETY AND RESILIENCE IN THE BUSINESS COMMUNITY

HI 4 - Non-domestic Building Fires

HI 4 - Quarter One 30

25

20

15

10

5

0 15/16 16/17 17/18 18/19

Incidents 3yr Average Rate per 10,000 Population

Table 3: Year to Date (April to June) Performance

Annual 15/16 16/17 17/18 18/19 Target H4: Non-domestic Building 17 25 15 12 65 Fires

HI 5 – Fatal Fire Casualties in Non-domestic Buildings & HI 6 – Non-Fatal Fire Casualties in Non-domestic Buildings

HI 5 & HI 6 - Quarter One 3

2

1

0 15/16 16/17 17/18 18/19

Fatal Fire Casualties Non-Fatal Fire Casualties

Table 4: Year to Date (April to June) Performance Annual 15/16 16/17 17/18 18/19 Target H5: Fatal Fire Casualties 0 0 0 0 0 H6: Non-Fatal Fire Casualties 1 1 1 0 4

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Page 28 of 210 Indicator Description These headline indicators and targets cover the types of non-domestic buildings applicable to Part 3 of the Fire (Scotland) Act 2005 (‘The Act’) (e.g. care homes, hotels and hospitals etc.) and is designed to reflect the effectiveness of fire safety management in respect of these types of buildings.

HI 4 - Non-domestic Building Fires Applicable to the Act As a headline target, the aim is to reduce the rate of fires in non-domestic buildings (where The Act applies), by keeping these fires below 65, in Perth & Kinross each year. The numbers as currently well below this target.

HI 5 – Fatal Fire Casualties in Non-domestic Building Fires Applicable to the Act This indicator counts those people for whom fire has been clearly identified as the cause of death, even if they die sometime after the actual fire. Those who die at, or after, the fire but where fire is not identified as the cause of death are not included in these figures. As a headline target, the aim is to have Zero Fatal Fire Casualties in non- domestic buildings applicable to the Act, in Perth & Kinross each year.

HI 6 – Non-fatal Fire Casualties in Non-domestic Building Fires Applicable to the Act This headline target counts all types of non-fatal fire injury in non-domestic buildings, including precautionary checks. As a headline target, the aim is to reduce risk of injury from fire in non-domestic buildings, by keeping fire injuries below 4, in Perth & Kinross each year, the numbers are currently below the target.

What we aim to Achieve As well as helping to deliver Priority Two: Improving Fire Safety and Resilience in the Business Community, we also link this headline target to improving the following Perth & Kinross LOIP outcomes:  Promoting a prosperous, inclusive and sustainable economy  Supporting people to lead independent, healthy and active lives  Creating a safe and sustainable place for future generations

Performance Management There were 12 fires in non-domestic building fires during quarter one which reflects the lowest number of fires for the last four years. Ten of the incidents resulted in minor damage, one with serious roof damage and one building completely destroyed by fire. This also reflects a significant decrease (40%) on the last quarter. This therefore is showing Green for achieving the HI 4 against the annual target to date.

There were zero Non-Domestic Fatal Casualties during quarter one. There have been no fatal casualties for over 5 years and we are therefore showing Green for achieving the HI 5 annual target to date.

There were zero Non-Domestic Non-Fatal Casualties during quarter one. We are showing Green for achieving the HI 6 annual target to date.

In total, 75 fire safety audits were targeted at high life risk non-domestic buildings during quarter one, which included 9 post fire audits, and meets our target part of the annual audit programme. These fires can often have a serious impact on our local business sector and wider economy, as a fire within companies’ premises often results in significant monetary loss and in the worst cases, loss of employment for staff. Our Fire Safety Enforcement Officers (FSEO’s) will continue to provide the most appropriate level of support to local businesses to enable suitable and timely legislative fire safety guidance and enforcement to be undertaken. We also continue to engage with business forums to ensure the right level of information is given to the business community.

11 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 29 of 210 PRIORITY 3 – MINIMISING THE IMPACT OF UNINTENTIONAL HARM

HI 7 – Road Traffic Collision (RTC) Incidents

Table 5: Year to Date (April to March) Performance

Annual 15/16 16/17 17/18 18/19 Target H7: RTC Incidents 15 16 32 20 89

HI 8 – Fatal RTC Casualties & H9 – Non-Fatal RTC Casualties

Table 6: Year to Date (April to March) Performance

Annual 15/16 16/17 17/18 18/19 Target H8: Fatal RTC Casualties 3 1 3 2 4 H9: Non-Fatal RTC Casualties 10 16 32 17 66

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Page 30 of 210 Indicator Description The SFRS has become increasingly involved in more non-fire related prevention work, in support of its role in promoting the wider safety and well-being of its communities, including minimising the impact of unintentional harm. The headline indicators and targets reflect the fact that most of non-fire related incidents attended by the SFRS in Perth & Kinross are RTC Incidents.

HI 7 - RTC Incidents As a headline target, the aim is to reduce the rate of RTC incidents, by keeping them below 89 each year.

HI 8 – Fatal RTC Casualties As a headline target, the aim is to reduce the risk of death from RTC’s in Perth & Kinross, by keeping them below 4 each year.

HI 9 - Non-fatal RTC Casualties As a headline target, the aim is to reduce the risk of injury from RTC’s in Perth & Kinross, by keeping non-fire injuries below 66 each year.

What we aim to Achieve As well as helping to deliver Priority Three: Minimising the Impact of Unintentional Harm, we also link these headline targets to improving the following Perth & Kinross LOIP outcomes:  Developing educated, responsible and informed citizens  Supporting people to lead independent, healthy and active lives  Creating a safe and sustainable place for future generations

Performance Management

We attended 20 RTC Incidents, to assist in safety of the incident scene and release/extricate occupants trapped of the vehicles as a result of a collision. This is a significant decrease (37%) in comparison to the same quarter in 2017/18 when there were 32, whilst reporting slightly below the 3 year average (21) for this quarter and the same number RTCs as last quarter (Q4 2017/18). We are showing Green for achieving the HI 7 annual target.

Of the 20 RTC Incidents we attended during quarter one there were two fatalities which is comparable with previous years for this quarter. We are showing Red for achieving the HI 8 annual target.

Of the 20 RTC Incidents we attended during quarter one, there were 17 non-fatal casualties which reflects a decrease in the three year average however last year reported a significant increase in RTC casualties. We are showing Amber for achieving the HI 9 annual target.

This type of incident accounts for around 4% of all incidents and 28% of all special service incidents attended this quarter. However these types of incidents account for a high number of casualties every year which requires a partnership approach to reduce these risks. Road Safety within Perth & Kinross is going through a refresh with a Road Safety Partnership being re-established to ensure we review our current position. This multi-agency group is reviewing this area of work locally with a view to establishing priorities for the partnership moving forward which will influence the content of Perth and Kinross Road Safety plan and subsequent actions. These actions will ensure, as a partnership, we work towards Road Safety initiatives that will reduce the impact of RTC locally.

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Page 31 of 210 PRIORITY 4 - REDUCING UNWANTED FIRE ALARM SIGNALS

HI 10 – Unwanted Fire Alarm Signals

HI 10 - Quarter One 180 155 154 160 148 140 120 104 100 80 60 40 20 0 15/16 16/17 17/18 18/19

UFAS Incidents 3yr Average

Table 7: Year to Date (April to March) Performance

Annual 15/16 16/17 17/18 18/19 Target HI 10: UFAS Incidents 104 155 148 154 593

All False Alarms for Quarter One

ALL False Alarms (286) - UFAS = 54%

Malicious 2% Good Intent 14%

Equipment Faliure 84%

Equipment Faliure Good Intent Malicious

14 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 32 of 210 Indicator Description Automatic Fire alarms (AFA) are fundamental to providing early warning from fire, giving people the chance to evacuate safely. However, to be effective, they must be properly installed and maintained, and a good fire safety management regime must be in place by the duty holder, so they do not activate when there is no fire.

Every Unwanted Fire Alarm Signal (UFAS) from an AFA has an impact in terms of unnecessary blue light journeys, redirecting SFRS resources away from other activities such as community safety work and causing considerable disruption to businesses.

HI 10 – Unwanted Fire Alarm Signals (UFAS) As a headline target, the aim is to improve fire safety management and awareness, by reducing the number of attendances to unwanted fire alarm signals (UFAS) from automatic systems in non-domestic buildings to less than 593 each year.

What we aim to Achieve As well as helping to deliver Priority Four: Reducing Unwanted Fire Alarm Signals, we also link this headline target to improving the following Perth & Kinross LOIP outcome:  Promoting a prosperous, inclusive and sustainable economy

Performance Management

During quarter one 2018/19, SFRS were called out to 154 UFAS from a total of 286 False Alarms. This is a slight increase of in comparison to the same quarter in 2017/18 when there were 148 UFAS whilst reflecting comparable numbers year on year. In total, UFAS accounted for 31% of our total operational demand and were the cause of 54% of all false alarms in Perth & Kinross during quarter one.

All false alarms are continuing to report a downward trend which we will continue to work towards through a number of targeted initiatives driven by SFRS as well as local staff.

The table below lists the 5 property types that had persistent call-outs due to UFAS during quarter one. When analysed further, it is the same property types that are causing UFAS in Perth & Kinross and nationally, the picture is very similar.

Property Types UFAS Education, school 35 Residential - Home, Nursing/Care, school, sheltered 30 Retail/Offices 23 Other Residential, Hotel/motel 13 Industrial Processing 10

During quarter one our operational crews continue to investigate the cause of every UFAS event to ensure the appropriate level of engagement with the duty holder when in attendance at these call-outs. Every UFAS incident SFRS attend is used as an opportunity to educate the duty holder about the impact UFAS has on their businesses, the community and the Fire and Recue Service.

The number of all False Alarms attended by SFRS is on a steady decrease year on year. Based on the annual AFAS Target we have set we are currently showing Amber for achieving the HI 10 annual target.

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Page 33 of 210 PRIORITY 5 – REDUCING DELIBERATE FIRES

HI 11 – Deliberate Primary Fires

Table 8: Year to Date (April to March) Performance

Annual 15/16 16/17 17/18 18/19 Target HI 11: Deliberate Primary Fires 11 15 10 8 30 HI 12 – Deliberate Secondary Fires

Table 9: Year to Date (April to March) Performance

Annual 15/16 16/17 17/18 18/19 Target HI 12: Deliberate Secondary Fires 33 29 40 34 75

16 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 34 of 210 Indicator Description These headline and indicators targets account for all types of fire that are believed to have been started intentionally, and are categorised as Deliberate Primary Fires and Deliberate Secondary Fires.

HI 11 – Deliberate Primary Fires These deliberate fires cover the following types:  Fires in the home  Fires in non-domestic buildings  Fires in motor vehicles As a headline target, the aim is to reduce the rate of deliberate primary fires in Perth & Kinross by keeping these fires below 30 each year. The number for quarter one is lower than the previous three years and we are currently below the annual target.

HI 12 – Deliberate Secondary Fires These deliberate fires cover the majority of outdoor fires including grassland and refuse fires and include fires in derelict buildings, but not chimney fires. As a headline target, the aim is to reduce the rate of deliberate secondary fires in Perth & Kinross by keeping these fires below 75 each year, this exceeds the annual target.

What we aim to Achieve As well as helping to deliver Priority Five: Reducing Deliberate Fires, we also link this headline target to improving the following Perth & Kinross LOIP outcomes:  Developing educated, responsible and informed citizens  Promoting a prosperous, inclusive and sustainable economy  Supporting people to lead independent, healthy and active lives  Creating a safe and sustainable place for future generations

Performance Management

There were 8 deliberate primary fires reported during quarter one, which is the lowest number in comparison to the last three years, whilst also showing a decrease (33%) in the three year average of 12, Although we are reporting the lowest number of fires in the last three years the number remaining relatively low year on year. This reflects slightly above the year to date target and is therefore showing Amber against the HI 11 annual target.

There were 34 deliberate secondary fires reported during quarter one, which is a decrease of in comparison to the same quarter in 2017/18 when there were 40 deliberate secondary fires and is comparable with the three year average for this quarter with 34. This also reports an increase on last quarter with 8 incidents. The majority of these incidents were in Perth City area with 26. Given the target we have set for this reporting year we are showing Red for achieving the HI 12 annual target against this quarter.

During the last few months we have continued to work with partners to reduce the number of all deliberate fire incidents. The proactive approach particularly around youth engagement to endeavour to reduce the number of deliberate primary and secondary fires as part of a wider youth awareness education initiative. These included working with local schools to reduce this type of unacceptable anti-social behaviour. There is a continual programme of inputs each quarter with regard deliberate secondary fire setting, alongside other educational safety programmes, across Perth and Kinross particularly around the Perth City area.

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Page 35 of 210 PRIORITY 6 – EFFECTIVE RISK MANAGEMENT AND OPERATIONAL PREPAREDNESS Description Risk Management and operational preparedness is a key area of work for the SFRS. In Perth & Kinross, this means:  Knowing what the risks are in Perth & Kinross and then making plans, so we are resilient to respond to any event.  Being prepared to respond to national threats or major emergencies.  Developing flexibility to deploy crews, to take on a broadening role within the community.  Firefighters being quipped to deal with emergencies safely and effectively and our stations being in a constant state of readiness.  Safe, secure, vibrant and sustainable communities  An inclusive and sustainable economy  An enhanced, protected and enjoyed natural and built environment  Improved physical, mental and emotional health and well-being

What we aim to Achieve As well as helping to deliver Priority Six: Effective Risk Management and Operational Preparedness, our activities also support improving the following Perth & Kinross LOIP objectives:  Developing educated, responsible and informed citizens  Promoting a prosperous, inclusive and sustainable economy  Supporting people to lead independent, healthy and active lives  Creating a safe and sustainable place for future generations Activity During quarter one we delivered our quarterly training commitment to operational firefighthers, whereby we trained and tested their preparedness to deal with:

 Equality & Diversity  Pumps  Farms  Water Awareness  Aircraft  Driving Firefighters continued to visit sites within their station area so that they are aware of the associated risks and hazards, and if required can take effective actions in dealing with incidents at these sites. During the first quarter firefighters visited a range of sites to gather operational intelligence and review our response plans. These included hotels, care homes, high rise, industrial premises and sporting venues

Helping to build community resilience, so that residents are prepared in an emergency is important to us. As a key partner in delivering the Scottish Government’s Out of Hospital Cardiac Arrest strategy, we equipped members of the public with life-saving CPR skills during quarter one. Crews also continue to conduct routine water hydrant inspections as it is important to check that there is access to and adequate provision of water supplies within the area should crews require them in the event of an incident. This also provides the opportunity for crews to familiarise themselves with the locations of hydrants in relation to the risks in their area and link-in other activities, such as conducting Home Safety Visits.

On-going recruitment for RDS/VDS firefighters in the Perth & Kinross area continued to be a priority during this quarter. Point of Entry Selection Testing events have taken place at Perth to identify and selection test candidates to undertake training to become full time, part time and volunteer firefighters. These candidates will now attended basic induction, specific RTC and Breathing apparatus training courses will ensure stations are staffed appropriately to meet the needs of our communities. This has proven very popular with personnel who in the past would have had to have attended a residential course meaning two weeks away from home.

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Page 36 of 210 APPENDIX 1: COMMUNITY SAFETY ENGAGEMENT PROGRAMMES

This section provides details of Community Safety Engagement initiatives undertaken within Perth & Kinross during the first quarter of 2018-19, the safer Communities partnership work together to continue to provide various community safety messages, education, training and support which will continue to develop, whilst implementing risk reduction strategies to support our communities, particularly those most vulnerable. This joint work will also support the priorities in the LFRP 2017 and wider Perth & Kinross Council CPP priorities. Some examples this quarter are;

Safe Taysiders The Safer Communities Partnership have delivered this year’s event over a two-week period with almost 1500 primary seven pupils from across Perth and Kinross took part in various activity workshops, learning how to keep themselves safe across a wide range of dangers. The scenarios are designed to make pupils think about their own behaviour and actions when faced with potential dangers, and to give them the knowledge and tools to deal with dangerous situations in a safe manner. The event is a great success with many positive remarks being feedback to the partnership and continues to deliver a wide variety of safety messages to our young people across Perth and Kinross

Water Safety

We continue to deliver various water safety education and training to various schools and local businesses as part of a wider partnership safety initiative. This included giving some water safety awareness training and equipment to our local Community Wardens to support them in their work across the area. Chris Smith & Sarah Bonnar, partnership working with RNLI delivering Respect the Water Safety Resources to Public Houses in Perth and Kinross, King James & Weatherspoon’s staff were delighted to support our Summer Safety Action Plan.

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CPR Education Events

The SFRS supported by our partners continue to deliver a number of lifesaving education sessions to a wide variety of people, we have delivered to well over 1,000 people this quarter:

 Goodlyburn Primary School  YMCA. (Corporate Parenting)  St. Johnstone Football club  Caledonian Housing Managers (Shown in picture opposite)  Westbank, Community Payback  Blairgowrie High School

Animal lifesaving equipment (Smokey Paws) CM Garry West (Kirkmichael VDS) and his wife Mandy raised money through generous donations in the local communities to provide Highland Perthshire Retained and Volunteer stations with training and equipment for dealing with pets for oxygen therapy and resuscitation (Smokey Paws Kits), Ron Ewing provided training and presented the kits to the station crews at the handover in Pitlochry on 20th June. The stations who have received the equipment packages were Kirkmichael, Pitlochry, Dunkeld, Glenshee, Aberfeldy and Kinloch Rannoch. Blairgowrie, Crieff and Perth have already received the equipment and training.

Community Events

Firefighters from Kinross attended the Local ‘Better Place to Live’ Fair in Kinross. Fun was had by all with a number of events whilst ensuring we delivered a various important safety messages to the community members. They even arranged for excellent weather for the day of the event.

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Community Firefighter Sarah Bonnar & Community Warden Kim O'Brian visited the Dementia Café in Perth where they engaged with the community attendees giving out Fire & Home Safety Advice and support whilst enjoying some hospitality.

Watch Manager Chris Smith LALO for Perth and Kinross speaking attended the local Landlord Forum held at Perth Concert Hall. He gave a presentation to the forum giving information to them of their responsibilities and duty of care they must provide to tenants regarding Home & Fire Safety. This input was very well received as was the positive interaction during his input session

Firefighters Steve Daly, John Brown & Wendy Duigan working with Prince's Trust kids teaching them be Firefighters for the day at Perth fire station. They learnt all about teamwork at the same time as enjoying the experience, whilst gaining some insight into the Fire and Rescue serious along with safety messages learned. Great fun had by all.

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Page 39 of 210 APPENDIX 2: NOTABLE INCIDENTS / EVENTS

SFRS attended 498 incidents of which a number would undoubtedly have had a serious impact on members of our communities and their families, particularly from Road Traffic Collisions, Dwelling Fires and other Special Service Calls. Some of the more notable incidents and events are noted below:

Core Skills and Specialist Rescue Training

Exercise Mayflower 3rd May on River Tay at Perth

On the evening of 3rd May Swift Water Rescue teams from Perth City attended a Multi-Agency Exercise on the River Tay, after months of partnership pre-planning. Our Teams were joined by Police Scotland SAS, RNLI and RCA also attending were Mountain Rescue and representatives from Ninewells hospital along with our colleagues from Perth and Kinross Council. The aim of the exercise was to test the multi-agency approach to an incident which involved two river taxis colliding which resulted in multiple casualties. The teams from Perth were quickly on scene to carryout rescues of the casualties in the water, they then worked with SAS SORT teams to asses and triage casualties on board each vessel, the exercise proved to be a success with a full structured debrief to be held to ensure we capture any learning from this realistic training exercise.

Exercise with Perth and Lochgelly Firefighters June

Teams from Perth City and Lochgelly recently met at The Falls Of Bruar, Blair Atholl to carry out a joint training exercise. The scenario brief was to utilise the specialist SFRS skills at Perth City and at Lochgelly to affect a rescue of persons trapped in water at the falls, again this was a worthwhile day which allows the teams involved the ability to work closely to resolve what can be complicated rescues which require rope access to secure a casualty. This joint training will only enhance our teamwork at these types of incidents.

22 Local Fire and Rescue Plan for Perth & Kinross 2017 – Quarterly Monitoring of Performance

Page 40 of 210 Exercise at new road bridge at Bertha Park

We also continue to provide maintenance training for all stations across the area in these core skills as well as specialist rescue skills across the area. Firefighters from Red Watch, Perth, with kind permission of Balfour Beatty carried out a water Rescue exercise on the new bridge over the River Almond towards Bertha Park. Scenario involved lowering a rescuer down from the bridge to pick up a casualty who had been removed from rocks downstream. This training provided excellent learning for Firefighters should any incident occur in and around the new structure.

Retained Trainee Courses

Quarter one saw the completion of another successful recruitment of Retained Firefighters joining Perth and Kinross area. Seven Trainees completed initial training including Task and Task Management, Initial Breathing Apparatus and Road Traffic Collision Operator courses, enabling another intake of RDS firefighters to take their operational posts on Fire stations. This greatly assists the overall operational availability for responding to the needs of our communities.

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Page 42 of 210 5(ii)

PERTH AND KINROSS COUNCIL

Housing and Communities Committee – 22nd August 2018

PERTH AND KINROSS LOCAL POLICING AREA PERFORMANCE RESULTS 1st April 2018 – 30th June 2018

Report by Chief Superintendent Paul Anderson Police Scotland ‘D’ Division (Tayside) (18/252)

1. RECOMMENDATION

1.1 It is recommended that members note and scrutinise this operational report covering the first quarter (1 April 2018 – 30 June 2018. The report also incorporates the figures relating to year-end (1 April 2017 to 31 March 2018).

2. BACKGROUND

2.1 The purpose of this report (Appendix A) is to provide information to the Committee regarding the performance of Police Scotland against performance indicators that will facilitate local scrutiny.

2.2 Appendix A will provide context to the information provided in relation to some of the work which has taken place within Perth and Kinross Local Policing Area.

2.3 The content in this report is for information purposes to allow Board Members to conduct their scrutiny responsibilities.

3. PERFORMANCE

3.1 Appendix A will provide updates on:

 Putting Victims at the Heart of What We Do  Tackling Crime and Antisocial Behaviour  Protecting Vulnerable People  Maintaining Public Safety

4. FINANCIAL IMPLICATIONS

4.1. There are no financial implications as a result of this report.

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5. STAFFING IMPLICATIONS

5.1 There are no staffing issues as a result of this report.

6. ENVIRONMENTAL ISSUES

6.1 This report does not have any impact on the environment.

7. SUMMARY

7.1 The attached report updates members regarding significant operational matters and gives context to the performance of the local policing area.

8. COMPLIANCE

Is the proposal;

(a) Human Rights Act 1998 compliant? YES (b) Equality & Diversity compliant? YES

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PERTH & KINROSS COUNCIL

Housing & Community Safety Committee

Report by Chief Superintendent Paul Anderson (1st April 2018 - 30th June 2018)

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Contents

Background to this Report page 3

Local Policing Priority Updates: Putting Victims at the heart of what we do page 4 Tackling Crime and ASB pages 4/5/6 Protecting Vulnerable People page 6 Maintaining Public Safety page 7 Figures relating to this report pages 8/9/10/11

Figures relating to year end pages 12/13/14/15

(1st April 2017 to 31st March 2018)

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BACKGROUND TO THIS REPORT

As from April 2013, the Police and Fire Reform (Scotland) Act 2012 has required Police Scotland to produce and publish a Local Policing Plan (LPP) for each local authority area. The LPP clearly sets out the policing priorities for Perth and Kinross.

Performance in relation to the identified policing priorities is monitored and reviewed internally on a weekly basis. Quarterly reports are produced to allow scrutiny by Perth and Kinross Housing and Communities Committee.

This report covers the period from 1st April 2018 to 30th June 2018 and provides a synopsis of our performance against the Local Policing Plan priorities for Perth and Kinross, these priorities being Putting Victims at the heart of what we do, tackling crime and anti-social behaviour, protecting vulnerable people and maintaining public safety. The report also includes performance figures for this period.

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Putting Victims At The Heart of What We Do

Domestic violence is a priority investigation for Police Scotland and are supported by partners in relation to the investigation and protection of victims. Incidents that are reported are risk assessed in terms of potential future offending and risk faced by the victim. High risk incidents.

On 8th June 2018, a victim was seriously injured by her former partner in Perth. With the assistance of CID the male suspect was traced interviewed and appeared at Perth Sheriff Court in relation to the crime.

Stalking has a detrimental impact on the health, both mental and physical, on the victim. When a stalking crime has been received by Police Scotland it is robustly investigated with appropriate supervisory checks to ensure that the investigation is reviewed. One such report was received in April with the crime occurring in Kinross. The female victim reported that her former partner was following her and as a result one male was arrested who is awaiting trial on petition for his conduct and previous offences reported by the victim.

High risk domestic incidents are also investigated by specialist units who have received specific training to investigate crimes committed by perpetrators on partners. Some of these crimes are historical however once reported are thoroughly investigated. As part of the Multi Agency Tactical And Coordinating partnership approach to these crimes, proactive engagement is made with previous partners to ensure all possible evidence is captured to convict offenders. One such report was received by Police Scotland from five different victims and officers from the Domestic Abuse Task Force investigated historical domestic crimes committed by a male perpetrator. This led to one male being arrested for several offences against his victims and is currently on remand awaiting trial.

Hate crimes have a detrimental impact on victims and as such Police Scotland with the assistance of partners ensure that reports are fully investigated whilst rare, when these crimes include violence they are prioritised to ensure that the victim can be protected through court measures. One such incident was reported in June in Blairgowrie whereby the male victim was assaulted by another male because of his perceived sexuality. As a result of this crime, one male from Blairgowrie was arrested and is awaiting trial on petition for this incident.

Tackling Crime and ASB

The most significant crime that occurred within the first quarter was in relation to the murder of Annalise Johnstone. About 1150hrs, 10th May the body of Annalise Johnstone was found outside the village of Dunning and shortly thereafter an investigation was launched which later led to the arrest of a male in connection with her murder. A significant police operation was undertaken in respect of her death, led by the Major Investigation Team, supported by local officers within Tayside and neighbouring Divisions. A police presence was maintained within Auchterarder and additional patrols were conducted on bike and foot. Community engagement was maintained by Inspector Chase with key stakeholders and businesses affected by the investigation, supported by local elected representatives.

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Intelligence and information in respect of local drug dealers was received during the quarter that led to the execution of drugs warrants across Perth and Kinross. In particular an 18 year old male was arrested and charged with being concerned in the supply of cannabis after drugs were recovered with a street value of nearly £1,500.

In Kinross, a 50 year old male was arrested and reported for importing cannabis and being concerned in the supply of controlled drugs. As a result of the intelligence received a drugs warrant was executed at the address and drugs with a value over £7000 were recovered.

Successes can be reported in relation to vehicle related crimes. In April, 2 males from Kirkcaldy were arrested for 4 thefts, including one housebreaking, in the Kinross area. The males arrested were also charged with similar offences committed close to the boundary of Perth and Kinross. In addition, a 25 year old male from Perth was arrested for a series of thefts from motor vehicles and fraudulent use of bank cards. Also within this series was the theft of a Range Rover.

In April, a commercial premises was the subject of a housebreaking. Following diligent work by the attending officers, the route from the premises to the home address of the suspect was discovered and clothing from the premises were recovered. This led to the arrest of a local female for this crime.

A 36 year old male from Kirkcaldy was arrested for a housebreaking to a warehouse in the Muthill area. A search warrant was executed at an address and property linked to the warehouse was recovered from the address. The accused is awaiting trial in relation to this crime.

With the commencement of the summer season, policing and patrolling the scenic areas of the county especially within the National Parks has started. Operation Ironworks focuses on the patrols around Loch Earn within the Loch Lomond National Park. In addition, a Special Constable has undertaken duties in relation to wildlife crime and other anti-social behaviours linked to wild camping within The Cairngorm National Park. He forms part of a team of Special Constables, and is active in policing the southern aspect of the park around Pitlochry and Blair Athol areas. Community officers have been carrying out cycle patrols round Loch Leven to engage with locals and visitors at a now busy time of year.

We continue to work in partnership with HMP Perth in respect of the community and preventing crime within the premises. Regular proactive operations take place within the estate which has led to visitors being arrested on warrants.

There were around 50 crimes reported to Police Scotland from HMP Perth in the first Quarter with 40 resulting from proactive work by both HMP Perth staff and Police Scotland. The majority of the crimes reported relate to drugs, with visitors attempting to pass them to prisoners within the estate along with other articles prohibited in prisons. In addition, there were 6 crimes of violence reported, two of which the victim suffered serious injury. All 6 crime reported to Police Scotland have led to individuals being reported to the Procurator Fiscal.

Police Scotland, Procurator Fiscal Service and HMP Perth conducted an awareness meeting at HMP Perth which also included a site visit to the prison estate to provide those in attendance with a greater understanding of the work being carried out within HMP Perth. 15 members of the PF’s office based in Perth were in attendance and the feedback was excellent and seen as very benefical.

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A review was completed in 2017 in respect of meeting operational demand and tackling problems within Perth and Kinross. This has led to additional officers being added to Blairgowrie and the Community Team within Perth City Centre. These additional officers continue to work in partnership with interested parties tackling ASB both within the day time and night time economies.

Protecting Vulnerable People

For the first quarter, Operation Monarda was delivered during May. This operation focuses on bogus related and doorstep crimes. The operation included crime prevention and partnership working with educational messages being delivered to the communities. There was also information shared with financial institutes surrounding the new banking protocol and visits carried out by Community Wardens to previous victims and areas previously targeted.

The Community Hub continues to work closely with partners to protect vulnerable people from crime and provide educational advice with support from partners.

On 3rd May a Financial Harm Seminar was held at the Dewar’s Centre, Perth. The Seminar was led by Police Scotland and received a high attendance with over 90 people from different organisations in attendance. The event was supported by both the banking sector, stakeholders and local elected representatives. Those in attendance heard inputs from specialist crime units within Police Scotland, the new banking protocol from Santander and a harrowing story from the daughter of a victim of financial harm. The event was well received by all those who attended and provided educational and crime prevention messages for those who may be victims of these crimes.

