Agenda Document Pack - Moray Integration Joint Board - 29/01/2026
Moray Council · 29 January 2026
Back to Moray Integration Joint Board — 29 January 2026 and its agenda
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Moray Integration Joint Board Thursday, 29 January 2026 Council Chambers NOTICE IS HEREBY GIVEN that a Meeting of the Moray Integration Joint Board, Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Thursday, 29 January 2026 at 10:00 to consider the business noted below. AGENDA 1. Welcome and Apologies 2. Declaration of Member's Interests 3. Minute of meeting of 27 November 2025 5 - 12 4. Action Log of 27 November 2025 13 - 18 5. Minutes - for noting 5a. Minute of Special meeting of 30 October 2025 19 - 20 6. Revenue Budget Monitoring Quarter 3 for 2025-26 (to follow) 7. Moray Integration Joint Board Strategic Risk Register - Risk 2 (Financial Sustainability) 21 - 32 8. Reappointment of Chief Internal Auditor 33 - 36 Page 1
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9. Reappointment of Standards Officer and Depute Standards Officer 37 - 40 Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 2
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MORAY INTEGRATION JOINT BOARD SEDERUNT Mr Dennis Robertson (Chair) Councillor Peter Bloomfield (Voting Member) Councillor Scott Lawrence (Voting Member) Mr Derick Murray (Voting Member) Councillor Bridget Mustard (Voting Member) Mr Sandy Riddell (Voting Member) Mr Alex Stephen (Voting Member) Councillor Ben Williams (Voting Member) Ms Karen Greaves BEM (Ex-Officio) Ms Laura Skaife-Knight (Ex-Officio) Professor Duff Bruce (Non-Voting Member) Mrs Sheila Brumby (Non-Voting Member) Mr Sean Coady (Non-Voting Member) Ms Miriam Connor (Non-Voting Member) Ms Sonya Duncan (Non-Voting Member) Ms Jane Ewen (Non-Voting Member) Dr Robert Lockhart (Non-Voting Member) Mr Jim Lyon (Non-Voting Member) Ms Aimee McIntosh (Non-Voting Member) Ms Deborah O'Shea (Non-Voting Member) Ms Judith Proctor (Non-Voting Member) Mr Michael Ritchie (Non-Voting Member) Ms Elizabeth Robinson (Non-Voting Member) Mrs Christine Stevens (Non-Voting Member) Clerk Name: Caroline O'Connor Clerk Telephone: 07779 999296 Clerk Email: committee.services@moray.gov.uk Page 3
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MINUTE OF MEETING OF THE MORAY INTEGRATION JOINT BOARD Thursday, 27 November 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Mr Ivan Augustus, Councillor Peter Bloomfield, Mrs Sheila Brumby, Mr Sean Coady, Ms Sonya Duncan, Ms Jane Ewen, Councillor Scott Lawrence, Dr Robert Lockhart, Mr Jim Lyon, Mr Derick Murray, Councillor Bridget Mustard, Ms Deborah O'Shea, Ms Judith Proctor, Mr Sandy Riddell, Mr Dennis Robertson, Ms Elizabeth Robinson, Mr Alex Stephen, Councillor Ben Williams APOLOGIES Professor Duff Bruce, Ms Karen Greaves BEM, Ms Aimee McIntosh, Mr Michael Ritchie, Ms Laura Skaife-Knight IN ATTENDANCE Locality Manager - Elgin; Corporate Business Support Manager; Deputy Head of Service; Clinical Lead in Adult Mental Health and Addictions; Interim Integration Programme Manager and Caroline O'Connor, Committee Services Officer ALSO IN ATTENDANCE Councillor Tracy Colyer, Councillor Kathleen Robertson 1. Chair The meeting was chaired by Mr Dennis Robertson. 2. Declaration of Member's Interests Mr Riddell stated for transparency that he was Chair of the Mental Welfare Commission for Scotland. The Board noted there were no other declarations of member's interests. Item 3. Page 5
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3. Minute of meeting of 25 September 2025 The minute of the meeting of 25 September 2025 was submitted and approved. 4. Action Log of 25 September 2025 The Action Log of the meeting of 25 September 2025 was discussed and updated accordingly. 5. Minute of meeting Audit Performance and Risk Committee of 19 June 2025 The Board noted the minute of the meeting of the Audit, Performance and Risk Committee of 19 June 2025. 6. Chief Officer Report The meeting had before it a report by the Chief Officer informing the Board of activities underway that support the delivery against the Moray Integration Joint Board's (MIJB's) strategic priorities articulated in the Strategic Plan, and the delivery against the 9 Health and Wellbeing outcomes. Mr Robertson noted the report contained much information some which may be more appropriately reported to Committee rather than the Board and asked whether the format of the report required to be reviewed. In response, the Chief Officer agreed to review the format of the report to produce a more strategically focussed report with the aim of providing updates which align with the strategic delivery plan and consideration alternative methods for briefing members on operational issues. In response to a follow-up question from Councillor Mustard asking for the updated format to provide updates on issues raised at previous meetings along with links to the budget, the Chief Officer agreed this would be taken into account when reviewing the format. During consideration Mr Riddell agreed with the comments made Mr Robertson and suggested it may be more appropriate for Care at Home to be reported to Audit, Performance and Risk Committee to provide assurance on the range of measures being undertaken to address recruitment and retention issues. Mr Augustus suggested it would be helpful to include reference in the report to unpaid carers to ensure Board members are aware of the issues faced by unpaid carers when considering strategic measures to be taken. In response, the Chief Officer agreed to consider how best to keep the Board informed on issues affecting unpaid carers and using the website to share information with carers to ensure they are getting the required support. The Board, in noting that Mr Augustus was attending his last meeting as Unpaid Carer Representative, joined the Chair in paying tribute to Mr Augustus for his hard work and contribution to the Board and wished him well for the future. Following consideration the Board unanimously agreed to:- i) note the contents of the report; and Page 6
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ii) agree that transforming services to meet the aspirations of the MIJB's Strategic Plan remains a priority. 7. Revenue Budget Monitoring Quarter 2 for 2025-26 The meeting had before it a report by the Chief Financial Officer updating the Board of the current Revenue Budget reporting position as at 30 September 2025 for the Moray Integration Joint Board budget. During consideration Mr Riddell, in noting all Board members were accountable, stated the report raised serious concerns about the delivery of agreed savings and noted, despite detailed planning and assurances provided early in the year, many savings were proving harder to achieve than anticipated, some eight months into the financial cycle. He expressed particular concern about the CESR approach referenced in paragraph 4.2 chosen over service redesign based on misplaced confidence and new proposed actions in paragraph 9.6 such as more reviews, control and accelerated savings which appear to duplicate existing measures and raised doubts why improvement was expected when previous promises have not been met. In response, the Chief Officer acknowledged the concern expressed about the financial position and the impact on both Moray Council and NHS Grampian, both facing their own constraints however whilst the savings programme remains complex, actions taken are considered appropriate despite the challenges. Balancing financial recovery whilst trying to improvement performance, particularly in relation to unscheduled care is a major challenge however the Chief Officer confirmed the Budget Savings Oversight Group continues to monitor and support delivery with additional