Agenda Document Pack - Moray Council - 30/09/2026
Moray Council · 30 September 2026
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Moray Council Wednesday, 30 September 2026 NOTICE IS HEREBY GIVEN that a Meeting of the Moray Council is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Wednesday, 30 September 2026 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 20-27 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minutes of meeting of 30 June 2026 7 - 18 5. Written Questions ** 6. Update to Health and Social Care Integration Scheme for Moray Report by Executive Director Economy, Enterprise and Operations 19 - 122 Page 1
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7. Corporate Plan – Progress Update 2025-26 Report by Executive Director Finance, Strategy and Transformation 123 - 142 8. Short to Medium Term Financial Strategy 2027-29 Report by Executive Director Finance, Strategy and Transformation 143 - 168 9. Draft Cooper Park Masterplan Report by Executive Director Economy, Enterprise and Operations 169 - 176 10. Community Wealth Building Strategy Update Report by Executive Director Economy, Enterprise and Operations 177 - 200 11. Just Transition Fund 2026-27 Update Report by Executive Director Economy, Enterprise and Operations 201 - 210 12. Regeneration Capital Grant Fund 2027-28 Additional Applications Report by Executive Director Economy, Enterprise and Operations 211 - 222 13. Bus Revolution Strategic Approach and Revenue Budget Phase 3 Report by Executive Director Economy, Enterprise and Operations 223 - 246 14. Introduction of booking system at Forres Household Waste and Recycling Centre Report by Executive Director Economy, Enterprise and Operations 247 - 268 15. Options for Additional Council Tax Charge and Second Home Premium Report by Executive Director Finance, Strategy and Transformation 269 - 288 16. Wider After School Activities Proposal Update Report by Executive Director Education, Housing and Communities 289 - 304 17. Meeting Attendance Protocol Report by Executive Director Economy, Enterprise and Operations 305 - 328 18. Future Meeting Dates Report by Executive Director Economy, Enterprise and Operations 329 - 334 Page 2
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19. Outside Bodies Appointments Report by Executive Director Economy, Enterprise and Operations 335 - 348 Item(s) which the Committee may wish to consider with the Press and Public excluded 20. St Giles - Progress Update and Next Steps [Para 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 21. Levelling Up Fund - Programme Update and Proposed Funding Reallocation [Para 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 22. Garmouth Viaduct [Para 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 23. Financial Management System Modernisation [Para 8] • 8. The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services. 24. Outcome of Closing Date Following Marketing [Paras 8 and 9] • 8. The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services. • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 25. Negotiations with sitting tenant [Paras 8 and 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. • 8. The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services. Page 3
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26. Update on Negotiations Following Marketing of Industrial Estate [Paras 7 and 9] • 7. Information relating to the financial or business affairs of any particular person (other than the authority). • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 27. Wider After School Activities Proposal - Workforce [Para 1] • 1. Information relating to a particular employee, former employee or applicant to become an employee of, or a particular office- holder, former office-holder or applicant to become an office- holder under, the authority. 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 4
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 5pm three working days prior to the day of the meeting, please see Standing Order 36 for deadlines. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 12pm the day before the meeting. The Member who has put the question may, after the answer has been published, may ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 5
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MORAY COUNCIL Moray Council SEDERUNT Councillor Kathleen Robertson (Chair) Councillor Amber Dunbar (Depute Chair) Councillor James Allan (Member) Councillor Peter Bloomfield (Member) Councillor Neil Cameron (Member) Councillor Tracy Colyer (Member) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor Donald Gatt (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Elaine Kirby (Member) Councillor Scott Lawrence (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Neil McLennan (Member) Councillor Shona Morrison (Member) Councillor Bridget Mustard (Member) Councillor Derek Ross (Member) Councillor John Stuart (Member) Councillor Draeyk van der Horn (Member) Councillor Sonya Warren (Member) Councillor Ben Williams (Member) Clerk Name: Tracey Sutherland Clerk Telephone: 07971 879268 Clerk Email: committee.services@moray.gov.uk Page 6
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MORAY COUNCIL Minute of Meeting of the Moray Council Tuesday, 30 June 2026 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor James Allan, Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Elaine Kirby, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Neil McLennan, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor Draeyk Van Der Horn, Councillor Sonya Warren APOLOGIES Councillor Sandy Keith, Councillor John Stuart, Councillor Ben Williams IN ATTENDANCE Chief Executive, Executive Director Economy, Enterprise and Operations, Executive Director Education, Housing and Communities, Executive Director Finance, Strategy and Transformation, Chief Governance Officer, Head of Operations and Environment, Head of Education, Head of Housing, Property and Communities, Chief Financial Officer, Service Manager Strategic Finance, Service Manager Finance Operations, Service Manager Strategic Development and Planning, Service Manager Growth Deal, Service Manager Democratic Services, Principal Climate Change Strategy Officer, Senior Project Officer (Office Review), Business Gateway Manager and Senior Housing Officer (Strategy). 1. Chair The meeting was chaired by Councillor Kathleen Robertson. 2. Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 and the Councillors' Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any further declarations of Member's interests in respect of any item on the agenda. In terms of transparency, Councillor Fernandes stated that in terms of Item 18 on the agenda he is employed by Moray UHI but would remain in the meeting. Item 4. Page 7
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3. Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 14 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act. Para Number of Minute Para Number of Schedule 7a 20 Para 8 The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services. 21 Para 7 Information relating to the financial or business affairs of any particular person (other than the authority). 22 Para 9 Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 23 Para 9 Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 24 Para 1 Information relating to a particular employee, former employee or applicant to become an employee of, or a particular office-holder, former office-holder or applicant to become an office-holder under, the authority. 4. Minute of meeting dated 6 May 2026 The minutes of the meeting of 6 May 2026 were submitted and approved, subject to the addition at para 9 to confirm that the vote was taken whilst the webcast was paused. 5. Minutes of meeting of 19 May 2026 The minute of the special meeting on 19 May 2026 was submitted and approved. 6. Written Questions The Council noted that no written questions had been submitted. Page 8
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7. Vary Order of Business In terms of Standing Order 29 the meeting agreed to vary the order of business set down on the agenda and take item 7, as the first item of business in order to allow those presenting the report to depart the meeting at the earliest convenience. 8. Climate Change Strategy The meeting had before it, a report by the Executive Director Economy, Environment and Operations asking the Council to note responses to the draft Moray Council Climate Change Strategy (CCS) and approve the final version of the Strategy. Following lengthy consideration, the Council unanimously agreed to: i) note the responses to the draft Strategy set out in Appendix 1; and ii) approves the final version of the Climate Change Strategy 2026 - 2036, as set out in Appendix 2 and the action plan in Appendix 3 9. Portgordon School Bus Service Petition The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations asking Council to consider the recently submitted Petitions PE2026-001 and PE2026-002 in relation to the Portgordon School Bus received from Mrs Iona Shewan and Ms Ianthe Mitchell, Mr Jack Pickerill and Ms Yvie Shewan, the terms of which stated: PE2026-001 We request that Moray Council re-instate the dedicated school bus service for children and young people from Portgordon. The current walking route provided to families is unsafe. It requires walking along an unlit 60mph road, in close proximity to sea and surgace water, and along narrow sections with poor visibility for drivers and pedestrians. The path is too narrow in places, forcing users to step onto the road to pass others. During darker winter months and adverse weather conditions, these risks increase significantly. The pathways are unlit, untreated in icy conditions, and exposed to severe wind and sea spray. The path leading to the old railway bridge is poorly maintained, with multiple trip hazards including rotten wooden steps and unstable or missing fencing. The steps are not made of non-slip materials. We do not believe this route is a safe or reasonable option for school children. The alternative public bus service is unreliable. Buses are often delayed, overcrowded or cancelled at short notice. Timings do not align with the school day, with the morning service arriving far too early and the afternoon service departing long after school finishes. In poor weather, services are frequently cancelled, and there are no sheltered bus stops near the school. Page 9
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The previous dedicated bus ensured save, timely travel and reduced congestion. We therefore ask the Council to re-instate this essential service. PE2026-002 This petition is to try and stop the Council from withdrawing school transport from Portgordon to Buckie High School as the safe walking route is not safe. The path runs next to a 60mph road which is unlit and then carries on to a victorian bridge which was in a report last year found to have been neglected, with sever corrosion and in need of maintenance. The Stagecoach service is not reliable and with an increasing rate of anti social behaviour and violence on buses a large amount of people do not feel safe to ride on a bus. This will impact significantly on pupil attainment during periods of cold/icy weather. Roads/pavements in Portgordon do not get gritted which would make the walk very unsafe for pupils to take as they may fall and injure themselves. Stagecoach busses usually get cancelled when there is very bad weather and so pupils would be unable to arrive to school safely. The Chair welcomed Mrs Shewan and Ms Mitchell and asked them to outline the terms of their petitions. The Head of Operations and Environment outlined the response to the petition as detailed in the briefing report. The Chair confirmed the options available to the Committee were: 1. Direct that the petition (in whole or part) proceeds to a full hearing, at the next available date of this Committee, another appropriate service committee or at a full meeting of The Moray Council; OR 2. Reject the petition (in whole or in part), giving the reason for rejection; OR 3. For simple issues, instruct immediate action by the Council without any further hearing or report; OR 4. Pass the petition to the relevant director and chairperson to look into, with or without any specific direction as to action. Following lengthy consideration of the petitions, Councillor Robertson proposed a short adjournment to allow Groups to consider how to progress with the item. On the resumption of the meeting Councillor Robertson stated that no consensus had been reached and moved to reject the petition for the following reasons: • satisfied that the policy had been followed and reviewed and delivered following Scottish Government guidance, as delegated to Officers; • there is a review in train as requested by Councillor Warren when the policy was set; • that there is a material change, in that Stagecoach timetables now fit with the school day, as was announced last week; and • the contract implications and the need for equity across Moray would be costly and again satisfy that mitigations have been explored and delivered or in progress. This was seconded by Councillor Macrae. Page 10
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In response, Councillor Morrison, seconded by Councillor Warren proposed that a further report be brought back to Council as soon as possible which would examines in detail the equality and safety impacts for the affected communities. To also ask Officers to outline the potential long-term impact the policy change might have on the sustainability of Moray's rural communities and that the report required an intersectional approach to examine the combinative impact these changes might have on affected communities and needed to be done in partnership with those impacted. The amendment was in relation to the option at bullet point 4 - that the petition would be passed to the relevant Executive Director and chair to look into, with or without any specific direction. On the division there voted: For the motion (14) Councillors Robertson, Macrae, Allan, Bloomfield, Colyer, Cowe, Divers, Dunbar, Gatt, Gordon, Kirby, McBain, Mustard and Ross For the amendment (9) Councillors Morrison, Warren, Cameron, Coull, Fernandes, Harris, Lawrence, McLennan and van der Horn Abstention (0) As Councillors Harris and McLennan joined the meeting remotely and were not using Council IT equipment, their votes were taken verbally and added to the results in the Chamber. Accordingly, the motion became the finding of the meeting and the Council agreed to reject the petition for the following reasons: • satisfied that the policy had been followed and reviewed and delivered following Scottish Government guidance, as delegated to Officers; • there is a review in train as requested by Councillor Warren when the policy was set; • that there is a material change, in that Stagecoach timetables now fit with the school day, as was announced last week; and • the contract implications and the need for equity across Moray would be costly and again satisfy that mitigations have been explored and delivered or in progress. Councillors Harris and van der Horn left the meeting at the conclusion of this item. 10. Revenue Out-Turn Variances from Budget The meeting had before it, a report by the Executive Director Finance, Strategy and Transformation advising the Council of the major variances from the approved budget in the actual out-turn for 2025/26 revenue budget. Following consideration, the Council unanimously agreed to: i) note the Council’s year end financial position for 2025/26, being an overspend of £230,000 on total expenditure; Page 11