Scam Awareness events were held within Perth High Street with the assistance of colleagues from Fife Division within Police Scotland. These events included the use of a fake ATM to highlight to people the difference between a real ATM and a fake ATM.

The annual Safetaysiders event ran from Monday 14th May to Friday 25th May at Queens Barracks with support from Army personnel and local sponsors Stagecoach. 14 different partner agencies were in attendance providing educational inputs to 1500 P7 school children from almost all primary schools in Perth and Kinross.

Officers in Blairgowrie identified a male who was struggling with lone living and committing acquisitive crimes including the theft of basic food which appeared to be for him to consume. Officers engaged with the male and with the assistance of partners, he was rehoused to supported accommodation where he could be helped in managing his finances, eating and personal hygiene. As a result of this coordinated approach the male been fully supported and his acquisitive crime has reduced.

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Maintaining Public Safety

Maintaining public safety is a key priority for Police Scotland. Public safety is not only within communities but also on our roads network as well ensuring safety is for all people who either reside, work or visit Perth and Kinross.

Tragically, for the reporting period there have been three fatalities on our roads in Perth and Kinross. On the 5th April at the A923, near to Bendochy Crossroads a male motorcyclist was killed. On the 22nd May a male was killed on the A9 near to Dunkeld and on the 25th May a male pedal cyclist was killed after colliding with a refuse lorry near to Cleish.

Following the police investigation into a fatal collision on the 19th January 2018, a 33 year old male from Fife has been reported to the Fiscal in respect of his driving in respect of this incident. Our Roads Policing colleagues have also conducted the following operations across Tayside, including Perth and Kinross.

Between the 23rd and 29th April a Carriage of Dangerous Goods operation was undertaken across Tayside. The stopped 28 controlled vehicles and 2 related offences were detected with 26 vehicles found to be complying fully with Carriage of Dangerous Goods legislation.

The Motorcycle Safety Campaign runs throughout the summer. There have been two weekends of action taking place over the quarter. Between the 5th and 7th May, across Tayside 78 offences were detected for a variety of offences including speeding. The operation was conducted across Tayside again over the weekend of the 26th and 28th May with 58 offences including motorcyclist travelling at 105mph in 60mph limit.

Between 18th and 24th June a Vulnerable Road User Campaign was aimed at pedestrians and cyclists. Perth TRPG along with the Safety Camera Unit attended at House of Bruar as part of the operation and interacted with public addressing vulnerable road users, offering brake reaction tests, eye sights tests etc. On Saturday 9th May the Preventions Hub arranged and led a recruitment awareness event in partnership with PKAVS Minorities Hub, this was held within PKAVS and was advertised throughout their communities as a number of persons had expressed an interest in Police roles as Regular and Special Constables. It was supported by Recruiting and Training with the Diversity Constable attending. The event was well attended with 35-40 persons from different communities in Perth and Kinross attending a presentation with a question and answer session at the end.

Several events have been held within the first quarter. These include ETAPE Caledonia, World Medieval Contest, Perth Fake Festival and the biggest event for the reporting period was the BBC Biggest Weekend at Scone Palace. All these events passed peacefully with only 5 relatively minor crimes recorded for the BBC weekend.

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Figures Relevant To This Report

LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross June 2018

Violence, Disorder & Antisocial Behaviour Apr Apr 2018 – 2017 - % 5 Yr Victims Jun Jun Change Mean 2018 2017 10 1 Total No Group1: Crimes of Violence 42 32 31.3% more

2 Murder 1 0 1 more 100.0%

3 Attempted Murder 2 0 2 more 200.0%

4 Culpable Homicide (common law) 0 0 None -

5 Culpable Homicide (other) 1 0 1 more 100.0%

6 Serious Assault detection rate 66.7% 94.7% -28.0%

7 Serious Assault 21 19 2 more 10.5%

8 Robbery detection rate 66.7% 60.0% 6.7%

9 Robbery 9 5 4 more 80.0%

10 Common assault detection rate 72.7% 83.2% -10.5%

57 11 Common assault 223 280 -20.4% fewer

280 12 Number of complaints regarding disorder 1,378 1,658 -16.9% fewer

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LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross June 2018

Violence, Disorder & Antisocial Behaviour (continued) Apr Apr 2018 – 2017 - % 5 Yr Victims Jun Jun Change Mean 2018 2017 Number of Domestic Abuse Incidents Reported 13 301 280 7.5% to the Police

Total Crimes and offences in domestic abuse 14 200 168 19.0% incidents

Percentage of Domestic Incidents that result in a 15 46.5% 47.5% -1.0% crime being recorded

Total crimes and offences in domestic abuse 16 62.5% 77.4% -14.9% incidents detection rate

17 Total Detections for Domestic Bail Offences 11 13 -15.4%

Ensure 95% of domestic abuse initial bail checks 18 are conducted within a prescribed timeframe 69.6% - - (24hrs)

19 Hate Crime and offences detection rate 93.8% 82.6% 11.2%

Violence, Disorder & Antisocial Behaviour - Stop and Searches Apr Apr 2018 - 2018 - % Jun Victims Jun Change 2018 2018 Positive

20 Number of stop and searches conducted (total) 116 45 Number of statutory stop and searches 21 116 45 conducted Number of consensual stop and searches 22 0 0 conducted Number of consensual stop and searches 23 0 - refused

24 Number of seizures made 1 - On the 11th May 2017 Police Scotland adopted a new code of practice on the use of stop and search. At this time the use of non-statutory (Consensual) search ceased. The period covered by this report includes searches conducted prior to the introduction of the code. The table above provides information on consensual searches carried out before 11th May. Further information on Police Scotland's use of stop and search and on the code of practice is available on the Police Scotland Website.

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LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross March 2018

Additional Identified Local Priorities Apr Apr 2018 - 2017 – % 5 Yr Victims Jun Jun Change Mean 2018 2017 Number of detections for drugs supply, drugs 25 13 21 -38.1% productions, drugs cultivation

Theft by housebreaking (including attempts) 26 24.1% 33.3% -9.2% detection rate

27 Theft by housebreaking (including attempts) 58 51 7 more 13.7%

28 Theft by shoplifting detection rate 75.3% 86.4% -11.1%

33 29 Theft by shoplifting 158 191 -17.3% fewer

30 Vandalism & Malicious Mischief detection rate 36.4% 39.8% -3.4%

105 31 Vandalism & Malicious Mischief 121 226 -46.5% fewer

Number of detections for Consuming Alcohol in a 32 designated place (where appropriate byelaws 2 12 -83.3% exist)

Public Protection

Apr Apr 2018 - 2017 – % 5 Yr Victims Jun Jun Change Mean 2018 2017 35 33 Number of Sexual Crimes 100 65 53.8% more

34 Sexual Crimes detection rate 68.0% 63.1% 4.9%

35 Rape detection rate 66.7% 55.6% 11.1%

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LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross June 2018

Road Traffic Casualty Statistics Apr Apr 2018 - 2017 % 5 Yr Victims Jun – Jun Change Mean 2018 2017 Same People Killed 3 3 0.0% number People Seriously injured 20 22 2 fewer -9.1% People Slightly Injured 41 40 1 more 2.5% (Context) Children (aged<16) Killed 0 0 None - Children (aged<16) Seriously Injured 1 0 1 more -

Road Safety & Road Crime

Apr Apr 2018 2017 - % 5 Yr Victims – Jun Jun Change Mean 2018 2017 36 Dangerous driving 17 37 -54.1%

37 Speeding 462 390 18.5%

38 Disqualified driving 8 12 -33.3%

39 Driving Licence 35 66 -47.0%

40 Insurance 97 166 -41.6%

41 Seat Belts 32 13 146.2%

42 Mobile Phone 27 43 -37.2%

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Figures Relevant To 1st April 2017 – 31st March 2018

LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross March 2018

Violence, Disorder & Antisocial Behaviour Apr Apr 2017 - 2016 - % 5 Yr Victims Mar Mar Change Mean 2018 2017 41 1 Total No Group1: Crimes of Violence 129 170 -24.1% fewer

Same 2 Murder 2 2 0.0% Number

3 Attempted Murder 5 1 4 more 400.0%

4 Culpable Homicide (common law) 0 0 None -

Same 5 Culpable Homicide (other) 2 2 0.0% Number

6 Serious Assault detection rate 89.3% 84.3% 5.0%

33 7 Serious Assault 75 108 -30.6% fewer

8 Robbery detection rate 65.5% 58.8% 6.7%

12 9 Robbery 29 17 70.6% more

10 Common assault detection rate 80.8% 77.8% 3.0%

60 11 Common assault 997 937 6.4% more

858 12 Number of complaints regarding disorder 5,759 4,901 17.5% more

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LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross March 2018

Violence, Disorder & Antisocial Behaviour (continued) Apr Apr 2017 - 2016 - % 5 Yr Victims Mar Mar Change Mean 2018 2017 Number of Domestic Abuse Incidents Reported 13 1,142 1,172 -2.6% to the Police

Total Crimes and offences in domestic abuse 14 687 723 -5.0% incidents

Percentage of Domestic Incidents that result in a 15 44.9% 41.2% 3.7% crime being recorded

Total crimes and offences in domestic abuse 16 69.0% 70.7% -1.7% incidents detection rate

17 Total Detections for Domestic Bail Offences 47 32 46.9%

Ensure 95% of domestic abuse initial bail checks 18 are conducted within a prescribed timeframe 81.3% - - (24hrs)

19 Hate Crime and offences detection rate 73.6% 75.3% -1.7%

Violence, Disorder & Antisocial Behaviour - Stop and Searches Apr Apr 2017 - 2017 - % Mar Victims Mar Change 2018 2018 Positive

20 Number of stop and searches conducted (total) 556 216 Number of statutory stop and searches 21 556 216 conducted Number of consensual stop and searches 22 0 0 conducted Number of consensual stop and searches 23 0 - refused

24 Number of seizures made 10 - On the 11th May 2017 Police Scotland adopted a new code of practice on the use of stop and search. At this time the use of non-statutory (Consensual) search ceased. The period covered by this report includes searches conducted prior to the introduction of the code. The table above provides information on consensual searches carried out before 11th May. Further information on Police Scotland's use of stop and search and on the code of practice is available on the Police Scotland Website.

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March 2018

Additional Identified Local Priorities Apr Apr 2017 - 2016 – % 5 Yr Victims Mar Mar Change Mean 2018 2017 Number of detections for drugs supply, drugs 25 86 114 -24.6% productions, drugs cultivation

Theft by housebreaking (including attempts) 26 35.7% 23.7% 12.0% detection rate

37 27 Theft by housebreaking (including attempts) 210 173 21.4% more

28 Theft by shoplifting detection rate 83.0% 75.8% 7.2%

179 29 Theft by shoplifting 707 528 33.9% more

30 Vandalism & Malicious Mischief detection rate 35.4% 28.1% 7.3%

31 Vandalism & Malicious Mischief 755 754 1 more 0.1%

Number of detections for Consuming Alcohol in a 32 designated place (where appropriate byelaws 15 12 25.0% exist)

Public Protection

Apr Apr 2017 - 2016 – % 5 Yr Victims Mar Mar Change Mean 2018 2017 12 33 Number of Sexual Crimes 295 307 -3.9% fewer

34 Sexual Crimes detection rate 67.1% 69.7% -2.6%

35 Rape detection rate 54.8% 66.1% -11.3%

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LOCAL AUTHORITY SCRUTINY BOARD – Perth and Kinross March 2018

Road Traffic Casualty Statistics Apr Apr 2017 - 2016 % 5 Yr Victims Mar – Mar Change Mean 2018 2017 People Killed 12 10 2 more 20.0% 22 People Seriously injured 72 50 44.0% more 58 People Slightly Injured 213 155 37.4% more (Context) - Children (aged<16) Killed 0 1 1 fewer 100.0% Children (aged<16) Seriously Injured 3 8 5 fewer -62.5%

Road Safety & Road Crime

Apr Apr 2017 – 2016 - % 5 Yr Victims Mar Mar Change Mean 2018 2017 36 Dangerous driving 97 78 24.4%

37 Speeding 1,506 1,414 6.5%

38 Disqualified driving 42 56 -25.0%

39 Driving Licence 257 247 4.0%

40 Insurance 629 610 3.1%

41 Seat Belts 56 68 -17.6%

42 Mobile Phone 129 248 -48.0%

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Contact Details Divisional Commander - Chief Superintendent Paul Anderson D Division HQ West Bell Street, Dundee

Area Commander - Chief Inspector Ian Scott Perth & Kinross Local Policing Area (LPA) HQ Barrack Street, Perth

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Page 60 of 210 6 1

PERTH AND KINROSS COUNCIL

Housing & Communities Committee - 22 August 2018 Environment & Infrastructure Committee – 5 September 2018 Scrutiny Committee - 12 September 2018

Housing and Environment Business Management & Improvement Plan 2018-19

Report by Executive Director (Housing & Environment) (18/253)

PURPOSE OF REPORT

This report presents the first Housing & Environment Business Management Improvement Plan for the period 2018-19.

1. BACKGROUND / MAIN ISSUES

1.1 Council Services produce Business Management Improvement Plans (BMIPs) on an annual basis. These BMIPs set out the key actions which each Service will deliver in the coming year. They are produced to ensure better outcomes for everyone in Perth & Kinross, and to demonstrate how they contribute to the delivery of the Council’s strategic objectives for the Council and Community Planning Partnership.

1.2 These plans are an important part of the strategic planning framework for the organisation, translating the strategic objectives of the Community Plan and Corporate Plan, into the contributions that each Service makes to achieving these objectives. They include the supporting actions and performance indicators. Individual team plans are then based on Service BMIPs.

1.3 In previous years, a joint report was presented to Council committees, which included both the Business Management and Improvement Plan, together with an Annual Performance Report. The recent Service restructure has required a review of our Service planning arrangements. As a result the Annual Performance Reports for the former Housing and Community Safety and The Environment Service were reported and approved by Perth & Kinross Council on 20 June 2018 (Report No. 18/213).

2. PROPOSALS

2.1 This is the first BMIP for the new Housing and Environment Service. It focusses on our key service objectives and aims to:-

. provide clear direction and actions for the future within the context of national agendas, the Community Plan (Local Outcomes Improvement Plan) and the Corporate Plan. Members are asked to note that the content of the “We will” sections of the BMIP are those agreed by Members when approving the Corporate Plan for 2018-2022 (Report No.18/68).

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. outline our key strategic priorities and improvement areas. . provide a focus on delivery of outcome focused services. . set out objectives, with measures and targets.

2.2 The BMIP has been developed since April this year, through a number of workshops with managers and team leaders. These have included the development of our new Service objectives, a self evaluation exercise, along with the development of key priorities and performance targets. This has also led to a strong collective approach across the new Service, which we aim to build on over the coming years.

2.3 In the coming year our key priorities will be:-

. focussing on the connections between leadership, organisational culture and employee engagement to support the integration of our new Service. . supporting inclusive economic growth and attracting investment and higher value jobs into Perth and Kinross. . narrowing inequalities gaps and demonstrating a consistent and systematic approach to prevention, early intervention and fairness. . further developing a strong “locality based” approach and strengthen relationships with our communities and Community Planning Partners. . An increased focus on collaborative working with all our partners (including other Councils) to unlock efficiencies, share best practice and allow us to offer services to our communities that would be otherwise be unachievable in the current financial context . Focussing on the delivery of our existing transformation programme and developing further transformative opportunities for shared working, digitisation and efficiency, to help meet the financial challenges ahead. 2.4 We will take forward these priorities by building a unified, single Service approach to performance management and internal controls. Key to demonstrating progress towards the achievement of these priorities will be team plans which will:

. provide clarity of purpose for teams across the Service and a yardstick to assess progress against targets. . link strategic plans to employee roles (i.e. the ‘golden thread’ between strategic objectives and individuals’ contributions) . improve accountability through objective setting and performance reporting . ensure employee learning and development is linked to supporting improvement. 2.5 The work of Housing and Environment encompasses the remit of the Housing and Communities Committee and the Environment and Infrastructure Committee. The BMIP indicates the sections relevant to each committee.

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3. CONCLUSION AND RECOMMENDATION

3.1 The Housing and Communities Committee and the Environment and Infrastructure Committee are asked to approve, for their specific areas of interest, theHousing and Environment Business Management Improvement Plan 2018/19, indicated as relevant to each Committee in the plan.

3.2 The Scrutiny Committee is asked to scrutinise and comment as appropriate on the contents of the plan.

Author Name Designation Contact Details Keith McNamara Depute Director 01738 475000 Housing & [email protected] Environment

Approved Name Designation Date Barbara Renton Executive Director 31 July 2018 Housing & Environment

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ANNEX

1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION

Strategic Implications Community Plan/ Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes

1. Strategic Implications

1.1 The Community Plan and the Council’s Corporate Plan, has five outcomes which provide clear strategic direction, inform decisions at a corporate and service level and shape resource allocation.

 Giving every child the best start in life;  Developing educated, responsible and informed citizens;  Promoting a prosperous, inclusive and sustainable economy;  Supporting people to lead independent, healthy and active lives;  Creating a safe and sustainable place for future generations.

1.2 This report sets out how Housing & Environment will support and deliver these objectives.

2. Resource Implications

Financial

2.1 None.

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Workforce

2.2 There are no workforce implications.

Asset Management (land, property, IT)

2.3 None.

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 The proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) and were 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. However, no action is required as the Act does not apply to the matter presented in this report.

Sustainability

3.4 None.

Legal and Governance

3.5 None.

Risk

3.6 The Housing & Environment Senior Management Team regularly review monitoring reports that highlight individual project progress and risk.

4. Consultation

Internal

4.1 The Head of Legal and Governance, the Head of Finance and the Head of Democratic Services have been consulted in the preparation of this report.

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External

4.2 The Tenant Committee Report Panel were consulted in the preparation of this report and felt that it demonstrates the links between Housing and Environment Services.

2. BACKGROUND PAPERS

2.1 Service Annual Performance Reports 2017/18 – Report to Council 20 June 2018 ( Report No. 18/213)

3. APPENDICES

3.1 Appendix 1 – Housing & Environment Business Management Improvement Plan 2018/19.

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Appendix 1

HOUSING AND ENVIRONMENT

BUSINESS MANAGEMENT AND IMPROVEMENT PLAN 2018/19

Version 1.9

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Page 67 of 210 CONTENTS

NTENTS Page

Introduction 3

Vision, Strategic Objectives and Local Outcomes 4

Giving Every Child the Best Start in Life & Developing Educated, 5 Responsible and Informed Citizens

Promoting a Prosperous, Inclusive and Sustainable Economy 7

Supporting People to live Independent, Healthy and Active Lives 11

Creating a Safe and Sustainable Place for Future Generations 13

Organised to Deliver 17

Governance and Management Structure of the Service Customer Focus and Engagement Preparing Our People For The Future Partnership Working Financial/Resource Management Performance, Self-Evaluation and Risk Management Health and Safety

Service Improvement Plan 26

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Page 68 of 210 INTRODUCTION

We are delighted to introduce the first Business Management and Improvement Plan (BMIP) for Housing and Environment – our new service created on 1 April 2018.

Housing and Environment (created from the two former Services – Housing and Community Safety, and The Environment Service) is a substantial part of the Council`s activity, with over 1,100 full time equivalent employees, an annual revenue budget of £134 million, and responsibility for capital investment of £600 million over 10 years. We are also hugely diverse in nature, with activities ranging from day to day functions such as refuse collection and roads services, valued and used by all our citizens; to services such as homelessness, trading standards and employability, which protect people in greatest need of our support; and also strategic functions, such as economic development, which seek to build long term infrastructure, economic prosperity, sustainability, and fairer futures for generations to come.

The scale and diversity of our combined services affords us great opportunities for developing services within Housing and Environment. Combined with working corporately, and with our partners, we can be confident about securing continuous improvement within the resources available to us. Activities such as property and housing development, more joined-up locality working and support for the emerging community empowerment agenda through the already excellent work of our teams, are just some examples of opportunities where working closely together will deliver improved outcomes.

This BMIP demonstrates how Housing & Environment contributes to achieving the aims set out in the Community Pla Loal Outoes Iproeet Pla ad the Couils Corporate Pla. Iportatl, the douet is also informed by those working in the service, through a series of sessions, with managers and team leaders. This has focused on developing the new service aims, along with undertaking a robust self evaluation and setting clear prioirities. This has been combined with activities such as team meetings, and informal morning coffee and afternoon tea sessions, when senior managers get the chance to meet with, and hear from colleagues across the entire Service. Throughout these, there has been a huge amount of positive reaction to the creation of the new Service, which provides a firm foundation for the future.

This is all part of the strong focus we have going forward to build not only a unified Housing and Environment structure and common processes, but also a shared culture where we value passion; innovation; teamwork; a focus on preventative approaches; and a desire to work with partners and communities to make a positive difference.

Our BMIP is also shaped by the impact of emerging regulation and increasing demand for services as we prepare for new legislation on climate change, planning, local democracy and homelessness, while managing the impact of welfare reform and potential Brexit implications. We also reflect the need to create a vibrant, dynamic, and inclusive economy, along with continued support for the delivery of the Fairess Coissios reoedatios. We appreciate the ongoing financial challenges facing public services, and this will continue to have an impact on what the service can deliver going forward. Managing expectations with the resources available will be a significant issue for the whole Service, and one which we will need to work together with elected members, partners and the public to address. This, along with ensuring value for money in everything we do, will be a major area of focus for Housing and Environment.

We are proud to be part of such a professional, dedicated team in Housing & Environment, and are confident that, working together, we can face the challenges, and build on the opportunities, to deliver the very best service for the people of Perth & Kinross.

Barbara Renton Keith McNamara Executive Director Depute Director

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Page 69 of 210 VISION, STRATEGIC OBJECTIVES AND LOCAL OUTCOMES

OUR VISION

We support the Vision of the Community Planning Partnership, for our area:

Creating a confident, ambitious and fairer Perth and Kinross, for all who live and work here.

This Plan aims to translate this vision into an agenda for Housing & Environment to deliver positive outcomes for our citizens and communities.

THE COUNCIL’S STRATEGIC OBJECTIVES

The isio is refleted i the Couils fie strategi ojeties ad these ifor deisios aout policy direction and budget spending: . Giving every child the best start in life . Developing educated, responsible and informed citizens . Promoting a prosperous, inclusive and sustainable economy . Supporting people to lead independent, healthy and active lives . Creating a safe and sustainable place for future generations.

The vision and strategic objectives support the delivery of the Community Plan ad the Couils Corporate Plan. The following sections (pages 5 to 27) set out what we will do to support the achievement of these strategic objectives.

The strategic priorities for Housing and Environment are:

. Create and maintain safe, attractive and sustainable places to support healthy and independent living . Promote a vibrant, dynamic and inclusive economy supporting house-holds to maximise income and reduce the impact of poverty . Place – promote sustainable empowered communities with equal opportunities for all . Provide access to good quality and affordable housing, with support to sustain people in their homes and prevent homelessness

Our ethos is:

. Fairness, Efficiency and Effectiveness in everything in Housing and Environment

Our culture within Housing & Environment is one of:

. Mutual trust and respect . Shared collegiate approah Tea H and E – supporting each other . Business Head; Social Heart . Empowerment – be responsible and accountable . Recognise potential, and promote training and development . Be risk positive . Create time for reflections for all

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Page 70 of 210 GIVING EVERY CHILD THE BEST START IN LIFE & DEVELOPING, RESPONSIBLE AND INFORMED CITIZENS

Our contribution:

We continue to work with all partners to achieve positive outcomes for children and families and recognise the need to focus on equity in access to support as well as understanding the particular needs of individual communities, to achieve positive outcomes for children and families.

Key to achieving this is our approach to preventing and responding to homelessness and ensuring that families have access to good quality suitable and affordable housing.

Ultimately our aim is ensuring sustainable tenancies for families and young people.

Our Community Greenspace team ensures that quality play parks, paths and open space encourage family activity and sport, and provide activity programmes and educational events.

Our Public Transport team organises travel to school for school age children and low cost access to the amenities in our City, towns and villages.

Our focus on the Local Development Plan means that we ensure that appropriate resources are available to all citizens and their families.

For 2018/19 we will:

Improve the life chances of children and families at risk by:

. Placing a focus on early intervention and prevention, recognising that good quality housing of the right size and closeness to family networks can have an impact on children and families health and well being,and life outcomes (Housing and Communities Committee) . Providing support through housing, raising awareness in education, employment and promoting health lifestyles (Housing and Communities Committee) . Ensuring that housing and homelessness services are accessible and, through our housing options and preventative work, we will intervene early wherever possible to prevent homelessness before it arises. In the event of homelessness we will secure settled permanent accommodation as quickly as possible and provide tenancy support but also working with Community Planning partners to ensure the right level of specialist support at the right time (Housing and Communities Committee) . Through our Common Housing Register and our Housing Options approach we will continue to ensure that we make best use of our housing stock, through the creation of vacancy chains to address overcrowding and meet the housing needs of our tenants (Housing and Communities Committee)

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(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Number of families presenting as 337 319 306 Target setting not appropriate homeless (Housing and Communities) Number of overcrowded 127 115 108 99 95 91 89 households (Housing and Communities)

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PROMOTING A PROSPEROUS, INCLUSIVE AND SUSTAINABLE ECONOMY

Our contribution:

Through the Tay Cities Regional Economic Strategy we will deliver inclusive growth by addressing inequality of economic opportunity, improve productivity by supporting the creation of higher value, better paid jobs, and deliver a more prosperous and fairer future for people in our area. We will finalise our Local Development Plan to ensure that our area continues to be an attractive place to live, and to ensure a good supply of serviced employment land to identify development opportunities for business.

Together with other public and academic partners, and the private sector, we will invest in physical and digital infrastructure, digital, business and skills development, cultural and sporting events and festivals, to sustain and grow our vibrant economy. We will ensure that the planned capital investment of £0.6 billion in infrastructure is delivered, to attract new business and employment and to ake Perth oe of Europes great sall ities.

We will use our investment to ensure that those most in need of employment are not excluded, through using Community Benefit clauses in our contracts whenever possible and encouraging payment of the Scottish Living Wage.

We will positively influence employment rates and average earnings by supporting business and targeting support for high wage businesses. We will enhance the resilience of the rural economy through enterprise growth support, and work with industry to ensure that all households can access superfast broadband.

We will develop innovative approaches through links with organisations and local universities and influence the continuing roll out of improved digital connectivity across our whole area.

We will support our tenants and residents to maximise their income through signposting and supporting them to enhance and develop their skills. By doing so we aim to enhance their employment opportuniites and contribute to the Farier Futures aims under Fairer Working Lives.

We will continue to focus on the delivery of efficient services to enure that our tenants rents remain at levels that are affordable to them, based on local income levels.

For 2018/19 we will:

. Encourage and promote international, national and local events, maximising our outstanding natural assets (Environment and Infrastructure Committee) . Ensure that the planned capital investment of £0.6 billion in infrastructure, to attract new business and employment and to make Perth one of Europes great sall ities is deliered (Environment and Infrastructure Committee) . Provide support to small and medium sized enterprises to facilitate growth (Enterprise and Infrastructure Committee) . Facilitate high value skilled employment support and encourage upcoming businesses, particularly in digital and professional services (Enterprise and Infrastructure Committee) . Support our tenants through a range of measures to maximise their incomes and reduce household costs minimising the effects of Welfare Reform and household poverty (Housing and Communities Committee)

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Page 73 of 210 . Continue to work with our tenants so that they and other customers receive services that provide continually improving value for rent and charges they pay (Housing and Communities Committee) . Continue to support all home owners to access HEEPS Equity Loan Scheme to improve the energy efficiency of their homes and to reduce household bills (Housing and Communities Committee) . Ensure that business cases for all major Tay Cities Deal funded projects in Perth and Kinross are approved, maximising the economic gain to Perth and Kinross through collaborative working (Environment and Infrastructure Committee) . Work with partners and the private sector to sustain high rates of employment, maximise enterprise opportunities for all our residents - both urban and rural. We will deliver three sector skills academies in Construction, Tourism and Care and secure entry level employment opportunities for young people in culture, heritage and tourism (Environment and Infrastructure Committee) . Complete the A9/A85 link road to reduce significantly traffic congestion and open up land for economic development (Environment and Infrastructure Committee) . Ensure, with partners, that Superfast Broadband is available to all premises across the area by 2020/21 along with free public Wi-Fi in Perth City (Environment and Infrastructure Committee)

Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Economic impact of events supported by the Council (Environment and - - £9.6m £10m £11m £12m £13m Infrastructure Committee)

Number of new businesses started up with support from Business Gateway - - 321 300 325 330 330 (Environment and Infrastructure Committee)

No. of businesses supported by a growth programme - - 40 40 45 50 55 (Environment and

Infrastructure Committee)

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(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Perth City Centre Footfall (Nos) % above the -3.9% 9.2% 5.8% 4.0% 4.0% 4.0% 4.0% national level

% of vacant retail units in 7.9 9.2 9.4 9.2 9.0 8.8 8.5 Perth City Centre

Area of available Serviced business land (Ha) (Environment and 54.7 48.6 81.2 14.9 14.9 14.9 14.9 Infrastructure Committee)

% of Scottish average monthly earnings (Environment and 98.2 98.5 94.6 95 97 98 100 Infrastructure Committee)

% of working age population unemployed, 1.1 1.1 1.1 1.0 1.0 1.0 1.0 based on the Job Seekers

Allowance claimant count

(Environment and

Infrastructure Committee)

No. of unemployed people supported into 400 425 449 450 460 475 500 work as a result of

Employability programmes supported by the Housing &

Environment service

(Environment and

Infrastructure Committee)

Gross arrears as a % of gross rent due for the reporting year (Housing 10.39 10.05 10.38 9 8 8 8 and Communities Committee)

Rent collected as a % of the total rent due in the reporting year (Housing 98 99.59 98.73 100 100 100 100 and Communities Committee)

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(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

% of rent due in the year that was lost due to voids (Housing and 0.63 0.61 0.7 0.8 0.8 0.8 0.8 Communities Committee)

% of residential and business premises with access to Next generation broadband (Environment 63 71.2 83.9 90 95 97 100 and Infrastructure Committee)

% of employees paid 24.1 21.6 n/a 20.5 20 19.5 19 Living Wage

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SUPPORTING PEOPLE TO LIVE INDEPENDENT, HEALTHY AND ACTIVE LIVES

Our contribution:

We want to make sure people have access to the right type of housing and support to enable them to live as independently as possible at home or in a homely setting. People are living longer and many are healthy and independent. People who experience ill health or have a range of support and care needs, due to mental health, homelessness, learning disability, age, substance misuse issues, often need additional support.