financial controls introduced and, an overspend is anticipated by year end, it is aimed to keep it within agreed parameters. Councillor Lawrence, noting that prioritisation of care provision would be necessary to stay within the agreed overdraft parameters, sought assurance that the Board's previously agreed risk appetite and prioritisation principles would guide decisions. In response, the Chief Officer confirmed while decisions remain challenging, they are guided by the Board's risk appetite with a continued emphasis on safeguarding individuals, applying scrutiny to high cost care packages and vacancies and prioritising recruitment to frontline clinical roles. Councillor Mustard expressed concern regarding the robustness of proposed savings, sought clarification on impact assessments and their absence from the papers, questioned planning for growth in demand-led services including Additional Support Needs forecasting and noted the lack of clear impact on customers and budgets for NHS Grampian and Moray Council. In response, the Chief Officer noted the savings proposals including impacts were agreed at the budget setting Board meeting in March 2025, confirmed discussions were ongoing with partners regarding impacts and reiterated the challenge of balancing financial constraints with service delivery and transformation goals. During consideration, Mr Stephen raised concerns about budget planning and resource requirements, highlighting the need for urgent review of the current figures and potential additional support for financial recovery. He suggested modernising future reports to improve assurance and accountability and proposed an additional recommendation that the Chief Financial Officer work with the Chief Financial Officers of NHS Grampian Page 7
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and Moray Council to modernise the report to provide the Board with more assurance on concerns highlighted during discussion. Following discussion, and confirmation the Chief Financial Officer would work with partners on a modernised report, it was agreed to add to the Action Log rather than adding an additional recommendation. Prior to agreeing the recommendations, it was noted the paragraph number in recommendation (iii) should be amended from paragraph 6 to read paragraph 7 and recommendation (iv) should be amended from paragraph 7 to read paragraph 8 to align with the details in the report. Following lengthy consideration the Board unanimously agreed to:- i) note the financial position of the Board as at 30 September 2025 is showing an overspend of £2,439,169 on core services; ii) note the updated forecast position for 2025/26 of an overspend of £8,780,881 on total budget, a worsening position for total services since quarter 1; iii) note the progress against the approved savings plan in paragraph 7, and Appendix 4; iv) note the budget pressures and emerging budget pressure as detailed in paragraph 8; v) note the recovery plan and actions put in place to reduce the year end position, as detailed in paragraph 9; vi) Agree to reverse the budget realignment adjustment for Care Services provided in house and Public Dental service, as detailed in paragraph 5; and vii) note the revisions to staffing arrangements dealt with under delegated powers and in accordance with financial regulations within the Council (MC) and NHS Grampian (NHSG) for the period 1 June to 30 September 2025 as shown in Appendix 3. 8. Moray Integration Joint Board Strategic Risk Register Risk 2 (Financial Sustainability) and Risk 8 (Governance and Assurance) The meeting had before it a report by the Chief Officer presenting the Board with an update to Risks 2 and 8 of the Board Strategic Risk Register, providing a clear overview of current strategic risks, their assessments, and mitigating actions which supports informed decision-making, strengthens strategic planning, and reinforces effective risk governance aligned with the Strategic Plan. Mr Riddell proposed that recommendation (ii) be amended to read "note the mitigating controls in place and agree assurance is limited" based on concerns raised in relation to the Revenue Budget Monitoring report discussed earlier in the meeting. This was seconded by Councillor Mustard. Following consideration and there being no one otherwise minded, the Board unanimously agreed to:- Page 8
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i) note the updated Strategic Risks 2 and 8 (Appendix 1); ii) note the mitigating controls in place and agree assurance is limited; iii) note the improvement actions taken in relation to Risk 8 to embed risk governance and strengthen internal audit capacity. 9. Membership of Board and Committees The meeting had before it a report by the Corporate Manager informing the Board of changes to Membership of the Moray Integration Joint Board (MIJB), Audit, Performance and Risk (APR) Committee and Clinical and Care Governance (CCG) Committee. In introducing the report, the Corporate Business Support Manager advised of a correction advising the name of one of the Unpaid Carer Representatives was Christine Stevens and not Christine Nicoll as set out in both the report and Appendix. Following consideration the Board unanimously agreed to:- i) note that Ivan Augustus will stand down as the Unpaid Carer Stakeholder member on 27 November 2025; ii) to increase the non-voting stakeholder members from five to six, to enable the inclusion of two Unpaid Carer Stakeholder representatives on the MIJB membership from 28 November 2025; iii) note the appointment of Aimee McIntosh as the new Third Sector representative, effective from 1 October 2025; and iv) note the updated membership of the Board and its committees, attached at Appendix 1. 10. Mental Health Services and Pressures on Primary Care The meeting had before it a report by the Deputy Head of Service and GP Clinical Lead for Moray providing the Board with assurance regarding progress in the development of mental health service provision, with the specific aim of reducing pressures on primary care and improving patient outcomes. Following consideration the Board unanimously agreed to note:- i) the progress made in developing mental health services aimed at reducing pressures on primary care; and ii) that a more detailed report on the development of mental health services across the wider Moray health and social care system will be presented to the Board on 26 March 2026. 11. Introduction to Moray Home Assessment Pathway The meeting had before it a report by the Head of Service informing the Board of the successful bid to implement a Moray Home Assessment Pathway and highlighting how it Page 9