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ii) note the major variances from the approved budget for 2025/26 as summarised in Appendix 1 and detailed in Section 5 of this report; iii) note the status of the approved savings for 2025/26; iv) approve the additional £93,000 to be funded from the Transformation Reserve for the SWAN2 (Wide Area Network) project implementation costs; and v) note the transfer of unspent funding to earmarked reserves in line with funding conditions. 11. Capital Plan 2025-2026 Budget Monitoring The meeting had before it a report by the Chief Executive informing Council of the expenditure to 31 March 2026 under the Capital Plan for financial year 2025/26 and to recommend budget adjustments for inclusion in the Capital Plan for 2026/27 and future years. Following consideration, the Council unanimously agreed to: i) note full year expenditure to 31 March 2026 of £32,596,000 against an approved amended budget of £50,564,000 as set out in Appendix 1; ii) approve the final carry forwards and amendments to 2026/27 and future years totalling an increase of £18,247,000; iii) approve further amendments to the Capital Plan for 2026/27 following confirmation of the Scottish Government funding settlement and other funding allocations for the same period, resulting in an amended Capital Plan for 2026/27 of £77,294,000; and iv) note the update to the Garmouth Viaduct span removal project as noted in Section 10. 12. Unaudited Annual Accounts for 2025-26 The meeting had before it, a report by the Executive Director Finance, Strategy and Performance asking Council to consider the unaudited Annual Accounts for the year to 31 March 2026 for both Moray Council and the Connected Charity Trust Funds administered by the Council. Following consideration, the Council unanimously agreed: i) to note the unaudited Annual Accounts for Moray Council for the year ended 31 March 2026; ii) to note Moray Council Connected Charity Trust Funds Trustees’ Report and Financial Statements for the year ended 31 March 2026; and Page 12
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iii) that delegated authority be granted to the Section 95 Officer to submit a revised second draft of the accounts to the External Auditor following completion of the Council Dwellings valuation. Councillor Williams joined the meeting during the consideration of this item. 13. Common Good Funds - Summary Expenditure 2025-26 Estimated Disposable Income 2026-27 The meeting had before it, a report by the Executive Director Finance, Strategy and Transformation informing the Council of the final position of Common Good Funds at 31 March 2026 and the estimated income available for disbursement in 2026/27. Following consideration, the Council unanimously agreed: i) to note the disbursements approved for 2025/26 for each of the Common Good Funds shown in APPENDIX 1; ii) to approve the carry forward of the undisbursed balances for 2025/26 for the Buckie, Cullen, Dufftown, Elgin, Portknockie, Keith and Findochty Funds to be made available in 2026/27; iii) the estimated income available for disbursement in 2026/27 shown in Appendix 1; iv) to note the Balance Sheet for each Common Good at Appendix 2; and v) to note Common Good Fund asset register at Appendix 3. 14. Elgin Neighbourhood Board - Appointment of Chair The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations asking Council to agree and appoint the Chair of Elgin Neighbourhood Board following an open recruitment process. The Council joined the Chair in thanking the outgoing Chair and Vice Chair of the Board. Following consideration, the Council unanimously agreed: i) to note the recruitment process followed by Elgin Neighbourhood Board to appoint a new Chair; ii) to appoint Jackie Andrews as Chair of Elgin Neighbourhood Board; and iii) that the Chief Executive write a letter of thanks to the outgoing Chair and Vice Chair. Page 13
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15. Council Records Management Plan The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations asking Council to note the position in relation to the external inspection of the Council's Records Management Plan and to agree an Action Plan to address outstanding issues. Following consideration, the Council unanimously agreed: i) to note the issues identified from improvement by the Keeper outlined in section 4; ii) to agree the Action Plan to address these issues at Appendix 1; iii) that the progress on implementation of the Action Plan will be monitored through the Corporate Risk Register and the Information Governance Annual report; and iv) to note the temporary additional resource being directed to implement the Action Plan. 16. Timeline Options for Consideration of a potential draft Visitor Levy Scheme The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations seeking agreement to proceed with the development of a draft Visitor Levy Scheme proposal for Moray, to be brought before Council for consideration in August 2027. Following consideration, the Council unanimously agreed to: i) note the legislative amendments to the Act introduced through the Visitor Levy (Amendment) (Scotland) Bill, enacted 21 May 2026; ii) note the two timeline options presented for the development of a draft Visitor Levy Scheme proposal; iii) proceed with the development of a draft Visitor Levy Scheme proposal based on the timeline for a report to be brought before the Council in August 2027; and iv) approve the additional resource implications associated with each option. 17. Moray Growth Deal Annual Report 2025 The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations providing Council with a copy of the Moray Growth Deal's 2025 annual report. Following consideration, the Council unanimously agreed to approve the 2025 Moray Growth Deal Annual Report. Page 14
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Councillor van der Horn re-joined the meeting during consideration of this item. 18. Short-Term Let Control Areas The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations asking Council to consider the feasibility of introducing Short Term let control areas in Moray and whether there are any specific areas within Moray that require more detailed analysis. Following consideration, the Council unanimously agreed: i) to note the contents of the report; and ii) that Officers do not progress with designating any Short-Term Let Control Areas in Moray at this time. 19. Information Reports - if called in The Council noted that the Information Reports had not been called in. 20. Case Management System Replacement Report [Para 8] The meeting had before it, a report by the Chief Finance Officer, Moray Integration Joint Board seeking approval for the budget to replace the case management system. Following consideration the Council unanimously agreed: i) to note that the current case management system support has already expired and the new case management system has been procured; ii) to approve the allocation from the transformation fund for the new case management system and associated implementation expenses, with the goal of introducing the new replacement system by March 2027 as detailed in paragraph 6.2; and iii) to note that savings will be achieved from year 4 over the duration of the contract, which will be 10 years and will be fully repaid to the transformation reserve (in years 4 to 9) as detailed in para 6.4. 21. Moray Growth Deal Skills Delivery [Para 7] The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations updating Council on the work undertaken to identify a replacement skills project for the Moray Growth Deal (MGD), with approval sought for the recommended option to enter the outline and then full business case development stages. Following consideration, the Council unanimously agreed to: Page 15
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i) note the progress made to identify a replacement skills project for the Moray Growth Deal; and ii) approve that detailed business case development work can be undertaken on the preferred option (outline to full business case development stages, with a report back to Council at the end of the outline business case stage). 22. Depot and Stores Rationalisation Project Update [Para 9] The meeting had before it, a report by the Executive Director Education, Housing and Communities updating Council on progress since Council approved the Full Business Case (FBC) for the Depot and Stores Rationalisation Project on 25 June 2025, and to advise that a revised approach to delivery is recommended, and to seek agreement to incorporate the Keith Salt Barn project within the programme scope as part of the overall rationalisation delivery framework. Following consideration, the Council unanimously agreed: i) to note the progress made to date in delivering the Depot and Stores Rationalisation programme, including updated estate information, early rationalisation activity and ongoing design development; ii) to note that detailed implementation planning has strengthened understanding of the sequencing, interdependencies and borrowing requirements across the programme, and that this has informed the need for a revised delivery structure; iii) to note the assessment of delivery options undertaken in line with governance expectations, and agrees the hybrid delivery model as the most effective approach for the next phase of the programme; iv) to note that a revised implementation plan aligned to the hybrid model has now been prepared and is included as an appendix to this report; v) that programme monitoring and reporting will continue through the established governance arrangements, with further updates provided to Committee at appropriate intervals; vi) to approve a revised programme delivery timeframe extending to Quarter 4 2029/30, reflecting updated implementation assumptions, lead-in requirements and revised programme sequencing; vii) that the Keith Salt Barn project be incorporated within the programme governance and implementation framework as a supporting element of the wider Depot and Stores Rationalisation programme; and viii) that the Archives and Closed Records workstream be incorporated within the governance framework of the Depot and Stores Rationalisation programme. Page 16
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23. Moray Affordable Housing Programme - Compulsory Purchase Order [Para 9] The meeting had before it, a report by the Executive Director Education, Housing and Communities providing Council with an update and seek authorisation for the use of compulsory purchase powers in relation to a property in Keith. Following consideration, the Council unanimously agreed to: i) progress a Compulsory Purchase Order (CPO) for the property; ii) authorise the Head of Housing, Property and Communities and the Service Manager Legal Services to prepare and sign all CPO documentation and to take all necessary steps, including publication of all statutory notices, to secure confirmation of the Order by the Scottish Ministers and the vesting of the Land in the Council detailed in section 6.2; iii) note that efforts to negotiate acquisition in parallel with the CPO process will continue; iv) note the draft Statement of Reasons in Appendix 1; and v) note the draft Integrated Impact Assessment (IIA) in Appendix 2. 24. Suspension of Standing Orders In terms of Standing Order 83, the Chair sought agreement from the Council to suspend Standing Order 75 in order to continue the meeting past 12.45pm should it be required. This was unanimously agreed. 25. Chief Officer Recruitment Head of Growth Planning and Climate [Para 1] The meeting had before it, a report by the Depute Chief Executive Economy, Enterprise and Operations asking the Council to approve arrangements for recruitment of the Head of Growth, Planning and Climate (Chief Planning Officer). Following consideration, the Council unanimously agreed: i) to note the risks and opportunities associated with progressing with recruitment to the Head of Growth, Planning and Climate Change (Chief Planning Officer) in line with the current Job Description and Person Specification in comparison to those with the changes proposed; ii) that the Job Description and Person Specification be amended to show the Chief Planning Officer role and skills / experience required to fulfil this as a desirable rather than essential criteria; iii) to delegate authority to the Chief Executive acting in liaison with the Chairs of Economic Development and Infrastructure (EDIS) and Planning and Regulatory Services (PRS) Committees to either retain this role at Head of Page 17
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Service level, or to devolve it to the Service Manager Strategic Planning and Development (SM SPD) as appropriate in line with the recruitment outcomes, adjusting the Scheme of Delegation as required; and iv) to note that a recruitment agency will be engaged to support the recruitment process, as set out in para 6.4 of the report. Page 18
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Alasdair McEachan Contact Email: alasdair.mceachan@moray.gov.uk Subject: Update to Health and Social Integration Scheme for Moray 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve amendments to the Health and Social Care Integration Scheme for Moray following implementation of The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025, which came into force on 1 September 2026. 1.2 This report is submitted to Council in terms of Section II (21) of the Council’s Scheme of Administration relating to the statutory functions delegated by the Council to the Integration Joint Board for Moray in terms of the Integration Scheme for Moray. 2. SUMMARY 2.1 The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 came into force on 1 September 2026 and extends voting rights on Integration Joint Boards to third sector representative members, service user representative members and unpaid carer representative members. The amendments require the Health and Social Care Integration Scheme for Moray to be updated to reflect the legislative change and, following approval by Moray Council and NHS Grampian, submitted to the Scottish Government for final approval. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) Consider and approve the amendments to the Health and Social Care Integration Scheme for Moray (Appendix 1); and ii) Agree the submission of the Integration Scheme to the Scottish Government for final approval, as required. Item 6. Page 19
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Alasdair McEachan Chief Governance Officer 4. BACKGROUND AND CONTEXT Original legislation 4.1 The Public Bodies Joint Working (Scotland) Act 2014 (“the Act”) and the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order 2014 (“the Order”) made provision for the operation, governance and membership of the MIJB. As a minimum this must comprise voting members nominated from the NHS Board and Council; co-opted non-voting members who are holders of key posts with the NHS and Council or the MIJB; and co-opted non-voting members who are representatives of groups who have an interest in the MIJB. There is flexibility to appoint additional non-voting members as the Board sees fit. 4.2 Section 2(3) of the Public Bodies (Joint Working) (Scotland) Act (2014) requires each Local Authority and the Health Board to jointly prepare an Integration Scheme for the area of the local authority. Section 7(1) requires the Local Authority and the Health Board to jointly submit an Integration Scheme to the Scottish Ministers for approval. Lived experience members 4.3 The Moray Health and Social Care Integration Scheme (“Integration Scheme”) requires -The Council appoint 4 voting members to the Board. -NHS Grampian to appoint 4 voting members to the Board -MIJB to appoint at least one member from each of the following 3 groups as non-voting members: • third sector bodies • service users • unpaid carers Scheme update in 2023 4.4 The last update to the Integration Scheme was approved by Moray Council at their meeting on 2 February 2023 (para 11 of minute refers). This was to delegate Children's Services to the MIJB. What has changed? 4.5 The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 provides that these lived experience members will, from 01 September 2026, now have full voting rights at Board meetings. The Integration Scheme now needs to be changed to reflect this position. 4.6 Arrangements for participation in committees, attendance, proxies and voting will be formalised through revised Standing Orders, committee terms of reference and associated MIJB governance documentation. Training has been provided to the lived experience members and the MIJB members handbook has been updated. 5. PROPOSALS 5.1 It is proposed to make the changes to the Integration Scheme, shown as tracked changes, in Appendix 1. Page 20