Our Housing Service is a partner in the Perth and Kinross Health and Social Care partnership, and plays a key role in helping to achieve the national health and social care outcomes and priorities. The condition of a property, its surrounding environment, and the availability of support can have a huge impact on the health and wellbeing of an individual and their ability to live independently.

We eed to esure that housig deelopets are fleile ad a eet peoples loger ter needs. We also need to take account of the need for specialist provision, as well as how we can support people in general needs accommodation through better use of technology, aids and adaptations alongside the provision of care and support.

We will continue to work closely with our partners, tenants and residents to allow people to remain in their homes, preventing homelessness and ensure housing needs are identified and met.

For 2018/19 we will:

. Continue to enhance our approach to the delivery of homeless services though the preparation of a Rapid Rehousing Transition and Homeless Improvement Plan. To do this we will take forward the recommendations outlined by the Homeless and Rough Sleeping Group (HRSAG) (Housing and Communities Committee) . Continue to provide a range of accommodation and support options for people with support needs and engage with individuals as early as possible to prevent homelessness and support better outcomes (Housing and Communities Committee) . Take forward the recommendations made by the Special Needs Housing Group (Housing and Communities Committee) . Continue to provide support, advice and information to enable people to find and sustain a home, whilst recognising that there are a wide range of factors contribute to whether someone can successfully maintain their tenancy. (Housing and Communities Committee) . Continue to involve and empower communities on matters that are important to them, helping them find solutions to local problems and build community capacity and spirit (Housing and Communities Committee) . Progress community initiatives and work closely with our partners, tenants and residents to deliver environmental improvements and to address community safety issues (Housing and Communities Committee) . Through the implementation of the Local Housing Strategy (LHS) and the Strategic Housing Investment Plan (SHIP) ensure the supply of affordable housing to meet housing need in the area (Housing and Communities Committee) . Ensure that our tenants live in attractive well managed neighbourhoods in homes that are warm safe and comfortable (Housing and Communities Committee)

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Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Number of housing options interviews completed (Housing and 2,027 2,435 2,438 Target setting not appropriate Communities Committee)

Number of households presenting as homeless (Housing 898 825 999 Target setting not appropriate and Communities Committee)

Number of applicants assessed as homeless (Housing and 745 706 829 Target setting not appropriate Communities Committee)

Number of people who slept rough the night before their homeless application 32 26 24 Target setting not appropriate (Housing and Communities)

Average days in temporary accommodation (all types) (Housing and 131.58 131.98 81.53 80 80 80 80 Communities Committee)

% of allocations to homeless households in permanent settled accommodation 55 60.7 56.3 50 50 50 50 (Housing and Communities Committee)

% of tenants satisfied with the overall service provided (Housing and 85.16 85.16 95 95 95 95 95 Communities Committee)

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Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Average time (in days) taken to complete approved applications for medical adaptations in the 57.6 73.75 95.53 80 75 70 70 reporting year (Housing and Communities Committee)

% of tenants satisfied with opportunities given to them to participate in the landlords decision 74.45 74.45 98.74 98.74 99 99 99 making (Housing and Communities Committee)

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CREATING A SAFE AND SUSTAINABLE PLACE FOR FUTURE GENERATIONS

Our Contribution:

Our outstanding nature and landscapes in Perth & Kinross play an important role in supporting economic growth, improving health and wellbeing, adapting to climate change and providing us with a strong sense of identity.

Everyone has the right to live in a safe and secure environment, where they feel protected and able to go about their business without fear of crime. We want our communities to be places where people want to live, in houses they can afford which are warm and safe, and in neighbourhoods that are well maintained and have a positive community spirit.

Responding to the climate change agenda is a key challenge for local authorities. We are developing plans to meet the Scottish Government`s ambitious targets for emission reductions, and energy strategies. We will continue to work with our Community Planning partners to meet these targets, address climate change issues, tackle pollution, make sustainable energy choices, reduce and recycle waste, and promote active transport options.at existing businesses have the confidence they will be supported as they seek to grow, sustain The rural nature of our area presents challenges for accessible and affordable transport. One in five households across Perth & Kinross do not have access to a car or van. Feedback from Local Action Partnerships and the recommendations of the Fairness Commission highlight public transport as a significant concern for many rural communities. Accessible transport is essential for people to stay mobile, connected and able to access services and activities. Creat ejobs For 2018/19 we will:

. Bring the communities that we are currently engaged with, to conclude fully functioning local resilience partnerships, ensuring the capacity to prepare for and respond locally to emergency situations (Environment and Infrastructure Committee) . Ensure that communities feel safe and protected by o addressing the underlying causes, and effectively manage and support community integration, to prevent and reduce offending (Housing and Communities Committee) o resolving disputes between neighbours over noise and other anti-social behaviours (Housing and Communities Committee) . Continue to work with communities to deliver Esate Based Initiatives, enabling communities to decide and influence enhancements to their local environment. . Continue to progress the Repairs Transformation to enhance efficiency, productivity and tenant experience. . Increase the number of community transport schemes particularly within rural communities and agree a new road safety plan featuring community led road safety initiatives (Environment and Infrastructure Committee)

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. Take forward the recommendation fro the Atie Trael “trateg ad the ollaoratie orkig ith “ustras “otlad o the Bike Life “otlad projet (Environment and Infrastructure Committee) . Implement the Air Quality Action Plan actions for Perth and complete the plan for Crieff in order to reduce air pollution and support improved health and wellbeing (Environment and Infrastructure Committee) . Develop measures to reduce traffic and congestion related emissions, increase the number of electric charging stations across Perth and Kinross (Environment and Infrastructure Committee) . Extend and improve cycle and walking routes as well as encourage a shift in transport from cars to active travel (Environment and Infrastructure Committee) . Working with partners and communities, we will map and reduce domestic energy consumption in our area (Environment and Infrastructure Committee for wider sectors; Housing and Communities for Council Housing) . Provide intelligent street lighting, community safety messaging as well as integrating public spaces and CCTV with community alarms to keep people safe (Environment and Infrastructure Committee) . Irease household relig, otriutig to the “ottish Goerets target of 60% recycling by 2020 (Environment and Infrastructure Committee). . Build on our success between Community Greenspace and volunteer groups, which is sector leading at a national level (Environment and Infrastructure Committee)

Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24

Number of communities with local resilience plans 20 20 22 24 26 28 30 (Enterprise and Environment Committee) Emissions from Council properties (tonnes CO2) 18,065 16,387 15,055 14,500 14,000 13,500 13,000 (Enterprise and Environment Committee)

Municipal waste collected that is recycled or composted (%) 49 55 55.5 56 58 60 60 (Enterprise and Environment Committee) Vacant residential / commercial premises 149 139 146 135 135 135 135 brought back into use (Enterprise and Environment Committee) No of new publicly available social housing 132 126 159 200 200 200 200 units including buy backs, conversions and empty

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Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24 homes conversions (Housing and Communities Committee) Proportion of operational buildings that are suitable for their current use 85.5 83.97 83.48 90 90 90 90 (Enterprise and Environment Committee) Proportion of internal floor area of operational buildings in satisfactory 91.0 91.24 85.14 95 95 95 95 condition (Enterprise and Environment Committee) Overall % of new tenancies sustained for more than a year 87.9 89.8 88.0 90 90 90 90 (Housing and Communities Committee) Average length of time taken (hours) to complete emergency repairs 3.74 3.78 3.57 4 4 4 4 (Housing and Communities Committee) Average length of time to complete non-emergency 13.26 13.42 8.59 8 8 8 8 repairs (Housing and Communities Committee) % tenants satisfied with the repairs service 90.06 90.24 90.42 95 95 95 95 (Housing and Communities Committee) Average calendar days to re-let properties (Housing 25.17 24.05 27.81 29 29 29 29 and Communities Committee) % of dwellings meeting SHQS (Housing and 94.57 95.62 96.15 97 97 97 97 Communities Committee) % of properties meeting the EESSH (Housing and 72.7 76.5 80.2 84.4 84.4 84.4 84.4 Communities Committee) % of council dwellings that are energy efficient 99.7 99.9 99.8 100 100 100 100 (Housing and Communities Committee) Overall level of public satisfaction with the way 76.1 65.6 41.4 75.0 75.0 75.0 75.0 the antisocial behaviour

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Indicator Performance Targets

(Source) 15/16 16/17 17/18 18/19 19/20 20/21 23/24 complaint was dealt with (Housing and Communities Committee) % of ASB complaints 94.57 96.68 81.23 90 90 90 90 resolved within locally agreed targets (Housing and Communities Committee)

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ORGANISED TO DELIVER

This part of the Plan sets out how we are going to work together, and shape our Service to ensure it is fit for purpose and to face the changes, challenges and opportunities over the coming years. This will be the blueprint for taking Housing and Environment forward to support the delivery of the strategic objectives in the Community Plan, the Corporate Plan and the commitments expressed in the previous section of this Plan. This part of the Plan:

. explains how we will continue to secure positive outcomes for people and communities, within the changing context of public service reform, increasing demand and reducing budgets . addresses our response to other influences, including new models of service delivery, locality planning, collaborative working and strategic partnerships, such as the Tay Cities Deal and the Fairness Commission`s Fairer Futures report . sets out our approach to the reshaped workforce, the Fair Work Agenda, future workforce planning, organisational development and transformation . outlines our commitment to giving the people, communities and businesses which use our services more choice around how we engage, how we act on that engagement to meet their needs, and how we facilitate greater community empowerment . demonstrates how we will continue to deliver Best Value in this changing environment, including our self-evaluation activities, and identification of areas for improvement

We have set our approach to this part of the plan via themes which reflect the four priorities of public service reform, developed from the Commission on the Future Delivery of Public Services. The themes are:

. Place based partnerships and integrated service provision . Prevention and approaches that deliver better solutions and outcomes for individuals and avert future costs to the public sector . People work together across organisational boundaries to provide seamless, high quality integrated services . Performance management of strategic objectives, actions and measures to improve outcomes

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GOVERNANCE AND MANAGEMENT STRUCTURE OF THE SERVICE

Our Management structure is:

Executive Director (Housing and Environment)

Depute Director (Housing and Environment)

Head of Head of Head of Head of Transformation & Finance & Housing Property Environmental Planning and Business Manager Resources Services & Consumer Development (to September Manager Services 2018)

There are five teams within the Service:

Environmental and Consumer Services- Head of Service, Willie Young

Housing – Head of Service, Clare Mailer

Performance and Resources – Fraser Crofts, Finance and Resources Manager, and James Dixon, Business and Transformation Manager

Planning and Development - Head of Service, David Littlejohn

Property Services- Head of Service, Stephen Crawford

Housing and Environment has overall responsibility for the Roads Maintenance Partnership (RMP) and the Street Lighting Partnership (SLP), as well as corporate responsibility for health and safety, corporate asset management ad the oitorig of the Couils apital programme.

The majority of our work is overseen by two Committees of the Council:

 Environment and Infrastructure Committee  Housing and Communities Committee

There are clear links to Strategic Policy and Resources Committee, and in particular, Property Sub Committee, as well as the Common Good Fund Committees and Licensing Committee.

Our services are also subject to a range of inspections carried out by external organisations. These inspections check that our service delivery meets national standards, provides value for money, and satisfies user requirements. The two main regulatory bodies for our Housing activities are the Care Inspectorate and the Scottish Housing Regulator, although we are also assessed by the Foods Standards Agency, for our statutory food business enforcement role.

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CUSTOMER FOCUS AND COMMUNITY ENGAGEMENT

As a customer focussed organisation, we continually explore improved ways to ensure that the needs of our service users are at the heart of service design and delivery.

We employ a wide range of methods of engagement, ranging from information sharing and feedback to consultation and active involvement. There are many examples of our employees helping local communities to develop their skills, abilities and capacity to address their own needs. These are detailed in our Consultation and Community Engagement web site pages. Service led examples include the Local Development Plan, the Tay Landscape Partnership, Conservation Areas, Traffic Management, Flood Mitigation and Waste Management.

Our customer satisfaction survey showed that the majority of responders confirmed they experienced no problems in dealing with our Service, although keeping customers up to date on progress with their enquiries is an area for improvement. We need to develop new approaches to effectively managing both current and increasing demand for our services, and keeping customers informed of progress with their requests.

Putting our tenants at the heart of what we do is the central aim of our Housing Service. For example our tenants have been fully involved in the development of the new model of rent calculation through the Rent Restructure Tenant working group. Our Service Review and Evaluation (SURE) Team undertook a review of Tenant Participation activities in preparation for developing a new 3 year strategy. A strategy for tenant involvement has been written by tenants themselves - a first for Perth and Kinross Council. Our Estate Based Initiatives (EBIs) continue to involve more local people about improving where the live. Building on this engagement activity, we have had some excellent, and improving, feedback from our tenants through our Tenant Satisfaction Survey.

Extending on our approach to delivering services to communities we will continue to work with Community Planning Partners and the Local Action Partnerships to establish a clear and shared uderstadig of the areas eeds. We ill continue to deelop a strog loalit ased approah in Housing and Environment to tackle challenges and strengthen relationships among Community Planning Partners, local communities, the Third Sector and business interests, to deliver the services which our communities want.

Narrowing inequalities gaps, and building family and community capacity, are challenges which sit at the heart of our role as public servants. By focussing on dealing with the symptoms of disadvantage and inequality, and tackling their root causes, we make a difference to our most vulnerable citizens and give people an equal chance in life - while making more sustainable use of public resources. This has been demonstrated, for example, through the successes our sector-leading Home First initiative. We will extend this approach, wherever possible, to systematically embed preventive interventions across all our services.

Our priorities are to:

 integrate the systems and processes from our two former services to ensure seamless monitoring and reporting of complaints, service requests and gathering of customer feedback. This will allow us to focus on our target response rates and continuously improve service delivery, based on customer and citizen feedback, while also working towards more inclusive service delivery.

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 assess our customer consultation and engagement approach for each activity across the Service. This is to ensure every team is proactive, has a clear plan around how they deploy customer engagement, and use the feedback effectively  focus on closing feedback loops - by ensuring we respond to customers appropriately when we take atio, usig a lear ou said, e did approach

PREPARING OUR PEOPLE FOR THE FUTURE

At the very heart of what we do in Housing and Environment is the commitment and dedication of those who work in the Service. We will collectively focus on leadership, organisational culture and employee engagement, to support the integration of our new Service; manage the pace and scale of reform; and retain our talented and committed workforce.

We are committed to supporting and maintaining a high performing workforce, with the capabilities and resilience to meet the changing demands of public service delivery. The world of work is changing - we will respond to this complex environment, and emerging challenges, using the Couils Lear, Ioate, Gro organisational development framework.

We will have an increasing focus on supporting learning and skills development, particularly in areas such as digital skills, commercial/ entrepreneurial activity, and community capacity building, developing new working relationships with our communities and promoting fairness - as well as working across organisational boundaries, as more services are delivered on a collaborative basis.

We will continue our work on how the Service is structured, ensuring that job roles are flexible and responsive to the changing needs of the organisation. This will provide opportunities for personal and professional development, create opportunities for employees to fully participate, and develop leadership at all levels. Succession planning, and growing our own, will be a focus as we seek to develop strong leaders and a responsive workforce to navigate the complex challenges, and transform service delivery.

We recognise the pressures on recruiting and retaining people in several key work areas, and we will build on our current approach to attracting more young people into our work activities.

Sustaining effective employment relationships is vital and we will collectively create the conditions for fair work, equality, diversity, mutual trust, dignity and respect.

Our priorities are to:

. focus on employee engagement to bring the new Housing and Environment Service together in a strong and cohesive way, which develops a culture where we have a shared understanding of purpose, where everyone a idetif ith the Couils strategi objectives, and how we can all contribute to delivering the best services possible. . develop a Communication and Engagement plan for Housing and Environment . progress our approach to workforce planning, to: o identify and developing talent at all levels o promote staff development and succession planning o create the conditions for empowering employees to devolve decision making and leadership to the most appropriate level throughout the Service, and o support fair work principles

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. continue to invest in young people, to develop career paths, targeting occupational areas of growth and hard to fill posts

PARTNERSHIP AND COLLABORATIVE WORKING

Partnership working - ranging from individual locality level to large scale regional and national partnerships - will drive our service delivery in the coming years. Housing and Environment are already delivering public services through shared leadership of partnerships at all levels - such as statutory partnerships, regional partnerships and partnerships with our communities.

We currently support the Perth and Kinross Community Planning Partnership (CPP), through leading and contributing to several groups such as the Public Realm and Environment Partnership, and the Economy & Lifelong Learning Partnership.

The delivery of the Perth City Plan, along with the Perth City Development Board and the ongoing work in delivering a Cities Deal for the Tay Cities Region, in partnership with Angus, Dundee City and Fife Councils, will be integral to the delivery of an ambitious programme of infrastructure improvements in the Perth and Kinross and wider area. Building our partnerships with the Scottish Government, Health & Social Care Partnership, Tayside Contracts, the local business community; the local voluntary sector, Police Scotland, the Scottish Fire and Rescue Service and Perth College UHI will be central to the delivery of our Service objectives.

Strong relationships with our elected members are essential, as we support them to navigate the complexity of public service delivery, provide challenge and scrutiny, and make informed, evidence based decisions on future pritorities.

An increased focus on collaborative working with other Councils will help to unlock efficiencies, share best practice, and potentially allow us to offer services to our communities to an extent that could otherwise be unachievable in the current financial context.

We also work in partnership with local and national developers to extend supply of affordable mainstream and supported housing, with services attached, to support people to live as independently as possible, in suitable housing.

A practical example of successful partnership at locality level is the improved local resilience to severe weather events through the development of Local Resilience Partnerships with rural communities. Further opportunities to work more closely in partnership with local communities are emerging through our contribution to Local Action Partnerships, in areas such as transport in the community.

Our priorities are to:

. deliver on key partnership arrangements, particularly the Tay Cities Deal and its significant inclusive economic benefits potential, and develop further collaborative opportunities with other local authorities . support the Local Action Partnerships in the co-ordination and delivery of priority needs for local areas, through their Local Action Plans, as we work together as teams in localities, to deliver services, and develop active, self-sustaining and resilient communities

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. continue to support wider community empowerment and prudent management of Council assets in ares such as Community Asset Transfers, participatory bidgeting and participation requests . support the Health & Social Care key outcomes through the delivery of the Housing Contribution Statement

FINANCIAL / RESOURCE MANAGEMENT

Housing and Environment manages a net annual revenue budget of £134m and a 10 year capital budget of £600m. The Housing Revenue Account has a gross budget of £28.4m. In addition, we manage a capital allocation of £16.7m relating to investment within the Housing Revenue Account.

We continue to operate in a very challenging financial environment, with reducing real term resoures set agaist a akgroud of ireasig dead for the ore traditioal Couil series we delier. The Couils ediu ter fiaial pla reogises that these halleges ill reai at least into the foreseeable future. Our approach to asset management and rationalisation will be a key part of our response to the financial challenges. One of our strengths in Housing and Environment is the ownership that staff have for managing their budgets with financial decisisions being made by staff closest to the delivery of services.

The increase in the number of older people and the impact of UK Government welfare reform will, in particular, lead to increased risks to service delivery. We have prepared for increased pressure in regard to income maximisation, benefit advice and claims, and this focus will continue, working with colleagues from other Council services. We are also expecting to face increased difficulty in recovering monies due to the Council, based on experiences in other local authorities. We are anticipating increased demand for affordable housing, as well as services for those who are homeless or threatened with homelessness, along with changes needs as a result of our ageing population.

We face the ongoing challenge of meeting an ever increasing demand for high quality services, with decreasing resources both in terms of funding and staff. In addition, we are responding to market pressures for some of our fee generating services - for example Commercial Property and recycled waste - as well as having to meet the cost of contract inflation and inflationary increases for core service provision.

A key element of our strong financial management has been our transformation and service redesign programme. The Council`s Transformation Strategy takes a proactive approach to public sector reform and will help us sustain the high quality services we provide. We are focussed on delivering our existing transformation reviews, and also the need to develop further transformative opportunities for innovation, shared working, digital service delivery, and efficiencies, to respond to the financial challenges ahead. However, this will only go some way to addressing increasing pressures on reasources.

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Our priorities are to:

 focus on delivering savings already committed from budget decisions, and managing the consequential impacts on service delivery.

 deliver on existing Transformation reviews to ensure financial savings and service improvement are realised, and also ensure the sustainable use of Council assets (e.g. property, fleet)

 generate proposals for further innovations and efficiencies, based on benchmarking and best practice.

PERFORMANCE, SELF EVALUATION AND RISK MANAGEMENT

Our performance management approach is ritial to esurig the “erie deliers o the Couils, ad the Couit Plaig Parterships, ambitious strategic objectives. To maintain high quality and the best services possible, we have established clearobjectives along with a positive, performance driven culture.

Performance plans are developed from this Business Management and Improvement Plan (BMIP) into Team Plans and Individual Work Plans. The Senior Management Team is accountable and responsible for the delivery and review of BMIP outcomes and objectives. Progress is regularly monitored at the Executive Officer Team, Corporate Management Group, the Service Management Team, Service Committees, as well as Divisional and Team meetings. The Scrutiny Committee also has a clear role to play in monitoring the performance of the whole service. Performance on the BMIP is reported on an exception basis to Committees after six months, and comprehensively for the period, normally to committees in June each year.

This BMIP has been informed by the annual evaluation of Service performance, capability and capacity, usig the Couils `How Good is our Council?` toolkit which drives our forward planning, by identifying areas for improvement. Our priorities are, therefore, also influenced by the outcome of external inspection reports from scrutiny bodies, customer feedback, the employee survey and engagement sessions with our own staff.

We undertake a range of benchmarking activities through forums such as the Scottish Housing Network, Housemark, Association of Public Service Excellence, the Local Government Benchmarking Framework and its family groups including Active Asset Management, Tenancy Sustainability and Housing Options to support networking, transformation and professional development. This allows us to measure our performance at a national level and identify innovative and new ways of working to drive improvement.

As our services are publicly funded, we are accountable to the public for the spending decisions that we make and the services that we deliver. It is important that the public understands what we are doing and why, what we are doing well and what we can be doing better. We achieve this through our public performance reporting arrangements.

Risk management is embedded within the day to day operations of the Service. Key risks have been identified - this is a particular focus this year, as we combine the risk profiles for the two former Services, and embed these into the new corporate approach to risk management. Our regular review of risks examine any required additions, amendments or deletions and include a review of progress with controls and actions associated with risk

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Our main strategic risks are:

Strategic Objective Residual Risk Risk Impact Probability Build the local economy by attracting new 4 4 businesses and employment Promoting a Reduced EU Grants and reduced prosperous, inclusive 4 5 availability of skilled staff from EU labour and sustainable economy Welfare Reform and the impact of Universal Credit impacting on the 4 5 economy and residents income Deliver the expectations of the 3 3 Creating a safe and Community Empowerment Act sustainable place for Availability of suitable housing land to future generations. meet population needs and achievement 3 4 of Scottish Government targets KEY Impact 1 – Significant 2 – Minor 3 – Moderate 4 – Major 5 – Critical Probability 1 – Rare 2 – Unlikely 3 – Possible 4 – Likely 5 – Almost Certain

Our priorities are to:

. develop a single Service approach to performance management and internal controls across Housing and Environment, to evidence that performance is driving improvement, or to understand the reasons why this is not the case. . ensure that a robust approach to benchmarking is systematic across the Services (e.g. APSE, LGBF) . conclude the new Service risk profile, and embed the new corporate approach to risk to contribute to empowerment of leadership and decision making at all levels, and ensure our people are risk aware, not risk averse

HEALTH AND SAFETY

We fulfil the corporate role to support the entire organisation in meeting its legal obligation as well as providing a duty of care to employees, and people who may be affected by our activities.

We will follow the corporate governance arrangements for Health, Safety and Wellbeing, and ensure that staff, and elected members across the Council are familiar with the Corporate Occupational Health and Safety Policy.

We consult with all staff through the Service Health & Safety Consultative Committee. Membership of the Committee includes senior managers from every area within the Service as well as safety representatives from all the trade unions. Health and Safety performance is regularly reported to both individual management teams and is included within the key performance monitoring process to the Senior Management Team. The team will also continue to support all Services and the Corporate Health and Safety Committee in the delivery of their functions.

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Our priorities are to:

. provide proactive and reactive health & safety monitoring information at a strategic level to the Corporate Management Group and the Corporate Health, Safety and Wellbeing Consultative Committee, and maintain a Health and Safety document framework which supports managers and employees in fulfilling their statutory health and safety duties. . monitor and review the application of Health & Safety Policy and Management Arrangements and advise on their effectiveness using Team Performance Monitoring Records which evidence the completion of risk assessments, safe systems of work and operational procedures. . provide a comprehensive Direct Health and Safety Advice and Support Service to Managers and employees in all Council services, and co-ordinate health & Safety training, including arranging, preparing and delivering training courses, E-Learning and Blended learning courses in line with the Couils Lear, Ioate, Gro “trateg. . monitor trends and issues of concern within Housing and Environment, and take prompt remedial action

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SERVICE IMPROVEMENT PLAN for 2018/19

Focus and Major Key Action Delivery Lead Change for Timescale Officer 2018/19 Developing a Continue the Commercial Property Investment 31March 2019 Head of Planning and Prosperous, Programme Development Inclusive and Support the delivery of the Perth City Plan 31March 2019 Head of Sustainable Planning and Development Economy Deliver the projects agreed through the Tay 31 March 2019 Head of Planning and Cities Deal Development Complete the A9/A85 link road, and continue to 31 March 2019 Head of Planning and develop the Cross Tay Link Road Development Complete and publish the updated Local 31 March 2019 Head of Planning and Development Plan Development Independent, Ensure we are supporting the implementation of 31 March 2019 Head of Housing Healthy and Full Service Universal Credit Active Lives Delivery of the key priority areas outlined within 31 March 2019 Head of Housing the Local Housing Strategy

Delivery of a range of Estate Based Initiative 31 March 2019 Head of Housing projects identified and prioritised in consultation with tenants across Perth and Kinross Support the delivery of the Fairness Ongoing Head of Housing Commission`s Fairer Futures report Produce a Rapid Rehousing Transition Plan 31 December Head of Housing 2018

Creating a Complete the Crieff Air Quality Action Plan 31 March 2019 Head of Environmental Safe and and Consumer Sustainable Services Create a new `Transport in the Community` December 2018 Head of Place for Environmental Future group with local community groups, and with and Consumer Generations expert support, to develop new community Services transport initiatives

Produce a revised Road Safety Plan 31 March 2019 Head of Environmental and Consumer Services

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Focus and Major Key Action Delivery Lead Change for Timescale Officer 2018/19 Organised to Deliver Governance Complete the management review following the 31 December Executive and merger of two Services into Housing and Environment 2018 Director Management

Customer Integrate systems and processes from two former 31 March Business and 2019 Resources Focus and Services to ensure consistent monitoring and Manager Community reporting of complaints, requests and feedback Engagement Ensure effectiveness of feedback loops to keep 31 March Depute customers up to date with progress on their requests 2019 Director Review consultation and engagement approaches, 31 March Business & 2019 Resources ensuring consistency and good practice across all Manager parts of Housing and Environment Preparing our Develop and implement a service specific plan with 31 March Depute particular emphasis on: 2019 Director people for the Future  Bringing the new service together in terms of culture, strategy, structure, synergy and systems  Continuously improving how we engage, communicate and value contribution  Ensuring fair work and wellbeing  Developing skills in priority areas of commercial, business, digital, community engagement and equality/diversity  Managing skills requirements in areas of growth and hard to fill roles (flexible workforce/transferable skills – linked to job families) Develop our approach to workforce planning to ensure 31 March Depute a suitable supply of qualified employees 2019 Director Prepare a communications plan to manage the 30 Depute integration of the new Service September Director 2018 Partnership Support the five Action Partnerships in the co- 31 March Senior 2019 Management and ordination and delivery of priority needs for local Team Collaborative areas, evidence this through Local Action Plans and working follow up support activities by Housing and Environment

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. Implement the collaboration with Dundee and 1 November Head of 2018 Environmental Angus Councils for Roads Network, Street and Consumer Works and Traffic Signals Management Services 31 March 2019 Depute . Develop further collaborative opportunities with Director other local authorities Integrate participatory budgeting, community asset 31 March Depute transfers and participation requests into the 2019 Director mainstream of our activities Support the delivery of the Council’s capital 31 March Executive programme to achieve objectives in project delivery 2019 Director and spend. Deliver on the Transformation Reviews being led by As per Executive Director Housing and Environment: individual review  Property Asset Management timescales  Housing Repairs  Equip, Engage, Empower  Sponsorship of Assets

Develop proposals for future service improvement and 31 March Senior 2019 Management transformational activities Team

Performance, Integrate performance monitoring, reporting and 1 November Business & 2018 Resources Self-Evaluation publishing Manager and Risk Management Ensure a robust approach to benchmarking is taken 31 March Business & 2019 Resources across all parts of Housing and Environment Manager

Complete the new risk profile for Housing and 1 November Senior Management Environment 2018 Team

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Acronyms Explained Association for Public Service APSE HRA Housing Revenue Account Excellence Local Government ASB Anti-Social Behaviour LGBF Benchmarking Framework Close Circuit Television Rent Bond Guarantee CCTV RGBS Scheme Convention of Scottish Local CoSLA SCARF Save Cash and Reduce Fuel Authorities Scottish Housing Quality CPP Community Planning Partnership SHQS Standards Scottish Index of Multiple EBI Estate Based Initiative SIMD Deprivation Society of Local Authority ECS SOLACE Education and Children’s Services Chief Executives Energy Efficiency Standard for SURE Service User Review and EESSH Social Housing Team Evaluation Team

EU European Union SLP Street Lighting Partnership To be Confirmed GIRFEC Getting it Right for Every Child TBC

Universal Credit HCS Housing and Community Safety UC

Home Energy Efficiency HEEPS- Universal Home Insulation Programme Scotland Area Based UHIS ABS – Scheme Schemes Homeless & Rough Sleepers HRSAG Action Group Houses in Multiple Occupation HMO

HM Revenues and Customs HMRC

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PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

Education and Children’s Services Improvement Plan 2018-19 (Criminal Justice Services)

Report by Executive Director (Education and Children’s Services) (18/254)

PURPOSE OF REPORT

The Education and Children’s Services Improvement Plan 2018-19 is a summary of the key priorities for Education and Children’s Services , which now includes Criminal Justice Services.