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supports the delivery of Moray Integration Joint Board’s (MIJB’s) strategic priorities articulated in the Strategic Plan, and the delivery against the nine national Health and Wellbeing outcomes. Following consideration the Board unanimously agreed: i) to note the contents of this report; ii) to note that funding has been made available to Health and Social Care Moray (HSCM) to implement a Home Assessment Pathway as part of a Grampian Unscheduled Care Improvement Programme; iii) to acknowledge that NHS Grampian will hold the risk in relation to the funding as set out in paragraph 4.13; iv) to receive updates on the implementation and impact of the pathway as part of its regular performance reports to Audit, Performance and Risk Committee; and v) that the pathway meets the aspirations of the MIJB’s Strategic Plan and is aligned to the MIJB’s Strategic Delivery Plan. 12. Childrens Services Pressures Report The meeting had before it a report by the Interim Chief Social Work Officer/Head of Service informing the Board of the significant and sustained pressures, experienced by Children’s Services, notably with the increased flow-into care, the permanence backlog, resulting budgetary constraints, and uncertainties surrounding the sustainability of funding streams such as the Whole Family Wellbeing Fund (WFWF), and rising costs of residential care. Following consideration the Board unanimously agreed to:- i) note the contents of the report; and ii) approve the strategic direction set out in Appendix 1 to address both the immediate pressures and the longer term sustainability of these services. Councillor Mustard left the meeting at this juncture. 13. Annual Report of the Chief Social Work Officer 2024-25 The meeting had before it a report by the Interim Chief Social Work Officer/Head of Service informing the Board of the annual report of the Chief Social Work Officer on the statutory work undertaken on the Council's behalf during the period 1 April 2024 to 31 March 2025. The Board joined the Chair in commending the Interim Chief Social Work Officer for the strength and commitment he has brought to the Council and the Moray Integration Joint Board over the past year. Following consideration the Board unanimously agreed to note the contents of the report. Page 10
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14. Public Sector Climate Change Duties Report Submission 2024-25 The meeting had before it a report by the Chief Officer presenting to the Board the Climate Change Duties Report submission for the reporting year 2024/25, in line with statutory requirements under the Climate Change (Scotland) Act 2009. Following consideration the Board unanimously agreed to approve the the draft Public Sector Climate Change submission to Sustainable Scotland Network (Appendix 1) for the reporting year 2024/25. 15. Moray Integration Joint Board Meeting Dates 2026-27 The meeting had before it a report by the Corporate Manager asking the Board to agree the meeting dates for 2026/27. Following consideration the Board unanimously agreed to endorse the schedule of the meetings of the Moray Integration Joint Board (MIJB), the Audit, Performance and Risk (APR)Committee and the Clinical and Care Governance (CCG) Committee for 2026/27. 16. Health and Social Care Moray Structure Overview [Para 6.2.1] The meeting had before it a report by the Chief Officer informing the Board of the proposed revised management structure for Health and Social Care Moray. Following consideration the Board unanimously agreed to:- i) endorse the proposed revised management structure for the Senior Management Team of Health and Social Care Moray and finance resource requirements; and ii) note implementation of the proposed changes in phase one will commence once endorsed by Moray Integration Joint Board in November 2025, and subsequent phases to review the Operational Management Team (OMT) (April 2026) and Delivery Teams (September 2026), will be subject to formal consultation in line with Moray Council and NHS Grampian Organisational Change policies and brought back to the Board for endorsement at each stage. Page 11
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MEETING OF MORAY INTEGRATION JOINT BOARD Thursday 27 November 2025 ACTION LOG ITEM NO. TITLE OF REPORT ACTION REQUIRED DUE DATE ACTION BY UPDATE FOR 29 JANUARY 2026 1. Options for Ward 4 Inpatient Unit for Patients with Mental Illness Further development work to be undertaken in order to prepare a full detailed report which would be brought back to the Board for consideration in approximately 3 months. Update 28/11/24: Development session to be scheduled to be held before the strategic delivery plan progress update comes back to the Board in 6 months, to provide more details on progress and engage with members of the Board. Update 25/09/25: Briefing note to be circulated addressing specific issues escalated by CCG following their meeting on 28 August and report to be prepared for Board meeting on 27 November 2025 January 2026 TBC ASAP 27/11/2025 SC JP JP JP Options appraisal for Ward 4 presented to NHS Grampian Chief Executive Team January 2026. Briefing for Board planned for 29/1/26. Action Closed. Briefing circulated. Action Closed. Item 4. Page 13
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ITEM NO. TITLE OF REPORT ACTION REQUIRED DUE DATE ACTION BY UPDATE FOR 29 JANUARY 2026 2. Chief Officer Report 29/05/25 i) Update report relating to the work being undertaken in relation to strategic change at Dr Grays to be prepared for future meeting of the Board. ii) Strategic awareness of unpaid carers capacity to be considered at next IJB Development Session. Early 2026 JP JP Date to be confirmed in forward plan. Action Closed. Topics for future development sessions being considered 3. MIJB Strategic Risk Register 29/05/25 i) Youth representation – consideration to be given to a robust process to include youth representation. TBC JP/JL The Chief Social Work Officer / Head of Service is exploring appropriate ways to reflect the views of children through appropriate engagement mechanisms, rather than direct representation at Board level. 4. Moray Adult Mental Health Strategic Group Progress Report 29/05/25 Mental Health Quality Standard 4: Workforce in Appendix 1, Outcome namely the workforce feels valued and respected, unpaid carers to be included in the workforce survey planned for later in the year. March 2026 IM/ER The survey will be actioned later in the year. Progress report on Delivery Plan scheduled for March 2026 Action Closed. Page 14
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ITEM NO. TITLE OF REPORT ACTION REQUIRED DUE DATE ACTION BY UPDATE FOR 29 JANUARY 2026 5. Membership of Board and Committees 25/09/25 Position regarding Moray Council staff representative on MIJB to be clarified. 27/11/25 SD Moray Council senior management taking forward. Action Closed. 6. Chief Officer Report 25/09/25 i) Vaccination Centre, Beechbrae – issues with car parking, specifically white lines being painted for car parking spaces, to be resolved following extension of lease. Update 27/11/25: As no permanent location has been identified, confirmation requested as to whether work has been undertaken. ii) Palliative Care Review Report to be prepared for meeting of Board in November TBC 27/11/25 JP SC i) As the property is a temporary location for the Vaccination service there are no immediate plans to undertake additional spend. Work is progressing to identify permanent base. Action Closed. ii)Report deferred to consider additional options. Page 15
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ITEM NO. TITLE OF REPORT ACTION REQUIRED DUE DATE ACTION BY UPDATE FOR 29 JANUARY 2026 7. Chief Officer Report 27/11/25 i) Format of report to be reviewed to produce a more strategically focussed report to include updates on issues raised previously and links to budget. ii) Care at Home – consider reporting to AP&R to provide assurances on range of measures being undertaken to address recruitment and retention issues. iii) Unpaid Carers – consider how to keep the Board informed on issues affecting unpaid carers and using website to share information with carers to ensure they are getting the required support. Jan 2026 JP i) Chief Officer report no longer a standing item on the agenda. Strategic items for decision making and those for progress updates to come as substantive papers to the IJB to ensure good governance. Briefing reports and sessions for other significant matters. Action Closed ii) To be included in updates to the Board. Action Closed. iii) To be included in updates to the Board. Action Closed. 8. Revenue Budget Monitoring Quarter 2 for 2025-26 27/11/25 Chief Financial Officer to review report format in liaison with CFOs of Moray Council and NHS Grampian to improve assurance and accountability. ASAP DO Report will be updated on a phased basis from Q3. Page 16