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5.2 These changes are required for the Scheme to be compliant with the 2025 Order. The only area for discretion is over the statutory provision to appoint "at least" one member from each of the 3 lived experience groups. To maintain the balance of voting membership on the Board (currently 4 Council /4 NHS), it is proposed that the number of lived experience voting members is capped at 3 members. 5.3 These proposed changes are going through a parallel process of approval with NHS Grampian Board and are due to be reported to Moray Integration Joint Board for noting on 24 September 2026. Thereafter changes will be submitted to the Scottish Government (as the statutory approval body) for final approval, as required. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Policy and Legal The MIJB, through its approved Standing Orders for meetings, established under the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Act 2014, ensures that affairs are administered in accordance with the law, probity and proper standards. 6.3 Financial There are no financial implications arising from this report. 6.4 Risk There is a risk that, if the Integration Scheme is not updated and approved, it may not accurately reflect the current legislative framework governing voting membership of the Moray Integration Joint Board. Approval of the proposed amendments will ensure compliance with statutory requirements and support effective governance arrangements. 6.5 Staffing There are no staffing implications arising from this report. 6.6 Best Value and Transformation There are no Best Value and Transformation implications arising from this report. Page 21
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6.7 Property There are no property implications arising from this report. 6.8 Information Communications/Technology/Digital There are no information communications/technology/digital implications arising from this report. 6.9 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ✓ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ☐ ☐ Human Rights of individuals ☐ ☐ ✓ ☐ ☐ Rights of Children or Young People (UNCRC) ☐ ☐ ✓ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected Amendments are being made as a result of new Scottish Government legislation. An Equality Impact Assessment and a Child Rights and Wellbeing Impact Assessment have been prepared and are available online at legislation.gov.uk. The three lived experience groups are likely to have a higher proportion of people with protected characteristic than the general population. Giving enhanced voting rights to group representatives will enhance the democratic inclusion for these groups. 6.10 Climate Change and Biodiversity Impacts There are no climate change or biodiversity impacts arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Chief Executive, Moray Council; Chief Officer, Moray Health and Social Care Partnership; Caroline O’Connor, Committee Services Officer and any comments made have been incorporated into the report Page 22
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8. BACKGROUND PAPERS 8.1 Page 23
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APPENDIX 1 Health and Social Care Integration Scheme for Moray September 2026 This document is also available in large print and other formats and languages, upon request. Please call NHS Grampian Corporate Communications on (01224) 551116 or (01224) 552245. Page 25
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Introduction This document outlines revised arrangements for how adults and older people care services will be integrated and delivered by The Moray Council and NHS Grampian and is prepared in line with the requirements of the Public Bodies (Joint Working) (Scotland) Act 2014 (the “Act”) In revising the 2018 Integration Scheme we have engaged with carers, people who currently use health and social care services in Moray, and our joint workforce. We have also subjected the draft revised Scheme to an extensive consultation exercise and have made further changes to the document based on the views and comments expressed both by people and the organisations who took the opportunity to respond. During the consultation exercise we also informed people that the contents of this revised Integration Scheme will be final, and it shall not be possible to make any modifications to the revised Integration Scheme without a further consultation and approval by Scottish Ministers. We also explained that the revised Integration Scheme will set out the parameters of our Strategic Plan which will present in more detail the changes to the way we propose to deliver integrated care services in Moray in the future. At a time when the health and social care system is facing significant demographic and financial challenges, we consider that this Integration Scheme will provide a strong foundation to how we can best improve the quality of care we deliver to the people of Moray. Page 26
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Aims and Outcomes of the Integration Scheme The main purpose of integration is to improve the wellbeing of people who use health and social care services, particularly those whose needs are complex and involve support from health and social care at the same time. The Integration Scheme is intended to achieve the National Health and Wellbeing Outcomes prescribed by the Scottish Ministers in Regulations under section 5(1) of the Act, namely: 1. People are able to look after and improve their own health and wellbeing and live in good health for longer. 2. People, including those with disabilities or long-term conditions or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community. 3. People who use health and social care services have positive experiences of those services, and have their dignity respected. 4. Health and social care services are centred towards helping to maintain or improve the quality of life of people who use those services. 5. Health and social care services contribute to reducing health inequalities. 6. People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. 7. People using health and social care services are safe from harm. 8. People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide. 9. Resources are used effectively and efficiently in the provision of health and social care services. Page 27
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Our Vision, Purpose, Local Principles and Values In aiming to fulfil the above 9 National Health and Wellbeing Outcomes, the following Vision, Purpose, Local Principles and Values have been developed by listening to the views of people who presently use health and social care services in Moray or who are involved in the delivery of care and support. Our Vision • To enable the people of Moray to lead independent, healthy and fulfilling lives in active and inclusive communities, where everyone is valued, respected and supported to achieve their own goals. Our Purpose • Through health, social care and third sector professionals and commercial providers working together with patients, unpaid carers, service users and their families, we will promote choice, independence, quality and consistency of services by providing a seamless, joined up, high quality health and social care service. When it is safe to do so, we will always do our utmost to support people to live independently in their own homes and communities for as long as possible. We will strive to ensure resources are used effectively and efficiently to deliver services that meet the needs of the increasing number of people with longer term and often complex care needs; many of whom are older. Our Local Principles • A single point of contact. We will make it easier for people to access information and support by having a single point of contact for accessing health and social care services where it is appropriate to do so. • Continuity of care. We will appoint a single lead professional across health and social care to facilitate improved communication with people in need of support and when possible we will aim to provide continuity of care. Page 28
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• Health and social care professionals share information. We will work to ensure that people will have to tell their story only once and that their information is shared with all relevant professionals. • Signposting. Information and advice should be provided in a format that is right for the person and is readily available in their community. • Personalisation. Our vision means that we do not provide the same service for everyone but the right service for each person. We will always aim to provide choice and control. • Community outcomes. We will aim to support local communities to determine their own health and well-being priorities and we will work in partnership towards the realisation of these agreed outcomes. • The conversation is at the heart of what we do and is the key to meaningful action. Identifying positive outcomes that matter to people is based on a conversation with the service user, patient, unpaid carer and sometimes the whole community. This level of engagement is the essential first step in delivering an outcomes-based service. • Best value. We will always endeavour to make the best use of public money by ensuring that our services are efficient, effective and sustainable. Our values • We will always work to support people to achieve their own outcomes and goals that improve their quality of life. • We will always listen and treat people with respect. • We will always value the support and contribution provided by unpaid carers. • We will respect our workforce and give them the support and trust they need to help them achieve positive outcomes for the people of Moray. Page 29
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Integration Scheme The parties: MORAY COUNCIL, established under the Local Government etc. (Scotland) Act 1994 and having its principal offices at Council Offices, High Street, Elgin, Moray IV30 1BX (hereinafter referred to as “the Council” which expression shall include its statutory successors); And GRAMPIAN HEALTH BOARD, established under section 2(1) of the National Health Service (Scotland) Act 1978 (operating as “NHS Grampian”) and having its principal offices at Summerfield House, 2 Eday Road, Aberdeen AB15 6RE (hereinafter referred to as “NHS Grampian” which expression shall include its statutory successors) (together referred to as “the Parties”, and each being referred to as a “Party”) Page 30
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1. Definitions and Interpretation 1.1 In this Integration Scheme, the following terms shall have the following meanings:- “Accountable Officer” means the National Health Service (“NHS”) officer appointed in terms of section 15 of the Public Finance and Accountability (Scotland) Act 2000; “Chief Officer” means the Officer appointed by the Integration Joint Board (IJB) in accordance with section 10 of the Act; “Chief Social Work Officer” means the officer appointed by Moray Council in terms of Section 3 of the Social Work (Scotland) Act 1968 “Clinical, Care and Governance Committee” means the IJB committee that supports and assists" the Board in achieving their clinical and care governance responsibilities in compliance with the Health and Social Care Integration, Clinical and Care Governance Framework Version 1 (Scottish Government published October 2015). “Clinical Lead” means the registered medical practitioner who delivers primary care services or some other registered health care professional who delivers services within a community context who is appointed by the Chief Officer and the Medical Director of NHS Grampian; “Community Planning Board” means the Moray Community Planning Board established in terms of the Community Empowerment (Scotland) Act 2015 to consider the strategic development and monitor the performance of the partner agencies within Moray (which include both Moray Council and NHS Grampian ) in delivering Locality Plans, the Local Outcomes Improvement Plan and any wider CPP national matters. Page 31
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“Direction(s)” means an instruction(s) from the Integration Joint Board in accordance with section 26 of the Act; “Executive Director of Nursing and Midwifery” means the post that is accountable for professional leadership for Nurses, Midwives and Allied Health Professionals within the organisation; setting standards and enuring the delivery of compassionate, caring and effective patient and family centred services. “IJB” means the Moray Integration Joint Board established by an Order made in accordance with section 9 “IJB Order” means the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order 2014 as amended; “Integrated Budget” means the budget for the delegated resources for the functions set out in the Scheme; “Integrated Services” means the functions and services listed in Annexes 1 and 2 of this Scheme; “Joint Performance Management Plan” means a resource which provides a list of targets and measures for use within a performance framework; “Integrated Workforce Plan” means the three year plan for workforce resources, produced collaboratively with Moray Council and NHS Grampian, aligned to the objectives of IJB and in accordance with the guidance from Scottish Government. “NHS Grampian Clinical and Care Governance committee” means the committee that is responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and Page 32
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honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland (or any successor) “Organisational Development Strategy” means the overarching planned and systematic approach to developing the culture and improving the effectiveness of the organisation, through engagement, communication, training and development of staff. It aligns strategy, individuals processes and values. “Outcomes” means the Health and Wellbeing Outcomes prescribed by the Scottish Ministers in Regulations under section 5(1) of the Act; “Payment” means all of the following: a) the Integrated Budget contribution to the Integration Joint Board; b) the resources paid by the Integration Joint Board to the Parties for carrying out a Direction or Directions, in accordance with section 27 of the Act and c) does not require that a bank transaction is made; “Section 95 Officer” means the statutory post under the Local Government (Scotland) Act 1973 being the Accountable (Proper) Officer for the administration and governance of the financial affairs of the Council; “Strategic Plan” means the plan which the Integration Joint Board is required to prepare and implement in relation to the delegated provision of health and social care services to adults in accordance with section 29 of the Act; “Strategic Planning and Commissioning Group” means the forum that assists the IJB and Chief Officer through the development of key strategic outcomes and oversees, drives and strengthens strategic planning and commission of health and social care services across Moray. “Strategic Risk Register” means the register that outlines the identified risks to the implementation and achievement of the outcomes contained in the strategic Page 33
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plan, showing the controls, mitigation actions and potential impacts if the risk materialises.(17) “The act” means the Public Bodies (Joint Working) (Scotland) Act 2014; “The Administration Scheme” means the document that sets out the governance and structure by which the MIJB conducts its affairs. It details the structure of its Committees and the functions referred to these Committees; “the Integration Scheme Regulations” means the Public Bodies (Joint Working) (Integration Scheme) (Scotland) Regulations 2014; “the Scheme” means this Integration Scheme; 1.2 In implementation of their obligations under the Act, the Parties hereby agree as follows: 1.3 In accordance with section 1(2) of the Act, the Parties agreed that the integration model set out in sections 1(4)(a) of the Act would be put in place for the IJB, namely the delegation of functions by the Parties to a body corporate that is to be established by an Order made in accordance with section 9 of the Act. The Moray Integration Joint Board was established by a Parliamentary Order on 6 February 2016. 2. Local Governance Arrangements 2.1 Requirements are contained in the Act including the detail of the remit and constitution of the IJB but for context the following is repeated here: 2.1.1 The remit of the IJB is to prepare and implement a Strategic Plan in relation to the provision of health and social care services to adults in their area in accordance with sections 29-39 of the Act. Page 34