1. BACKGROUND / MAIN ISSUES

1.1 Service Business Management and Improvement Plans and Annual Performance Reports are a core element of the Council’s Service Planning Framework.

1.2 Criminal Justice Services transferred to Education and Children’s Services, in April 2018, and therefore the priority actions for 2018-19 are included in the Education and Children’s Services Improvement Plan.

1.3 In order to ensure that the Housing and Communities Committee retain oversight of these actions, they are being presented here.

2. PROPOSALS

2.1 Criminal Justice Services have an ambitious programme of improvement work to deliver the joint community planning/community justice outcomes which will improve the quality of life for our citizens, especially those who suffer from inequality of service and opportunity.

3. CONCLUSION AND RECOMMENDATION(S)

3.1 The Education and Children’s Services Improvement Plan 2018-19 sets out how the Service will take forward the Council’s strategic objectives and the wider Community Planning and Commnity Justice objectives.

3.2 It is recommended that the Committee:

(i) Approves the section of the Education and Children’s Services Improvement Plan 2018-19 for the priority actions for Criminal Justice Services, as appended to the report. (ii) Notes that the Education and Children’s Services Improvement Plan 2018-19 will be submitted to the Scrutiny Committee meeting on 12 September 2018 for scrutiny and comment.

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Author(s) Name Designation Contact Details [email protected] Jacquie Pepper Chief Social Work Officer 01738 475000

Approved Name Designation Date

Executive Director Sheena Devlin 09 August 2018 (Education and Children Services)

.

Page 98 of 210 3 ANNEX

1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION

Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes 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 / Single Outcome Agreement

1.1 This report relates to all objectives of the Perth and Kinross Community Plan / Single Outcome Agreement.

Corporate Plan

1.2 The Perth and Kinross Community Plan 2013-2023 and Perth and Kinross Council Corporate Plan 2013/2018 set out five strategic objectives. This report relates to :

(v) Creating a safe and sustainable place for future generations..

2. Resource Implications

Financial

2.1 N/A.

Workforce

2.2 N/A.

Asset Management (land, property, IT)

2.3 N/A.

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3. Assessments

Equality Impact Assessment

3.1 This report 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

3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals.

This report has been considered under the Act no further action is required as it does not qualify as a PPS as defined by the Act and is therefore exempt.

Sustainability

3.3 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. In terms of the Climate Change Act, the Council has a general duty to demonstrate its commitment to sustainability and the community, environmental and economic impacts of its actions.

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

3.4 N/A.

Risk

3.6 N/A.

4. Consultation

Internal

4.1 The Improvement Plan is developed in collaboration with Heads of Service, Managers and staff across ECS.

External

4.2 N/A.

Page 100 of 210 5 5. Communication

5.1 Wide communication of the finalised plan will take place once approved by Committee.

2. BACKGROUND PAPERS te: No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (other than any containing confidential or exempt information) were relied on to any material extent in preparing the above report.

3. APPENDICES

 Appendix 1: Extract from Education and Children’s Services Improvement Plan 2018-19.

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EDUCATION AND CHILDREN’S SERVICES

IMPROVEMENT PLAN 2018-2019 (extract)

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Creating a safe and sustainable place for future generations

High Level Action Action Timescale Lead Officer

Effective interventions are delivered to prevent and reduce the risk of Enhance our approach to working with people further offending. convicted of domestic abuse offences and take Service Manager Criminal Depute Director/Chief Social Work Officer forward a joint bid with Dundee City to obtain Mar 2019 Justice Scottish Government funding to deliver the (Housing and Communities Committee) Caledonian Programme.

Service Manager (Criminal Review the processes between Youth Justice and Deliver the Community Justice Outcomes assigned to Perth and Justice) Criminal Justice services to ensure that the Whole Mar 2019 Kinross Council Criminal Justice Social Work Services set out in the System Approach is continued into the adult system. Service Manager (Looked Community Justice Outcome Improvement Plan 2017 – 2020 After Services) Depute Director/Chief Social Work Officer Together with the Scottish Prison Service review the Service Manager (Criminal (Housing and Communities Committee) Short Term Prisoner Protocol to improve the Mar 2019 Justice) outcomes for people released from prison.

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PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

Annual Update on Perth and Kinross Local Housing Strategy 2016-2021

Report by Executive Director (Housing and Environment) (18/255)

PURPOSE OF REPORT This report asks Committee to note progress in implementing the Local Housing Strategy for Perth and Kinross previously approved at Housing and Health Committee on 25 May 2016; and approve the revised Action Plan for 2018/2019.

1. BACKGROUND / MAIN ISSUES

1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy and provide regular progress updates. The strategy must set out its priorities and plans for the delivery of housing and housing related services over a five year period.

1.2 The Local Housing Strategy 2016-2021 was approved at Housing and Health Committee on 25 May 2016 (Report No.16/234 refers). The first annual progress update was reported to Housing and Communities Committee on 1 November 2017 (Report No.17/363 refers). This report provides the second annual progress update in implementing the strategy.

1.3 The Local Housing Strategy has the following four strategic objectives:

 Supply of Housing and Sustainable Communities Create more affordable homes and manage existing stock to create homes in the size, type and location people want to live with access to suitable services and facilities which encourage community integration.

 Housing and Homelessness Promote safe and secure communities for residents of Perth and Kinross with access to good quality, affordable accommodation with the necessary support in place to sustain them in their homes and prevent them from becoming homeless.

 Independent Living Support people to live independently at home for as long as possible with help from the community and local support networks.

 House Condition, Fuel Poverty and Climate Change Support residents of Perth and Kinross to live in warm, dry, energy efficient and low carbon homes which they can afford to heat.

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1.4 Our Local Housing Strategy was developed through a series of themed workshops to discuss the main issues and agree key priorities with key stakeholders. This included local communities and tenants, housing professionals, community care and health partners, specialists in other related disciplines and contractors. Follow on workshops have been held periodically to review progress and modify actions in the action plan where necessary.

1.5 A Local Housing Strategy Steering Group comprising of Lead Officers for each of the themes within the Strategy enables the contribution of other Council services towards increasing the supply of affordable housing. This group meets quarterly and monitors progress towards the annual targets set in the strategy.

2. PROPOSALS

2.1 The annual progress report for 2017/18 is attached in Appendix 1. Key areas of progress in delivering the outcomes include the following:

Supply of Housing and Sustainable Communities

 A total of 585 housing completions (395 private, 161 new build social housing, 29 shared equity), exceeding the overall target of 550 and the social build target of 150.  Further interest in the Council’s new shared equity scheme with 16 properties being purchased through this scheme.  146 residential properties were made available through bringing vacant and empty properties back into use.

The impact of the activities has been to meet housing need in the area, providing housing for a number of households. The additional social housing enabled turnover within the overall stock, this has reduced waiting lists and met a range of housing needs in the area including overcrowding, alleviating homelessness and addressing medical need.

Housing and Homelessness

 The successful implementation of Home First delivering immediate, permanent and affordable housing wherever possible.  Significant improvements in tenant satisfaction levels including:

o an increase in tenants feeling their rent represented good value for money – percentage increase to 88% from 85% the previous year. o 95% of tenants are satisfied with the overall service provided by PKC, an increase from 85% in 2016.

 Continued progress with the Repairs Transformation Programme delivering significant efficiency savings in 2017/18 and we are on target to achieve the budgeted savings.

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 An award of £7,000 was received through SSE’s Resilience Fund to increase the awareness and membership of Community Watch Scheme.  Our Estate Based Initiative won a silver Securing the Future Award under the Locality Matters category.

The positive feedback from our tenants confirms that we have listened and delivered on their priorities to provide tenant focussed services within their localities. For households who are identified as homeless, the impact of Home First has been to significantly reduce the reliance on temporary accommodation by delivering immediate, permanent and affordable housing wherever possible. In addition, by changing the way we work, we reduced the number of homeless households waiting for settled accommodation from 550 to approximately 100. The impact has been to reduce the stigma, time and cost of homelessness for many households.

Home First has received national recognition for its approach in responding to homelessness, it has been cited as a model of good practice within recent guidance issued by the Scottish Government to all Local Authorities.

Independent Living

 The research project into special need housing within Perth & Kinross was completed which will take forward the following key workstreams;-

o Planning Ahead and Identifying Need o Pathways into Housing o Maximising Successful Transitions o Appropriate Provision for the Future

This research has given us a comprehensive understanding of current and future care needs for people who require specialist housing and housing with support. This is enabling us to plan more effectively to meet specialist housing need in the area.

 All 161 new build houses for social rent complied with the “housing for varying need”.  As part of housing’s contribution to supporting people to lead independent lives and to live in their own homes for as long as possible we, along with our partners, undertook over 1,800 adaptations to private home owners and council tenants. We also undertook over 1,000 small repairs.  Following an unannounced inspection by the Care Inspectorate, we received grades of “Very Good” for the Quality of Care and Support and Quality of Leadership and Management.

House Condition, Fuel Poverty and Climate Change

 Through our capital investment programme, we invested over £23 million to deliver further improvements to our existing stock. Overall 96.15% of

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our stock meets the Scottish Housing Quality Standard against a national average of 93.6%.  Further funding bids of £1.3 million received through the Home Efficiency Programme for Scotland – Area Based Schemes (HEEPS-ABS) hrough collaboration with Moray Council and SSE £1.4 million has received through the Warms Homes Fund for 2018/19 to encourage the installation of affordable heating solutions in fuel poor households who do not use mains gas as their primary fuel.

The impact of these measures ensures that our tenants are living in good standard, energy efficient homes.

2.2 While good progress is being made towards delivering our outcomes, a number of challenges continue. These include:

 Addressing some of the key barriers experienced by Housing Developers in getting new housing developments started.  Addressing links between areas of deprivation and inequalities.  The geography of the area in terms of availability of land and social housing.  Addressing rent arrears and the impact of the roll out of Universal Credit.  Improving property standards within the private rented sector.  Implications following Rapid Rehousing delivery plans announced by Scottish Government.

The action plan has been reviewed for 2018/19 taking into account the above challenges and the new action plan is attached in Appendix 2.

3. CONCLUSION AND RECOMMENDATIONS

3.1 Committee is asked to:

(i) note the progress made during 2017/18 towards achieving the outcomes set out within the LHS (Appendix 1). (ii) approve the revised action plan for the implementation of the Local Housing Strategy (Appendix 2).

Author Name Designation Contact Details Clare Mailer Head of Housing [email protected]

Approved Name Designation Date Barbara Renton Director Housing & 8August 2018 Environment

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ANNEX

1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION

Strategic Implications Community Plan/ Single Outcome Agreement Yes Corporate Plan Yes Resource Implications Financial Yes Workforce None Asset Management (land, property, IST) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment Yes Sustainability (community, economic, environmental) Yes Legal and Governance None Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes

1. Strategic Implications

Community Plan / Single Outcome Agreement

1.1 The Single Outcome Agreement for Perth and Kinross has five outcomes which provide clear strategic direction, inform decisions at a corporate and service level and shape resource allocation. The following are reflected in the LHS:

 Giving every child the best start in life;  Developing educated, responsible and informed citizens;  Promoting a prosperous, inclusive and sustainable economy;  Supporting people to lead independent, healthy and active lives;  Creating a safe and sustainable place for future generations.

Corporate Plan

1.2 The new strategy reflects the Council’s corporate plan objectives listed above.

2. Resource Implications

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Financial

2.1 Funding for the developments in this report come from the Council’s new build housing programme, use of the second home Council Tax Fund and Developer Contributions for affordable housing.

2.2 The strategy sets out the 2016/2017 HRA and General Fund budgets. Budgets for 2017-2021 are subject to future budget decisions by the Council.

Workforce

2.3 There are no workforce implications.

Asset Management (land, property, IT)

2.3 Resource implications of this report relate to the local authority new build housing programme and the use of land currently in Council ownership.

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.

A report is has been prepared using the online integrated appraisal toolkit, available at http://www.pkc.gov.uk/EqIA

Strategic Environmental Assessment

3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals.

A report is has been prepared using the online integrated appraisal toolkit, available at http://www.pkc.gov.uk/EqIA

Sustainability

3.3 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;

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 in the way best calculated to deliver any statutory adaptation programmes; and  in a way that it considers most sustainable.

A report is has been prepared using the online integrated appraisal toolkit, available at http://www.pkc.gov.uk/EqIA

Legal and Governance

3.4 The Head of Legal and Governance Services has been consulted and there are no direct legal implications in this report.

Risk

3.5 The Housing and Environment Senior Management Team regularly review capital monitoring reports that highlight individual project progress and risk.

4. Consultation

Internal

4.1 Elected Members of Perth and Kinross Council, Perth and Kinross Executive Officer Team, Senior Management within Perth and Kinross Council and all staff of Perth and Kinross Council were consulted on the draft strategy.

External

4.2 The following organisations were consulted on the draft LHS for 2016-2021:

 Community Councils  Community Planning Partnership  Registered Social Landlords  Local Estate Agents  Registered Private Landlords  Scottish Government  Neighbouring Local Authorities  National Parks  Equalities Groups  Registered Tenant Organisations  Perth and Kinross Interested Persons Database  Housing and Community Care Working Groups  Homes for Scotland  Private Landowners and Developers  Residents of Perth and Kinross  Other Partners Organisations within the Private, Public, and Third Sector

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4.3 Internal partners were involved in various discussions to review the challenges to be addressed by the Strategy and developed an updated action plan for 2018/19.

4.4 The Tenant Committee Report Panel were consulted on the report. They stated that this report is reflective of current practices and provides a useful update on activities.

5. Communication

5.1 A communications plan is currently being prepared to work with operational teams on delivery of the outcomes within this strategy.

6. BACKGROUND PAPERS

There are no background papers.

7. APPENDICES

Appendix 1 – Progress Update for 2017/18 on Local Housing Strategy 2016- 2021

Appendix 2 – Revised Action Plan for 2018/19

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Appendix 1

PERTH AND KINROSS LOCAL HOUSING STRATEGY 2016 - 2021

PROGRESS REPORT 2017/2018 AND REVISED ACTION PLAN 2018/2019

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CONTENTS

Page

Introduction 3

Strategic Context 4

Progress Report 2017/18 6

Revised Action Plan 2018/19 22

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INTRODUCTION

The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) which sets out its strategy, priorities and plans for the delivery of housing and related services over a five year period as well as a requirement for this strategy to be regularly reviewed.

The LHS 2016-2021 was approved by Housing and Health Committee on 25 May 2016 (Report 16/234). Since its approval the Council has been working with partners to deliver its outcomes, regularly engaging with stakeholders to raise awareness and provide opportunities to revise and shape the plans to ensure wider ownership in its delivery.

This is the second annual update of the strategy. The first update was provided to Housing and Communities Committee on 1 November 2017 (Report 17/363).

We continue to work collaboratively with a range of partners and stakeholders and we have had a number of successes in 2017/18.

We exceeded our target for publicly built properties; this together with buy backs and property conversions enabled us to create vacancy chains (where an initial vacancy is offered to a current tenant and the subsequent vacancy offered to a new housing applicant) and meet the housing needs of multiple households.

We continue to deliver our transformation programme. Home First has been successfully introduced enabling homeless households to move straight into permanent housing avoiding the need for temporary accommodation. This success will be built on as we take forward our Rapid Re-housing Transition Plan. We are also continuing to achieve the aims set out in our Repairs Transformation Programme, already delivering significant efficiencies and improvements to the service provided to our tenants.

Although there have been successes we are also faced with challenges.

Demand for housing remains high and we must continue to build more new homes and increase the supply of affordable and social housing. We must also make the best use of our existing stock to meet the housing needs of people within Perth and Kinross. Of equal importance is the regeneration of areas of deprivation, supporting communities to both grow and develop while taking greater ownership of their local area.

The geography of the area presents some specific challenges. Around half of the population is spread over a large rural area and there are some challenges in relation to the availability of land for new housing. This coupled with low stock levels and low turnover of our own stock means meeting housing demand in rural areas continues to be difficult.

This requires a strong focus on collaboration with a range of partners to develop new housing and meet housing need through the Common Housing Register.

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STRATEGIC CONTEXT

The Perth and Kinross Community Planning Partnership (CPP) is responsible for setting the local priorities for communities within the context of the National Performance Framework (NPF). The Perth and Kinross Community Plan sets out an overarching vision for Perth and Kinross and the Community Plan and Corporate Plan both ensure that all Council plans and strategies are focused on delivering a shared vision for the area.

This vision is reflected in the Council’s five strategic objectives which inform decisions about policy, direction and budget spending:-

. Giving every child the best start in life; . Developing educated, responsible and informed citizens; . Promoting a prosperous, inclusive and sustainable economy; . Supporting people to lead independent, healthy and active lives; . Creating a safe and sustainable place for future generations.

The Local Housing Strategy (LHS) outlines our contribution towards the achievement of the Council’s objectives and sets out our vision, priorities and plans for housing and housing related services within Perth and Kinross over a 5 year period. The vision is to:

‘Make Perth and Kinross a place where everyone will have access to good quality, energy efficient housing which they can afford, that is in a safe and pleasant environment. People will have access to services that will enable them to live independently and participate in their communities’.

The LHS relies on the principles of public sector reform and the recommendations of the Christie Commission to deliver services into the future.

The LHS 2016-2021 identified four priorities:-

1. Supply of Housing and Sustainable Communities Create more affordable homes and manage existing stock to create homes in the size, type and location people want to live with access to suitable services and facilities which encourage community integration. This priority links with the corporate and community priorities of giving every child the best start in life; and creating a safe and sustainable place for future generations.

2. Housing and Homelessness Promote safe and secure communities for residents of Perth & Kinross with access to good quality, affordable accommodation with the necessary support in place to sustain them in their homes and prevent them from becoming homeless. This priority links with

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Page 118 of 210 the corporate and community priorities of giving every child the best start in life; developing educated, responsible and informed citizens, supporting people to lead independent, healthy and active lives; and creating a safe and sustainable place for future generations.

3. Independent Living Support people to live independently at home for as long as possible with help from the community and local support networks. This priority links with the corporate and community priorities of supporting people to lead independent, healthy and active lives; and creating a safe and sustainable place for future generations.

4. House Condition, Fuel Poverty and Climate Change Support residents of Perth and Kinross to live in warm, dry, energy efficient and low carbon homes which they can afford to heat. This priority links with the corporate and community priorities of giving every child the best start in life; promoting a prosperous, inclusive and sustainable economy; supporting people to lead independent, healthy and active lives; and creating a safe and sustainable place for future generations.

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Supply of . People have access to affordable homes in the size, type and location they Housing & need. Sustainable . People have access to a range of tenures and mixed tenure developments to enable more sustainable and mixed communities Communities . Areas of deprivation are regenerated centres.

What have we achieved:-

Housing Supply

We have exceeded our annual new build target of 550 units by delivering a total of 585 homes. . 395 private housing properties . 161 social housing properties . 29 shared equity opportunities

Of the social housing completions, 42 were additions to the Council stock and 199 were new Housing Association properties. Of the private new builds, we supported two successful bids for funding to promote self-build/custom build.

This level of housing completions means that we are making good progress towards the achievement of our 5 year target of 2,750 with 1,171 completions in the first two years of the strategy.

Through our Buyback Scheme, we have also purchased 41 ex-Council properties in high demand areas.

Number of New Homes Built and Household Needs Addressed through Stock Management during 2017/18 585 600 500 395 400 262 300 161 151 200 41 70 100 29 0 New Build - New Build - New Build - Total New Council Housing Mutual Total Needs Private Social Housing Shared Equity Completions Buyback Transfers Exchanges Addressed Housing Scheme through Stock Management

Through our Allocations policy, we supported 151 social tenants to move to another property. Our Mutual Exchange scheme enabled 70 households to successfully swap homes to better meet their housing needs and aspirations.

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Page 120 of 210 All of this activity creates vacancy chains and an increased turnover of properties demonstrating that we are making best use of our stock. This supports the Service to manage and reduce waiting lists, tackle overcrowding, medical need and provide permanent and temporary housing to homeless households.

It has, however, impacted on the number of void properties. Whilst we are able to turn round void properties quickly (27.81 days) the number of voids increased by 11% from the previous year due to additional activity created by new units and resultant vacancy chains.

Housing Access There are a range of housing options available to residents to meet their needs, preferences and income. In January 2017 we launched a new Shared Equity Home Ownership Scheme to assist people onto the housing ladder. A total of 16 households took advantage of this scheme and a further 13 households purchased through the New Supply Shared Equity Scheme (NSSE) at Muirton.

Social housing continues to be in high demand. The private rented sector also continues to play an important role in providing suitable housing solutions. As at 31 March 2018, 12,733 private landlords were registered. Since 2008, there has been a substantial increase in private renting throughout Scotland and the proportion of households living in private rented housing increased from 10% to 15% in Scotland as a whole. The proportion of households in Perth & Kinross living in the private rented sector was 19% in 2016.

It is therefore, important that we have ongoing engagement with private landlords. We organised and hosted Forums for Private Landlords in November 2017 and May 2018. The forums included topics such as; how to access support and assistance such as grants; support for their tenants; the new Private Residential Tenancy; child protection; the Third Tier Tribunal and Home Fire Safety. Both events were well attended and received positive feedback from delegates.

Home ownership continues to be the most popular tenure of choice. The Scottish Household Survey (2016) reported that approximately 63% of households in Perth & Kinross own their home. In May 2017, a workshop was held with private developers and Registered Social Landlords to build on partnership working and gain an insight into some of the challenges faced in progressing new build projects. A range of measures (such as regular meetings with Scottish Water) were agreed to address these issues.

Regeneration Empty properties can sometimes attract anti-social or criminal activity and have a negative impact on environments, as well as potentially devaluing neighbouring properties. At 31 March 2017 there were 1,072 long term empty properties in Perth & Kinross. During the year, we engaged with 146 of these owners, assisting them to bring their properties back into use by providing advice, assistance and signposting to appropriate funding sources. We have also engaged with shop owners who have empty premises to discuss opportunities for them to convert these units to residential homes and highlighted the availability of Feasibility Grants and Empty Homes Initiative Grants. As at 31 March 2018 the number of empty properties had reduced to 980.

To meet the aim to increase the availability of social housing we converted a number of non- residential properties into residential units. Since 2012/13 we have increased our housing

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Page 121 of 210 stock by an additional 23 units. We have identified a further 7 possible conversion sites which will be progressed during 2018/19.

Our garage and lock-up project provided an opportunity to renovate and decommission some sites to regenerate local communities. The appearance of the refurbished lock ups and re-surfaced garage sites has transformed the appearance of several areas. 181 garage sites were improved, 996 lock ups were fully refurbished and 165 defective or redundant structures were demolished. The space created from the decommissioned sites has provided much needed housing and car parking for residents. 24 new homes have been built on the sites of redundant lock ups at Cairns Crescent and Nimmo Avenue in Hillyland, Perth with a further 24 now being built at Crieff Road, Perth

The last phase of a 15 year regeneration programme of the Muirton area of Perth is on target for completion by December 2018. The final phase of this project (which started in 2016) provided 203 homes of which 101 were for sale and 102 were affordable homes for Caledonia Housing Association and Fairfield Housing Co-operative.

Our Private Sector Working Group is looking at other areas which would benefit from further regeneration such as the Ladeside, areas with the High Street and St Catherine’s Road within Perth City.

. Provide advice and support to prevent homelessness . Provide suitable, good quality temporary and permanent accommodation to Housing and homeless people when required Homelessness . Offer support to tenants to help them obtain and sustain a home . Promote maintained homes which meet the relevant standards in safe and

secure communities . Encourage tenants and resident so influence decisions

What have we achieved:-

Homelessness We continue to work with our partners to provide people seeking information about their housing situation with advice and assistance about the range of housing options available to them. The Housing Options approach also allows early intervention to prevent homelessness and identify any support requirements to enable tenants to sustain their tenancy. Although this is a challenging area, we have delivered some significant achievements over the past year.

During 2017/18 we:

 Carried out 2,438 housing options interviews . Supported 181 households to access accommodation in the private-rented sector through the Rent Bond Guarantee Scheme. . 999 households presented as homeless with 792 (79%) of these progressing to the final stage of being considered for permanent accommodation. The main reasons for

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Page 122 of 210 homeless presentations continue to be as a result of people being asked to leave their current accommodation (30%) or a breakdown in relationship (24%). . The remainder not being assessed as homeless or resolving their homelessness either with or without our support in such a way that they did not require an allocation of permanent housing.

We successfully implemented our Home First Transformation project and significantly reduced the reliance on temporary accommodation by delivering immediate, permanent and affordable housing wherever possible. We also:

 Reduced the number of homeless households waiting for an offer of settled accommodation from 550 to 218. . Reduced the average length of time in temporary accommodation from 131 days in 2015/16 to 81 days in 2017/18 . Increased the proportion of housing allocations to homeless people from 50% to 56.3% . 645 lets allocated to homeless applicants were made through the Common Housing Register partners.

Following an unannounced inspection of the Housing Support Service by the Care Inspectorate in January 2018, the service was considered to be “sector leading” and received excellent grades for both the quality of care and support; and the quality of staffing and leadership. The Inspector commented: -

“The staff team had a real pride in their work, were knowledgeable, professional and, above all, fully committed to supporting people”;

“The management team are extremely knowledgeable and professional.”

The Homelessness Rough Sleeping Action Group (HRSAG) was established by the Scottish Government to identify the actions and changes needed to end rough sleeping and transform the use of temporary accommodation in Scotland. Following a meeting with the HRSAG, the chair commented on our approach as follows: -

“This is the best example I have seen so far of a systems-change approach to moving the dial on homelessness and the use of traditional temporary accommodation models”.

As a result of the work undertaken with our Home First model, we are at an advanced stage with some of the recommendations made by both the Local Government and Communities Committee and HRSAG report. Our Home First model has transformed the way we assist homeless people straight into permanent accommodation in Perth and Kinross. It has also delivered considerable savings for the Council (£676K), and had a positive impact on the outcomes for many households by reducing the stigma, duration and experience of

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Page 123 of 210 homelessness. This can be demonstrated through the positive feedback received from people who have benefited from our approach:-

“Getting a permanent house for me and my family was a god send – I thought I’d have to wait an eternity in temporary accommodation and uproot my children from their school. It wasn’t their fault that the Landlord wanted his own property back”.

Affordability We are committed to providing tenants with value for money services and maintaining affordable rents. In partnership with our tenants, our rent restructure projecti provided the opportunity to create a transparent and fair rent charging system. A rent affordability model was also developed which demonstrated that our rent levels remained affordable to our current and future tenants based on local income levels. Nationally, we are the 9th lowest Local Authority rent in Scotland and continue to be the most affordable option locally as demonstrated below:-

Size RSL Average PKC Average (17/18) (18/19) 88.18% of our tenants told Bedsit £55.65 £46.34 (-20%) 1 bedroom £75.88 £62.99 (-20%) us that they felt their rent 2 bedroom £80.12 £68.27 (-17%) represented good value for 3 bedroom £87.75 £76.37 (-15%) money an increase from 4 bedroom £96.24 £82.46 (-17%) 84.79% the previous year. Average £80.37 £67.79 (-19%)

Managing rent arrears and collection of rents remains a significant challenge. Our gross rent arrears at the end of 2017/18 stood at 10.38% and our rent collection rate was 98.73%. This remains a key focus for us and we have introduced a small test of change to establish if a dedicated team approach will support improvement.

Other Councils have experienced increased rent arrears following the implementation of Universal Credit. Within Perth & Kinross, preparatory work has been underway for a significant period pending the implementation in June 2018. We continue to work in partnership with colleagues in Welfare Rights and the Citizens’ Advice Bureau to support our tenants to maximise their income.

Tenancy Sustainment Along with partners within Tayside, Fife and Central through the Housing Options Hub, we are developing the “Passport for Housing” package. This is a pre-tenancy training package designed to prepare housing applicants for taking on a new tenancy. The package clearly outlines what is expected of a tenant and the landlord. It also includes money management, budgeting and income maximisation information designed to help mitigate the potential impact of Universal Credit. The wider aspects of sustaining and maintaining a tenancy and community involvement are also covered. A pilot to test the e-learning package is expected to commence in September 2018.

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Housing Stock Condition The council continues to perform well in terms of maintaining and improving our council stock. Through our capital programme, we invested over £23 million to deliver further improvements to our stock through: –

. Kitchen and bathroom replacements; . Controlled door entry/secure common access; . Environmental improvements such as footpaths, steps, fencing, soil contamination, car park resurfacing as well as repairs and reconstruction of perimeter/retaining walls.

Overall, 96.15% of our stock now meets the Scottish Housing Quality Standard against a national average of 93.6%. Our recent Tenant Satisfaction Survey evidenced the impact of these improvements with 95.83% of tenants surveyed indicating that they are satisfied with the quality of their home. This is an improvement from 84.65% in 2016/17.

We continue to deliver the outcomes identified within our Repairs Transformation Programme by undertaking a detailed review and analysis of key areas of housing repairs to progress improvements to efficiency and productivity. We have undertaken approximately 21,000 works orders with 90% of non-specialist works carried out by the Repairs Team, minimising the use of external contractors and maximising our own internal resources. We delivered significant efficiency savings in 2017/18 and are on target to achieve the overall estimated savings in the transformation programme.