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ITEM NO. TITLE OF REPORT ACTION REQUIRED DUE DATE ACTION BY UPDATE FOR 29 JANUARY 2026 9. Membership of Boards and Committees 27/11/25 Unpaid carers strategic updates are reported to Audit, Performance and Risk Committee therefore Unpaid Carer Reps are to be added to membership. Report to be prepared for Board approval of amended membership and remit. Jan 2026 SD/IW Being considered as part of wider review. 10. Mental Health Services and Pressures on Primary Care 27/11/25 Request for SMT oversight of progress report to be presented to Board in March 2026 to evidence changes delivered and improved performance. 26/03/26 SMT Duplication - Issues as per Action 1 and Action 4. Action Closed. 11. Introduction to Moray Home Assessment Pathway 27/11/25 Briefing on Living Labs to be circulated to Board members. SC Update Briefing paper circulated via email 21/1/26. 12. Childrens Services Pressures Report 27/11/25 i) Clear outline of accountability and responsibilities of the Board to be circulated. ii) JL to provide explanation to DM of reasons for the actual spend being much lower than the available spend in Table 1. JL JL 13. MIJB Meeting Dates 2026-27 27/11/25 Check potential clash with NHS Grampian Board on 18/02/27 and IJB Development Session. If required, IJB Development Session to be rescheduled. Jan 2026 SD/IW February 2026 and February 2027 development sessions rescheduled to take place on the Wednesday of same week Action Closed Page 17
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MINUTE OF SPECIAL MEETING OF THE MORAY INTEGRATION JOINT BOARD Thursday, 30 October 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Peter Bloomfield, Mr Sean Coady, Ms Sonya Duncan, Ms Jane Ewen, Councillor Scott Lawrence, Dr Robert Lockhart, Ms Aimee McIntosh, Mr Derick Murray, Councillor Bridget Mustard, Ms Deborah O'Shea, Ms Judith Proctor, Mr Sandy Riddell, Mr Dennis Robertson, Ms Elizabeth Robinson, Mr Alex Stephen, Councillor Ben Williams APOLOGIES Mr Ivan Augustus, Professor Duff Bruce, Mrs Sheila Brumby, Ms Karen Greaves BEM, Mr Jim Lyon, Mr Michael Ritchie, Ms Laura Skaife-Knight IN ATTENDANCE Angela Pieri, Engagement Lead, Grant Thornton and Caroline O'Connor, Committee Services Officer. ALSO IN ATTENDANCE Councillor Sonya Warren, Ms Miriam Connor, Ms Chrissie Nicoll 1. Chair The meeting was chaired by Mr Dennis Robertson. 2. Welcome The Board joined the Chair in welcoming Ms Aimee McIntosh as the new Third Sector Stakeholder representative to her first meeting of the Board. The Board joined the Chair in welcoming Ms Miriam Connor and Ms Chrissie Nicoll as observers in advance of them being added to the Board membership at a future meeting. Item 5a. Page 19
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3. Declaration of Member's Interests The Board noted there were no declarations of member's interests. 4. External Auditors' Report to those charged with Governance The meeting had before it a report by the Chief Financial Officer requesting the Board consider the reports to those charged with governance from the Board's External Auditor for the year ended 31 March 2025. Following consideration the Board unanimously agreed to note the report from the External Auditor within Appendices 1 and 2. 5. 2024-25 Audited Annual Accounts The meeting had before it a report by the Chief Financial Officer submitting to the Board the Audited Annual Accounts for the year then ended 31 March 2025. Following consideration the Board unanimously agreed to approve the Audited Annual Accounts for the financial year 2024/25 and the letter of Representation. Page 20
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REPORT TO: MORAY INTEGRATION JOINT BOARD ON 29 JANUARY 2026 SUBJECT: MORAY INTEGRATION JOINT BOARD STRATEGIC RISK REGISTER – RISK 2 (FINANCIAL SUSTAINABILITY) BY: CHIEF OFFICER 1. REASON FOR REPORT 1.1 To present the Board with an update to Risk 2 of the Board Strategic Risk Register, providing a clear overview of current strategic risks, their assessments, and mitigating actions. This supports informed decision-making, strengthens strategic planning, and reinforces effective risk governance aligned with the Strategic Plan. 2. RECOMMENDATION 2.1 It is recommended that the Board: i) scrutinise the updated Strategic Risk No. 2 (Appendix 1); and ii) approve that the mitigating controls and assurance arrangements are adequate. 3. BACKGROUND 3.1 The Risk Management Framework review was approved by the Moray Integration Joint Board (MIJB) at their meeting on 25 June 2020 (para 9 of the minute refers). Risk Appetite Statements are included in Appendix 1. 3.2 Risk scores are determined using the MIJB Risk Policy (Section 5), based on likelihood and impact. 3.3 As agreed at Audit, Performance and Risk Committee 26 October 2023 (para 8 of the minute refers), the reporting frequency was amended from quarterly to biannually unless significant changes arise. Item 7. Page 21
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3.4 The MIJB Internal Auditor issued a ‘Limited Assurance’ rating for MIJB to the meeting of Audit, Performance and Risk Committee on 19 June 2025 (para 8 of the minute refers). 4. KEY MATTERS RELEVANT TO RECOMMENDATION 4.1 The updated Strategic Risk Register incorporates feedback from the October 2024 hybrid session with Board members, ensuring alignment with strategic priorities and operational realities. 4.2 The approved Risk Appetite Statements guide decision making and balance innovation with compliance and continuity. 4.3 This report presents changes to the following risks within the Board Risk Register: Risk 2 – Financial Sustainability: The ability of the MIJB to deliver services within available resources and achieve agreed savings targets. 4.4 The risk remains at Very High, reflecting continued heightened exposure following the updated forecast at Quarter 3 and the need for continued close monitoring, mitigation, and recovery plan. The increase in risk is due to a variety of reasons including slippage in the identified savings plan for 2025/26 not being achieved in the timescales agreed. 4.5 The Senior Management Team are monitoring and reviewing grip and control measures, providing robust oversight and challenges to spending decisions through the various governance routes implemented. 4.6 Financial pressures have been escalated to the Chief Executives of Moray Council and NHS Grampian, with ongoing regular discussions with partners. 4.7 There are additional pressures from the number of high cost care packages and complex care requirements that currently have no allocated budget. There is also unprecedented demand for services, resulting in escalating spend across all budgets. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) and Moray Integration Joint Board Strategic Plan “Partners in Care 2022-2032” The MIJB requires effective governance arrangements for those services and functions delegated to it and Risk Management systems are integral to this. (b) Policy and Legal As set out in the terms of reference, the Board has responsibility to provide assurance of the adequacy of the risk management framework. There are no legal implications arising from this report. Page 22