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2.1.2 The regulation of the IJB’s procedure, business and meetings and that of any Committee of the IJB will follow the IJB Order and the standing orders which will be agreed by the IJB, and which may be amended by the IJB. The Standing Orders will be set out in a separate document. 2.1.3 NHS Grampian and the Council will continue to have in place an appropriate governance structure to ensure effective delivery of any functions or services not delegated as part of this scheme. 2.1.4 NHS Grampian and the Council and any of their Committees will positively support through productive communication and interaction the IJB and its Committees to allow it to achieve its Outcomes and Vision. The IJB will similarly support through productive communication and interaction NHS Grampian and the Council and any of their Committees in their delivery of integrated and non-integrated services. 2.1.5 The IJB has a distinct legal personality and the autonomy to manage itself. There is no role for NHS Grampian or the Council to independently sanction or veto decisions of the IJB. 2.1.6 The IJB will create such Committees that it requires to assist it with the planning and delivery of Integrated Services. 2.1.7 The IJB is a statutory partner in the Community Planning Partnership in terms of s.4(1) and Schedule 1 of the Community Empowerment (Scotland) Act 2015 and as such will be a member of the Community Planning Board and shall, along with the other statutory partners, report to the Community Planning Board. The IJB shall assist in the identification of priorities for the Community Planning Board’s strategic partnerships as appropriate. Page 35
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3. Board Governance 3.1 The arrangements for appointing the voting membership of the IJB in accordance with the IJB Order are as follows:- 3.1.1 The Council shall nominate four councillors; and 3.1.2 NHS Grampian shall nominate four non-executive directors (if unable to do so then it must nominate a minimum of three non-executive directors and one executive director). 3.1.3 The IJB shall appoint such other voting members as permitted by the IJB Order as amended, including one member of each of the following lived experience groups:- a) third sector bodies carrying out activities related to health or social care in the area of the local authority; b) service users residing in the area of the local authority; and c) persons providing unpaid care in the area of the local authority. 3.2 The voting membership of the IJB shall be appointed for a term of up to 3 years however a member may be reappointed for a further three-year term of Office. Voting members appointed by the Council and NHS Grampian will cease to be members of the IJB in the event that they cease to be members of the Council and NHS Grampian respectively. Voting Members appointed by the IJB will cease to be members of the IJB if they no longer represent the interest or sector for which they were appointed. 3.3 Provision for the disqualification, resignation and removal of voting members is set out in the IJB Order. 3.4 The IJB is required to co-opt non-voting members to the IJB. Page 36
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3.5 The non-voting membership of the IJB is set out in the IJB Order and includes (subject to any amendment of the IJB Order): a) the chief social work officer of the local authority; b) the Chief Officer, once appointed by the IJB; c) the proper officer of the integration joint board appointed under section 95 of the Local Government (Scotland) Act 1973; d) a registered medical practitioner whose name is included in the list of primary medical services performers prepared by NHS Grampian in accordance with Regulations made under section 17P of the National Health Service (Scotland) Act 1978; e) a registered nurse who is employed by NHS Grampian or by a person or body with which NHS Grampian has entered into a general medical services contract; f) a registered medical practitioner employed by NHS Grampian and not providing primary medical services; and g) a professional representative from Public Health and at least one member of each of the following groups: h) staff of the constituent authorities engaged in the provision of services provided under integration functions; i) third sector bodies carrying out activities related to health or social care in the area of the local authority; j) service users residing in the area of the local authority; and k) persons providing unpaid care in the area of the local authority. 3.6 NHS Grampian will determine the non-voting representatives listed in d)-f) above, in accordance with the terms of the IJB Order as amended. Page 37
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3.7 The arrangements for appointing the Chair and Vice Chair of the IJB are as follows:- 3.7.1 The first Chair was nominated by the Council. 3.7.2 The first term of the Chair began on the date the IJB was established and continued until 30 September 2016 and second term of the Chair commenced 1 October 2016. 3.7.3 Further terms of the Chair are for a period of 18 months., 3.7.4 The Parties are entitled to change the person appointed by them as Chair or Vice Chair during the appointed period via the appropriate governance procedures within the Parties. 3.7.5 After the term of the first Chair came to an end, the Vice Chair became the next Chair and the outgoing Chair’s organisation then nominated the next Vice Chair, which the IJB appointed. 3.7.6 The Parties must alternate which of them is to appoint the Chair in respect of each successive appointing period. The organisation which has not nominated the Chair shall nominate the Vice Chair. Page 38
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4. Delegation of Functions 4.1 The functions that are to be delegated by NHS Grampian to the IJB are set out in Part 1 of Annex 1 and are subject to the exceptions and restrictions specified or referred to. The services to which these functions relate, which are currently provided by NHS Grampian and which are to be integrated, are set out in Part 2 of Annex 1. For the avoidance of doubt the functions listed in Part 1 of Annex 1 are delegated only to the extent that they relate to the services listed in Part 2 of Annex 1 and there are certain services in respect of which functions are delegated for all age groups and certain services in respect of which functions are delegated for people over the age of 18 only. 4.2 The functions that are to be delegated by the Council to the IJB are set out in Parts 1 and 2 of Annex 2 and are subject to the exceptions and restrictions specified or referred to. The services to which the functions set out in Part 1, which are currently provided by the Local Authority and which are to be integrated, are set out in Part 3 of Annex 2. For the avoidance of doubt the functions listed in Part 1 of Annex 2 are delegated only to the extent that they relate to the services listed in Part 3 of Annex 2 and are provided to persons of 18 years and over. The functions listed in Part 2 of Annex 2 are delegated to the extent that they relate to the functions listed in part 4 of Annex 2. 4.3 In the delegation of functions, the Parties recognise that they will require to work together, and with, the IJB, to achieve the Outcomes. Through local management, the Parties will put arrangements in place to avoid fragmentation of services provided to persons under 18 years. In particular, the community health services for persons under 18 years of age set out in Part 3 of Annex 1 shall be operationally devolved by the Chief Executive of NHS Grampian to the Chief Officer of the IJB who will be responsible and accountable for the operational delivery and performance of these services. Page 39
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4.4 In exercising its functions, the IJB must take into account the Parties requirements to meet their respective statutory obligations, standards set by government and other organisational and service delivery standards set by the Parties. Apart from those functions delegated by virtue of the Scheme, the Parties retain their distinct statutory responsibilities and therefore also retain their formal decision-making roles. 4.5 The delegation of functions from the Parties to the IJB shall not affect the legality of any contract made between either of the Parties and any third party, which relates to the delivery of integrated or non-integrated services. The IJB shall be mindful of the Parties’ contracts and will enter into a joint commissioning strategy with the Parties. 4.6 Some Integrated Services may be hosted by the IJB on behalf of other integration authorities, or some integrated services may be hosted by another integration authority on behalf of the IJB. The IJB will consider and agree the hosting arrangements. Page 40
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5. Local Operational Delivery Arrangements 5.1 The local operational arrangements agreed by the Parties are: 5.2 The following responsibilities of the membership of the IJB in relation to monitoring and reporting on the delivery of Integrated Services on behalf of the Parties are as follows:- 5.2.1 The IJB is responsible for the planning of Integrated Services and achieves this through the Strategic Plan. It issues Directions to the Parties to deliver services in accordance with the Strategic Plan. 5.2.2 The IJB will continue to monitor the performance of the delivery of Integrated services using the Strategic Plan on an ongoing basis and the Parties will report to the IJB regularly on performance in implementation of Directions to enable it to do so. 5.2.3 The IJB is required to publish an annual performance report on performance to deliver the Outcomes and will share this with the Parties. The IJB makes decisions on matters of strategy, policy and the annual budget as well as having oversight of, and obtaining assurance on, the performance of delegated services, including services that it hosts but not including the health services listed in Annex 4 or services which are hosted by another integration authority. NHS Grampian will be responsible for the operational oversight of the services listed in Annex 4 and already has in place an existing mechanism for the scrutiny and monitoring of delivery of these services. Appropriate links will be made between this structure and any governance framework to be put in place by the IJB in terms of paragraph 5.6 below. Page 41
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5.3 The IJB will take decisions in respect of Integrated Services for which it has operational oversight. 5.4 The IJB shall ensure that resources are managed appropriately for the delivery of Integrated Services for which it has operational oversight, in implementation of the Strategic Plan. 5.5 The Parties expect the IJB to develop a governance framework to provide itself with a mechanism for assurance and monitoring of the management and delivery of Integrated Services. This will enable scrutiny of performance and appropriate use of resources. If required, the Parties will support the IJB in the development of this framework. 5.7 The Chief Officer is accountable to the IJB for the planning and operational delivery of the delegated services and the outcomes they achieve. The Chief Officer will make decisions which, in their opinion, is required to discharge their responsibilities for the planning and operational delivery of these delegated services. The Parties acknowledge that the Chief Officer’s role in operational delivery will represent an important means by which closer integration of services, in accordance with the integration delivery principles specified in the Act, can be achieved. For the avoidance of doubt, the Chief Officer's role shall not displace: (a) the responsibilities of each Party regarding compliance with Directions issued by the IJB; or (b) the principle that each Party’s governance arrangements must allow that Party to manage risks relating to service delivery. 5.8 For Integrated Services that the IJB does not have operational oversight of, the IJB shall be responsible for the strategic planning of those services. The IJB shall Page 42
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monitor performance of those services in terms of Outcomes delivered by comparison against the Strategic Plan 5.9 NHS Grampian and the Council will be responsible for the operational delivery of Integrated Services in implementation of Directions of the IJB. The Parties shall provide such information as may be required by the Chief Officer, the IJB and the Strategic Planning and Commissioning Group to enable the planning, monitoring and delivery of Integrated Services. 5.10 NHS Grampian will provide such information as may be reasonably required by the Chief Officer or the IJB in respect of the delivery of Integrated Services provided within hospitals that the IJB does not have operational oversight of. 5.11 NHS Grampian and the IJB will work together to ensure that the planning and delivery of integrated (and non-integrated) hospital services are consistent. Page 43
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6. Corporate Support Services 6.1 The Parties recognise that the IJB requires various corporate support services in order to fully discharge its duties under the Act. 6.2 The Parties shall identify, and may review, the corporate resources required for the IJB, including the provision of any professional, technical, or administrative services for the purpose of preparing a Strategic Plan and carrying out integration functions. This assessment shall be made available to the IJB. 6.3 The Parties shall be responsible for ensuring that the IJB has provision of suitable resources for corporate support to allow it to fully discharge its duties under the Act. 6.4 The Parties and the IJB shall reach an agreement in respect of how these services will be provided to the IJB which will set out the details of the provision. 6.5 The Parties shall identify and keep under regular review suitable resources for corporate support for the IJB to allow it to fully discharge its duties under the Act. The Parties and the IJB shall agree on the arrangements for future provision, including specifying how these requirements will be built into the IJB’s annual budget setting and review process. 7. Support for Strategic Planning 7.1 The Parties shall share, with such other relevant integration authorities, the necessary activity and financial data for services, facilities or resources that relate to the planned use of services provided in the Moray area by those integration authorities for people who live within Moray. Page 44
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7.2 The Strategic Plan is written for the residents of Moray. A number of individuals may be resident in the area of one integration authority but receive services in the area of another integration authority. NHS Grampian will provide support to enable the appropriate planning of such services for these individuals. This shall be done in pursuance of the duty prescribed by s30(3) of the Act. 7.3 The Parties shall consult with the IJB on any plans to change service provision of non-integrated services which may have a resultant impact on the Strategic Plan. Page 45