The improvements to our Repairs Service can be evidenced through our key performance indicators:-

National Indicator 2014/15 2015/16 2016/17 2017/18 Average 2016/17 Ave. calendar days to re-let 21.16 25.2 24.05 27.81 31.5 properties (days) Ave. time to complete emergency 3.29 3.74 3.78 3.57 4.7 repairs (hours) Ave. time to complete non- 9.11 13.26 13.42 8.59 7.1 emergency repairs (days) No. of reactive repairs completed 3.35 3.27 2.94 2.78 3.8 per property % of repairs completed right first 87% 83.53% 82.76% 91.11% 92.4% time % of repairs appointments kept 93.03% 94.40% 97.76% 97.94% 95.7%

% of properties with gas safety 99.06% 97.49% 100% 100% 100% record % medical adaptations completed 86.84% 84.7% 77.87% 84.53% 86.2%

In terms of our housing repairs performance, one of the key challenges is the availability of skilled trade operatives. We are addressing this through a range of measures including

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Page 125 of 210 enhancing our Trades apprenticeship programme, working closely with our term maintenance contractors to ensure availability of key trades and reviewing process and workforce planning arrangements.

We received very positive feedback from our tenants with regards to repairs to their properties. They told us:-

Customer Satisfaction Survey 2017/18 Question Satisfied / Very Satisfied Ease of reporting repairs 98.8%

Being told of when workers would call 96.4%

Time taken before work started 94.6% Speed of completion of work 95.7% Attitude of workers 98.6% Overall quality of work 97%

Keeping dirt and mess to a minimum 98.6%

Tradesperson doing the job you expected 97.5%

A key component of the transformation is to maximise the benefits of technology, in particular from mobile working initial feedback from staff has been positive.

In embracing the move to online services, we have also developed video tutorials to enable tenants to undertake simple household repairs. A full review of the Repairs Team service structure was also carried out and Trades staff moved from a functional to a locality arrangement, with a new locality supervision structure. Trades are now assigned to one of four localities dovetailing with existing housing locality teams.

We enhanced our dedicated Gypsy Traveller Engagement and Improvement Plan to reflect the Scottish Government’s Guidance on Minimum Site Standards and Responsibilities. Our self-assessment of our two sites has demonstrated that all standards are already being met. During 2017/18, we supported the gypsy traveller community in Pitlochry with the provision of accommodation to support a project developed to assist community members to move their vision of an inter-cultural centre nearer to reality.

Safe and Secure Communities The external environment is extremely important for health and wellbeing as well as creating a sense of place and community. During 2017/18 our environmental improvements programme has delivered improvements to the safety and appearance of many localities. Works have included the repair and reconstruction of perimeter / retaining walls, improvements to footpaths and steps, installation of new perimeter fencing, car park re- surfacing and attending to soil contamination.

Households should be able to live in safe and secure communities which are free from crime and we have fully integrated “The Hub” as part of the Safer Communities Team at St Martins House. The Hub is vital to information sharing and tasking in respect of: -

. Environmental Risk Assessment . Anti-Social Behaviour

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Page 126 of 210 . Management of Offenders . Preventative Measures and Events . Safe Drive Stay Alive . Safetaysiders . Missing and Vulnerable People

The Unpaid Work Team has also been integrated into the Safer Communities Team. They have been involved in supporting a range of activities to deliver environmental improvements within communities and worked with a range of partners. For example:

. Snow clearing during extreme weather; . Dedicated City Centre Operations Team to maintain and enhance the appearance of the City Centre; . Ladeside Renovation Project in conjunction with Beautiful Perth and Community Greenspace; . Graffiti strategy in conjunction with Safer Communities team to tackle graffiti across Perth and Kinross; . Westbank Project which involves the Westbank site now adopting a Trust-like approach, whereby it will become a community asset while developing and supporting vulnerable and disadvantaged people. The Project has attracted ESF funding in relation to employability services.

Other key community developments have been:-

. Home Safety visits are carried out jointly by Scottish Fire and Rescue and Community Wardens. These visits are undertaken when elderly and other vulnerable people have been identified and referred. They are essential in helping people stay in their own homes, while arrangements are put in place to get them access to the services they need.

. The Good Neighbour Agreement is now being used across all four locality teams for any new build development. This agreement makes tenants aware of their responsibilities and sets out how the Council will intervene if individuals are not fulfilling the terms of the agreement.

. We have continued to build on our previous successes with our Estate Based Initiatives (EBI) projects. During 2017/18, through engagement with tenants over 50 environmental improvements projects were completed throughout Perth and Kinross, with spending of £200k. Our EBI initiative won a silver Securing the Future Award.

In Gilmerton, from the 96 participants who took part in EBI discussions, interest was generated to form a community group. They successfully applied for Participatory Budgeting funds at an event

whih was held i Feruary 8. The Gilerto Park ad Gardes Group will e workig alogside the Tenant and Resident Participation team, the Crieff office Housing team, and the East Strathearn

Community Council, to develop a joint programme of events, projects and activities for the village Empoweringthat celebrates our their Communities community.

Involving and empowering our communities is at the heart of creating safe and sustainable communities where people want to live. We remain committed to providing our tenants with

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Page 127 of 210 a range of opportunities to become involved to help shape, influence and improve the services we deliver.

During 2017/18, our tenants led by the Service User Review and Evaluation (SURE) Team developed and wrote our new Tenant and Resident Participation Strategy (reported to Housing & Communities Committee in January 2018). This strategy:-

. adopted a new menu of tenant opportunities to get involved in shaping their services . focused on shifting delivery of activities to our locality housing teams to address local issues . outlined the value of greater feedback to tenants and residents about the things that matter to them.

During 2017/18, our four locality teams organised local events within one or two of their communities with a focus on increasing the number of tenants interested in becoming involved in tenant participation through our ‘Menu of Opportunities’. We also introduced our ‘Good Neighbour’ and ‘Great Garden’ Awards which were a great success. Our Locality Team in Letham organised a ‘Meet Santa’ event with over 100 local residents attending.

The SURE Team also undertook its’ third annual assessment of how well the Housing Service performed in delivering the Charter outcomes and compared our performance over the previous year. The results were published in our annual landlord report, a copy of which was issued to all our tenants.

We have a strong relationship with our tenants and they continue to be actively involved in shaping our services. We have:

. shared information in relation to how their rent money is spent. . agreed our approach to consultation around potential disposal of HRA assets. . agreed that a dedicated HRA Monitoring Group be established agreed tenant priorities for delivery of housing services and identified the impact of these priorities on rent levels. . based on their priorities, tenants decided the corresponding rent increase to enable the service to deliver these priorities.

Activities such as these have resulted in high levels of satisfaction, as detailed below: -

Indicator 2017/18 2016/17 Keeping them informed about services and decisions 96.8% 82.5% Opportunities to participate in decision making 98.74% 74.4% Management of their neighbourhood 94.57% 79.12%

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. People have access to the right type of housing to Independent enable them to live as independently as possible at Living home or in a homely setting . People have access to the right type of support to sustain their accommodation

What have we achieved:-

Type of Housing Enabling people to have access to suitable housing and support is key to enabling them to live independently. This is also a key priority for the Perth and Kinross Health and Social Care Partnership. Housing’s contribution to supporting this outcome is detailed within the partnerships strategic plan.

There are a number of factors which allow people to live as independently as possible and Housing’s contribution to this includes:- . working with developers to build future proof sustainable housing which can be easily adapted to meet changing household needs. . ensuring residents and tenants have access to services which will allow their current home to be adapted to meet their medical needs. . provision of sheltered housing accommodation and support.

We recognise the importance good quality housing has on the health and wellbeing of households. As such we continue to work with the Health and Social Care Partnership to ensure suitable housing and housing support is available to prevent admissions and prolonged stays in hospital. We also undertake early engagement with partners to deliver a seamless service for people discharged from hospital.

During 2017/18, a review was undertaken of special need housing and the final report was circulated in March 2018. The final report made it very clear that current accommodation with support options are highly valued by the people who live there. Overall feedback received as part of the review was very positive:-

. people enjoy living in their accommodation . choices available to people living in accommodation with support has increased and facilitated independent living . accommodation with support has contributed to the recovery and rehabilitation of people . staff members are supportive in terms of helping people work towards their outcomes and life goals.

However, the review also highlighted that improvements could be made. Broadly, the findings and recommendations can be themed into four work streams which will be taken forward by members of the Independent Living Group.

1. Planning Ahead and Identifying Need: Develop long term and anticipatory understanding of the requirement for supported housing.

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Page 129 of 210 2. Pathways into Housing: Ensure there are clear and effective processes in place to facilitate a person’s pathway into appropriate supported housing. 3. Maximising Successful Transitions: Review pathways for people requiring specialist housing. 4. Appropriate Provision for the Future: Appropriate future supported housing options for mild, moderate and severe needs, to ensure needs are being appropriately met and enable best practice.

All 161 new build houses for social rent complied with the “housing for varying needs” standard.

We are currently reviewing the use of aids and adaptations to ensure that it can meet the demands of the increasing elderly population, particularly those with care needs.

Support People are living longer and while many are healthy and independent, there are also people who experience ill health or have a range of support and care needs, due to mental health, homelessness, learning disability, age, substance misuse issues etc. These people often need additional support to live as independently as possible in their own homes and community.

Care and Repair services were relaunched in July 2017 with Caledonia Care and Repair, as the sole provider, covering the whole Council area. Caledonia Care and Repair rebranded the new service and have attended a number of local conferences and promotional events and produced new information booklets about the services to raise its profile. During 2017/18 there were 253 Major Adaptations, 486 Small Repairs and 16 door entry grants provided to private home owners through this scheme.

There were 1,605 adaptations for 1,145 different council tenants. 1,061 were minor adaptations such as the installation of safety rails and 544 of these were major adaptations such as full alterations to a home to enable greater mobility.

In addition, 15,040 items of equipment were supplied to 6,255 Health and Social Care clients to facilitate more independent living. These figures are across all tenures and include Care and Repair provision. Progress with Technology Enabled Care (TEC) has also been strong, with an increase in the number of clients from 3,260 at March 2017 to 3,833 at March 2018.

Our Sheltered Housing Service provides a valuable service to support older people to live as independently as possible. Following a recent unannounced inspection by the Care Inspectorate, our Sheltered Housing Support Service was evaluated under ‘Quality of Care and Support’ and ‘Quality of Leadership and Management’. We were given a grade of very good in both of these categories. The Inspector commented that: -

“Staff were very responsive, warm, friendly and approachable”

“There are good intergenerational links”; and “The Care about Physical Programme Activity (CAPPA) implemented by officers is making a real difference by improving the health and wellbeing of some tenants”.

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Page 130 of 210 During the inspection sheltered housing residents expressed a high level of satisfaction with the service provided, comments included: -

“Very friendly, caring and professional”.

“Staff always go the extra mile”.

. All residents are living in good quality and energy efficient homes which meet the relevant standards; House . Residents are living in homes they can afford to heat and Condition, are aware of opportunities to maximise their incomes; Fuel Poverty . People are aware of the assistance available to them to and Climate improve the energy efficiency levels of their homes; Change . People are aware of ways in which they can reduce fuel consumption and save on energy costs.

What have we achieved:-

Good quality and energy efficient homes In order to achieve this outcome, we need to ensure that the design of all new build homes, as well as that of our existing stock, meets the relevant energy efficiency standards. We also need to ensure that they are built in a way in which they are resilient to the future impacts of climate change.

New Build Housing We are currently developing a design guide for new build housing developments which will address energy efficiency and climate change issues. This is expected to be completed by the end of 2018. We have also been working closely with the Council’s Structures and Flooding Team to install automatic flood vents in Aberfeldy and Alyth.

Existing Housing Stock – Social Housing The Scottish Housing Quality Standard (SHQS) comprises a set of five broad housing criteria which must all be met if the property is to pass SHQS. As at 31 March 2018, our compliance rate was 96.15% (an improvement of 0.53% over 2016/17). The largest single factor preventing compliance is Secure Door Entry, where neighbouring owners are unwilling to contribute to communal costs. The Tenement Management Scheme (TMS) is being used where possible to reduce abeyances where neighbouring owners refuse to participate.

In addition the Scottish Government has set new targets for social landlords in relation to energy efficiency. The Energy Efficiency Standard for Social Housing (EESSH) sets a minimum energy efficiency rating for landlords to achieve by December 2020 and the rating varies depending on the type of dwelling and the fuel type used to heat it. The percentage of

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Page 131 of 210 the stock now compliant with EESSH has risen to 80.2%. The target date for full compliance is December 2020. A tenant made the following comment about some of the housing improvements: -

“The house is much warmer and I use less gas. It’s

fantastic”.

The Council’s Housing Capital Investment Programme improves the condition and energy efficiency levels of council housing and helps us to work towards achieving the Scottish Government targets. During 2017/18, the following number of council properties benefitted through this programme: -

. 147 homes received kitchen replacements; . 294 homes received bathroom replacements; . 694 homes received upgraded central heating systems; . 526 homes received new triple glazed windows and insulated exterior doors; . 75 homes were fitted with externally applied wall insulation; . 367 homes had cavity wall insulation extractions and re-fills; . 82 homes have been fitted with new gas mains connections; and . 28 homes were fitted with renewable energy measures such as air source heat pumps or solar panels.

Existing Housing Stock – Private Housing Through our Empty Homes Initiative (EHI), we provide grants to bring properties up to the Repairing Standard to enable them to be rented out to private tenants through our Rent Bond Guarantee Scheme. These improvements often include energy efficiency measures including replacement windows, upgrades to heating systems, etc. During 2017/18, 21 EHI grants were awarded to enable properties in the Private Rented Sector to meet the Repairing Standard.

We also continue to support people to improve the energy efficiency of their homes and have taken opportunities to promote the HEEPS ABS and HEEPS Equity Loan Schemes through our engagement with private landlords and owner occupiers. During 2017/18, 123 privately owned or privately rented houses were fitted with externally applied wall insulation.

A training session was organised with Energy Savings Trust to provide staff with a more detailed understanding of the use of Home Analytics and Portfolio Energy Analysis Tool (PEAT) to build a profile of properties and areas in which energy efficiency improvements could help reduce fuel poverty levels. This tool will enable us to identify areas of Perth and Kinross which will benefit from energy efficiency improvements and will allow us to target our awareness activities into the future.

Fuel Poverty The three main factors influencing fuel poverty are fuel prices, household incomes and energy efficiency levels within the housing stock. These three factors are inextricably linked meaning that households can move in and out of fuel poverty as circumstances change. It

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Page 132 of 210 also means that a household with a good income could still face fuel poverty if their home is unaffordable (e.g. if it’s energy inefficient and/or in a location which is not on the gas network).

Although we do not have control over energy prices or households incomes, we do offer comprehensive benefits checks to everyone contacting the Welfare Rights Hotline and work with partners to provide information on income maximisation and fuel advice. Referrals are made to Home Energy Advice Team (HEAT) for people who may find themselves in fuel poverty and requiring further assistance.

Our Energy Efficiency Programme and HEAT ensures people are aware of other opportunities to maximise their incomes by saving on their fuel costs (through private sector grants and schemes). One Council tenant made the following comment about the Council’s energy efficiency programme: -

“I’ve just received my quarter electricity bill and it’s saved me an average of 9% on my bill – fantastic”.

We have received a further funding award for 2018/19 of £1,345,635 through the HEEPS- ABS programme. 170 private homes are included within this proposal. A Warm Homes Funding Grant of £1.4M has also been secured. The fund is primarily designed to encourage the installation of affordable heating solutions in fuel poor households who do not use mains gas as their primary fuel. Works will be undertaken during 2018/19.

We are also continuing to maximise grant assistance from Scotland’s Gas Network (SGN) to help pay for new gas connections. More than £1.75M has been saved since 2012 and 1,614 new connections have been installed. Mains gas supplies have been fitted to a further 68 Council houses during 2017/18

A Climate Sensitivity Mapping Exercise was carried out in 2017/18 to establish the areas of Perth and Kinross which are most prone to fuel poverty based on the climate. This exercise demonstrated that Blair Atholl, an area close to Killin (but within P&K boundary), Rannoch, Lochearnhead, and Aberfeldy are the areas most prone to the effects of the climate. Work is ongoing to establish how this exercise can be linked with other housing data we hold to organise specific fuel poverty awareness sessions alongside Home Energy Scotland and our Home Energy Advice Team.

District heating is a way of producing an energy efficient heating system whilst also reducing carbon emissions at the same time. While no district heating projects have yet been identified, Perth and Kinross is currently participating in a Local Heat and Energy Efficiency Strategy (LHEES) Pilot Project. A LHEES which would designate zones for energy efficiency and heat decarbonisation by assessing heat demand and local conditions, including existing district and communal heating, local and national energy efficiency, heat decarbonisation and fuel poverty objectives; and local development planning. The pilot project is underway and we are currently awaiting a baseline data report before an energy option appraisal will be undertaken alongside engagement activity with Zero Waste

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Page 133 of 210 Scotland/Resource Efficient Scotland to target key commercial operators and potentially residents.

We also have another project underway to investigate the feasibility of serving a new significant development site on the edge of Perth at Bertha Park through a biomass district heating system with possibilities to tie-in with other key anchor loads in the city.

A large part of our fuel poverty and energy efficiency work is trying to raise awareness of the assistance which is available to residents of Perth and Kinross to improve the energy efficiency levels of their homes.

Within Perth and Kinross, we have a Home Energy Advice Team (HEAT) service which is delivered by SCARF. The HEAT service offers free and impartial advice to all Perth and Kinross residents based specifically on their property and household circumstances. Free home visits are included to help householders to manage their fuel spend effectively, while maintaining a warm, dry, and comfortable living environment. HEAT offered 1,164 instances of advice to residents within the area. However, efforts are ongoing to continue to raise awareness of HEAT and also the assistance that can be provided by Home Energy Scotland. When added to advice issued as part of the external wall insulation programme, HEEPS Loan Scheme and Scheme of Assistance, the total instances of advice issued in relation to energy efficiency was 1,478, just below our target of 1,500.

Discussions took place during 2017/18 with Scottish Fire and Rescue Service to hold fuel poverty awareness sessions for the 5 different watches in Perth. The idea behind this is that Firefighters could use the information to help direct households in Perth and Kinross to our HEAT service for further help and advice while carrying out 'Safe and Well' Visits.

Climate Change It is important to ensure people are aware of ways in which they can reduce fuel consumption and save on energy costs in order to decrease fuel poverty levels and increase energy efficiency whilst minimising our carbon footprint.

Energy Efficiency Guides were distributed by SCARF and through locality offices and campuses during 2017/18. The new guide is currently being designed for 2018/19.

The HEAT team also attended a range of events during 2017/18 to raise awareness about energy efficiency and provide advice and tips on how to reduce our carbon footprint. Sessions with Housing and Welfare Rights teams were organised to discuss how tenants could benefit from assistance. Stalls were also organised within Pullar House, Blairgowrie Area Office and Crieff Area Office to offer advice to customers on energy efficiency. HEAT also attended a dementia coffee morning to provide advice and had stalls at the Carers Conference, Financial Capability Week and at the North Church Dementia Cafe Awareness Day.

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Page 134 of 210 Appendix 2

Priority 1 – Supply of Housing and Sustainable Communities Outcome 1 - People have access to affordable homes in the size, type and location they need.

No Measures Baseline Target Timescale (2017/18) 1.1 Number of new affordable housing completions (including shared equity 190 units 150 units March 2019 completions). (161 units - social rent/ 29 units - shared equity) 1.2 Number of new private housing completions. 395 units 400 units March 2019 No Actions Start Date Milestone Lead 1.3 Increase the supply of affordable housing in rural areas and prioritise April 2018 March 2019 Planning & Policy / Planning rural areas through the SHIP. Team/ RSL’s 1.4 Investigate ways to promote Self Build and Custom Build developments April 2018 March 2019 Planning & Policy / Planning and look to take forward a pilot project on Self Build in partnership with Team Scottish Government. Outcome 2 - People have access to a range of tenures and mixed tenure developments to enable more sustainable and mixed communities.

No Actions Start Date Milestone Lead 1.5 Support the development of intermediate tenures such as mid-market April 2018 March 2019 Planning & Policy / Planning rent (MMR), shared equity and shared ownership. Team/ RSL’s 1.6 Improve engagement with Private Landlords. April 2018 March 2019 Private Sector Team/ Planning & Policy 1.7 Create a 'Design Guide' for new build developments which covers April 2018 December 2018 Housing & Improvements/ aspects such as costs, design, quality standards, impact of climate Planning & Policy change, access to services, parking, public spaces etc. Outcome 3 - Areas of deprivation are regenerated and more people are living in the city centres.

No Actions Start Date Milestone Lead 1.9 Support regeneration through development of affordable housing and April 2018 March 2019 Planning & Policy/ Private other initiatives (including empty homes brought back into use, change Sector Team/ Community of use to create additional housing). Safety 1.10 Encourage city centre/ town centre living as a housing option. April 2018 March 2019 Planning & Policy

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Priority 2 – Housing and Homelessness Work Area 1 - Housing Options and Access/Homeless Prevention Outcomes:  People looking for housing find it easy to apply for the widest choice of social housing available and get information they need on how the Landlord allocates homes and their prospects of being housed (Charter 10);  People looking for housing receive information to inform their choices and decisions about the range of housing options available to them (Charter 7);  Tenants and people on housing lists can review their housing options (Charter 8);  People at risk of losing their homes receive advice on preventing homelessness. No Measures Baseline Target Timescale (2017/18) 2.1 Number of people presenting as homeless (including young people aged 999 People Target Setting Not March 2019 16-25 years). Appropriate No Actions Start Date Milestone Lead 2.2 Minimise the duration of homelessness. April 2018 March 2019 Specialist Housing Services

2.3 Produce a Rapid Rehousing Transition Plan (RRTP) by December 2018 April 2018 December 2018 Head of Housing

Work Area 2 - Providing Temporary, Resettled and Permanent Accommodation for Homeless People Outcomes:  Homeless people receive prompt and easy access to help and advice (Charter 9);  Homeless people are provided with suitable, good-quality temporary or emergency accommodation, when this is needed, and are offered support to help them get and keep the home they are entitled to (Charter 12). No Measures Baseline Target Timescale (2017/18) 2.4 Time spent in temporary accommodation. 81.5 days Reduce March 2019

2.5 Percentage of people satisfied with temporary accommodation. 76.6% Increase March 2019

No Actions Start Date Milestone Lead 2.6 Take forward recommendations for the Rapid Rehousing Transition Plan April 2018 March 2019 Specialist Housing Services

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Work Area 3 - Managing and Sustaining Tenancies Outcomes:  Tenants and customers receive the information they need on how to access accommodation, when this is needed, and are offered continuing support to help them find and sustain a home;  Tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay (Charter 13);  A balance is struck between the level of services provided, the cost of the services and how far current and prospective tenants and others can afford them (Charter 14);  Tenants’ homes meet the Scottish Housing Quality Standard (SHQS) by April 2015 and continue to meet it thereafter, and when they are allocated are always clean, tidy and in a good state of repair (Charter 4);  Tenants’ homes are well-maintained with repairs and improvements carried out when required and tenants are given reasonable choices about when work is done (Charter 5);  Our Gypsy Traveller sites are well-maintained and managed (Charter 16). No Measures Baseline Target Timescale (2017/18) 2.10 Overall percentage of new tenancies sustained for more than a year. 87.6% 90% March 2019 2.11 Percentage of new tenancies for 16-25 year olds sustained for more 83% 85% March 2019 than a year. 2.12 Percentage of tenants satisfied with overall services provided by their 94.77% 95% May 2019 Landlord. 2.13 Percentage of tenants who feel that the rent for their property represents 88.18% 90% May 2019 good value for money.

No Actions Start Date Milestone Lead 2.14 Enable eligible tenants to access Discretionary Housing Payments April 2018 March 2019 Housing Service Manager (DHP). 2.15 Continue to monitor and take mitigating actions in relation to Welfare April 2018 March 2019 Housing Service Manger Reform and Universal Credit, particularly in respect of our tenants and their ability to maximise their income and reduce rent arrears/

2.16 Continue to maximise rent collection rates to support a reduction in rent April 2018 March 2019 Housing Service Manager arrears.

2.17 Take forward actions/recommendations identified through the Rapid April 2018 March 2019 Housing Service Manager Rehousing Transition Plan relating to housing support.

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Work Area 4 - Safe and Secure Communities Outcomes:  Tenants are aware of their responsibilities and clear that the Council will intervene where individuals are not fulfilling the terms of their tenancy agreement and creating problems for other tenants and residents.  Tenants and residents live in attractive, well-managed neighbourhoods, free from anti-social behaviour and vandalism, where they feel safe (Charter 6). No Measures Baseline Target Timescale (2017/18) 2.21 Percentage of anti-social behaviour cases resolved within local target 81.23 90% March 2019

2.22 Percentage of people satisfied with the delivery of service in relation to 41% 75% March 2019 anti-social behaviour (all tenures) 2.23 Percentage of tenants satisfied with the management of the 94.57% 95% March 2019 neighbourhood they live in. 2.24 Percentage of adults rating neighbourhood either ‘very good’ or ‘fairly 95% 95% March 2019 good’ as a place to live (SHS – LA Tables) (2016 data) 2.25 Percentage of adults who feel ‘very safe’ or ‘fairly safe’ when walking 95% 95% March 2019 alone in their neighbourhood (SHS – LA Tables) (2016 data) 2.26 Percentage of adults who feel ‘very safe’ or ‘fairly safe’ at home (SHS – 99% 99% March 2019 LA Tables) (2016 data)

No Actions Start Date Milestone Lead Work Area 5 - Involving and Empowering Our Communities Outcomes:  Tenants and other customers find it easy to participate in and influence their Landlord’s decisions at a level they feel comfortable with (Charter 3).  Tenants get clear information on how rent and other money is spent including any details of individual items of expenditure above thresholds agreed between Landlords and tenants (Charter 15). No Measures Baseline Target Timescale (2017/18) 2.27 Percentage of tenants who feel their landlord is good at keeping them 96.80% Maintain May 2019 informed about their services and decisions.

2.28 Percentage of tenants satisfied with the opportunities given to them to 98.74% Maintain May 2019 participate in their Landlords decision making process.

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Priority 3 – Independent Living Outcome 1 - People have access to the right type of housing to enable them to live as independently as possible at home or in a homely setting.

No Measures Baseline Target Timescale (2017/18) 3.1 Delivery of new houses built to inclusive and universal design standards April 2018 December 2018 March 2019

No Actions Start Date Milestone Lead 3.2 Develop long term and anticipatory understanding of the requirement for April 2018 March 2019 Specialist Housing Services supported housing.

3.3 Improve current processes in place to facilitate a person’s pathway into April 2018 March 2019 Specialist Housing Services / appropriate supported housing. Northgate Team

3.4 Further develop planning processes to maximise successful transition April 2018 March 2019 Housing and Partnership into supported housing. Team Leaders

3.5 Development of a ‘Design Guide’ for new housing to be built to inclusive April 2018 December 2018 Planning & Policy and universal standards.

Outcome 2 - People have access to the right type of support to sustain their accommodation.

No Measures Baseline Target Timescale (2017/18) 3.6 Number of people supported by Telecare Packages (including 3,833 people 4,200 people March 2019 community alarms)

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Priority 4 – House Condition, Fuel Poverty and Climate Change Outcome 1 - All residents are living in good quality and energy efficient homes which meet the relevant standards

No Measures Baseline Target Timescale (2017/18) (2018/19) 4.1 Number of properties with improvements carried out through Capital C/H – 694 C/H – 350 March 2019 Investment Programme to improve standard and energy efficiency levels W/D– 526 W/D – 300 in council homes (including Central Heating [C/H], Windows and Doors CDE – 455 CDE – 250 [W/D], Controlled Door Entry [CDE], Replacement Kitchens and Kitchens - 147 Kitchens – 45 Replacement Bathrooms). Bathrooms - 294 Bathrooms - 115 4.2 Percentage of council properties achieving Energy Efficiency Standard 80.2% Full compliance by December 2020 for Social Housing (EESSH). December 2020 4.3 Percentage of council stock complying with Scottish Housing Quality 96.15% Full compliance by March 2019 (subject to Standard (SHQS). April 2015 abeyances and exemptions) No Actions Start Date Milestone Lead 4.4 Increase awareness of Repairing Standard and examine ways of April 2018 March 2019 Private Sector Team/ EHO enforcing sub-standard properties within the Private Sector (including below tolerable standard properties). 4.5 Examine Private Landlord compliance levels with the minimum April 2018 March 2019 Private Landlord Team/ standards within Perth and Kinross. Planning & Policy 4.6 Ensure new build houses are designed with energy efficiency and April 2018 March 2019 Planning & Policy/ Housing climate change in mind. Improvements 4.7 Explore opportunities across services to fund missing shares. April 2018 March 2019 Private Sector Team/ EHO

4.8 Work with Flood Team to help progress larger flooding agenda. April 2018 March 2019 Housing Improvements

Outcome 2 - Residents are living in homes they can afford to heat and are aware of opportunities to maximise their incomes

No Measures Baseline Target Timescale (2017/18) (2018/19) 4.9 Number of households benefitting from HEEPS-ABS/ ECO Funding 123 (private) 170 (private) June 2019 through (SSE). 75 (council) 120 (council) 4.10 Number of council properties with new mains gas supplies installed. 68 homes 40 homes March 2019

4.11 Number of council properties with new renewable technology (e.g. solar 28 homes 50 homes March 2019 water heating, air sourced heat pumps, solar photovoltaic panels).

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4.12 Number of properties benefitting from Warm Homes Fund Improvements 352 Gas The 2017/18 target December 2019 (Local Authority and Private Sector) 63 Heat Pumps is to be implemented by December 2019 No Actions Start Date Milestone Lead 4.13 Apply for funding for energy efficiency improvements when new April 2018 March 2019 Housing Improvements programmes are announced. 4.14 Build a profile of properties and areas in which energy efficiency April 2018 March 2019 Planning & Policy/ Housing improvements could improve fuel poverty levels. Improvements 4.15 Continue to examine potential of district heating systems . April 2018 March 2019 Planning Team

4.16 Continue to consider Scottish Gas Network's 'Help to Heat' Scheme. April 2018 March 2019 Housing Improvements

4.17 Continue to offer a comprehensive benefits check to everyone April 2018 March 2019 Welfare Rights Team contacting the Welfare Rights Hotline and work with Partners to provide information on income maximisation and fuel advice. 4.18 Continue to explore feasibility of 'Our Power' Membership. April 2018 March 2019 Housing Management/ Planning & Policy Outcome 3 - People are aware of the assistance available to them to improve the energy efficiency levels of their homes

No Actions Start Date Milestone Lead 4.19 Work closely with Community Planning Partners to raise awareness April 2018 March 2019 Planning & Policy Team/ amongst staff visiting residents in their own homes. HEAT 4.20 Organise events for residents and Private Landlords to raise awareness April 2018 March 2019 Private Sector Team/ of fuel poverty and the agencies who can help with loans or funding for Planning & Policy energy improvements. 4.21 Support and promote HEEPS Equity Loan Scheme delivered by Care April 2018 March 2019 Care & Repair Co-ordinator and Repair.