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(c) Financial implications There are no direct financial implications arising from this report however, the Board should note the failure to manage risks effectively could have a financial impact for the MIJB. (d) Risk Implications and Mitigation This report forms part of the governance arrangements for identifying and managing strategic risks of the MIJB. The risks are outlined in the body of the report in section 4. Without appropriate funding, the organisation may be required to reduce or discontinue services in Moray to meet financial targets. This could result in unmet community needs, reputational damage, and failure to deliver the strategic objectives set by the Board. (e) Staffing Implications There are no additional staffing implications arising from this report. (f) Property There are no property implications arising from this report. (g) Equalities/Socio Economic Impact An Equalities Impact Assessment is not required because there are no service, policy or organisational changes being proposed. However, Impact Assessments will be core to any decision making process. (h) Climate Change and Biodiversity Impacts There are no impacts arising from this report. (i) Directions None arising from this report. (j) Consultations Consultation on this report has taken place with the Board members, and Senior Management Team. 6. CONCLUSION 6.1 The updated Strategic Risk Register demonstrates a collaborative and embedded approach to risk management. It aligns with strategic priorities and operational realities. The Board is asked to approve the updated register, reaffirming its commitment to robust governance. Author of Report: Sonya Duncan, Corporate Manager Background Papers: held by HSCM Ref: Page 23
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IJB RISK REGISTER SUMMARY – January 2026 APPENDIX 1 Risk Assessment Table – Multiply likelihood score by impact score to determine the risk rating (score). Risk No Risk Risk Owner Previous Risk Rating Last Reviewed Change Current Rating 1 There is a risk that the MIJB does not function as set out within the Integration Scheme, Strategic Plan and in-line with its Governance Framework and fails to deliver its objectives or expected outcomes. Chief Officer Contributor: Senior Leadership Team Error! Referenc e source not found. September 2025 Medium 2 The MIJB must operate within the resources allocated to it by the partner bodies and it is good financial practice to set a balanced budget at the start of each financial year. There is a risk that Financial pressures being experienced by the funding partners will directly impact the MIJB’s strategic planning of services and its decision-making Chief Officer Contributor: Chief Finance Officer/ Heads of Service/ Chief Nurse Very High November 2025 Very High 4 There is a risk that the MIJB is unable to operate effectively as a Public Body. Chief Officer Contributor: Corporate Manager/ Chief Finance Officer Medium September 2025 Medium 5 There is a risk that the MIJB does not comply with the necessary legislative and regulatory requirements in which it operates. Chief Officer Contributor: Senior Leadership Team Medium September 2025 Medium 6 There is a risk that the MIJB’s strategic aspirations are not sufficiently transformative and as a result, that it is unable to deliver outcomes for people in a sustainable way. Chief Officer Contributor: Senior Leadership Team Medium September 2025 Medium 7 There is a risk that the MIJB is unable to exert influence on services delegated but hosted within another organisation. Chief Officer Contributor: Heads of Service Medium September 2025 Medium 8 There is a risk that the MIJB’s internal control and governance arrangements are not sufficiently robust, as evidenced by the 2024/25 Internal Audit opinion of ‘limited assurance’ Chief Officer Contributor: Senior Leadership Team Medium September 2025 Medium Page 24
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Risk 2: The MIJB must operate within the resources allocated to it by the partner bodies and it is good financial practice to set a balanced budget at the start of each financial year. There is a risk that Financial pressures being experienced by the funding partners will directly impact the MIJB’s strategic planning of services and its decision-making Consequence: Inability to deliver strategic priorities, potential statutory service cuts. Reduced service capacity, financial instability, compromised care delivery Risk Rating: Very High Risk Appetite: Moderate (as per Appendix 2) Risk Movement: Historical Risk Rating: Very High January 2026 Rationale for Risk Appetite (as detailed in Appendix 2) • Willing to accept moderate financial risks in pursuit of strategic objectives • Conservative approach to core budget management • Higher tolerance for innovative projects with clear benefits • Low tolerance for financial decisions that could threaten long-term sustainability Rationale for Risk Rating: The Board’s financial risk management approach emphasises: • Absolute commitment to financial sustainability • Minimising wherever possible risk to essential service delivery • Protecting vulnerable persons using services Financial risks will only be tolerated when: • A comprehensive business case demonstrates clear, measureable benefits (i.e. spend to save initiatives) • The initiative directly supports long-term health and social care sustainability • Robust risk mitigation strategies are in place • Stakeholder consultation ensures transparency and collective understanding • Willing to accept moderate financial risks in pursuit of strategic objectives • Conservative approach to core budget management • Higher tolerance for innovative projects with clear benefits • Low tolerance for financial decisions that could threaten long-term sustainability Unprecedented financial pressures on public sector funding: • Challenging economic environment • Rapidly increasing service demand Strategic financial principles and prioritisation: • Sustainable Financial Planning • Develop robust, realistic financial plans • Align budgets with long term sustainability • Focus on highest and best value initiatives • Align financial decisions with strategic goals Comprehensive Risk Mitigation: • Implement proactive financial risk strategies • Protect critical service delivery Page 25
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Stakeholder Engagement: • Transparent financial communication • Collaborative decision making processes • MIJB Board Members Development Sessions Assurances: • Quarterly Budget monitoring reporting to MIJB • Financial Reporting through MIJB, NHS Grampian and Moray Council • The Project Management Office continues to support the Budget Savings Delivery as part of the budget setting for 2026/27 onwards. • Financial Development Sessions with MIJB members. • Internal Audit quarterly reporting to APR • External Audits presented to MIJB/ Committees as appropriate. • Six weekly Tri-partite partnership performance meetings with partner CEOs, Finance Directors and regular meetings with the Chair/Vice Chair of MIJB • Strategic Delivery Plan (approved June 2025) incorporates the work being driven across all areas of the MIJB’s Strategic Plan priorities and will be reported regularly to AP&R Committee. • Finance workshop with IJB in December and another to scheduled for Feb 2026. Managing the risk - Current controls in place 5 5 25 1. Medium Term Financial Framework (MTFF) approved by MIJB on 30th March 2025. 2. Additional resource to support the Budget Savings Delivery was agreed until September 2025. This has been extended to March 2026. 3. Tri-partite partnership performance meetings with partner CEOs, Finance Directors and Chair/Vice Chair of MIJB. 4. Operational financial monitoring undertaken by Chief Finance Officer (CFO), Heads of Service (HOS) and Budget Managers. 5. Budget Savings Oversight Group chaired by Chief Officer, attended by HOS, CFO and Service Managers as appropriate. 6. Monitoring of MIJB Strategic Delivery Plan ensuring all projects are aligned with savings plans. 7. Finance workshop with partners and HSCM 27 October 2025. 8. Extended Resource Management Group – including financial recovery action plan. 9. SMT are actively monitoring and responding to the grip and control measures as they arise, ensuring robust oversight and challenge, ensuring that no critical issues are overlooked. 10. Financial pressures have been escalated to the Chief Executives of Moray Council and NHS Grampian, discussions continue as per the tri-partite arrangements. 3 5 15 Untreated Likelihood Untreated Impact Untreated Score Current Likelihood Current Impact Current Score Page 26