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8. Targets and Performance Measurement 8.1 The Parties shall inform the IJB what performance targets and improvement measures it considers the IJB should take account of, in the planning and delivery of delegated functions for which responsibility should transfer exclusively to the IJB. 8.2 Where the responsibility for achieving the targets span delegated and non- delegated services, the Parties and the IJB will work together to deliver these. 8.3 A set of shared principles for targets, measures and indicators known as a Performance Framework, will be maintained and agreed by the Parties and the IJB. This will take into account the Scottish Government’s Guidance on the Outcomes and the associated core suite of indicators for integration. 8.4 The performance framework will be underpinned by the Outcomes and will drive change and improve effectiveness. The framework will be informed by an assessment of current performance arrangements and the development of a set of objectives which the framework is intended to achieve. Page 46
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9. Clinical and Professional Governance 9.1 Outcomes 9.1.1 The IJB will improve and provide assurance on the Outcomes through its clinical and professional governance arrangements. The Outcomes are as follows: • People are able to look after and improve their own health and wellbeing and live in good health for longer. • People, including those with disabilities or long-term conditions or who are frail are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community. • People who use health and social care services have positive experiences of those services, and have their dignity respected. • Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services. • Health and social care services contribute to reducing health inequalities. • People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. • People using health and social care services are safe from harm. • People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide. • Resources are used effectively and efficiently in the provision of health and social care services. 9.1.2 The Parties and the IJB will have regard to the integration planning and delivery principles and will determine the clinical and professional governance assurances and information required by the IJB to inform the Page 47
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development, monitoring and delivery of its Strategic Plan. The Parties will provide that assurance and information to the IJB. 9.2 General Clinical and Professional Governance Arrangements 9.2.1 The Parties and the IJB are accountable for ensuring appropriate clinical and professional governance arrangements for their duties under the Act. 9.2.2 The Parties remain responsible for the clinical and professional governance of the services which the IJB has instructed the Parties to deliver. 9.2.3 The Parties remain responsible for the assurance of the quality and safety of services commissioned from the third and independent sectors in line with the requirements set out in the Strategic Plan. 9.2.4 The IJB will have regard to healthcare and social care governance quality aims and risks when developing and agreeing its Strategic Plan and its corresponding Directions to the Parties. These risks may be identified by either of the Parties or the IJB and may include professional risks. 9.2.5 The Parties and the IJB will establish an agreed approach to measuring and reporting to the IJB on the quality of service delivery, organisational and individual care risks, the promotion of continuous improvement and ensuring that all professional and clinical standards, legislation and guidance are met. This will be set out in a report to the IJB for it to approve. 9.3 Clinical and Professional Governance Framework 9.3.1 NHS Grampian seeks assurance in the area of clinical governance, quality improvement and clinical risk from the NHS Grampian Clinical Page 48
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Governance Committee, through a process of constructive challenge. The NHS Grampian Clinical Governance Committee is responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland (or any successor). To achieve this, the Committee oversees a governance framework including a strategy, annual work programme, infrastructure of governance groups and an annual report. 9.3.2 The Council is required by law to appoint a Chief Social Work Officer to oversee and make decisions in relation to specified social work services, some of which are delegated in relation to integration functions, and to report to and alert the Council and elected members of any matters of professional concern in the management and delivery of those functions. He or she has a duty to make an annual report to the Council in relation to the discharge of the role and responsibilities. The Chief Social Work Officer will be a non-voting member of the IJB. If required, he or she shall make an annual report to the IJB in relation to the aspects of his or her position which relate to the delivery of integrated functions. The Chief Social Work Officer will retain all of the statutory decision-making and advisory powers given by statute and guidance, and the Medical Director and Executive Director of Nursing and Midwifery shall not be entitled to countermand or over-rule any decisions or instructions given by the Chief Social Work Officer in carrying out that statutory role. 9.3.3 External scrutiny is provided by the Care Inspectorate (Social Care and Social Work Improvement Scotland) (or any successor), which regulates, inspects and supports improvement of adult social work and social care. 9.3.4 The Scottish Government’s Clinical and Care Governance Framework for Integrated Health and Social Care Services in Scotland, 2014 (or any Page 49
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updated version or replacement) outlines the proposed roles, responsibilities and actions that will be required to ensure governance arrangements in support of the Act’s integration planning and delivery principles and the required focus on improved Outcomes. 9.4 Staff Governance 9.4.1 The Parties will ensure that staff working in Integrated Services have the right training and education required to deliver professional standards of care and meet any professional regulatory requirements. 9.4.2 The IJB and the Parties shall ensure that staff will be supported if they raise concerns relating to practice that endangers the safety of service users and other wrong doing in line with local policies and regulatory requirements. There are three main Whistleblowing policies relevant to the IJB: the National Whistleblowing Standards, the Council’s Whistleblowing Policy and the IJB’s Whistleblowing Policy: ▪ National Whistleblowing Standards have been produced by the Independent National Whistleblowing Officer’s Department and came into effect on 1 April 2021. Whistleblowing Concerns can be raised by anyone who is (or has been) providing services for the NHS or working to provide services with NHS staff. ▪ Moray Council Whistleblowing Policy -This policy applies to all employees and workers, including agency staff, workers who are self-employed, sub-contractors and workers employed by an outsourced contractor providing Council services. ▪ IJB Whistleblowing Policy - This Policy relates to all IJB Members and Office Holders of the Board and is committed to dealing responsibly, openly and professionally with any genuine concerns Page 50
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held by staff of the Moray Health and Social Care Partnership, Members of the Board or Office Holders, encouraging them to report any concerns about wrongdoing or malpractice within the IJB, which they believe has occurred. The aim of this policy is to ensure that staff and Members are fully aware of the types of matters that they should report and the reporting procedure they should follow to raise any genuine concerns about any possible wrongdoing or malpractice, at an early stage, without fear of penalty or victimisation. 9.4.3 Staff employed by NHS Grampian are bound to follow the NHS Staff Governance Standard. This standard is recognised as being very laudable and the IJB will encourage it to be adopted for all staff involved in the delivery of delegated services. The Staff Governance Standard requires all Health Boards to demonstrate that staff are: • Well informed; • Appropriately trained and developed; • Involved in decisions which affect them; • Treated fairly and consistently, with dignity and respect, in an environment where diversity is valued; and • Provided with a continuously improving and safe working environment, promoting the health and wellbeing of staff, patients, and the wider community. 9.4.4 The Standard places a reciprocal duty on staff to: • Keep themselves up to date with developments relevant to their job within the organisation; • Commit to continuous personal and professional development; • Adhere to the standards set by their regulatory bodies; Page 51
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• Actively participate in discussions on issues that affect them either directly or via their trade union/professional organisation; • Treat all staff and patients with dignity and respect while valuing diversity; and • Ensure that their actions maintain and promote the health, safety and wellbeing of all staff, patients, carers and those with lived experience. 9.5 Interaction with the IJB, Strategic Planning Commissioning Group and Localities 9.5.1 The IJB has established a Clinical and Care Governance Committee to oversee the clinical and professional governance arrangements for Integrated Services. The Clinical and Care Governance Committee brings together senior professionals representative of the range of professional groups involved in delivering health and social care services. This includes at least one lead from each of the Parties senior professional staff, the Chief Social Work Officer and Executive Director of Nursing and Midwifery. 9.5.2 The three professional advisors of the IJB listed at 9.5.5 b)-d) are members of the Clinical and Care Governance Committee. These advisors will continue to report to the Medical Director and Executive Director of Nursing and Midwifery. 9.5.3 The role, remit and membership of the IJB Clinical and Care Governance Committee is set out in the IJB’s Scheme of Administration, which may be reviewed and amended by the IJB. 9.5.4 The Clinical and Care Governance Committee will provide clinical health care and professional social work advice to the IJB, the Strategic Planning and Commissioning Group, the Chief Officer and any professional groups Page 52
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established in localities as and when required. This can be done through the Chair of the Committee (or such other appropriate members) informing and advising the IJB, the Strategic Planning Group, the Chief Officer and any other Group, Committee or locality of the IJB as and when required. 9.5.5 The IJB and the Chief Officer shall also be able to obtain clinical and professional advice from the IJB non-voting membership, which shall include (subject to any amendment of the IJB Order): a) The Chief Social Work Officer; b) A registered medical practitioner whose name is included in the list of primary medical services performers prepared by NHS Grampian in accordance with Regulations made under section 17P of the National Health Service (Scotland) Act 1978; c) A registered nurse who is employed by NHS Grampian or by a person or body with which the Health Board has entered into a general medical services contract; and d) A registered medical practitioner employed by NHS Grampian and not providing primary medical services. 9.5.6 The Clinical and Care Governance Committee will be represented on the established clinical and professional forums/groups of both the Council and NHS Grampian to address matters of risk, safety, and quality. The Clinical and Care Governance Committee is aligned with both Parties arrangements. 9.5.7 The Chief Social Work Officer is a member of the Clinical and Care Governance Committee. The Chief Social Work Officer may report to the Council to provide any necessary assurance as required. Page 53
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9.5.8 The NHS Grampian Area Clinical Forum (and clinical advisory structure), Managed Clinical and Care Networks, Local Medical Committees, other appropriate professional groups, and the Adult and Child Protection Groups and Committees will be available to provide clinical and professional advice to the IJB. 9.6 Professional Leadership 9.6.1 The Act does not change the professional regulatory framework within which health and social care professionals work, or the established professional accountabilities that are currently in place within the NHS and local government. The Act through drawing together the planning and delivery of services aims to better support the delivery of improved outcomes for the individuals who receive care and support across health and social care. 9.6.2 Medical Directors and Executive Directors of Nursing and Midwifery are ministerial appointments made through health boards to oversee systems of professional and clinical governance within NHS Grampian. Their professional responsibilities supersede their responsibilities to their employer. These Directors continue to hold responsibility for the actions of NHS Grampian clinical staff who deliver care through Integrated Services. They, in turn, continue to attend the NHS Grampian Clinical Governance Committee which oversees the clinical governance arrangements of all services delivered by health care staff employed by NHS Grampian. 9.6.3 In addition to the IJB’s Clinical and Care Governance Committee, advice can be provided to the IJB and the Strategic Planning and Commissioning Group through the Clinical Executive Directors of NHS Grampian and the Chief Social Work Officer of the Council on professional / workforce, clinical / care and social care / social work governance matters relating to Page 54
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the development, delivery, and monitoring of the Strategic Plan, including the development of integrated service arrangements. The professional leads of the Parties can provide advice and raise issues directly with the IJB either in writing or through the representatives that sit on the IJB. The IJB will respond in writing to these issues where asked to do so by the Parties. 9.6.4 The key principles for professional leadership are as follows: • Job descriptions will reflect the level of professional responsibility at all levels of the workforce explicitly; • The IJB will name the Clinical Lead and ensure representation of professional representation and assurance from both health and social care. The Executive Director of Nursing and Midwifery and Medical Director will continue to have professional managerial responsibility; • All service development and redesign will outline participation of professional leadership from the outset, and this will be evidenced in all IJB papers; • The effectiveness of the professional leadership principles will be reviewed annually. 10. Chief Officer 10.1 The IJB shall appoint a Chief Officer in accordance with section 10 of the Act. The arrangements in relation to the Chief Officer agreed by the Parties are: 10.2 An interim Chief Officer may be appointed at the request of the IJB by arrangements made jointly by the Chief Executives of both Parties in consultation with the Chair of the IJB. Page 55
