Chief executive Thomas Glen will ask councillors on the Finance and Resources Committee to back a new operating model for the organisation based around the Corporate Plan approved at the end of last year. The Corporate Plan, which was informed by engagement with our communities and partners, sets out seven key priorities for the council to focus on in the coming years. These include tackling poverty, tackling climate change, and working in partnership with communities.

Mr Thomas explained: “Over the past few years the pace of change for local authorities has only increased. The pandemic, the cost of living crisis, and the changing expectations of our residents who want us to work more flexibly to address local needs specific to their area, mean that we are getting involved in different ways of working than we have in the past.

“At the same time demands for traditional services are increasing and the people in need of those services have wider and more complex needs. And all of this comes as we face reductions in the resources we have available to meet those demands.”

Last year, the council launched a Transformation and Change programme which, hand in hand with a new Financial Strategy, sets out a framework of service improvements and efficiencies to manage this challenging landscape.

Underpinning all of this is a commitment to empowering communities to address local needs, with the support of the council and other partners, and focussing, wherever possible, on preventative work to avoid issues arising.

Thomas added: “Since joining Perth and Kinross Council 18 months ago, I have been struck by the passion and commitment of our teams, and the tremendous impact they can make when they work in partnership with our communities at a local level. Whether it’s a network of safe, warm, welcoming places to help people need throughout the winter, providing access to a minibus to get a community transport group off the ground, upgrading playparks with community fundraising, or working day-to-day with individuals and local groups to make a difference, it is by working together and empowering communities that our real strength lies.

“Our new leadership structure and operating model is intended to make these kind of examples common place. Focussing our resources where they will make the most difference, and empowering staff at all levels to make decisions focussed on early intervention, preventing issues arising and prioritising those in greatest need.”

The proposed new leadership structure will see the council’s most senior leadership team reduce from five posts to three. At the next level of management, there will be a reduction from 13 Head of Service posts to 11 Strategic Leads, including one temporary post to support the council’s transformation and change programme. These changes recognise the continuing focus on efficiency and integration of services whilst seeking to maximise the resources in its frontline teams.