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Gaps in Assurance: • Senior Management Team (SMT) continues to work to build further capacity within the current workforce to support the planning, consultation and implementation required to deliver the financial savings. • Children’s Services additional packages of care totalling £1m. • High cost care packages are always additional costs, outwith normal budgetary spends. • Prescribing movement of £0.79m due to prescribing tariff reduction. • Shortfall in funding for eNIC £0.658m. • Slippage in savings programme for 2025/26 of £3.8m. • Growing evidence of unprecedented growth and demand across adults and childrens services, adding significant pressure to all budgets and delivery of savings. Current Performance: The Revenue Budget Outturn for 2024/25 was presented and a balanced budget for 2025/26 was agreed by MIJB on 27 March 2025 A Financial Savings Plan for 2025/26 was agreed by MIJB on 27 March 2025. Quarter 1 budget monitoring report presented to MIJB on 25 September 2025. Approved Audited accounts for 2024/25 presented and approved by APR committee 29 October 2025 and MIJB 30 October 2025. Quarter 2 budget monitoring reported presented to MIJB on 27 November 2025. Quarter 3 budget monitoring report planned for presenting to MIJB 29 January 2026. APR committee presented with biannual update on Strategic Delivery Plan October 2025. Comments: Further Controls Required Further Controls Owner Target Date Review Date Review Notes / Decisions Page 27
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MIJB Risk Appetite Statement The Moray MIJB recognizes that effective risk management is fundamental to achieving its strategic objectives in delivering integrated health and social care services. This statement defines the level and type of risk the MIJB is willing to accept in pursuit of achieving the outcomes defined in the strategic plan, Partners in Care 2022-2032. Moray MIJB adopts a balanced approach to risk-taking, acknowledging that transformation, innovation and service improvement often require managed risk-taking while ensuring the safety and wellbeing of its staff and the public remains paramount. Strategic Risk: MODERATE-HIGH • Higher appetite for strategic initiatives supporting integration • Willingness to innovate in service delivery • Acceptance of calculated risks in pursuit of transformation • Support for pilot projects with clear business case and evaluation criteria At this appetite level, the board is willing to accept some uncertainty in governance processes where: - Clear oversight mechanisms remain in place - Core statutory obligations continue to be met - Potential benefits to service delivery are significant - Learning opportunities from governance adjustments can be captured Financial Risk: MODERATE • Willing to accept moderate financial risks in pursuit of strategic objectives • Conservative approach to core budget management • Higher tolerance for innovative projects with clear benefits • Low tolerance for financial decisions that could threaten long-term sustainability Clinical Safety Risk: LOW • Minimal appetite for risks affecting patient/service user safety • Strong controls and monitoring required for all clinical activities • Zero tolerance for non-compliance with clinical governance standards • Comprehensive risk assessments required for any service changes • Operational Risk: MODERATE • Moderate tolerance for operational changes that improve efficiency • Willing to consider new service delivery models • Acceptance of short-term disruption for long-term benefits • Regular monitoring and review of operational changes Reputational Risk: LOW-MODERATE • Conservative approach to actions that could damage public trust • Proactive stakeholder engagement in major decisions • Low tolerance for activities that could undermine partnership working • Emphasis on transparent decision-making Page 28
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Workforce Risk: MODERATE • Moderate appetite for workforce development initiatives • Innovation in recruitment and retention strategies • Support for new ways of working • Low tolerance for risks affecting staff wellbeing Risk Governance • Regular review of risk appetite by the MIJB Board • Clear escalation procedures for risks exceeding appetite levels • Integration of risk appetite into decision-making processes • Regular reporting on risk profile against appetite Implementation • Risk appetite to be considered in all significant decisions • Regular training for staff on risk management • Clear communication of risk appetite across the organization • Annual review and update of risk appetite statement Monitoring and Review • Bi-annual review of risk register against appetite levels • Annual review of risk appetite statement • Regular reporting to Audit and Risk Committee • Adjustment of appetite levels based on changing context This statement will be reviewed annually and updated as required to reflect changes in the operating environment and strategic priorities. Page 29
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Likelihood – What is the likelihood of the risk occurring? Assess using the criteria below. Rare (1) Unlikely (2) Possible (3) Likely (4) Almost Certain (5) Don’t believe this event would happen Will only happen in exceptional circumstances Not expected to happen but definite potential exists Unlikely to occur May occur occasionally Has happened before on occasions Reasonable chance of occurring Strong possibility that this could occur Likely to occur This is expected to occur frequently/ in most circumstances more likely to occur than not Impact – What could happen if the risk occurred? Assess for each category and use the highest score identified. The impact scale is from an organisational level perspective. It reflects the key areas that if impacted could prevent the organisation achieving its priorities and objectives. The scale is a guide and cannot cover every type of impact therefore judgement is required. Category Negligible (1) Minor (2) Moderate (3) Major (4) Extreme (5) Patient or Service user Experience Reduced quality patient experience/clinical outcome not directly related to delivery of clinical care Unsatisfactory patient experience/clinical outcome directly related to care provision – readily resolvable Unsatisfactory patient experience/ clinical outcome, short term effects – expect recovery less than 1wk Unsatisfactory patient experience /clinical outcome, long term effects - expect recovery over more than 1week Unsatisfactory patient experience/clinical outcome, continued ongoing long term effects Objectives/ Project Barely noticeable reduction in scope/quality/ schedule Minor reduction in scope/quality/schedule Reduction in scope/quality/project objectives or schedule Significant project overrun Inability to meet project/corporate objectives, reputation of organisation seriously damaged Injury /illness (physical and psychological) to Adverse event leading to minor Minor injury or illness, first aid treatment required Agency reportable, e.g. Police (violent and aggressive acts) Major injuries/long term incapacity /disability (e.g. loss of limb), Incident leading to death(s) or major permanent incapacity Page 30