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10.3 The Chief Officer will be responsible for the operational management of Integrated Services, other than the health services listed in Annex 4 or the services hosted by another integration authority. Further arrangements in relation to the Chief Officer’s responsibilities for operational management and strategic planning are set out in a separate document, which the IJB may amend from time to time. 10.4 The Chief Officer shall be accountable to the IJB for the management of Integrated Services for which the IJB has operational oversight. The Chief Officer may sub-delegate decision making powers that have been delegated by NHS Grampian and the Council where, in his/her opinion, it is appropriate and legitimate to do so. 10.5 The Chief Officer will be responsible for the development and monitoring of operational plans which set out the mechanism for the delivery of the Strategic Plan. 10.6 The Chief Executive of NHS Grampian will be the Accountable Officer for the delivery of the acute services that the IJB has strategic planning responsibility for and will provide updates to the Chief Officer on the operational delivery of those services provided and the set aside budget on a regular basis. 10.8 The Chief Officer will be a member of the appropriate senior management teams of NHS Grampian and the Council. This will enable the Chief Officer to work with senior management of both Parties to carry out the functions of the IJB in accordance with the Strategic Plan. 10.9 The Chief Officer will be line managed by the Chief Executives of the Parties. The Chief Officer shall also report to the IJB. 10.10 The Chief Officer will develop close working relationships with elected members of the Council and non-executive and executive NHS Grampian board members. Page 56
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10.11 The Chief Officer will establish and maintain effective working relationships with a range of key stakeholders across NHS Grampian, the Council, the third and independent sectors, communities, service users, carers and those with lived experience, the Scottish Government, trade unions and relevant professional organisations. 10.12 The Chief Officer will work with trade unions, staff side representatives and professional organisations to ensure a consistent approach to their continued involvement in the integration of health and social care. 11. Workforce 11.1 The arrangements in relation to their respective workforces agreed by the Parties are: 11.2 The employment status of staff will not change as a result of the Scheme i.e. staff will continue to be employed by their current employer and retain their current terms and conditions of employment and pension status. 11.3 The Parties will develop and maintain an Integrated Workforce Plan that will be aligned to objectives set by the IJB. The Integrated Workforce Plan will relate to the development and support to be provided to the workforce who are employed in pursuance of Integrated Services and functions. The plan will cover staff communication, staff engagement, staff and team development, leadership development and the training needs for staff that will be responsible for managing integrated teams. 11.5 The Organisational Development strategy for the Parties and the IJB will be informed by Employee Engagement processes being followed as part of the Integrated Workforce Plan. This will encourage the development of a healthy Page 57
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organisational culture. The Parties and the IJB will work together in developing this plan along with stakeholders. 11.6 These plans will be presented to the IJB for approval in a three year cycle and will be reviewed regularly through an agreed process to ensure that it takes account of the development needs of staff. 12. Finance 12.1 Financial Governance 12.1.1 The IJB will have no cash transactions and will not directly engage or provide grants to third parties. 12.1.2 The IJB will have appropriate assurance arrangements in place (detailed in the Strategic Plan) to ensure best practice principles are followed by the Parties for the commissioned services. 12.1.3 The IJB will be responsible for establishing adequate and proportionate internal audit service for review of the arrangements for risk management, governance, and control of the delegated resources. The IJB will accordingly appoint an Internal Auditor to report to the Chief Officer and IJB on the proposed annual audit plan, ongoing delivery of the plan, the outcome of each review and an annual report on delivery of the plan. 12.1.4 The Accounts Commission will confirm the external auditors for the IJB. 12.1.5 Further details of financial governance and financial regulations are contained in a separate document out with the Scheme. 12.2 Payments to the IJB – General Page 58
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12.2.1 The payment made by each Party is not an actual cash transaction for the IJB. There will be a requirement for an actual cash transfer to be made between the Parties to reflect the difference between the payment being made by a Party and the resources delegated by the IJB to that Party to deliver services. Any cash transfer will take place between the Parties monthly in arrears based on the annual budgets set by the Parties and the directions from the IJB. A final transfer will be made at the end of the financial year on closure of the annual accounts of the IJB to reflect in-year budget adjustments agreed. 12.2.2 Resource Transfer – The existing resource transfer arrangements will cease upon establishment of the IJB and instead NHS Grampian will include the equivalent sum in its budget allocation to the IJB. The Council payment to the IJB will accordingly be reduced to reflect this adjustment. 12.2.3 Value Added Tax (VAT) – the budget allocations made will reflect the respective VAT status and treatments of the Parties. In general terms budget allocations by the Council will be made net of tax to reflect its status as a Section 33 body in terms of the Value Added Tax Act 1994 and those made by NHS Grampian will be made gross of tax to reflect its status as a Section 41 body in terms of the Value Added Tax Act 1994. 12.3 Payments to the IJB 12.3.1 The payment that will be determined by each Party requires to be agreed in advance of the start of the financial year. Each Party agrees that the baseline payment to the IJB for delegated functions will be formally advised to the IJB and the other Party by 28th February each year. Page 59
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12.3.2 The Chief Officer and the Chief Finance Officer of the IJB will develop a case for the Integrated Budget based on the Strategic Plan and present it to the Council and NHS Grampian for consideration as part of the annual budget setting process, in accordance with the timescales contained therein. The case should be evidence based with full transparency on its assumptions and analysis of changes, covering factors such as activity changes, cost inflation, efficiencies, legal requirements, transfers to / from the “set aside” budget for hospital services and equity of resource allocation. 12.3.3 The final payment into the IJB will be agreed by the Parties in accordance with their own processes for budget setting. 12.3.4 The IJB will approve and provide direction to the Parties by 31st March each year regarding the functions that are being directed, how they are to be delivered and the resources to be used in delivery. 12.4 Method for determining the amount set aside for hospital services 12.4.1 The IJB will be responsible for strategic planning, in partnership with the hospital sector, of those hospital services most commonly associated with the emergency care pathway. 12.4.2 The IJB and the hospital sector will agree a method for establishing the amount to be set aside for services that are delivered in a large hospital as part of the emergency care pathway which will show consumption by the residents of the IJB. 12.4.3 The method of establishing the set aside budget will take account of hospital activity data and cost information. Hospital activity data will reflect actual occupied bed day and admissions information, together with any planned changes in activity and case mix. Page 60
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12.5 Financial Management of the IJB 12.5.1 The Council will host the financial transactions specific to the IJB. 12.5.2 The IJB will appoint a Chief Finance Officer who will be accountable for the annual accounts preparation (including gaining the assurances required for the governance statement) and financial planning (including the financial section of the Strategic Plan) and will provide financial advice and support to the Chief Officer and the IJB. The Chief Finance Officer will also be responsible for the production of the annual financial statement (in accordance with section 39 of the Act) 12.5.3 As part of the process of preparing the annual accounts of the IJB the Chief Finance Officer of the IJB will be responsible for agreeing balances between the IJB and Parties at the end of the financial year and for agreeing details of transactions between the IJB and Parties during the financial year. The Chief Finance Officer of the IJB will also be responsible for provision of other information required by the Parties to complete their annual accounts including Group Accounts. 12.5.4 Recording of all financial information in respect of the Integrated Services will be in the financial ledger of the Party which is delivering the services on behalf of the IJB. 12.5.5 The Parties will provide the required financial administration to enable the transactions for delegated functions (e.g. payment of suppliers, payment of staff, raising of invoices etc.) to be administered and financial reports to be provided to the Chief Finance Officer of the IJB. The Parties will not charge the IJB for this service. 12.6 Financial reporting to the IJB and the Chief Officer Page 61
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12.6.1 Financial reports for the IJB will be prepared by the Chief Finance Officer of the IJB. The format and frequency of the reports to be agreed by the IJB, the Council and NHS Grampian, but will be at least on a quarterly basis. The Director of Finance of NHS Grampian and the Section 95 Officer of the Council will work with the Chief Finance Officer of the IJB to ensure that the information that is required to produce such reports can be provided. 12.6.2 To assist with the above the Parties will provide information to the Chief Finance Officer of the IJB regarding costs incurred by them on a quarterly basis for services directly managed by the IJB. Similarly, NHS Grampian will provide the IJB with information on use of the amounts set aside for hospital services. This information will focus on patient activity levels and not include unit costs; the frequency will be agreed with the IJB but will be at least quarterly. 12.6.3 12.6.4 The Chief Finance Officer of the IJB will agree a timetable for the preparation of the annual accounts with the Director of Finance of NHS Grampian and the Section 95 Officer of the Council. 12.6.5 12.6.6 In order to give assurance to the Parties that the delegated budgets are being used for their intended purposes, financial monitoring reports will be produced for the Parties in accordance with timetables to be agreed at the start of each financial year. The format of such reports to be agreed by the Director of Finance of NHS Grampian and the Section 95 Officer of the Council, in conjunction with the Chief Finance Officer of the IJB. 12.7 The process for addressing in year variations in the spending of the IJB 12.7.1 Increases in payment by Parties to the IJB Page 62
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12.7.1.1 The Parties may increase in-year the payments to the IJB for the delegated services with the agreement of the IJB. 12.7.2 Reductions in payment by Parties to the IJB 12.7.2.1 The Parties do not expect to reduce the payment to the IJB in-year unless there are exceptional circumstances resulting in significant unplanned costs for the Party. In such exceptional circumstances the following escalation process would be followed before any reduction to the in-year payment to the IJB was agreed:- a) The Party would seek to manage the unplanned costs within its own resources, including the application of reserves where applicable; b) Each Party would need to approve any decision to seek to reduce the in-year payment to the IJB; c) Any final decision would need to be agreed by the Chief Executives of both Parties and by the Chief Officer of the IJB, and be ratified by the Parties and the IJB. 12.7.3 Variations to the planned payments by the IJB 12.7.3.1 The Chief Officer is expected to deliver the agreed Outcomes within the total delegated resources of the IJB. Where a forecast overspend against an element of the operational budget emerges during the financial year, in the first instance it is expected that the Chief Officer, in conjunction with the Chief Finance Officer of the IJB, will agree corrective action with the IJB. 12.7.3.2 If this does not resolve the overspending issue then the Chief Officer, the Chief Finance Officer of the IJB and the Director of Page 63
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Finance of NHS Grampian and the Section 95 Officer of the Council must agree a recovery plan to balance the overspending budget. 12.7.4 IJB Overspend against payments 12.7.4.1 In the event that the recovery plan is unsuccessful and an overspend is evident at the year-end, uncommitted reserves held by the IJB, in line with the reserves policy, would firstly be used to address any overspend. 12.7.4.2 In the event that an overspend is evident following the application of reserves, the following arrangements will apply for addressing that overspend:- 12.7.4.4 In each year in respect of any overspend, either: a) A single Party may make an additional one-off payment to the IJB, or b) The Parties may jointly make additional one off payments to the IJB in order to meet the overspend. The split of one off payments between Parties in this circumstance will be based on each Party’s proportionate share of the baseline payment to the IJB, regardless of in which arm of the operational budget the overspend has occurred in. 12.7.4.5 The recovery plan may include provision for the Parties to recover any such additional one-off payments from their baseline payment to the IJB in the next financial year. 12.7.4.6 The arrangement to be adopted will be agreed by the Parties. Page 64
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12.7.5 IJB underspend against payments 12.7.5.1 In the event of a forecast underspend the IJB will require to decide whether this results in a redetermination of payment or whether surplus funds will contribute to the IJB’s reserves. 12.7.5.2 The Chief Officer and Chief Finance Officer of the IJB will prepare a reserves policy for the IJB, which requires the approval of the IJB and the Director of Finance of NHS Grampian and the Section 95 Officer of the Council. The reserves policy will be reviewed on a periodic basis. 12.7.5.3 In the event of a return of funds to the Parties, the split of returned payments between Parties will be based on each Party’s proportionate share of the baseline payment to the IJB, regardless of which arm of the operational budget the underspend occurred in. 12.7.6 Planned Changes in Large Hospital Services 12.7.6.1 The IJB and the hospital sector will agree a methodology for the financial consequences of planned changes in capacity for set aside budgets in large hospital services. 12.7.6.2 Planned changes in capacity for large hospital services will be outlined in the IJB Strategic Plan. A financial plan (reflecting any planned capacity changes) will be developed and agreed that sets out the capacity and resource levels required for the set aside budget for the IJB and the hospital sector, for each year. The financial plan will take account of :- - activity changes based on demographic change; Page 65
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- agreed activity changes from new interventions; - cost behaviour; - hospital efficiency and productivity targets; and - an agreed schedule for timing of additional resource / resource released. 12.7.6.3 The process for making adjustments to the set aside resource to reflect variances in performance against plan will be agreed by the IJB and NHS Grampian . Changes will not be made in year and any changes will be made by annual adjustments to the Strategic Plan of the IJB. 12.8 Capital 12.8.1 The use of capital assets in relation to integration functions 12.8.1.1 Ownership of capital assets will continue to sit with each Party and capital assets are not part of the payment or “set aside”. 12.8.1.2 If the IJB decides to fund a new capital asset from revenue funds, then ownership of the resulting asset shall be determined by the Parties. 12.8.1.3 The Strategic Plan will drive the financial strategy and will provide the basis for the IJB to present proposals to the Parties to influence capital budgets and prioritisation. 12.8.1.4 A business case with a clear position on funding is required for any change to the use of existing assets or proposed use of new assets. The Chief Officer of the IJB is to develop business cases for capital investment for consideration by NHS Grampian and the Council as part of their respective capital planning processes. Page 66