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Outcome 4 - People are aware of ways in which they can reduce fuel consumption and save on energy costs.

No Measures Baseline Target Timescale (2017/18) 4.22 Advice provided to residents of Perth and Kinross on how to be more 1,476 pieces of Maintain March 2019 energy efficient within the home (in Partnership with HEAT, SSE, CAB advice given and through Scheme of Assistance – figures include all tenures).

No Actions Start Date Milestone Lead 4.23 Explore feasibility of getting SMART meters installed into voids and new April 2018 March 2019 Housing Improvements/ build properties. Planning & Policy 4.24 Distribution of new Energy Efficiency Guides. April 2018 March 2019 Housing Improvements 4.25 Assist in the preparation of Local Heat and Energy Efficiency Strategy April 2018 March 2019 Planning Team (LHEES) for the Perth North pilot area to identify options for decarbonising heat supply and improving energy efficiency. 4.26 Examine impacts of climate change on housing and particular April 2018 March 2019 Planning & Policy/ Housing geographic areas (Climate Sensitivity Mapping Project). Improvements 4.27 Explore potential of Smart Flexible Energy System which could help April 2018 March 2018 Economic Development reduce energy costs and reduce the carbon footprint as well as having the potential to develop new income streams for the Council from energy storage

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Page 142 of 210 9

PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

Community Payback Order Annual Report

Report by Executive Director (Education and Children’s Services) (18/256)

PURPOSE OF REPORT

This report provides an update for the period 2016/17 on the operation of Community Payback Orders in Perth and Kinross. During this reporting period, the Orders were managed by the former Housing and Community Safety Service which encompassed criminal justice social work. The report focuses on the work of the Unpaid Work Team and Public Protection Team who service these Orders in accordance with the requirements of the Criminal Justice and Licensing (Scotland) Act 2010.

1. BACKGROUND / MAIN ISSUES

1.1 The Criminal Justice and Licensing (Scotland) Act 2010 established the presumption against prison sentences of 3 months or less and introduced the Community Payback Order as the new statutory community disposal.

1.2 The Community Payback Order has replaced a range of community disposals available to the Courts namely Probation, Community Service and Supervised Attendance Orders. The Order is therefore a generic term which covers a range of disposal options which includes the following:

 An offender supervision requirement.  A compensation requirement.  An unpaid work or other activity requirement.  A programme requirement.  A residence requirement.  A mental health requirement.  A drug treatment requirement.  An alcohol treatment requirement.  A conduct requirement.

1.3 The offender supervision requirement necessitates the involvement of a social worker and is mandatory when the following requirements are imposed by the court:

 A programme requirement.  A residence requirement.  A mental health requirement.  A drug treatment requirement.  An alcohol treatment requirement.  A conduct requirement.  A compensation requirement.

Page 143 of 210 2

2. COMMUNITY PAYBACK ORDER ANNUAL REPORT

2.1 The Criminal Procedure (Scotland) Act 1995 places a duty on local authorities to submit an annual report on the operation of Community Payback Orders to Scottish Ministers by the end of October each year.

2.2 Following the Community Justice (Scotland) Act 2016, responsibility for the production of the Community Payback Order (CPO) annual report was transferred to Community Justice Scotland (CJS). This places a Duty on CJS to collate all local authority reports and lay a summary report before Parliament. However, the power to issue directions to local authorities on the content of the reports remains with Scottish Ministers.

2.3 Given CPO annual reports are now required to be submitted to CJS, this does not correlate with the timing for the publication of the summary CPO report. Publication of this report by CJS has been delayed until September which is in accordance with the 1995 Act. As a consequence, local authority CPO annual reports for 2016/17 were embargoed until this time. In response to this matter, the Justice Directorate sought legal advice and publication of the reports has now been sanctioned prior to the summary CPO report being laid before Parliament.

2.4 In the production of the CPO annual report, local authorities are expected to fullfill their requirement in two ways:

(i) By continuing to submit statistics for each financial year to the Scottish Government on the operation of community sentences in their areas (Unit Return); and

(ii) By providing a narrative account of the implementation and operation of the CPO in the financial year to which the Unit return refers.

2.5 Attached to this report is the Community Payback Annual Report for Perth and Kinross for the period 2016/17 (Appendix 1) which was submitted to Community Justice Scotland in October 2017 and records pertinent CPO activity.

2.6 In 2016/17, the number of CPOs imposed by the Court for Perth and Kinross increased by 46 when compared with 2015/16. However, the number of clients who received a CPO only increased by 2. This compares favourably with data from 2014/15 when an additional 22 clients received a CPO. The increase in the number of Orders issued can be explained by an increase in the number of Orders that were breached. In most cases, the client would be given a new CPO following revocation of the previous Order. This is illustrated in the table below.

Page 144 of 210 3 Table 1. Community Payback Orders for the preceding three years

Number of Orders per 10,000 of Number of Individuals per 10,000 Year Orders population Individuals population

2014/15 454 43.8 381 36.8 2015/16 419 40.4 357 34.3 2016/17 465 44.6 359 34.4

2.7 In 2016/17, there were 411 Unpaid Work Requirements successfully completed equating to a total of 48,710 unpaid work hours. As illustrated in the CPO annual report (Appendix 1), the number of CPOs with an unpaid work requirement has increased since 2015/16. During the same time period, the average length of unpaid work requirements has fallen which indicates that the service is receiving more and slightly shorter Orders from Court.

2.8 In the CPO annual report there is a heavy emphasis on the activity of unpaid work as determined by the report guidelines from Scottish Government. The annual report therefore highlights a number of community projects completed by those undertaking unpaid work as well as the comments from recipients of the service. The work undertaken has varied from large, collaborative projects with other agencies and services including the third and private sector to small community groups. This diverse approach has allowed the team to work with communities to deliver a high volume of small tasks as well as in partnership on larger projects, e.g. Perth in Bloom. It is important that the communities of Perth and Kinross see the value of unpaid work activity and that it is visible and of benefit to the public. Examples of the type of unpaid work activity include:

 Chewing gum removal  War memorial repair  Graffiti removal  Garden clearance  Outdoor furniture renovation  Decorating  Litter picking

3. CPO KEY PERFORMANCE DATA (Extract from the Unit Return)

3.1 2016/17 saw 67.7% of clients seen within 1 working day of their CPO being imposed and 65.4% of all clients either meeting with their social worker or completing their unpaid work induction within the 5 day statutory timescale. Compared to the previous year, which was 67.1%, this is a slight drop in performance. However, given the increase in the number of new orders in 2016/17, this figure is still very positive. It is difficult to meet with all clients within the statutory timescale as not all offenders who are given a CPO attend their first scheduled appointment. In addition, some CPOs are imposed by Courts outwith Perth and Kinross and some offenders are not known to criminal justice social work (CJSW) before their Order is imposed.

Page 145 of 210 4 Figure 1. Number of CPOs imposed when first induction / first case manager meeting took place.

80.0% 72.7% 67.1% 70.0% 65.4% 60.0% 50.0% 40.0% 30.0% 20.0% 15.3% 15.1% 10.8% 9.9% 11.2% 9.7% 9.9% 10.0% 6.6% 6.4%

Percentage of clients seen 0.0% 2014/152015-162016-17 Year

Within 5 working days of the imposition of the Order by Court More than 5 working days after the date of imposition of the Order by Court More than 10 working days after the date of imposition of the Order by the Court Not known/ Not provided ¹

¹ Includes Orders where the client did not (or was unable to comply) and also orders which were transferred in from another local authority or a country out-with Scotland.

3.2 Over half of those clients who received a new CPO with an unpaid work requirement started their work placements within 7 working days of the imposition of their Order, as per the guidance governing these Orders. Client failure to attend is the main reason that not all clients start work within 7 working days. In addition, Orders being made out-with Courts in Perth and Kinross or Orders made without the client having prior contact with CJSW can negatively impact the likelihood of all clients starting their work placement within 7 working days. However, within 3 weeks of Order imposition, 85% of clients started their work placement and those who did not comply had their Orders breached and returned to Court for re-sentencing. This is illustrated in the figure below.

Page 146 of 210 5

Figure 2. Percentage of CPOs successfully completed.

80.0% 72.0% 68.0% 67.4% 70.0% 60.0% 50.0% 40.0% 30.0% 22.0% 18.2% 20.0% 17.6% 7.6% 7.4% 10.0% 3.1% 5.9% 4.8%

Prcentage ofOrder completions 2.0% 0.0% 2014/152015/162016/17 Year

Order successfully completed Revoked due to review Revoked due to breach Other ¹

¹ Includes Offenders whose Orders were transferred to another local authority and terminations owing to the death of the client.

3.3 In spite of some of the logistical difficulties that result from client non- compliance and Court notification of Orders, 2016/17 performance data remains at a comparable level with preceding years. The number of successful completions of CPOs fell by 4.6% when compared with the 2015/16 which saw an increase of 4.4% in the number of Orders that were revoked as a result of being breached. However, despite this, over two-thirds of clients successfully completed their CPOs in 2016/17 which is comparable with the number of successful completions in 2014/15.

4. CONCLUSION AND RECOMMENDATION(S)

4.1 The Community Payback annual report 2016/17 illustrates the positive work being undertaken in criminal justice social work by both the Unpaid Work Team and Public Protection Team. It describes the specific tasks and visible nature of the reparation work which takes place in the communities of Perth and Kinross and is supported by positive comments from both the recipients of the service and the clients.

4.2 The future use of CPOs may be further strengthened by proposed legal changes regarding a presumption against short term prison sentences of 12 months or less. However, this does not detract from the need for imprisonment for those individuals whose offending poses a serious and significant risk of harm to the public. The proposals in relation to the use of short term prison sentences acknowledges that such a disposal not only disrupts families, it impacts negatively on relationships and adversely affects employment opportunities. Evidence shows that these factors support desistence from offending recognising that individuals released from a custodial sentence of 6 months or less were reconvicted more than twice as

Page 147 of 210 6 often as those given a CPO. In addition, up to 60% of offenders imprisoned for 3 months or less were re-convicted within a year.

4.3 Prison, while appropriate in certain circumstances, is more expensive than community disposals with the average cost of a CPO being approximately half the cost of a 3 month prison sentence. This is not a good use of public resources and is a waste of both human and social potential.

4.4 It is recommended that the Committee:

(i) Notes the work being undertaken by the Public Protection and Unpaid Work Teams in respect of Community Payback Orders in Perth and Kinross; and

(ii) Instructs the Executive Director (Education and Children’s Services) to bring forward a report regarding the activity and performance of Community Payback Orders for 2017/18 within 12 months.

Author(s) Name Designation Contact Details Nicola Rogerson Service Manager, Criminal [email protected]. Justice Services uk

01738 475000

Approved Name Designation Date Jacqueline Pepper Depute Director 17 July 2018 (Education and Children’s Services)

Page 148 of 210 7 ANNEX

1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION

Strategic Implications Yes / None Community Plan / Single Outcome Agreement Yes 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 None External None Communication Communications Plan None

1. Strategic Implications

Community Plan / Single Outcome Agreement

1.1 The recommendation in this report will assist in the delivery of both the Perth and Kinross Community Plan and Single Outcome Agreement in respect of the following local outcomes:

(i) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive and sustainable economy (iv) Supporting people to lead independent, healthy and active lives (v) Creating a safe and sustainable place for future generations

Corporate Plan

1.2 The Councils Corporate Plan 2013 – 2018 lays out five strategic objectives:

(i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations.

This report relates to Objective Nos (ii), (iii) (iv) and (v)

Page 149 of 210 8 1.3 The report also links to the Education & Children’s Services Policy Framework in respect of the following key policy area:

 Learning: Developing Communities

2. Resource Implications

Financial

2.1 This report contains no proposals which would have a financial impact on the Council.

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.

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.

This section should reflect that the proposals have 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

3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals. 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

3.3 There are no issues in respect of sustainability from the proposals in this report.

Page 150 of 210 9 Legal and Governance

3.4 This report contains no proposals which would have a legal or governance impact on the Council.

Risk

There are no issues in respect of risk from the proposals in this report.

4. Consultation

Internal

4.1 N/A

External

4.2 N/A

5. Communication

5.1 There are no communication issues in respect of the proposals in this report.

2. BACKGROUND PAPERS

2.1 No background papers, as defined by Section 50D of the Local Government (Scotland) Act 1973 (other than any containing confidential or exempt information) were relied on to any material extent in preparing the above.

3. APPENDICES

3.1 Appendix 1 – Perth and Kinross Community Payback Order Annual Report 2016/17

Page 151 of 210

Page 152 of 210 Appendix 1 9

COMMUNITY

PAYBACK ORDER

ANNUAL REPORT

FINANCIAL YEAR: 2016/17

LOCAL AUTHORITY: PERTH AND KINROSS

Page 153 of 210 Types of unpaid work projects and activities which have been carried out; the total number of unpaid work hours completed during the year; and information and examples that help to demonstrate how communities benefit from unpaid work. As detailed in previous reports, 2016/17 has continued to demonstrate a consistent increase in the demand for the services of the Unpaid Work (UPW) team. The number of completed job requests amounted to 436 which not only ensured our clients were occupied in worthwhile and meaningful tasks but that these activities were of benefit to our local communities.

The team’s ability to continue to meet the increased demand was achieved because work processes were reviewed in order we could maintain our productivity and efficiency. Given the nature of Community Payback Orders (CPOs) there is a consistent turnover in the client group which can present challenges in both allocating and forward planning future activity. This necessitated a modified approach with a greater emphasis on operating the UPW team along the principles of a social enterprise with a clear emphasis on customer satisfaction. In essence, this has redefined the purpose of the team to not only deliver high quality work which is of social benefit to the citizens and communities of Perth and Kinross but to:

1. Ensure we continue to discharge our statutory responsibilities. 2. Provide a productive environment for our clients through purposeful activity. 3. Support and invest in staff to deliver and sustain a quality service.

There were 411 Unpaid Work Requirements successfully completed in 2016/17. The total number of unpaid work hours completed was 48,710 which demonstrates an increase on the previous year and supports the need to monitor activity in order we can respond flexibly to these fluctuations.

The following graph shows the increasing number of requirements and average length of hours being imposed by the Courts.

The UPW team is accommodated at Westbank House in Perth which is an extensive site and is shared with the Council plant nurseries in partnership with the Shaw Trust and Perth and Kinross Council Community Greenspace. The UPW team use a partially converted Roads Department shed as a Workshop in which they store their outdoor tools and build and repair furniture and undertake construction of other

Page 154 of 210 wooden projects. This co-location provides many opportunities for collaborative and partnership working as well as promoting employability opportunities for clients. The team has worked closely with The Environment Service and Community Greenspace to ensure towns and villages across Perth and Kinross have their plants and hanging flower baskets delivered timeously and contribute significantly to this process.

Perth in Bloom

The UPW team is a key partner in Perth in Bloom and also supports other Bloom Groups across Perth and Kinross. The team has steadily increased its participation in supporting Perth in Bloom and contributed to the watering of 50 percent of all hanging baskets in Perth City and Scone. This was an extension of an existing and successful collaboration with the Shaw Trust and attracted positive comment from the Britain in Bloom judges:

“The partnership with the Community Payback team in supporting Beautiful Perth has been hugely beneficial in keeping the town centre clear of chewing gum and clearing graffiti. Daily watering of the floral displays by Community Payback has been extremely effective, producing abundant and quality floral displays.”

Perth City Centre Projects

The UPW team has continued to work in partnership with the City Centre and Events Management Teams to ensure Perth looks its best and is an attractive, safe and welcoming place to visit. During the previous year, the team has been involved in the following:

 Graffiti and chewing gum removal.  Fly Posting and the removal of these posters.  Repainting of unsightly Utility Boxes.  Relocating and repairing street furniture.  Litter picking and street cleaning thereby enhancing the community environment.  Upgrading, refurbishment and painting of street furniture, e.g. benches.

In developing these projects and to maximise capacity to tackle these activities, the UPW team has developed a partnership with the following agencies:

 The Environment Service.  Community Safety Partnership.  Police Scotland Youth Volunteers who are a group of young people organised by Police Scotland and carry out voluntary work to benefit communities.  Beautiful Perth which is a charitable trust with the purpose of improving the appearance and amenity of Perth and Kinross. It also co-ordinates the In- Bloom Groups.  City Centre Management Team.

These different organisations carried out street audits to identify problems which needed addressed in Perth City. They also raised funding to support this and activities designed to promote the City Centre as a welcoming and safe environment to visit.

Page 155 of 210 As a consequence, the UPW team were able to deploy additional resources to the area between December 2016 and April 2017, delivering 1161.5 hours and 61 separate jobs to reduce environmental issues. This has made an appreciable difference to the look of the City Centre.

Ladeside Project

The Historic Perth City Lade runs from the northern edge of the City to the centre. It has long been an area with potential for community benefit but has been subject to vandalism, crime and anti-social behaviour.

During the previous year, the UPW team formed a partnership with the following organisations to address the issues at the Ladeside:

 Beautiful Perth.  The Environment Service.  Giraffe Social Enterprise which is a charity and social enterprise for adults with learning difficulties. It has a café and garden centre on the Ladeside.  Tesco Bags of Help which is a charity whereby money raised from the sale of Tesco plastic bags are distributed locally to finance good work.

The aim of the partnership was to improve the environment on the Ladeside and increase public access through undertaking the following activities:

 Planting.  Pruning.  Graffiti removal.  Painting.  Installation of planters and seats.

This proved successful and has led to the development of and inclusion of other services within this partnership and led to collaborative work with community groups and charities. The partnership has continued to take a proactive approach to the issues identified and there is a developing sense of pride and sustained improvement in the local area.

City Festivals

The UPW team takes a key role in supporting the City Centre Management Team in preparing for many of the events and festivals staged in Perth during the year. Some examples of this activity are as follows:

 Medieval Market

Design, construction, erection and dismantling of Osburg tents to accommodate street traders.

 Winter Festival

Design construction, erection and dismantling of bespoke street furniture and decorations on a winter theme.

 Christmas City Decoration

Distribution of Christmas Trees to all businesses taking part in the street decoration scheme and removal of trees in the new year.

Page 156 of 210

 Scottish Beach Volleyball Championship

Construction of the frame for the Beach Volleyball Court on the South Inch and removal after the event.

 Treaty of Perth and Georgian Festival

Design, construction, erection and removal of Georgian Stalls for street traders.

 The Poppy Display at Balhousie Castle

Construction and erection of the frame for the Weeping Window display at Balhousie Castle.

Rural Activity

Activity is not restricted to Perth City and is varied across many areas. The UPW team also undertakes jobs across Perth and Kinross which span from Kinross in the South to Rannoch in the North and from St Fillans in the West to Invergowrie in the East. Below are some examples of the work and includes the following:

 Blairgowrie Day Centre

Renovation of benches and other furniture which had fallen into disrepair ensuring elderly residents had somewhere to sit and enjoy the garden which was previously constructed by the team.

 Coupar Angus – Preparation For In-Bloom Judging

The team has long-standing relationships with many of the In-Bloom Groups in Perth and Kinross. Activities include delivering baskets, painting and repairing planters, bulb planting and litter picking. The Coupar Angus Group has been particularly successful in the competition over a number of years. The activity significantly enhances the appearance of this small market town which has been regenerated over the past few years. This year, in addition to their usual commitments, the team has been involved in repainting of the entrance gates and railings at Larghan Park, scraping back mud and cleaning the mono-block at the Playpark, removing graffiti from lamp posts at the Skate Park and painting bollards in the town square.

 Hoarder

In partnership with the Fire and Rescue Service and other Safer Communities staff, an elderly man was found to have let his private house and garden fall into significant disrepair due to his hoarding behaviour. This was having a significant effect on his neighbours due to rat infestation and overgrowing plans and vegetation. Over a period of weeks, the Unpaid Work Manager and Supervisors engaged with this man, gained his trust, got permission to clear the garden including an unsafe garage which had partially collapsed and arranged access for the Environment Service to tackle the vermin. This had a significant impact not only for the elderly man and his mental wellbeing but that of his surrounding neighbours.

 Muthilll Primary School

Muthill was one of the many schools supported by the UPW team where they renewed the timber cross of the Pergola and later in the year replaced the wood in the raised beds.

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 Kippen House Care Home in Dunning

Renovation of the old tennis courts and created a garden of raised beds for residents and was a job which attracted significant local press coverage.

 Forteviot Bowling Club

Painting of the wooden interior and exterior of Forteviot Bowling Club which has ensured the maintenance of this historic wooden building. Again this was an activity which attracted positive local press coverage.

 Killiecrankie Battlefield

The supporters of Killiecrankie Battlefield have actively raised their profile and the UPW team were involved on a number of occasions assisting to clear the site, erecting tents and a Zip-wire in preparation for their Open Day. This activity did a great deal to ensure the success of the event which the supporters now plan to hold annually.

 St Fillans Whisky Barrels

The UPW team uplifted six whisky barrel flower planters, transported them to Westbank House where they renovated and repainted before being returned and reinstalled in St Fillans. This work is possible due to the team’s access to a large and well stocked Workshop at Westbank which allows for such activities as well as affording great opportunities for clients to learn new skills.

 Dunkeld Football Club

The UPW team cut back vegetation and cleared blocked ditches to improve the drainage for the football pitch. Many sports clubs have had their playing surfaces improved through this type of intervention by the team which in part is due to recognition of their work from positive publicity but also local ‘word of mouth’ by people in the community.

 Blair Atholl tennis Club

Following the renovation of the Vale of Atholl Football Pavilion last year, the team received a referral asking them to clean the tennis courts at Blair Atholl Tennis Club. The team had just applied for and received funding from the Community Safety Partnership to buy two new Power washers. These were therefore utilised for this purpose and have proved invaluable in a number of other related activities and for broadening out the scope of the work the team can accept.

Multi Agency Working

The UPW team also plays an important part in the problem solving approach which has been adopted by the Safer Communities Team in Perth and Kinross which has been employed in a number of situations. For example:

 Anti-Social Behaviour

Page 158 of 210 A council tenant was causing significant disruption for neighbours and was themselves in need of considerable support due to their mental health issues. They kept unsociable hours and the Police and Ambulance Service were regularly called to the address causing disturbance for neighbours as well as multiple complaints. Along with Housing colleagues, the Safer Communities Team developed a multi- agency approach to address the immediate concerns and demonstrate that the complainants were being listened to and action was being taken. The contribution of the UPW team in this plan included the following activities:

 Cleared rubbish bags from and secured a garden shed as the tenant was not physically able to do this and the smell was impacting on their neighbours.  Cut the grass and removed weeds from the garden as the tenant again was not physically able and their ability was compounded due to regular hospitalisation. Again this had an impact on neighbouring properties.  Due to the tenants deteriorating health and complex needs, their accommodation was deemed unsuitable and they were subsequently moved to more appropriate accommodation which was decorated by the UPW team. If collaborative action had not been taken then the resident was at risk of losing their tenancy and the cost to services, the resident and neighbours would have had a significant impact both financially and psychologically.

The work carried out by the team has an immediate impact allowing those who have committed offences to visibly demonstrate their reparation to the community in a variety of activities and for Council Officers to evidence that CPOs are an effective disposal compared to other alternatives. It is therefore important that every effort is made to generate publicity around the work of the UPW team which leads to the procurement of further projects and promotes the value of ‘payback’ to the community.

Quotes from people on CPOs and beneficiaries about the impact of the unpaid work on them and/or the community. Comments and quotes from recipients of the work of the Unpaid work Team:

“I just wanted to pass on my thanks for the stellar job done in removing the huge hedge at Kettins. Both tenants concerned have passed on their thanks and said how hard the men worked, (Project Officer) also kept me regularly updated on their progress. Please pass on my thanks to all concerned for a job very well done. (Kettins Community Council)”

“I would like to say a great big thank you to all who helped over the last few weeks n clearing up my garden, the work you have done is a great help to me as due to my continuing ill-health I am unable to do this myself. Greatly appreciated and lifted my spirits and faith in the human race. Any time you are all free you are welcome to come back – Keep up the Good Work.” (Elderly Resident)

“The Community Payback Team could not have been more helpful. We are extremely grateful to them for carrying out this work for us to enable the Message in a Bottle Scheme to be restocked without delay.” (Project Manager, Perth and Kinross Healthy Communities)

Page 159 of 210 “The above named registered disabled lady has asked me to write to you on her behalf to say a very big thank you to the whole Unpaid Work team. During the weekend, despite heavy showers of rain, the team under the supervision of Fraser constructed a slab patio to the rear of her Council house and laid about a ton of gravel to her drive and lawn perimeter…….this is a job that has been needing done for 20 years and now provides her with safe access to her garden……The excellent work of the team is making a huge difference not only to her quality of life but to the overall appearance of her whole garden…….well done to everyone involved and pass on…. [her] ….very grateful thanks to everyone involved in this worthwhile project.” (Befriender of the recipient)

“Please convey our thanks to the team/s that came out to Balbeggie Primary School. They have done a fantastic job painting our equipment and sheds. Your help and (Project Supervisor’s) help making it all possible is also much appreciated. Regards,” (School Staff, Balbeggie Primary School)

“I just wanted to say a big thank you for all your help with the above house painting and move. (Service Manager, Education and Children’s Services)

“The work in Blairgowrie is now finished. Please thank everyone- especially C & S for their help. Everything has been carried out to a very high standard and C has kept me up to date with how things were going. You may not know but Blair in Bloom, in common with many other groups, is manned by seniors - mostly women, so the help we get from your group is invaluable. Thanks again.” (Blair in Bloom Group)

“It was good to meet up in October and put a face to the name. Could you convey my and the thanks of the Congregational Board to [Project officer’s name removed] and his team for the sterling work done in the Church garden, much appreciated. The painter did an excellent job on the cross it is looking really good. Regards,” (Kinross Parish, Church of Scotland)

“Could you please pass on to your team our thanks for all their wonderful work in Wallace Park, Glenfarg. The wall makes such a difference to the appearance of the park, and the new semi-circular bed means that the tree, which was due to be felled, has now been saved. We will be doing some planting in this area to make it a special feature. The children in Glenfarg have been very excited to see the return of the animals and their new, bright colours. I’m enclosing a photo of the winner of the colouring competition, whose colours were chosen. It will be in the June edition of our newsletter, along with an article about how the work was carried out. Sorry that the animals filled up your workshop for so long. You need to get the guys some heating in there! Regards,” (Glenfarg Community Council)

Comments from clients in the Unpaid Work Team:

Each client completes a feedback questionnaire before they leave the UPW team and the comments from them are consistently positive with a satisfaction rate of over 90 percent. A selection of those comments about what they liked most about unpaid work are as follows:

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“It does make me not want to offend as I don't want to come back” “It got me out again and made realise how much I missed work. Built up my confidence” “Just make me think first. I don't like being here as it takes away from my work and “more importantly time with my son” “Giving me structure to the days I worked. “I got the opportunity to learn new skills and be taught skills I wouldn't normally have the chance to” “Satisfaction in doing something for other people more vulnerable” “Jobs that I could see value to the community. Doing an elderly persons overgrown garden” “It is beneficial for the Community. Some of the work was very useful to improve the environment” “I have enjoyed doing UPW and have seen some helpful benefits to myself and the community” “Helping other people” Having a sense of purpose again and the company” “Giving back to community” “Doing worthwhile work for the needy” “Being able to do many different types of jobs and being involved in a learning process at the same time”

Types of "other activity" carried out as part of the unpaid work or other activity requirement. Perth and Kinross has endeavoured to adopt an approach which improves the all- round health and wellbeing of individuals through education and working in partnership with other organisations. This was piloted through the “Onside” Project which was developed as a pilot in partnership with the St Johnstone Community Trust and took place at McDairmid Park. It combined elements of vocational training with physical exercise with a qualified Coach. The clients were awarded ‘hours’ under the ‘other activities’ arrangement for the training element of the programme but in turn were expected to demonstrate their commitment by voluntarily taking part in the exercise programme of the project.

The project topics were designed to satisfy the project outcomes and to help maximise the participant’s future employability prospects and were grouped as follows:

Improve Health and Wellbeing and Social Inclusion

 Home Fire Awareness Workshop (education around the fire risks within the home which recognised the sometimes chaotic lives of the participants)  First Aid and training on the basics of Cardiopulmonary Resuscitation (CPR) and life support.

Improve Employability Prospects

 Education and overview of the current labour market.  How to build a Curriculum Vitae.  How to conduct internet Job searches.  Proactive and different methods in job searching.

Page 161 of 210  Top ten interview questions and appropriate answers.  Initial impact and presentation at job interviews.  Role played interview sessions.  The Royal Society for the Prevention of Accidents (RoSPA) Approved Basic Manual Handling Course.  RoSPA Approved: Food Safety and Hygiene for Catering Level 2 Course.  Health and Safety in the Workplace Level 2 Course

The pilot is currently being evaluated however, it is worth noting that three of the participants passed all three of the modules. Another two participants achieved their Manual Handling Certificates while another was awarded the Food Safety and Hygiene Certificate.

On-side Participants Feedback

J said: “I have thoroughly enjoyed going to McDiarmid Park every Friday for the past few weeks. To gain a positive from what started out as a very negative experience in needing to go to court and getting 250hrs community service is not something I ever imagined would have happened. I have gained vital qualifications which we can add to our CV and hopefully help towards finding future employment. I have also gained great knowledge in interview techniques and how to job search which I haven’t done before.”