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patient/service user/visitor/staff/carer injury not requiring first aid Significant injury requiring medical treatment and/or counselling requiring, medical treatment and/or counselling Complaints/Claims Locally resolved verbal complaint Justified written complaint peripheral to clinical care Justified complaint involving lack of appropriate care Claim above excess level. Multiple justified complaints Multiple claims or single major claim Complex Justified complaint Service/ Business Interruption Interruption in a service which does not impact on the delivery of patient care or the ability to continue to provide service Short term disruption to service with minor impact on patient care/service provision Some disruption in service with unacceptable impact on patient care Temporary loss of ability to provide Service. Sustained loss of service which has serious impact on delivery of patient care resulting in major contingency plans being invoked Permanent loss of core service/ facility Disruption to facility leading to significant “knock on” effect -- to function Staffing and Competence Short term low staffing level temporarily reduces service quality (less than 1 day) Short term low staffing level (>1 day), where there is no disruption to patient care Ongoing low staffing level reduces service quality Minor error due to lack of/ ineffective training/ implementation of training Late delivery of key objective/service /care due to lack of staff Moderate error due to lack of/ ineffective training / implementation of training Ongoing problems with staffing levels Uncertain delivery of key objective/service/care due to lack of staff Major error due to lack of/ ineffective training / implementation of training Non-delivery of key objective/ service/care due to lack of staff. Loss of key staff Critical error due to lack of/ ineffective training/ implementation of training Financial (including Damage/Loss/Theft/ Fraud Negligible organisational/ personal financial loss up to £1k Minor organisational/ personal financial loss of £1-10K Significant organisational/personal financial loss of £10- 100k Major organisational/personal financial loss of £100k- 1m) Severe organisational financial loss of more than £1m Page 31
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Inspection/ Audit Small number of recommendations which focus on minor quality improvement issues Recommendations made which can be addressed by low level of management action Challenging recommendations that can be addressed with appropriate action plan Improvement Notice Enforcement/prohibition action Low Rating Critical report Prosecution Zero rating Severely critical report Adverse Publicity/ Reputation Rumours, no media coverage Little effect on staff morale Local media coverage – short term. Some public embarrassment Minor effect on staff morale/public attitudes Local media – long term adverse publicity Significant effect on staff morale/public perception of the organisation National media adverse publicity less than 3 days Public confidence in the organisation undermined Use of services affected National/International media/ adverse publicity, more than 3 days MSP/MP/SEHD concern (Questions in Parliament) Court Enforcement/Public Enquiry/FAI Risk Scoring Consequences/Impact Likelihood Negligible Minor Moderate Major Extreme Almost Certain Medium High High V High V High Likely Medium Medium High High V High Possible Low Medium Medium High High Unlikely Low Medium Medium Medium High Rare Low Low Low Medium Medium Review Timescales – When a risk rating has been assigned the criteria below should be used to assess the review timescales. Very High or High Requires monthly monitoring and updates. Medium Requires quarterly monitoring and updates. Low Requires 6 monthly monitoring and updates. Page 32
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REPORT TO: MORAY INTEGRATION JOINT BOARD ON 29 JANUARY 2026 SUBJECT: REAPPOINTMENT OF CHIEF INTERNAL AUDITOR BY: CHIEF OFFICER 1. REASON FOR REPORT 1.1 To ask the Board to approve the reappointment of the Chief Internal Auditor, whose current terms of appointment are due to expire on 31 March 2026. 2. RECOMMENDATION 2.1 It is recommended that the Board formally agrees to appoint Dafydd Lewis, Service Manager Internal Audit and Risk, Moray Council, as the Chief Internal Auditor of the Moray Integration Joint Board, for a further period of two years to 31 March 2028. 3. BACKGROUND 3.1 Section 12 of the Moray Health and Social Care Integration Scheme sets out the arrangements for establishing an adequate and proportionate internal audit service for review of the arrangements for risk management, governance, and control of the delegated resources. 3.2 At the meeting on 31 March 2016 (para 7 of the minute refers), the Moray Integration Joint Board (MIJB) agreed the key responsibilities of the Chief Internal Auditor role and to formally appoint the Moray Council’s Internal Audit Manager as the MIJB Chief Internal Auditor for an initial period of 2 years. 3.3 The appointment has recognised that existing internal audit arrangements within the Council and NHS Grampian will be maintained. There is a requirement that the delivery of an internal audit service to the MIJB is in accordance with the Global Internal Audit Standards to ensure appropriate arrangements are in place for audit planning, reporting and providing an annual opinion on the overall adequacy and effectiveness of the MIJB risk management, control and governance processes. This opinion is based on the work the internal audit services of the Council and Item 8. Page 33
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NHS Grampian has performed. However, this requires sufficient available auditing resources within both Organisations. 3.4 At the MIJB meeting on 25 January 2024, the MIJB agreed to formally appoint Dafydd Lewis, Audit and Risk Manager, Moray Council, as the Chief Internal Auditor for the MIJB, for a period of two years to 31 March 2026 (para 13 of the minute refers). 3.5 Following a Moray Council management restructure in 2025, the Chief Internal Auditor’s job title was changed from Audit and Risk Manager to Service Manager Internal Audit and Risk. 4. KEY MATTERS RELEVANT TO RECOMMENDATION 4.1 The Chief Internal Auditor role is a statutory requirement and a further appointment is now required. 4.2 It is the responsibility of the MIJB to establish and maintain adequate and proportionate internal audit arrangements. These are considered to be best served by utilising Council internal audit staff to provide assurances on funding provided to the MIJB by the Council and seeking similar assurances from the internal auditors of NHS Grampian in regard to contributions to the MIJB by NHS Grampian. It is proposed that the current arrangements continue for a further 2 years to 31 March 2028 to further develop the Internal Audit provision to the MIJB. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) and Moray Integration Joint Board Strategic Plan “Partners in Care 2022 – 2032” Good governance arrangements will support the MIJB to fulfil stated objectives. The provision of an independent internal audit service is one aspect of good governance. (b) Policy and Legal The arrangements to appoint an Internal Audit Service for the MIJB are set out in section 12 of the Integration Scheme and have been referred to within this report. The MIJB is subject to the accounts and audit provisions contained within Part VII of the Local Government (Scotland) Act 1973 and regulations made under this Act, as it is a body listed under section 106 of the Act. In particular, the Board, by virtue of regulation 7 of The Local Authority Accounts (Scotland) Regulations 2014, must operate a professional and objective internal auditing service in accordance with recognised standards and practices in relation to internal auditing. (c) Financial implications The Financial Regulations of the MIJB state that the MIJB shall secure the provision of a continuous internal audit service to provide an independent Page 34