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12.8.1.5 The Chief Officer of the IJB will liaise with the relevant officer within each Party in respect of day-to-day asset related matters including any consolidation or relocation of operational teams. 12.8.1.6 It is anticipated that the Strategic Plan will outline medium term changes in the level of budget allocations for assets used by the IJB that will be acceptable to the Parties. 12.8.1.7 Any profits or loss on sale of an asset will be held by the Parties and not allocated to the IJB. 12.8.1.8 Depreciation budgets for assets used on delegated functions will continue to be held by each Party and not allocated to the IJB operations in scope. 12.8.1.9 The management of all other associated running costs (e.g. maintenance, insurance, repairs, rates, utilities) will be subject to local agreement between the Parties and the IJB. 13. Participation and Engagement 13.1 A joint consultation on the Scheme took place before it was first put in place and when it was subsequently revised. Whenever the Scheme is reviewed in future, there will be further joint consultation. 13.2 Media notifications will be issued for members of the public that reside within Moray. Staff will be alerted to the proposed revisions to the scheme. An email address will be supplied for people to send their views. 13.3 The consultation draft revised Scheme will then be presented to NHS Grampian and elected members of the Council. Page 67
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13.4 Principles endorsed by the Scottish Health Council and the National Standards for Community Engagement were followed in respect of the consultation process, which included the following: 13.4.1 It was a genuine consultation exercise: the views of all participants were valued; 13.4.2 It was transparent: the results of the consultation exercise were published; 13.4.3 It was an accessible consultation: the consultation documentation was provided in a variety of formats; 13.4.4 It was being led by the Chief Officer: the Chief Officer and the IJB will be answerable to the people of Moray in terms of the content of the revised Scheme; 13.4.5 It is an on-going dialogue: the revised Scheme will establish the parameters of the future strategic plans of the IJB. 13.5 The stakeholders consulted in the development of this revised Scheme were: • Health professionals; • Users of health care; • Carers of users of health care; • Commercial providers of health care; • Non-commercial providers of health care; • Social care professionals; • Users of social care; • Future users of social care; • Carers of users of social care; • Commercial providers of social care; • Non-commercial providers of social care; • Staff of NHS Grampian and the Council who are not health professionals or social care professionals; Page 68
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• Non-commercial providers of social housing; and • Third sector bodies carrying out activities related to health or social care and; • Other local authorities operating with the area of NHS Grampian preparing an integration scheme. 13.6 The Parties enabled the IJB to develop a Communications and Engagement Strategy by providing appropriate resources and support. The Communications and Engagement Strategy ensures significant engagement with, and participation by, members of the public, representative groups and other organisations in relation to decisions about the carrying out of integration functions. The Parties will encourage the IJB to access existing forums that the Parties have established, such as Public Partnership Forums, Community Councils, groups and other networks and stakeholder groups with an interest in health and social care. 14. Information Sharing and Confidentiality 14.1 The Parties have agreed to an appropriate information sharing accord and procedures for the sharing of information in relation to Integrated Services. The information sharing accord sets out the principles, policies, procedures and management strategies around which information sharing is carried out. It encapsulates national and legal requirements. 14.2 The Parties will work together to progress the specific arrangements, practical policies and procedures, designated responsibilities and any additional requirements for any purpose connected with the preparation of an integration scheme, the preparation of a strategic plan or the carrying out of integration functions. 14.4 If the Parties consider that a further high-level accord or information sharing protocol is required, or if amendments are necessary to existing ones, they shall Page 69
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assist the Parties and the IJB by preparing these and making them available with their recommendation to the IJB in the first instance for comment. 14.5 The information sharing accord and procedures may be amended or replaced by agreement of the Parties and the IJB. 14.6 The Parties will continue to develop information technology systems and procedures to enable information to be shared appropriately and effectively between the Parties and the IJB. Page 70
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15. Complaints 15.1 The Parties agree the following arrangements in respect of complaints: 15.2 Complaints should continue to be made to the Council and NHS Grampian using the existing mechanisms. 15.3 Complaints can be made to the Parties through any member of staff providing Integrated Services. Complaints can be made in person, by telephone, by email, or in writing. On completion of the complaints procedure, complainants may ask for a review of the outcome. At the end of the complaints process, complainants are entitled to take their complaint to the Scottish Public Services Ombudsman (or any such successor). Where appropriate, complainants will also be advised of their right to complain to the Care Inspectorate. 15.4 The Parties shall communicate with each other in relation to any complaint which requires investigation or input from the other organisation. This shall ensure that complaints procedures operate smoothly and in an integrated and efficient manner for the benefit of the complainant. 15.5 The Chief Officer will have an overview of complaints made about integrated services and subsequent responses. Complaints about Integrated Services will be recorded and reported to the Chief Officer on a regular and agreed basis. 15.6 Complaints will be used as a valuable tool for improving services and to identify areas where further staff training may be of benefit. 15.7 The Parties will ensure that all staff working in the provision of Integrated Services are familiar with the complaints procedures and that they can direct individuals to the appropriate complaints procedures. Page 71
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15.8 The complaints procedures will be clearly explained, well-publicised, accessible, will allow for timely recourse and will sign-post independent advocacy services. 15.9 The Parties will aspire to have a streamlined and integrated process for complaints and will work to ensure that any future arrangements for complaints are clear and integrated from the perspective of the complainant. When this is achieved, the Scheme will be amended using the procedure required by the Act. 15.10 In developing a streamlined and integrated process for complaints, the Parties shall ensure that all statutory requirements will continue to be met, including timescales for responding to complaints. 15.11 In developing a single complaints process, the Parties will endeavour to develop a uniform way to review unresolved complaints before signalling individuals to the appropriate statutory review authority. Page 72
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16. Claims Handling, Liability & Indemnity 16.1 The Parties and the IJB recognise that they could receive a claim arising from or which relates to the work undertaken on behalf of the IJB. 16.2 The Parties agree to ensure that any such claims are progressed quickly and in a manner which is equitable between them. 16.3 So far as reasonably practicable the normal common law and statutory rules relating to liability will apply. 16.4 Each party will assume responsibility for progressing and determining any claim which relates to any act or omission on the part of one of their employees. 16.5 Each party will assume responsibility for progressing and determining any claim which relates to any heritable property which is owned by them. If there are any heritable properties owned jointly by the Parties, further arrangements for liability will be agreed upon in consultation with insurers. 16.6 In the event of any claim against the IJB or in respect of which it is not clear which party should assume responsibility then the Chief Officer (or his/her representative) will liaise with the Chief Executives of the Parties (or their representatives) and determine which party should assume responsibility for progressing the claim. 16.7 If a claim is settled by either party, but it subsequently transpires that liability rested with the other party, then that party shall indemnify the party which settled the claim. 16.8 Claims regarding policy and/or strategic decisions made by the IJB shall be the responsibility of the IJB. The IJB may require to engage independent legal advice for such claims. Page 73
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16.9 If a claim has a “cross boundary” element whereby it relates to another integration authority area, the Chief Officers of the integration authorities concerned shall liaise with each other until an agreement is reached as to how the claim should be progressed and determined. 16.10 The IJB will develop a procedure for claims relating to hosted services with the other relevant integration authorities. Such claims may follow a different procedure than as set out above. 16.11 Claims which pre-date the establishment of the IJB will be dealt with by the Parties through the procedures used by them prior to integration. Page 74
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17. Risk Management 17.1 A shared risk management strategy is in place, which includes risk monitoring and a reporting process for the Parties and the IJB. This will be updated as needed and particularly when the Scheme is revised and any additional functions delegated so that it is updated by the time such functions are delegated to the IJB. In developing this shared risk management strategy, the Parties reviewed the shared risk management arrangements in operation, including the Parties own Risk Registers. 17.2 There will be shared risk management across the Parties and the IJB for significant risks that impact on integrated service provision. The Parties and the IJB will consider these risks as a matter of course and notify each other where the risks may have changed. 17.3 The Parties will provide the IJB with support, guidance, and advice through their respective Risk Managers, to enable the IJB to maintain an ongoing fit for purpose risk management strategy to ensure that the risk management of the IJB is delivered to a high standard. 17.4 Any changes to the risk management strategy shall be requested through formal paper to the IJB. 17.5 A single Risk Register has been developed for the IJB. The process used in developing a single Risk Register was to involve members of the IJB establishing a risk framework by identifying risks to the development of the Strategic Plan. This risk framework in turn was used by operational units of Integrated Services and each unit was required to contribute towards the Risk Register by identifying relevant risks and mitigation of those risks. Page 75
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17.6 The single Risk Register will continue to be developed alongside the Strategic Plan, and will be modified as necessary in line with the development of the Strategic Plan. 18. Dispute resolution mechanism 18.1 This provision relates to disputes between NHS Grampian and the Council in respect of the IJB or their duties under the Act. This provision does not apply to internal disputes within the IJB. 18.2 Where either of the Parties fails to agree with the other on any issue related to the Scheme and/or the delivery of integrated health and social care services, then they will follow the process as set out below: (a) The Chief Executives of NHS Grampian and the Council and the Chief Officer of the IJB will meet to resolve the issue; (b) If unresolved, NHS Grampian and the Council and the IJB will each prepare a written note of their position on the issue and exchange it with the others within 21 calendar days of the meeting in (a); (c) Within 14 calendar days of the exchange of written notes in (b) the Chief Executives and Chief Officer must meet to discuss the written positions. (d) In the event that the issue remains unresolved, the Chief Executives and the Chief Officer will proceed to mediation with a view to resolving the issue. The Chief Officer will appoint a professional independent mediator. The cost of mediation, if any, will be split equally between the Parties. The mediation process will commence within 28 calendar days of the meeting in (c); (e) Where the issue remains unresolved after following the processes outlined in (a)-(d) above and if mediation does not allow an agreement to be reached within 6 months from its commencement, or any other such time as the parties may agree, either party may notify Scottish Ministers that agreement cannot be reached; Page 76
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(f) Where the Scottish Ministers make a determination on the dispute, that determination shall be final and the Parties and the IJB shall be bound by the determination. Page 77
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Annex 1 Part 1 Functions delegated by NHS Grampian to the Integration Joint Board The functions which are to be delegated by NHS Grampian to the Integration Joint Board are set out in this Part 1 of Annex 1 and are subject to the exceptions and restrictions specified or referred to. The services to which these functions relate are set out in Part 2 of this Annex 1. Functions prescribed for the purposes of section 1(8) of the Act Column A Column B The National Health Service (Scotland) Act 1978 All functions of Health Boards conferred by, or by virtue of, the National Health Service (Scotland) Act 1978 Except functions conferred by or by virtue of— section 2(7) (Health Boards); section 2CB(1) (Functions of Health Boards outside Scotland); section 9 (local consultative committees); section 17A (NHS Contracts); section 17C (personal medical or dental services); section 17I(2) (use of accommodation); (1) Section 2CB was inserted by S.S.I. 2010/283, regulation 3(2). (2) Section 17I was inserted by the National Health Service (Primary Care) Act 1997 (c.46), Schedule 2 and amended by the Primary Medical Services (Scotland) Act 2004 (asp 1), section 4. The functions of the Scottish Ministers under section 17I are conferred on Health Boards by virtue of S.I. 1991/570, as amended by S.S.I. 2006/132. Page 78