“The physical activity at the end of each session was a bit of a struggle for me at times, as my fitness level has slumped since I was out of work. Josh was always really encouraging in helping me through it.”

“Everyone involved has been non-judgemental and encouraging, which has helped me realise that life goes on and past mistakes need not put an end to a promising future.”

P said: “I have learned new skills. I enjoyed it. It has given me confidence. I have met new people and friends. I’m glad I was chosen for this. I have gained qualifications. It has reintroduced me to playing sport...[and]…I’m sorry it has finished.”

Activities carried out to consult prescribed persons and organisations, pursuant to section 227ZL of the 1995 Act, and wider communities on the nature of unpaid work and other activities and how the consultation results helped determine which projects were undertaken. As the UPW team is part of the wider Community Safety Service in Perth and Kinross and sits alongside not only criminal justice social work but the Safer Communities Team. Presentations to illustrate the diversity of the service and promote the work have been delivered to a variety of community groups and organisations such as:

 Community Councils.  Rotary Clubs.  Charitable Organisations.  Tenants and Residents Committees.  Council Committees.  Community Groups.

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A Communication Strategy was developed by the service and provides a structure for marketing the capability and capacity of the Unpaid Work Team. A weekly update is provided to the Council’s Communications Team and ‘word of mouth’ recommendation is encouraged particularly through our elected members and community councillors. Promotion is also carried out through the local press following satisfied customer feedback. This year there has been a significant increase in the promotion and marketing of the work of the UPW team through Social Media, i.e. Facebook, Twitter and Community Watch (web-based community information service). Wherever possible, local elected members are invited to take part thereby ensuring they are fully aware of the contribution the team makes to the communities within and the positive impact on the lives of the citizens in Perth and Kinross.

This year the Safer Communities Team Annual Performance Report also reflected the work of the UPW team and how it is now intrinsically linked to the broader activity of community safety and the improved health and wellbeing of the people of Perth and Kinross.

The UPW team is also well integrated into the Community Planning Partnership process and regarded as a valuable resource in supporting local communities throughout Perth and Kinross. The team and partners widely consult with residents and other stakeholders through such activities including:

 Customer Satisfaction Survey – “Street a Week” (where Community Wardens pick an area and visit households to establish any problems that they are experiencing).  Liaison with Elected members.  Liaison with Community Councils.  Partnerships with charities such as Beautiful Perth, People with a Mission, Giraffe, In Bloom Groups etc.

These engagement activities help to inform the work of the partnership and have enabled the UPW team to collaborate on multi-agency activity at an operational level. Additionally, the increased profile of the work of the team has seen a significant rise in demand for their services and staff closely monitor these trends. It appears that the most effective form of marketing is ‘word of mouth’ from people and organisations in the same networks, e.g. schools, football clubs, village halls, Housing officers, Community Councils etc.

The work of the team also continues to be marketed through the various partnerships and projects involving the Safer Communities Team which include:

 Safer Communities Partnership.  Adult Support and Protection Committee.  Child Protection Committee.  Public Protection Co-ordinators Group.  Community Justice Partnership.  Community Safety Partnership.  Violence Against Women and Girls Partnership.

There are a number of agencies involved in these partnerships who address cross cutting themes of safety and vulnerability through education and collaboration. The

Page 163 of 210 partnerships have a myriad of relevant partners and in the main for the UPW team is has included collaboration with the following:

 Police Scotland.  Scottish Fire and Rescue Service.  NHS Tayside.  Integrated Joint Board.  Victim Support.  Barnardos.  Perthshire Women’s Aid.  Rape and Sexual Abuse Centre (RASAC).

Use by the courts of CPO requirements other than unpaid work, for example what, and in what way, different requirements are being used for those whose offending is driven by drug, alcohol and mental health issues; or how requirements such as programme or conduct are being used to address offending behaviour. The Courts use of Supervision Requirements has increased since 2015/16 from 200 to 219 and reflects the trend where there has been an increase in the number of requested Criminal Justice Social Work Reports (CJSWR). In particular, this has been evident where the risk assessment has identified the person to have a medium or high level of risk and criminogenic needs. Supervision of clients on CPOs utilises the accredited Level of Service Case Management Inventory (LSCMI) tool as the basis for this assessment to develop a case management plan. The plan is subject to regular review by a designated Reviewing Officer, the post being established within existing resources to ensure appropriate scrutiny and progress is made by those on CPOs.

Programme Requirements:

The Positive Relationships Programme has been running since 2013 and is a direct response to the growing number of general CPO clients disclosing or evidencing difficulties in managing intimate relationships. This is not focused directly on domestic offences but covers issues such as communication, jealousy, male socialisation and use of power and control which can lead to poor or even abusive relationships. In those cases where there is an explicit need in relation to domestic abuse or violence this work is currently carried out on an individual basis with social workers.

The Drink Driving Group is an 8 week group work programme for people convicted of drink driving offences. Topics covered include, the impact of disqualification, alcohol and driving skills, problem solving, decision making, risk taking behaviours, alternative thinking strategies and victim impact/awareness.

Moving Forward, Making Changes was implemented in 2014 and replaces the Community Sex Offender Groupwork Programme. This is being successfully delivered as a Programme Requirement in conjunction with the Tay Project (Dundee Criminal Justice Social Work). Client suitability for this programme is determined at the CJSWR stage and is a needs-led assessment which is informed by accredited risk assessment tools, Stable & Acute 07 (SA07) which is specifically used for those who have committed sexual offences and LSCMI. These assessments are conducted jointly with the Tay Project.

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Conduct Requirements: There has been a steady increase in the use of Conduct Requirements which have been requested by criminal justice social workers particularly in relation to managing those convicted of sexual offences. Conduct requirements now mirror Throughcare Licence Conditions ensuring such clients can be managed on a multi-agency basis through the Multi-Agency Public Protection Arrangements (MAPPA). For example, Conduct Requirements ensure that such clients have to allow Police Scotland as well as Council Officers from the Public Protection Team access to their internet devices. This is in order that appropriate checks can be undertaken on this equipment to ensure there is no further offending or breach of their specified conditions.

Any issues affecting access to services which are provided by other partners (e.g. drug and alcohol services) and, where such issues have been identified, what work is underway to resolve them.

No issues identified.

Any other relevant information. This might include details of work which is carried out with people on CPOs to address their offending behaviour but which does not fall into the category of a specific requirement. Women’s Centre – One-stop Women’s Learning Service (OWLS)

OWLS has been operating since February 2013 and was developed in response to a recommendation in the report from the Commission on Women Offenders. The work at the centre involves both individual appointments with services and group work programmes which are co-produced with the women. The women are instrumental in the planning and preparation of work activities as well as the daily running of the centre. The 8 March 2016 (International Women’s Day) saw the official opening of the women’s centre and it continues to thrive and develop its remit evidenced by the women’s active involvement in the management group for the centre.

Some OWLS women took part in the consultation from Scottish Government regarding the commissioning of Community based Hubs for women in Scotland who were serving custodial sentences. They have also contributed to and promoted gender specific activities such as ‘Reclaim the Night’ march which took place in Perth. The women are also involved in the ‘Women Of the World’ (WOW) festival to be held for the first time in Scotland in October 2017. We have had women representing OWLS at both a local and national level with third sector organisations and local charities, e.g. the Soroptomists Conference. They have also donated not only their time but materials for charities, e.g. creating knitted squares for the Sue Hope Foundation which supports The Fistula Foundation and women across the world.

The centre is flexible in its opening times and as per the women’s request, it is staffed equitably by statutory, third sector and trained peer mentors. The centre time table includes offence focused group work, social activities and learning sessions on specified topics and individual interventions to address gender specific issues. The centre provides drop-in services and one to one appointments from a range of partners including RASAC, Barnardo’s, Citizens Advice Bureau, Churches Action for the Homeless (CATH) and NHS.

Page 165 of 210 Other resources are utilised including Counselling, Mindfulness, and Alternative Therapies which have been beneficial in creating a person centred approach within the context of a multi-disciplinary setting. Through partnership it has expanded into a needs led service for females who address their offending behaviour while recognising and addressing the underlying debilitating issues in their often initially chaotic lifestyles.

Counselling

Counselling Therapy continues to be provided within the Public Protection Team from a qualified Counsellor thus enabling a smoother transition for clients who wish to engage with counselling either during or after addressing their offending behaviour. This therapeutic work is based on a collaborative pluralistic practice framework and encompasses a number of therapeutic models including Person Centred, Psychodynamic, Cognitive Behavioural, Compassion Focused, Solution Focused and Narrative Therapies and within the context of a Mindfulness approach. This counselling service continues to afford fast tracked counselling to eight clients per week offering a minimum of eight sessions and extended if required for complex and multi-faceted issues, e.g. those experiencing trauma.

This service continues to be an essential component within the Public Protection Team as, in some cases, it is not possible for clients to access mental health services. This is either due to waiting times or their diagnosis which does not meet the NHS criteria for treatment.

Client feedback is sought through reviews of the Counsellors practice to ensure efficacy of this work. One of the questions asked is “Do you think that you are benefiting from counselling, what’s working and what’s not working?” Below are four examples of client feedback:

“The counselling is helping me deal with general tension and particular anxieties arising from my offence and other sources. Mindfulness work is very helpful dealing with general worry and is helping to bring about new, more optimistic views. It’s difficult to think of any negatives, sorry.”

“I feel as though I have benefited from counselling. I am not a very open person but counselling has helped me to open up about things that are playing on my mind which has helped me.”

“Counselling benefited me. At the start of it I had not long started methadone script and was doing community service. Counselling with Radley, gave me strength and confidence to keep persevering, also it helped me view the difficulties of childhood etc. in a different way and revealed to me that a lot of these unresolved issues were in part a cause to my spiral into drugs and criminal behaviour. At this time I have been clean of drugs for a year and have stopped methadone. I am a lot calmer and focused now.”

“I did benefit from Counselling. It supported me from a place where I wanted to throw myself off a bridge to a place where I feel more hopeful. Being able to talk about anything, look at problems and find ways to solve them, deal with them.’ Feedback continues to be extremely positive, clients reporting that they feel more able, have greater understanding of their behaviours, actions and developing better ways of coping.”

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Right Track (Structured Deferred Sentence)

The success of the UPW team in Perth and Kinross has led to the broadening of the definition of unpaid work to include those who attend “Right Track” which is a Structured Deferred Sentence for 18 to 26 year olds. The idea was that they would deliver unpaid work activity for community projects on a voluntary basis. The programme was increased from 3 months to 6 months to give young people the opportunity to engage in unpaid work as preparation for potential future CPOs. In the previous reporting year, 39 young people have gone through this process. The specific activity has included graffiti removal, litter picking and gardening for Giraffe. The Co-ordinator reports the hours ‘volunteered’ by clients to the Sheriff which has a two-fold benefit as it allows the Sheriff to consider UPW as a sentencing option and give consideration to a reduction in future hours if a CPO is imposed. The experience gained by these young people subject to Right Track also makes it more likely they will be able to cope with the demands of UPW once they have been sentenced. It is also noted that the young people who have experienced this approach, have gained a sense of achievement and notable pride in their work activities.

COMPLETED BY: Nicola Rogerson

DATE: 23 October 2017

CONTACT FOR QUERIES ABOUT THE REPORT

Name: Nicola Rogerson

E-mail: [email protected]

Telephone: 01738 444244

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Page 168 of 210 10

PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

Make a Stand – Domestic Abuse Pledge

Report by Executive Director (Housing and Environment) (18/257)

PURPOSE OF REPORT

The ‘Make a Stand’ pledge was introduced by the Chartered Institute of Housing in partnership with Women’s Aid and the Domestic Abuse Housing Alliance. Its purpose is to encourage housing organisations to make a commitment to support people experiencing domestic abuse.

The purpose of this report is to seek Committee’s approval to sign up to the Pledge and promote our commitment and participation via our website, social media channels and other appropriate platforms.

1. BACKGROUND / MAIN ISSUES

1.1 The Make a Stand pledge (the Pledge) has been developed by the Chartered Institute of Housing in partnership with Women’s Aid and the Domestic Abuse Housing Alliance. It was created to encourage housing organisations to make a commitment to support people experiencing domestic abuse.

1.2 Domestic abuse is one of the biggest issues in society today. The true scale of the problem is difficult to determine because a large proportion of domestic abuse goes unreported. In 2017/18, the Housing Service received 80 homeless presentations (8% of total presentations) from households experiencing domestic abuse. Despite a reduction in presentations from previous years, the Service remains committed to preventing homelessness arising from domestic abuse and responding sensitively and appropriately when it does occur.

1.3 Preventing and resolving homelessness and its impact on individuals, families and children supports the delivery of the Fairer Futures recommendations and themes, particularly “People, Place and Equality and “A Strong Start”

1.4 To help support the service achieve this aim, it is proposed that the Council signs up to the Pledge, which includes four focused commitments, to intervene early in cases to prevent homelessness, where possible, and provide support for people experiencing domestic abuse.

Page 169 of 210 2. PROPOSALS

2.1 Perth and Kinross Council has well established arrangements with partner organisations to support people (men and women) affected by domestic abuse. By signing up to the Pledge, the Service must comply with four focussed commitments. We are confident that we meet the requirements of each of the commitments as detailed below:

 Put in place and embed a policy to support residents who are affected by domestic abuse

Current activity includes:

 The Common Allocations Policy prioritises applicants experiencing domestic abuse through the Strategic Need group, enabling a planned move to safe accommodation where possible.  Housing is a key partner on the Violence Against Women Partnership.  A Protocol/Joint Working Agreement is in place with Perthshire Women’s Aid.  Staff Training – all Housing staff have received awareness or more in- depth training on domestic abuse. Support Officers have enhanced training to support people affected by domestic abuse.  An annual questionnaire for staff helps to identify gaps in service provision or training needs.  Partnership working – Cedar Project which helps children affected by domestic abuse and to continue.  Working closely with a range of partners, including Register Social Landlords

 Make information about national and local domestic abuse support services available on your website and in other appropriate places so that they are easily accessible for residents and staff

Current activity includes:

 The PKC website has a page dedicated to domestic abuse  Leaflets are widely available in central and locality based offices and in interview rooms etc.  The online Housing Options Self-Assessment portal has information about support services.  Domestic abuse is discussed with relevant staff during case reviews and supervision.  A weekly housing advice surgery is held at Women’s Aid.  Regular joint Team Meetings are held between Housing and Women’s Aid staff.

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 Put in place a HR Policy, or amend an existing Policy, to support members of staff who may be experiencing domestic abuse

Current activity includes:

 The Council has an Occupational Health Policy which focusses on support and assistance for staff members experiencing personal issues. This could, however, be enhanced to include specific information on domestic abuse.

 Appoint a champion at senior level in your organisation to own the activity you are doing to support people experiencing domestic abuse

Current activity includes:

 The Convenor, Housing and Communities, is a champion in this area due to his work in promoting safe, secure and affordable housing, his equalities role and membership of the COSLA Community Wellbeing board.  The Head of Housing and Service Manager support and promote work in this area through participation in various working groups and committees including the Violence Against Women Partnership, Multi Agency Risk Assessment Conference (MARAC), Child and Adult Protection Committee etc.  The Head of Housing and Service Manager have responsibility for overseeing the actions and activities outlined previously.

2.2 By signing up to the Pledge, the Council will receive recognition as an organisation that is committed to tackling domestic abuse and supporting victims. Various resources and materials will be provided to promote this, including electronic resources that can be used on our website and social media channels.

2.3 The sign-up process involves an online application via the Chartered Institute of Housing website.

2.4 To date, Fife Council is the only Scottish Local Authority to have signed up to the Pledge.

2.5 In order to further improve our approach to addressing and responding to Domestic Abuse we will:

 review our communications plan and identify further ways to raise awareness of the impact of domestic abuse, through the full range of resources provided through participation in the Pledge,  strengthen our partnership working with Registered Social Landlords to ensure a consistent approach for all tenants,  review the Occupational Health Policy to include specific information on domestic abuse.

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3. CONCLUSION AND RECOMMENDATION(S)

3.1 Perth and Kinross Council is already fully committed to working with partners to tackle domestic abuse and support victims. It is recognised that suitable housing can provide safety and security and alleviate the impact of domestic abuse.

3.2 The Housing and Communities Committee is asked to :

1. Approves that Perth and Kinross Council signs up to the ‘Make a Stand’ Pledge. 2. Note the work currently underway to support people experiencing domestic abuse. 3. Support further enhancements to our approach to addressing and responding to domestic abuse as detailed in section 2.5 of this report.

Author Name Designation Contact Details

Elaine Ritchie Service Manager Tel. 01738 474556

Approved Name Designation Date

Barbara Renton Executive Director 23rd July 2018 (Housing and Environment)

Page 172 of 210 ANNEX

1. IMPLICATIONS, ASSESSMENTS, CONSULTATION AND COMMUNICATION

Strategic Implications Yes / None Community Plan / Single Outcome Agreement None Corporate Plan None 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 Yes Communication Communications Plan Yes

1. Strategic Implications

Community Plan/Single Outcome Agreement

1.1 This report supports the following outcomes of the Perth and Kinross Community Plan/Single Outcome Agreement in terms of the following priorities:

(i) Giving every child the best start in life (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive and sustainable economy (iv) Supporting people to lead independent, healthy and active lives (v) Creating a safe and sustainable place for future generations

Corporate Plan

1.2 This report supports the achievement of the Council’s Corporate Plan Priorities:

(i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations.

Page 173 of 210 2. Resource Implications

Financial

2.1 There are no financial implications associated with this report.

Workforce

2.2 There are no workforce implications associated with this report.

Asset Management (land, property, IT)

2.3 There are no asset management implications associated with this report.

3. Assessments

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.

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

3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals.

This report has been considered under the Act and no action is required as the Act does not apply to the matters presented in this report.

Sustainability

3.3 There are no issues in the report in respect of sustainability.

Legal and Governance

3.4 The report contains no issues which would have a legal or governance impact on the Council.

Risk

3.6 There are no issues of risk arising from the recommendations of this report.

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Internal

4.1 Housing staff and colleagues in Human Resources have been consulted on the actions and recommendations within this report.

External

4.2 Perthshire Women’s Aid has been consulted on the actions and recommendations within this report.

4.3 The Tenant Committee Report Panel was consulted on this report and they commented that “this paper demonstrates a multi-agency approach and it is good to see an increased awareness and support for tenants.”

5. Communication

5.1 A detailed communication plan will be developed to raise awareness and promote Perth & Kinross Council’s participation in “Make the Stand” pledge.

2. BACKGROUND PAPERS

No background papers were relied upon during the preparation of this report.

3. APPENDICES

Appendix 1 – Make a Stand – The Pledge.

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About the Make a Stand pledge The Make a Stand pledge has been developed by the Chartered Institute of Housing in partnership with Women’s Aid and the Domestic Abuse Housing Alliance. It was created to encourage housing organisations to make a commitment to support people experiencing domestic abuse.

Domestic abuse is one of the biggest issues in society today. The true scale of the problem is difficult to determine because a large proportion of domestic abuse goes becomes CIH president in 2018/19 he will unreported, but studies suggest many continue to support the same cause. millions of people are affected every year. This pledge gives housing organisations the Tragically, two women are killed every week opportunity to sign up to make four focused by their partner or ex-partner. commitments to provide support for people experiencing domestic abuse. So where do you come in? It is a way for you to publicly commit to The answer is simple; everyone lives in a take action to support victims of domestic home and housing organisations provide abuse. Once you have done so the onus and maintain homes for millions of people. is on you to ensure that you complete the A home should provide safety and security, commitments and we will supply information but for many people home is anything but to support this. safe because they are one of many victims of domestic abuse across the UK. We expect organisations to have completed these actions by September 2019, when Jim In 2017, Chartered Institute of Housing Strang’s presidency will come to an end. president Alison Inman chose to raise awareness of domestic abuse and support If you have already delivered the Women’s Aid. Vice president Jim Strang commitments then you can still sign the subsequently announced that when he pledge.

Page 177 of 210 The pledge By signing up to the Make a Stand pledge you are committing to make sure your organisation does the following by September 2019:

Put in place and Make information embed a policy to about national and local support residents domestic abuse support who are affected by services available on domestic abuse your website and in other appropriate places so that they are easily accessible for residents and staff

Put in place a Appoint a champion HR policy, or amend at a senior level in an existing policy, to your organisation to support members of staff own the activity you are who may be experiencing doing to support people domestic abuse experiencing domestic abuse

Page 178 of 210 How can I sign up? Promoting your pledge You can sign up to the pledge by filling in We want to encourage as many housing our simple online form which is available organisations to sign up to the Make a here. Stand pledge as possible. That’s why we’re asking people who sign up to promote the We will contact you to check some details fact they have made the pledge. and you will then receive a support pack to help you meet the pledge commitments. Our form allows you to confirm whether you are happy for us to add your You will also receive your pledge certificate organisation to the official list of signatories. and some other items to help you promote the fact you have signed the pledge and And when you make your pledge we would demonstrated your commitment to encourage you to publicise it on your Make a Stand against domestic abuse. website, in social media or any other way that you can.

We have developed some materials to help you do this – including a pledge banner that you can post on your website and What next? social media and in your email signature. Once you have signed the pledge the You will receive these once you sign the onus is on you to make sure that you take pledge. action which reflects the commitments When you are promoting that you have you have made. signed the pledge on social media we would encourage you to use the officialMake a Stand hashtag which is For more information about the #makeastand Make a Stand pledge visit cih.org/makeastand or email [email protected]

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PERTH AND KINROSS COUNCIL

Housing and Communities Committee

22 August 2018

Gypsy/Traveller Strategy 2018-21

Report by Executive Director (Housing and Environment) (18/258)

PURPOSE OF REPORT

This report seeks approval for a revised Gypsy/Traveller Strategy 2018-21.

1. BACKGROUND / MAIN ISSUES

1.1 A final report on the previous Gypsy/Traveller Strategy for Perth and Kinross (2013-18) was approved by the Perth & Kinross Council Housing and Communities Committee on 16 May 2018 (Report No 18/162 refers), and the Community Planning Partnership Executive Officer Group on 1 June 2018.

1.2 Members requested that a revised Gypsy/Traveller Strategy be reported back to this Committee.

1.3 The Gypsy/Traveller Strategy (2018-21) was revised with input from officers across the Council and partner agencies at a Gypsy/Traveller Working Group and a Third Sector Engagement Group. Gypsy/Traveller community participation was invited through outreach surgeries, direct mail or online.

2. PROPOSALS

2.1 The revised Gypsy/Traveller Strategy (2018-21) is included in full as Appendix 1 of this report. However, some specific points should be noted.

2.1.1 The aims of the revised strategy are to continue:

- to ensure services provided to meet the needs of the Gypsy/Traveller community in Perth and Kinross are provided in a non-discriminatory way and take account of cultural requirements; - to plan to meet the future needs of Gypsy/Traveller community members in Perth and Kinross; - to involve Gypsy/Traveller community members in planning any future service developments which may be relevant to them; - to improve access to local services for the Gypsy/Traveller community in Perth and Kinross; - to raise awareness amongst staff in partner organisations and elected members of issues which impact on Gypsy/Travellers locally; - to promote positive images of Gypsy/Travellers in local media and to wider community where possible.

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2.1.2 The key themes remain unchanged from the previous Gypsy/Traveller Strategy (2013-18) but actions contained within it have been updated. The 5 key themes are:

(i) Site Provision (ii) Improving Access to Services and Advice on Employment and Health (iii) Anti-Discrimination Advice and Training (iv) Addressing Operational Issues at Bobbin Mill and Double Dykes (v) Community Engagement and Empowerment

2.1.3 Gypsy/Traveller community members were consulted on the themes and revised actions during July and August with opportunities to comment also made available online. The community participation discussions took place as part of the outreach surgeries led by PKAVS Bridging the Gap Project (at Double Dykes and in Kinross) as well as individual discussions with community members in Crieff, Auchterarer and Pitlochry. 27 responses were received and all were in agreement with the proposed themes and actions. 3 specific comments were received from community members relating to (i) the lack of a bus stop near the Gairney Bridge/Greenacres site in Kinross; (ii) a request for the provision of more information about events and (iii) a request for information on the themes and actions to be provided in Plain English. These issues will be responded to as the Action Plan is taken forward.

3. CONCLUSION AND RECOMMENDATION

3.1 This Strategy has been developed for a specific community of interest that may experience significant inequalities of outcome, with a view to reducing those inequalities.

3.2 It is recommended that the Committee:

(i) Approves the contents of this report (ii) Notes the revised Gypsy/Traveller Strategy (2018-21) outlined in Appendix 1 (iii) Agrees that the report is shared with the Community Planning Partnership for their approval (iv) Requests the Executive Director (Housing & Environment) brings an annual update on the Strategy’s progress to the Committee in August 2019

Author(s) Name Designation Contact Details

David McPhee Equalities Team Leader [email protected] Tel : 01738 475000

Approved Name Designation Date Barbara Renton Executive Director (Housing & 08.08.18 Environment)

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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) Yes Assessments Equality Impact Assessment Yes Strategic Environmental Assessment None Sustainability (community, economic, environmental) None Legal and Governance Yes Risk Yes Consultation Internal Yes External Yes Communication Communications Plan Yes

1. Strategic Implications

Community Plan / Single Outcome Agreement

1.1 This report supports all outcomes in the Community Plan:

(i) Giving every child the best start in life (ii) Developing educated, responsible and informed citizens (iii) Promoting a prosperous, inclusive and sustainable economy (iv) Supporting people to lead independent, healthy and active lives (v) Creating a safe and sustainable place for future generations

Corporate Plan

1.2 This report supports all outcomes in the Corporate Plan:

(i) Giving every child the best start in life; (ii) Developing educated, responsible and informed citizens; (iii) Promoting a prosperous, inclusive and sustainable economy; (iv) Supporting people to lead independent, healthy and active lives; and (v) Creating a safe and sustainable place for future generations.

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2. Resource Implications

Financial

2.1 There are no additional financial implications arising directly as a result of this report at this time. Ongoing work is managed within existing budgets and any new developments which arise in the future will be subject to budget approval as appropriate.

Workforce

2.2 There are no additional workforce implications arising directly as a result of this report at this time. Ongoing work is managed within existing officer workloads.

Asset Management (land, property, IT)

2.3 There are no additional Asset Management implications arising as a result of this report at this time. Any new proposed developments which arise in the future will be subject to the relevant approval process at that time.

3. Assessments

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.

This section should reflect that the proposals have been considered under the Corporate Equalities Impact Assessment process (EqIA) with the following outcome:

(i) Assessed as relevant and the following positive outcomes expected following implementation:

- provision of appropriate information and access to appropriate services - increased engagement with all members of the Gypsy/Traveller community regardless of gender - improved service for those taking account of their disability or age-related requirements as appropriate

Strategic Environmental Assessment

3.2 The Environmental Assessment (Scotland) Act 2005 places a duty on the Council to identify and assess the environmental consequences of its proposals.

The proposal recommended in this paper has been considered under the Act and the pre-screening has identified that the proposal will have no environmental effects, it is therefore exempt. The reason for concluding this is

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that the recommendation in this report will have no direct environmental effects.

Sustainability

3.3 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. In terms of the Climate Change Act, the Council has a general duty to demonstrate its commitment to sustainability and the community, environmental and economic impacts of its actions.

No steps are required to be taken in this area.

Legal and Governance

3.4 The Head of Legal and Governance has been consulted during the development of this Strategy.

Risk

3.5 Any risks associated with this Strategy will be mitigated by the monitoring and reporting procedures which have been put in place.

4. Consultation

Internal

4.1 This Strategy has been developed across services within the Council and all relevant Senior Management Teams have been consulted along with the Executive Officer Team and colleagues in the Community Planning Partnership.

External

4.2 This Strategy has been developed in partnership with key Community Planning Partners, NHS Tayside and Police Scotland and third sector organistions who contribute to the delivery of the strategy. Members of the Gypsy/Traveller community have also been invited to contribute to the process. The consultation was also made publicly available on the Council website.

5. Communication

5.1 Section 6 of the Strategy document outlines the process for managing, monitoring and reviewing it. This includes the communication process. Easy- read versions of the Strategy and an audio version were also made available during the consultation.

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2. BACKGROUND PAPERS

No other background papers were referred to in the preparation of this report.

3. APPENDICES

Appendix 1: The Gypsy/Traveller Strategy 2018-21.

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GYPSY/TRAVELLER STRATEGY FOR PERTH AND KINROSS

2018 – 2021

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Contents Page No.

1 Introduction 3

2 Aims 3

3 Welcome 4

4 Setting the Context 4

5 Key Themes 7

6 Arrangements for monitoring and reviewing 9

Appendix 1 – Services and Contact Information 11

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1 Introduction

Gypsy/Travellers have travelled through Perth and Kinross for centuries and many have, in more recent times, settled within the community as residents. They still retain their own cultures and customs and the Scottish Government continues to recognise Gypsy/Travellers as an ethnic group in its work and encourages others to do likewise.

The Scottish Government acknowledges that Gypsy/Traveller communities have specific requirements and require the same level of protection from discrimination and abuse in common with all of Scotland's minority ethnic communities. A judgement in relation to an employment tribunal (K. MacLennan vs Gypsy Traveller Education and Information Project) has set a precedent in this regard. It concluded that "Scottish Gypsy/Travellers" is a group which can be defined by reference to its ethnic origins and therefore can be afforded the protection offered by section 2(1)(d) of the Race Relations Act 1976.

The Community Empowerment 2015 Act places specific duties on Community Planning Partnerships (CPPs), the relevant local authority and community planning partners around locality planning. However, locality planning alone is unlikely to be enough to fulfil the duty on CPPs under section 5 of the 2015 Act, to act with a view to reducing inequalities of outcome which result from socio-economic disadvantage. The CPP should also fulfil this duty for those communities which are not neighbourhoods, where they experience disadvantage on outcomes. This includes communities of interest. The Scottish Government makes it clear that Gypsy/Travellers are a particularly discriminated against and marginalised community of interest.

Perth and Kinross seeks to continue the work from the original strategy put in place in 2013 to improve the situation for Gypsy/Travellers in this area having now reviewed and updated the strategy.