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and objective opinion on the control environment comprising risk management, governance, and control of delegated resources. Moray Council’s Service Manager Internal Audit and Risk will undertake this additional responsibility to fulfil the responsibilities of the Chief Internal Auditor for the MIJB. These services are currently provided at no cost to the MIJB. (d) Risk Implications and Mitigation If an appointment is not made there will a breach of regulations and likely adverse comment from the MIJB’s external auditor. (e) Staffing Implications The MIJB Chief Internal Auditor is employed by Moray Council. If reappointed, they will continue to be employed by Moray Council. Duties for the MIJB will continue to fall within their remit. This arrangement will be subject to ongoing review through the Audit Performance and Risk Committee to ensure delivery of audit services for the MIJB remains sustainable. (f) Property None arising directly from this report. (g) Equalities/Socio Economic Impact An Equality Impact Assessment is not needed because the report is to consider a re-appointment. (h) Climate Change and Biodiversity Impacts None arising directly from this report. (i) Directions None arising directly from this report. (j) Consultations Consultations on this report has taken place with the Chief Officer, Chief Governance Officer (Monitoring Officer); Service Manager Legal Services and Caroline O’Connor, Committee Services Officer, all Moray Council; who are in agreement with the content of this report where it relates to their area of responsibility: 6. CONCLUSION 6.1 The period of appointment for the Chief Internal Auditor is due to expire and a further appointment is necessary to meet statutory requirements. Author of Report: Deborah O’Shea – Chief Finance Officer Background Papers: with author Ref: Page 35
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REPORT TO: MORAY INTEGRATION JOINT BOARD ON 29 JANUARY 2026 SUBJECT: REAPPOINTMENT OF STANDARDS OFFICER AND DEPUTE STANDARDS OFFICER BY: CHIEF OFFICER 1. REASON FOR REPORT 1.1 To ask the Board to approve the nomination of its Standards Officer and one Depute, whose current terms of appointment are due to expire on 1 April 2026. 2. RECOMMENDATION 2.1 It is recommended that the Board : i) formally nominate for approval by the Standards Commission, Alasdair McEachan, Chief Governance Officer (Monitoring Officer), Moray Council, as the Standards Officer of the Moray Integration Joint Board, for a further period of two years until 1 April 2028; ii) formally nominate for approval by the Standards Commission, Aileen Scott, Service Manager Legal Services, Moray Council, for a further period of two years until 1 April 2028; iii) task the Chief Officer with writing to the Standards Commission with the relevant information; and iv) note that the arrangements will be reviewed prior to April 2028. 3. BACKGROUND 3.1 At its meeting on 25 January 2024, the Board agreed to nominate its current Standards Officer and Depute for the approval by the Standards Commission (para 14 of minute refers). Subsequent to this meeting, approval from the Standards Commission was obtained for the appointments. Item 9. Page 37
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3.2 Prior to January 2019 there was a legal representative at Moray Integration Joint Board (MIJB) meetings and concerns had been raised that there would be a conflict of interest to continue to have the Standards Officer as a Member of the Board. Since January 2019 there has not been any legal representation at MIJB meetings due to a reduction in the size of the Moray Council legal team. For assurance, discussions are held with legal advisors where necessary and all reports are reviewed by the Standards Officer (or Depute) prior to circulation to members. The Standards Officers are “on standby” during meetings and should there be a need for legal clarification they would be available. No complaints over the conduct of Board members (in terms of the Code) have been received. 4. KEY MATTERS RELEVANT TO RECOMMENDATION 4.1 The two year appointment period for the Standards Officer and Depute is due to expire 1 April 2026. The Standards Officer post is a statutory requirement and further nominations are required. 4.2 Following discussion with the Standards Officer it is recommended that the existing arrangements continue and that the nominations identified in Section 2 be approved. 4.3 The Standards Commission has to approve the MIJB nominations. Following the Board’s decision on this matter, the Chief Officer will write to the Standards Commission with the appropriate information, setting out the MIJB’s agreement of the nominations. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) and Moray Integration Joint Board Strategic Plan “Partners in Care 2022 – 2032” Good governance arrangements will support the Board to fulfil its objectives. An appointment of a Standards Officer is one aspect of good governance. (b) Policy and Legal The Ethical Standards in Public Life etc. (Scotland) Act 2000 (Register of Interests) Regulations 2003 (Scottish Statutory Instrument 2003/135) requires the Board to appoint a Standards Officer. The Standards Commission has to approve the appointment of the Standards Officer. Any individual appointed requires to be suitably qualified and experienced. The role of the Standards Officer is to promote awareness of the Code of Conduct for IJB members and to act as a point of contact for both Standards Commissioners. (c) Financial implications None arising directly from this report. (d) Risk Implications and Mitigation Page 38
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Elements of the work of the Standards Officer are requirements of the 2003 Regulations. The Board is required to comply with these Regulations and make an appointment. An appointment of a Standards Officer will help assist members with compliance with the Code of Conduct. (e) Staffing Implications The nominated Standards Officer and Depute are employed by the Moray Council. Once reappointed, they will continue to be employed by the Council. Duties for the Board will continue to be added to what are already full remits. This arrangement will need to be reviewed to determine whether it will be a reasonable long term proposition. (f) Property None arising from this report. (g) Equalities/Socio Economic Impact An Equalities Impact Assessment is not required because there are no service, policy or organisational changes being proposed. (h) Climate Change and Biodiversity Impacts None arising directly from this report. (i) Directions None arising directly from this report. (j) Consultations Consultation on this report has taken place with the Chief Officer; Chief Governance Officer (Monitoring Officer); Service Manager Legal Services and Caroline O’Connor, Committee Services Officer, all Moray Council; who are in agreement with the contents of this report as regards their respective responsibilities. 6. CONCLUSION 6.1 The previous appointments of Standards Officer and Depute are due to expire and further appointments are necessary to meet statutory requirements. This report sets out the proposal for the next two years. Author of Report: Deborah O’Shea – Chief Finance Officer Background Papers: with author Ref: Page 39
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