2 Aims – What we plan to do

The Aims of this document are to continue:

- to ensure services to meet the needs of the Gypsy/Traveller community in Perth and Kinross are provided in a non-discriminatory way and take account of cultural requirements;

- to plan to meet the future needs of Gypsy/Traveller community members in Perth and Kinross;

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- to involve Gypsy/Traveller community members in planning any future service developments which may be relevant to them;

- to improve access to local services for the Gypsy/Traveller community in Perth and Kinross;

- to raise awareness amongst staff in partner organisations and elected members of issues which impact on Gypsy/Travellers locally;

- to promote positive images of Gypsy/Travellers in local media and to the wider community where possible.

3 Welcome - Why have we written this document?

Perth and Kinross Community Planning partners have a vision of a confident and ambitious Perth and Kinross, to which everyone can contribute and in which all can share. Through our strategic objectives we aim to maximise the opportunities available to our citizens to achieve their potential.

This document has been written in conjunction with local Gypsy/Travellers , Community Planning and Third Sector Partners to enable Gypsy/Travellers to contribute, share and achieve their potential as a part of the local community. It reflects a renewed approach to community empowerment in Perth and Kinross through the level of ongoing engagement and consultation with the Gypsy/Traveller community. We recognise this is a very ambitious strategy to ensure good relationships between settled and Gypsy/Traveller communities while addressing the well evidenced inequalities and barriers Gypsy/Travellers have faced in the past and today.

The Strategy sets out to build upon relationships formed over recent years with Gypsy/Travellers. This document continues to bring together existing engagement and identified future work with the local Gypsy/Traveller community into one key document which ensures a more cohesive approach by all partners involved in service delivery and also provides the Gypsy/Traveller community with one source of information which will help manage expectations.

4 Setting the Context – Some background information for people who may not be familiar with Gypsy/Travellers in Perth and Kinross

4.1 Travelling Communities

It is important to understand that Travelling Communities in Scotland are not a single group. They are a diverse set of communities, with different histories, cultures, lifestyles, and ways of identifying themselves. Each community is made up of

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Page 192 of 210 GYPSY/TRAVELLER STRATEGY extensive family networks but these may have little or no connection with other Travelling Communities.

Scottish Travellers share many cultural features with European Roma communities, such as a belief in the importance of extended family bonds and family descent, a preference for self-employment, and a strong commitment to a nomadic lifestyle, even when full-time travelling may not be possible.

4.1.1 Scottish Gypsy/Travellers

Scottish Gypsy/Travellers is the term officially used by the Scottish Government to refer to an indigenous, nomadic ethnic minority whose history has been entwined with- but distinct from- that of the wider Scottish population for many centuries. The term Gypsy/Travellers should not be confused or used when referring to ‘Gypsy, Roma and Showpeople’ as these are separate travelling communities.

4.1.2 Showpeople

Showpeople are officially known as Occupational Travellers (currently this official label used for statistical purpose is being reviewed in Scotland). Scottish Showmen or travelling show and fairground families form the largest of these communities, and are mainly based in Glasgow. Scottish Showpeople are linked to Showmen across the UK, mainly through the Showmen’s Guild.

4.1.3 Travellers from other parts of Britain or from Europe.

(i) English, Welsh and Irish Travellers

Travellers from other parts of Britain often travel in Scotland. These include English Romanies or Romanichals, Welsh Kale, Irish Travellers and English Gypsies. English Gypsies from the north of England may be part of common communities with Scottish Travellers living in the Borders. Indeed, extended family networks have interlinked these communities to a large degree.

(ii) European Roma

There have been European Roma living in Britain for many years, such as the Coppersmiths and Hungarian Romanies in England. Since the early 1990s changing political situations, racism and violence in Eastern Europe have led to Roma families seeking refuge in Britain.

Roma families come from most of the new European Union member states. Each Roma group has its own history and cultural identity and maybe a distinctive language. Importantly, families will generally identify themselves first in national terms and then as Roma e.g. Slovak Roma or Romanian Roma.

There are also other types of Traveller, such as Occupational Travellers and New Age Travellers: distinct groups who do not regard themselves as Gypsies/Travellers.

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(Source of above info:- Step – Scottish Travellers Education Programme http://www.education.ed.ac.uk/step/index.php)

4.2 Gypsy/Travellers in Perth and Kinross

Perth and Kinross has traditionally been an area that Gypsy/Traveller community members have lived in or travelled through. However, in keeping with the situation nationally, exact figures are difficult to quantify, particularly if individuals live in mainstream housing or do not ‘identify’ themselves as Gypsy/Travellers for possible fear of discrimination. The Scottish Census figures for 2011 included “Gypsy/Traveller” as a classification for the first time and the results were released in September 2013. Nationally 4,212 people were recorded as such with the highest individual local authority population being 415 in Perth and Kinross.

Within Perth and Kinross, there are 2 established Gypsy/Traveller community sites which are the responsibility of the Council. One site, called Double Dykes, is on the edges of Perth City and the other, called Bobbin Mill, is in Pitlochry. Other areas such as Kinross, Blairgowrie, Luncarty and Crieff in particular, are known to be areas which are frequented by Gypsy/Traveller community members, either permanently (on private sites or in settled accommodation) or in temporary encampments whilst travelling through the area.

As members of society, Gypsy/Travellers are covered by all general legislation. We have a responsibility to provide services to all members of the community including those travelling through the area temporarily.

4.2.1 Council sites in Perth and Kinross

As mentioned above Perth & Kinross Council is directly responsible for 2 Gypsy/Traveller sites in Perth and Kinross providing a total of 26 units of chalet style accommodation. There are no temporary or short stay pitches on either of these sites. Both sites were significantly refurbished in recent years through grant funding accessed from the Scottish Government.

Both local authority sites will be managed to ensure compliance with the Improving Gypsy/Traveller Sites – National Guidance on Minimum Site Standards

(i) Double Dykes

Double Dykes is located on the north western boundary of the City of Perth and lies between the periphery of an industrial site and the River Almond.

Double Dykes was established as an official site in June 1982 and refurbished with a completion in 2008. Previously the site was used by Gypsy/Travellers for many generations and residents who used to use this land became the first tenants of the official site in 1982. Prior to refurbishment, the site was made up of hard standings with amenity units installed in the early 1990’s. These were designed to provide toilet facilities and washing/utility facilities for the residents.

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In conjunction with site residents, Perth & Kinross Council decided to modernise the site by using grant funding from the Scottish Government. 20 chalets were provided on site with the retention of the amenity units. Each chalet has 3 bedrooms, a separate dining room, gas central heating (which was formed as a further upgrade to existing provision in 2011) and each pitch has its own touring caravan space. There is a large amenity space at the rear of the site, which allows for children’s play activities and there is also a community facility where the children can attend nursery or schooling and both children and adults can receive health care and support from a variety of agencies.

(ii) Bobbin Mill

Bobbin Mill is located a short distance away from Pitlochry town centre in a private woodland area. Bobbin Mill has been in existence since 1947 and was set up as a Gypsy/Traveller housing project by the Scottish Office (Department of Health) and the Church of Scotland. The land was leased to the then County Council for a term of 99 years by Cluniemore Estates (now Pitlochry Estates). At that time the provision consisted of a former Army Training Cadet hut, which was converted to provide 4 one bedroomed apartments with a cold water supply, a fire and sink and toilet facilities.

In September 2010, 6 x three bedroomed chalet accommodation was provided for the residents. This was undertaken in conjunction with Pitlochry Estates and funding was accessed from the Scottish Government. The same family has lived on this site for many years which is very settled and fits well into the community structure. Any housing management issues are covered by the local Area Housing Office just a short distance away.

5. Key Themes – Proposed Actions – What We Plan to Do

The key themes remain unchanged from the previous Gypsy/Traveller Strategy (2013-18) but actions have been updated.

We asked community members what they thought of the actions within the themes outlined in this document during a series of community participation discussions as part of the outreach surgeries led by PKAVS Bridging the Gap Project – opportunities to comment were also made available online and via direct mail.

5.1 Key Theme - Site Provision

 We will revise our policy relating to Managing Temporary Encampments and will consider a Managed Stopping Sites process within that

 We will continue to consider the accommodation needs of Gypsy/Travellers

 We will make sure that community members are aware of the Planning guidance available to them via PAS (formerly known as Planning Aid

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Scotland) (https://www.pas.org.uk/news/recognition-of-unique- gypsytraveller-culture/ )

5.2 Key Theme - Improving Access to Services and Advice on Employment and Health

 We will update contact information with details of people in relevant services and make it available and accessible for members of the Gypsy/Traveller community staying in Perth and Kinross or travelling through the area

 We will continue to work closely with MECOPP Gypsy/Traveller Carers Project and respond to issues they raise on behalf of community members

 We will continue to work closely with the PKAVS Bridging the Gap Project (for older community members) and respond to issues they raise on behalf of community members

 We will work with parents, schools and community members to encourage continuing education in school and the community

 We will continue to work with community members to access adult and family learning, literacy and employability skills where required and support/signposting for interests/issues they have

 We will encourage the use of the Your Community PK website (https://yourcommunitypk.org/). This is a one-stop online resource from the Health and Social Care Partnership for information and things to do to support health and well-being in Perth and Kinross

5.3 Key Theme – Anti-Discrimination Advice and Training

 We will continue to arrange Gypsy/Traveller Cultural Awareness Raising training for staff with community members involved in training delivery

 We will continue to include specific ‘Out of Site’ training within the Show Racism the Red Card schools programme annually with community members trained by Article 12 involved in the session delivery

 We will continue to work closely with the Ethnic Minorities Law Centre and respond to issues they raise on behalf of community members

 We will promote other advice and support information which may be available for example through Welfare Rights, Perth Citizens Advice Bureau or the Equality Advisory Support Service (EASS) free helpline (https://www.equalityadvisoryservice.com/ )

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5.4 Key Theme - Addressing Operational Issues at Bobbin Mill and Double Dykes

 We will manage local authority sites at Bobbin Mill and Double Dykes in accordance with the Improving Gypsy/Traveller Sites – National Guidance on Minimum Site Standards

 We will support Double Dykes residents to re-establish a Tenants and Residents Group

5.5 Key Theme – Community Engagement and Empowerment

 We will continue to support community members to host an annual Wellbeing Mela involving Gypsy/Traveller and other communities in partnership with Third Sector partners PKAVS Bridging the Gap Project and MECOPP Gypsy/Travellers Carers Project

 We will continue to support community members to participate in groups which offer support to participate in community activities or events suitable to the locality in which they stay

 We will support the Bridging the Gap project and MECOPP to work with partner organisations to deliver outreach surgeries at permanent Gypsy/Traveller sites as agreed with site residents

 We will continue to work with the Rajpot Project in Pitlochry through their development. The project has a particular focus on cultural heritage, traditional art and history

6 Arrangements for managing, monitoring and reviewing the document – How we will make sure we tell community members we are doing what we said

This revised Strategy will be approved by both the Council (at its Housing and Communities Committee) and the Community Planning Partnership. The Convenor of Housing and Communities also chairs an Equalities Strategic Forum with a range of partner organisations represented. This forum offers an opportunity for group members to grow their collective understanding of equalities and the inequalities experienced by people in Perth and Kinross and influence a more inclusive and fair Perth and Kinross through developing shared strategic actions.

This revised Strategy will be monitored by a Gypsy/Traveller Working Group – the group brings together staff from across Council services and partner agencies who

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Page 197 of 210 GYPSY/TRAVELLER STRATEGY engage with Gypsy/Traveller community members on a regular basis through direct service delivery or by undertaking specific pieces of work.

We will invite community members to discuss issues relevant to the work of these groups through regular themed groups at outreach surgeries led by the PKAVS Bridging the Gap Project or MECOPP. It is important that people are kept informed of what is going on.

There will be quarterly reports on the progress of the document from the Gypsy/Traveller Working Group and annually to the Council’s Housing and Communities Committee and Community Planning Partnership. The reports will be in relation to the agreed Action Points outlined in Section 5.

We will always make a copy of the progress reports publically available to Gypsy/Traveller community members.

The following appendix shows what we will be providing to Gypsy/Traveller community members to help make it easier to find out about key services and how to contact them (the final version of this will be finalised by the Gypsy/Traveller Working Group and will be made available in different accessible formats).

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Appendix 1 Services and Contact Information for Gyps/Traveller Community Members – Who does what and how to contact them

Key Contacts for Information Services in Perth and Kinross which offer advice and support.

Contact the Council Perth & Kinross Council operates a Customer Service Centre providing you with a single point of contact to handle certain types of service enquiries and transactions.

The Customer Service Centre is open Monday to Friday from 8.00 am to 6.00 pm.

MyPKC

MyPKC is our customer portal and it is the fastest and easiest way to access online services including:

•Making a general enquiry online •Ordering a garden waste permit •Reporting a missed bin •Viewing your Council Tax account •Reporting a road fault •Reporting a Council housing repair

Alternatively:

 Phone: 01738 475000 (general enquiries) or 01738 476000 (Council Housing enquiries)  Email: [email protected]  Text: 07824 498145

British Sign Language

Please visit the BSL website if you require assistance.

NHS – Hospital Perth 01738 623311 Royal Infirmary

NHS – Doctors 01738 564261 After 5 p.m. 08454 242424

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NHS - Health checks - 01738 564261 Caravan visits

Prenatal care - Mother 01738 564241 and Baby

NHS – Dentist For advice - 01738 564261 or Broxden Dental Hospital 01738 450550 Emergency (after 5 p.m.) 08454 242424

Education - Information, 01738 475000 advice and help on;  Schools and nurseries Email - [email protected] available in Perth and Kinross http://www.pkc.gov.uk/educationandlearning  Enroling your child at school  School grants and benefits  Education at Home – [email protected] Parental responsibility for education.  Libraries 01738 444949 (AK Bell Library) http://www.pkc.gov.uk/libraries (for information about all libraries in the area)

Community Learning 01738 479335 Advice and support for adult literacy, IT and Email [email protected] the driving theory test

Support and advice - 01738 476049  Help to fill out forms  Services in Perth & Kinross  Information on housing  Benefits advice  Homelessness  Welfare rights

MECOPP – Support for 07943 727920 carers 0131 467 2994

PKAVS Bridging the Gap Support ethnic minority communities – People who are project aged over 50 in Perth & Kinross

Support Gypsy travellers communities – People who are aged over 50 in Perth & Kinross

Tel:01738 567076

Legal Advice - Citizens 01738 450580

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Advice Bureau Ethnic Minorities Law Centre 0141 204 2888 Equality Advisory Support Service (EASS) free helpline (https://www.equalityadvisoryservice.com/ )

Community Care – 0845 30 111 20 Access Team

Child Protection – Social Contact numbers for the OOHS - 0345 3011120 Work Child Protection Duty Line – 01738 476768

Planning (Development Contact: Management) [email protected]

Information Sources (for making an application and enforcement respectively): http://www.pkc.gov.uk/article/14990/Making-a-planning- application http://www.pkc.gov.uk/article/15035/Planning-Enforcement

Housing Housing Repairs Centre Tel: 0845 30 11 110 Email: [email protected]

Property Inspection Team (North Area) Frank Clayes, Property Inspector Direct Tel: 01250 871 314

Ian McGregor, Property Inspector Direct Tel: 01250 872 051

Pitlochry Area Housing Office Tel:(01796) 474625 Fax: (01796) 474226 Opening hours Monday to Friday: 8.45 am - 5.00 pm (closed for lunch 12.30 – 1.30 p.m.)

Double Dykes Site Manager: 01738 622821

Housing Options and Support Team are available 8:45 a.m. to 5.00 p.m. Monday to Friday (Pullar House Kinnoull Street Perth PH1 5GD)

Main Number 01738 476000 Email: [email protected]

In an emergency when offices are closed contact Greyfriars House 55 Princes Street Perth Freephone 0800 917 0718

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A1. Information about Key Services

The community members identified that information needs to be made clearer about services which we provide. We have amended this section around some key themes which emerged.

A1.1 Accommodation

This section provides information for Gypsy/Travellers who stay in Perth and Kinross either permanently (on local authority sites, private sites or in settled accommodation) or in temporary encampments whilst travelling through the area.

(i) Local Authority Site Management

At Double Dykes The site is now managed by a Housing Officer who is part of the Letham Area Housing Team and is onsite on a regular basis each week. In the Site Manager’s absence the residents liaise directly with the Letham Area Housing team.

On refurbishment of the site at Bobbin Mill, the residents wanted their accommodation to be known as the Bobbin Mill Chalet Project and opted for housing management to be undertaken by the Perth & Kinross North Area Housing Team.

Both sites have tenancy agreements which are based on the Scottish Secure Tenancy Agreement, the drafting of which was undertaken in consultation with residents.

There are no separate procedures for the management of our Gypsy Traveller sites as these are the same as for our other tenants.

(ii) Housing/Homelessness and Repairs

If Gypsy/Traveller community members have a housing issue they can access the same level of housing advice available to anyone else in the community. If someone is experiencing a housing problem it is important that they contact us as quickly as possible before the problem gets worse. If someone is homeless or threatened with homelessness depending on individual circumstances Perth & Kinross Council may be able to offer:

 Guidance and support relating to personal circumstances  Advice about alternative housing options  Information, advice and assistance on legal rights  Referrals, with individual permission, to agencies that may be able to stop someone becoming homeless  Emergency accommodation All Tenants have the right to have repairs carried out on their home. By law the Council, as landlord, must make sure that a

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tenant’s home is wind and water tight, and we have to maintain installations in a tenant’s home which supply gas, water, electricity and drainage. When someone reports a repair they will be told what category their repair is and how long they should have to wait. We will offer all tenants who report repairs an appointment for the work to be carried out, and whenever possible we will make arrangements which are best for them and suit our working schedules.

If someone needs a repair carried out in their home they should contact The Repairs Centre on 0845 30 11 110 between 8am and 6pm, Monday to Friday. If there is an emergency outwith those hours call the same number and the call will be picked up by the emergency repairs service.

Contact details for the Housing Options and Support Team and relevant local Housing Area Offices are noted in the contact section.

(iii) Future Accommodation Needs

The Council has undertaken research projects (in 2003, 2007 and 2011) with some input from the Gypsy/Traveller communities to help define their needs more specifically.

Research showed that there are 2 permanent Council owned sites, 3 privately owned sites providing pitch spaces (in the Kinross-shire area) and several temporary encampments have occurred each year across Perth and Kinross. The number of temporary encampments reflects a requirement for additional ‘short-stay’ sites. It is considered that overall Perth and Kinross has lost in the region of 40 temporary pitches over the last 15 years due to landowners selling or a change of use in the land. There is a requirement for more temporary pitches and sites to enable Gypsy/Travellers to move around, following their travelling lifestyle. The need for temporary encampments increases during the summer months, where the length of stay is typically around two or three weeks. Within the Local Development Plan it is stated that proposals for the development of temporary and permanent Gypsy/Traveller sites will be supported subject to meeting a number of outlined conditions.

The research has highlighted a lack of quality, and lack of access and provision of, private sites plus the loss of some private sites to Gypsy/Travellers as landowners moved toward higher density migrant worker encampments or holiday accommodation. It evidenced a lack of sites and facilities for seasonal travelling and temporary encampments in a range of locations across Perth and Kinross.

(iv) Transient Site Management

There is currently no permanent Gypsy/Traveller Liaison Officer (GTLO) post. As such it is the currently the joint responsibility of staff in Environmental Health and Housing teams to initiate early engagement with Gypsy/Travellers occupying a temporary encampment and thereafter, liaise with other relevant agencies and PKC contacts, although the role of the Environmental Health team in this management of these sites requires review. The Housing Officer responsible for Double Dykes Site

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Manager also acts as the temporary Gypsy/Traveller Liaison Officer (GTLO) for the Local Authority. On receiving notification of an encampnet a joint visit by officers from Environmental Health and Housing will be made; ideally this is carried out within 48 hours. Information will be provided to residents of any temporary encampments which will give details about how they can get support for their health, welfare and other advice if required. Advice will also be provided with regard to waste management, public health nuisance (that is any activity which is ‘injurious or dangerous to health’), dog control/welfare and avoiding damage to the environment. This advice is also covered in a leaflet which will be provided (Gypsy/Travellers – Temporary Encampments within Perth and Kinross) which includes information on temporary encampments and the Good Neighbour Guide to which we expect Gypsy/Travellers to adhere. Officers will provide details of local recycling or waste disposal facilities, check on arrangements they have made for water supply/toileting/refuse, including if necessary giving out black bags and generally advising on the standards that are expected.

Environmental Health and Housing will also work with the Police to support the management of these encampments in a manner compatible with the operational principles of safety, lawfulness, necessity, proportionality and common humanity.

Environmental Health may make further visits to the site in the event that public health nuisance is reported. If public health nuisances are witnessed action will be taken against those responsible and where necessary make contact with the landowner if that is not the Council.

A1.2 Health and Care

This section provides information for Gypsy/Travellers regarding health and care services which they may require.

(i) Community Care

This is the provision of social care to adults aged 16 and over. Social care services include care at home; social work support; access to care services; support to carers; Welfare Rights and Occupational Therapy services. The Access Team (detailed in the contact section) is the first point of contact for anyone who may need an assessment for these or any other adult care service. The Adult Social Work and Social Care Access team consists of social workers, social work assistants and occupational therapists. The team is the first point of contact for all adult referrals during normal working days from 8.45am-5pm. The aim of the team is to enable people to live well and as independently as possible. This may include an immediate response in crisis situations, statutory work, advice and sign posting to relevant agencies or allocating a worker to assess and support. The number for early intervention team and adult protection concerns is the same for out of hours 03453011120 or by email HCC-CC Access Team - Generic Email Account [email protected]

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We also work in partnership with organisations in the Third Sector including MECOPP Gypsy/Traveller Carers Project and PKAVS Bridging the Gap (for older community members).

(ii) Health

Reducing health inequalities is a core objective of the Scottish Government’s health policy (Equally Well 2008) which has recently focused on prioritising public health (wellbeing) and reducing the underlying determinants of poor health and enhancing prevention to tackle inequalities. As a result a key priority within Perth and Kinross is to address the health needs of Gypsy/ Travellers.

Within Perth and Kinross there has been close working between Health and Local authority for some considerable time when looking to engage with Gypsy/Travellers and this has proved successful in a number of areas. NHS Tayside are able to engage with any of these individuals either by adopting an open referral Nurse led service based within Perth or utilising community nursing staff who undertakes outreach. An example of this is having a dedicated Health Visitor with 10 hours per week to work closely with the local Gypsy /Traveller community.

The Community Health and Wellbeing Team (based in Drumhar Health Centre) have a range of services offered from Podiatry – Mondays and Fridays (am). Dentist – Wednesday and Fridays (pm). Harm reduction and needle exchange services offered daily at present, as well as general health advice and signposting to relevant services if required. There is also an outreach service available to visit sites as and when required.

General Practitioner services for the Gypsy/Traveller community can be gained from any of the local GP surgeries as all have a remit to see patients on a “Temporary resident” status or indeed for “immediate and necessary care”, therefore, Gypsy/Travellers should not be getting turned away from surgeries.

(iii) Child Care

Children and young people should get the help they need, when they need it, for as long as they need it and their welfare is always paramount.

All services/agencies in contact with children and young people must play their part in making sure that young people are safe, healthy, achieving, nurtured, active, respected, responsible and included. This approach demonstrates our individual and collective commitment to Getting it Right for Every Child approach across Perth and Kinross.

The Out of Hours Service is a team of specialist Coordinators and Social Workers, supported by Social Work staff from daytime adult and childcare services, to provide a Social Work service out of normal weekday working hours. The team work closely with the Rapid Response and Community Alarm teams to provide a holistic service for the Perth and Kinross community. The Social Work team work from 5pm until 8.45 am Mon- Fri, at weekends and during public holidays. The focus of the team is

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Contact numbers for the OOHS - 0345 3011120 Child Protection Duty Line - 01738476768 A1.3 Community Safety

This section provides information for Gypsy/Travellers regarding community safety including the community policing role.

Through the community policing strategy, identified community officers will engage with residents within their area, including Gypsy/Travellers. We will make sure community members know who the relevant community police contact is.

The Police also work with our partners to monitor, review and reduce crimes against individuals or groups where an element of hate is involved in any criminality.

Perth & Kinross Council’s Safer Community Team provides a service to all residents in an effort to combat anti-social behaviour across the area. Staff have received Gypsy/Traveller awareness raising training to enable them to provide an appropriate service. The Team also works closely with Police and Fire and Rescue colleagues to develop links within the Gypsy/Traveller community to address broader community safety issues.

A1.4 Planning

This section provides information to help make the planning process more clear for Gypsy/Travellers

This includes the creation of sites (temporary or permanent) to meet the needs of the Gypsy/Traveller community. Scottish Planning Policy places a duty on the Planning System to consider the needs of Gypsy/Travellers through the Local Development Plan process. This is informed by Planning and Housing colleagues working closely together to monitor the need and demand for pitches in the Council area. This work, and the Local Housing Strategy, helps inform the Local Development Plan.

The role and remit of the Planning service can be split into three parts:

 Policy within the Local Development Plan for Gypsy/Traveller sites to enable determination of planning applications submitted for sites, including both permanent long-stay and short-stay sites;

 Development Management determine planning applications and provide advice to applicants;

 Enforcement action which is performed when required if unauthorised works are carried out without planning permission.

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 Independent advice on planning issues is available for Gypsy/Travellers through PAS (formerly Planning Aid for Scotland); further information can be found through their website (www.pas.org.uk) . They are based at PAS 3rd floor 125 Princes Street Edinburgh EH2 4AD Tel: 0131 220 9730 or 0300 323 7602 (Helpline)

A1.5 Education

This section provides information about schools and community learning activities.

(i) Schools

As an Inclusive Authority a number of important steps have been taken by Perth & Kinross Council’s Education & Children’s Services (ECS) and agencies towards tackling issues of direct relevance to Gypsy/Travellers. This work is supported by the Scottish Traveller Education Programme (STEP).

In line with national trends, if children from the Gypsy/Traveller community do enrol in schools, in general it is the primary schools which are attended and it is usual that they do not progress to secondary schools. Some families will apply to Home Educate their children and withdraw from the public school system. ECS has a named Education Additional Support Officer from the Inclusion Team who is available to support families from the Gypsy/Traveller community within schools and with the process of applying for permission to Home Educate their children (see contact details).

Perth & Kinross Council is an integrated council and through co-operative working with other services we aim to develop and provide more support and information to the Gypsy/Traveller community on education issues along with health, internet safety and further education. An example of good practice is the collaborative work between Kinross High School and Community Learning and Development supporting family and learner engagement and SQA accreditation. Further information on this is highlighted below. ECS has also supported the educational provision at Double Dykes – an on-site provision linked to the catchment secondary school which supports children and young people of school age, This project as part of the eLATEs pilot working with STEP and supported by the Scottish Government.

We will work with parents, schools and community members to encourage continuing education in school and the community.

(ii) Community Learning and Development

The Communities Service offers Community Capacity Building support, Adult and Family Learning, Literacies, Youth Services and Family Support (delivered by Community Link Workers).

Community Capacity Building has featured clearly in the development of the Double Dykes site and more recently with the Gypsy/Traveller community around Kinross.

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Delivery of Community Learning and Development is flexible according to the needs of the community at any specific time.

Learning and engagement opportunities at Double Dykes, are delivered in the portacabin which was developed and resourced by Housing and Community Care and the Communities service. Adult and Family Learning, Youth work and Literacies are available as required for instance for Driving Theory Tests.

In Kinross-shire the Communities staff have engaged with Gypsy/Travellers from a number of sites. Many Gypsy/Travellers have been included and participated in new learning opportunities including family learning, youth literacies, photography and employability skills. Gypsy/Travellers have been supported to access Loch Leven Campus facilities. Engagement and consultation activities have been a focus. This service also provides children, young people and families with encouragement and support to access mainstream education as well as providing family support for parents and links to health and Housing and Community Care.

We will continue to work with community members to access adult and family learning, literacies and employability skills to allow community members to build on their assets and strengths. We will support community members to participate in groups and structures which will enable them to access services and will do so working with different partners and by using the National Standards for Community Engagement. Literacy provision has been a focus with young women participating on a regular basis to improve their skills, gain qualifications and access Educational Maintenance Allowance.

A1.6 Employment

This section provides information about how people can get support for employment

Support for young people – Skills Development Scotland (SDS)

SDS provides support through dedicated Work Coaches, both in the main premises at Skills Development Scotland/Employment Connections Hub 31-33 South Street in Perth city centre and on an outreach basis.

SDS Work Coaches support young people aged 16+ to build the skills they need to succeed, including:

 advice & guidance about the opportunities available to increase the chances of securing employment. These include Activity Agreements, Employability Fund programmes & Modern Apprenticeships  guidance in choosing a career and getting ready for employment

Helpline 0800 917 8000 Guidance also available through www.myworldofwork.co.uk

Support for young people and adults – The Employment Connections Hub (http://www.pkc.gov.uk/thehub) Sideways scrolling

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The Hub supports local unemployed individuals back into employment.

The Employment Connections Hub has recently co-located with SDS in The Hub, 31-33 South Street in Perth. The Hub is for “Job Ready" job-hunters to boost their employability skills and help them to gain sustainable work. Support includes one-to- one support with CV building, letter writing, completing application forms, telephone techniques and mock interviews. Anyone using the centre also has access to computers for job searches, and other free resources to help them apply for vacancies. Individuals wanting support are welcome to drop in anytime between 9.00am and 5.00pm Monday to Friday. Some visitors to the Hub may have circumstances that require more specialist support, and these individuals are signposted to the relevant partner organisation to help them get to a Job-ready stage. This could be specialist support, training, volunteering or educational opportunities.

Registering at The Hub

Due to funding requirements, individuals wishing to register at The Hub for support must meet the following eligibility criteria:

 Living within Perth & Kinross Council Boundaries  Must be unemployed unless working permitted hours  Not in Education  Not on a Government funded Employability Programme i.e. Fair Start Scotland  Job ready and able to take up suitable employment at short notice  Able to commit to attending The Hub regularly for Job Searching and applying

Local Community Learning and Development Workers are also available to support skills related to gaining employment. Phone Number supplied for Communities Service in list of contacts.

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