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section 17J (Health Boards’ power to enter into general medical services contracts); section 28A (remuneration for Part II services); section 38(3) (care of mothers and young children); section 38A(4) (breastfeeding); section 39(5) (medical and dental inspection, supervision and treatment of pupils and young persons); section 48 (provision of residential and practice accommodation); section 55(6) (hospital accommodation on part payment); section 57 (accommodation and services for private patients); section 64 (permission for use of facilities in private practice); (3) The functions of the Secretary of State under section 38 are conferred on Health Boards by virtue of S.I. 1991/570. (4) Section 38A was inserted by the Breastfeeding etc (Scotland) Act 2005 (asp 1), section 4. The functions of the Scottish Ministers under section 38A are conferred on Health Boards by virtue of S.I. 1991/570 as amended by S.S.I. 2006/132. (5) Section 39 was relevantly amended by the Self Governing Schools etc (Scotland) Act 1989 (c.39) Schedule 11; the Health and Medicines Act 1988 (c.49) section 10 and Schedule 3 and the Standards in Scotland’s Schools Act 2000 (asp 6), schedule 3. (6) Section 55 was amended by the Health and Medicines Act 1988 (c.49), section 7(9) and Schedule 3 and the National Health Service and Community Care Act 1990 (c.19), Schedule 9. The functions of the Secretary of State under section 55 are conferred on Health Boards by virtue of S.I. 1991/570. Page 79
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section 75A(7) (remission and repayment of charges and payment of travelling expenses); section 75B(8) (reimbursement of the cost of services provided in another EEA state); section 75BA (9) (reimbursement of the cost of services provided in another EEA state where expenditure is incurred on or after 25 October 2013); section 79 (purchase of land and moveable property); section 82(10) use and administration of certain endowments and other property held by Health Boards); section 83(11) (power of Health Boards and local health councils to hold property on trust); section 84A(12) (power to raise money, etc., by appeals, collections etc.); section 86 (accounts of Health Boards and the Agency); (7) Section 75A was inserted by the Social Security Act 1988 (c.7), section 14, and relevantly amended by S.S.I. 2010/283. The functions of the Scottish Ministers in respect of the payment of expenses under section 75A are conferred on Health Boards by S.S.I. 1991/570. (8) Section 75B was inserted by S.S.I. 2010/283, regulation 3(3) and amended by S.S.I. 2013/177. (9) Section 75BA was inserted by S.S.I. 2013/292, regulation 8(4). (10) Section 82 was amended by the Public Appointments and Public Bodies etc. (Scotland) Act 2003 (asp 7) section 1(2) and the National Health Service Reform (Scotland) Act 2004 (asp 7), schedule 2. (11) There are amendments to section 83 not relevant to the exercise of a Health Board’s functions under that section. (12) Section 84A was inserted by the Health Services Act 1980 (c.53), section 5(2). There are no amendments to section 84A which are relevant to the exercise of a Health Board’s functions. Page 80
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section 88 (payment of allowances and remuneration to members of certain bodies connected with the health services); section 98 (13) (charges in respect of non-residents); and paragraphs 4, 5, 11A and 13 of Schedule 1 to the Act (Health Boards); and functions conferred by— The National Health Service (Charges to Overseas Visitors) (Scotland) Regulations 1989 (14); The Health Boards (Membership and Procedure) (Scotland) Regulations 2001; The National Health Service (Clinical Negligence and Other Risks Indemnity Scheme) (Scotland) Regulations 2000; The National Health Services (Primary Medical Services Performers Lists) (Scotland) Regulations 2004; National Health Service (Primary Medical Services Section 17C Agreements) (Scotland) Regulations 2018.1516 (13) Section 98 was amended by the Health and Medicines Act 1988 (c.49), section 7. The functions of the Secretary of State under section 98 in respect of the making, recovering, determination and calculation of charges in accordance with regulations made under that section is conferred on Health Boards by virtue of S.S.I. 1991/570. (14) S.I. 1989/364, as amended by S.I. 1992/411; S.I. 1994/1770; S.S.I. 2004/369; S.S.I. 2005/455; S.S.I. 2005/572 S.S.I. 2006/141; S.S.I. 2008/290; S.S.I. 2011/25 and S.S.I. 2013/177. (15) Words substituted by National Health Service (Primary Medical Services Section 17C Agreements) (Scotland) Regulations 2018/67 (Scottish SI) Sch.8 para.6(2) (April 1, 2018) (16) As relevantly amended by S.S.I. 2004/217; S.S.I. 2010/395; and S.S.I. 2011/55. Page 81
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The National Health Service (Discipline Committees) (Scotland) Regulations 2006; The National Health Service (General Ophthalmic Services) (Scotland) Regulations 2006; The National Health Service (Pharmaceutical Services) (Scotland) Regulations 2009; The National Health Service (General Dental Services) (Scotland) Regulations 2010; The National Health Service (Free Prescription and Charges for Drugs and Appliances) (Scotland) Regulations 2011(17); Disabled Persons (Services, Consultation and Representation) Act 1986 Section 7 (Persons discharged from hospital) Community Care and Health (Scotland) Act 2002 All functions of Health Boards conferred by, or by virtue of, the Community Care and Health (Scotland) Act 2002. Mental Health (Care and Treatment) (Scotland) Act 2003 Except functions conferred by— (17) S.S.I. 2011/55, to which there are amendments not relevant to the exercise of a Health Board’s functions. Page 82
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All functions of Health Boards conferred by, or by virtue of, the Mental Health (Care and Treatment) (Scotland) Act 2003. section 22 (Approved medical practitioners); section 34 (Inquiries under section 33: co-operation)(18); section 38 (Duties on hospital managers: examination notification etc.)(19); section 46 (Hospital managers’ duties: notification)(20); section 124 (Transfer to other hospital); section 228 (Request for assessment of needs: duty on local authorities and Health Boards); section 230 (Appointment of a patient’s responsible medical officer); section 260 (Provision of information to patients); section 264 (Detention in conditions of excessive security: state hospitals); section 267 (Orders under sections 264 to 266: recall); section 281(21) (Correspondence of certain persons detained in hospital); (18) There are amendments to section 34 not relevant to the exercise of a Health Board’s functions under that section. (19) Section 329(1) of the Mental Health (Care and Treatment) (Scotland) Act 2003 provides a definition of “managers” relevant to the functions of Health Boards under that Act. (20) Section 46 is amended by S.S.I. 2005/465. (21) Section 281 is amended by S.S.I. 2011/211. Page 83
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and functions conferred by— The Mental Health (Safety and Security) (Scotland) Regulations 2005(22); The Mental Health (Cross border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2005(23); The Mental Health (Use of Telephones) (Scotland) Regulations 2005(24); and The Mental Health (England and Wales Cross border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2008(25). Education (Additional Support for Learning) (Scotland) Act 2004 Section 23 (22) S.S.I. 2005/464, to which there are amendments not relevant to the exercise of the functions of a Health Board. Section 329(1) of the Mental Health (Care and Treatment) (Scotland) Act 2003 provides a definition of “managers” relevant to the functions of Health Boards. (23) S.S.I. 2005/467. Section 329(1) of the Mental Health (Care and Treatment) (Scotland) Act 2003 provides a definition of “managers” relevant to the functions of Health Boards. (24) S.S.I. 2005/468. Section 329(1) of the Mental Health (Care and Treatment) (Scotland) Act 2003 provides a definition of “managers” relevant to the functions of Health Boards. (25) S.S.I. 2008/356. Section 329(1) of the Mental Health (Care and Treatment) (Scotland) Act 2003 provides a definition of “managers” relevant to the functions of Health Boards. Page 84
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(other agencies etc. to help in exercise of functions under this Act) Public Services Reform (Scotland) Act 2010 All functions of Health Boards conferred by, or by virtue of, the Public Services Reform (Scotland) Act 2010 Except functions conferred by— section 31(Public functions: duties to provide information on certain expenditure etc.); and section 32 (Public functions: duty to provide information on exercise of functions). Patient Rights (Scotland) Act 2011 All functions of Health Boards conferred by, or by virtue of, the Patient Rights (Scotland) Act 2011 Except functions conferred by The Patient Rights (Complaints Procedure and Consequential Provisions) (Scotland) Regulations 2012/36(26). Functions, conferred by virtue of enactments, prescribed for the purposes of section 1(6) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Column B The National Health Service (Scotland) Act 1978 All functions of Health Boards conferred by, or by virtue of, the Except functions conferred by or by virtue of— (26) S.S.I. 2012/36. Section 5(2) of the Patient Rights (Scotland) Act 2011 (asp 5) provides a definition of “relevant NHS body” relevant to the exercise of a Health Board’s functions. Page 85
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68 National Health Service (Scotland) Act 1978 Enactments listed at Column B of the foregoing list of the Scheme of functions prescribed for the purposes of section 1(8) of the Act, in respect of the National Health Service (Scotland) Act 1978; The Health Boards (Membership and Procedure) (Scotland) Regulations 200127; and The National Health Service (Appointment of Consultants) (Scotland) Regulations 200928 Public Health etc. (Scotland) Act 2008 Section 2 (duty of Health Boards to protect public health) Section 7 (joint public health protection plans) Carers (Scotland) Act 2016 Section 12 (duty to prepare young carer statement) Section 31(29) 27 To which there are amendments not relevant to the exercise of a Health Board's functions. 28 To which there are amendments not relevant to the exercise of a Health Board's functions. (29) Inserted by Public Bodies (Joint Working) (Prescribed Health Board Functions) (Scotland) Amendment Regulations 2017/381 (Scottish SI) reg. 2 (December 18, 2017) Page 86
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69 (Duty to prepare local carer strategy) xx Part 2 Services currently provided by NHS Grampian which are to be delegated A Interpretation of this Part 2 of Annex 1 1. In this part— “Allied Health Professional” means a person registered as an allied health professional with the Health Professions Council; “general medical practitioner” means a medical practitioner whose name is included in the General Practitioner Register kept by the General Medical Council; “general medical services contract” means a contract under section 17J of the National Health Service (Scotland) Act 1978; “hospital” has the meaning given by section 108(1) of the National Health Service (Scotland) Act 1978; “inpatient hospital services” means any health care service provided to a patient who has been admitted to a hospital and is required to remain in that hospital overnight, but does not include any secure forensic mental health services; Page 87
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70 “out of hours period” has the same meaning as in regulation 2 of the National Health Service (General Medical Services Contracts) (Scotland) Regulations 2004(30); and “the public dental service” means services provided by dentists and dental staff employed by a health board under the public dental service contract. B Provision for people over the age of 18 The functions listed in Part 1 of this Annex 1 are delegated only to the extent that: a) the function is exercisable in relation to persons of at least 18 years of age; b) the function is exercisable in relation to care or treatment provided by health professionals for the purpose of health care services listed at numbers 2 to 7 below; and c) the function is exercisable in relation to the following health services: 2. Accident and Emergency services provided in a hospital. 3. Inpatient hospital services relating to the following branches of medicine— (a) general medicine; (b) geriatric medicine; (c) rehabilitation medicine; (d) respiratory medicine; and (e) psychiatry of learning disability. 4. Palliative care services provided in a hospital. (30) S.S.I. 2004/115. Page 88
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71 5. Inpatient hospital services provided by general medical practitioners. 6. Services provided in a hospital in relation to an addiction or dependence on any substance. 7. Mental health services provided in a hospital, except secure forensic mental health services. 8. District nursing services. 9. Services provided outwith a hospital in relation to an addiction or dependence on any substance. 10. Services provided by allied health professionals in an outpatient department, clinic, or outwith a hospital. 11. The public dental service. 12. Primary medical services provided under a general medical services contract, and arrangements for the provision of services made under section 17C of the National Health Service (Scotland) Act 1978, or an arrangement made in pursuance of section 2C(2) of the National Health Service (Scotland) Act 1978(31). 13. General dental services provided under arrangements made in pursuance of section 25 of the National Health (Scotland) Act 1978(32). (31) Section 2C was inserted by the Primary Medical Services (Scotland) Act 2004 (asp 1), section 1(2) and relevantly amended by the National Health Service Reform (Scotland) Act 2004 (asp 7), schedule 1, and the Tobacco and Primary Medical Services (Scotland) Act 2010 (asp 3), section 37. (32) Section 25 was relevantly amended by the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13), section 15. Page 89
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72 14. Ophthalmic services provided under arrangements made in pursuance of section 17AA or section 26 of the National Health Service (Scotland) Act 1978(33). 15. Pharmaceutical services and additional pharmaceutical services provided under arrangements made in pursuance of sections 27 and 27A of the National Health Service (Scotland) Act 1978(34). 16. Services providing primary medical services to patients during the out-of-hours period. 17. Services provided outwith a hospital in relation to geriatric medicine. 18. Palliative care services provided outwith a hospital. 19. Community learning disability services. 20. Mental health services provided outwith a hospital. 21. Continence services provided outwith a hospital. 22. Kidney dialysis services provided outwith a hospital. 23. Services provided by health professionals that aim to promote public health. (33) Section 17AA was inserted by the National Health Service (Primary Care) Act 1997 (c.46), section 31(2) and relevantly amended by the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13), section 25. Section 26 was relevantly amended by the Health and Social Security Act 1984 (c.48), Schedule 1, and the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13) section 13. (34) Section 27 was relevantly amended by the Health Services Act 1990 (c.53), section 20; the National Health Service and Community Care Act 1990 (c.19), Schedule 9; the Medicinal Products: Prescription by Nurses etc. Act 1992 (c.28), section 3; the National Health Service and Community Care Act 1997 (c.46), Schedule 2 and the Health and Social Care Act 2001 (c.15), section 44. Page 90
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73 C Provision for people under the age of 18 The functions listed in Part 1 of Annex 1 are also delegated to the extent that: a) the function is exercisable in relation to persons of less than 18 years of age; and b) the function is exercisable in relation to the following health services: 25. The public dental service. 26. Primary medical services provided under a general medical services contract, and arrangements for the provision of services made under section 17C of the National Health Service (Scotland) Act 1978, or an arrangement made in pursuance of section 2C(2) of the National Health Service (Scotland) Act 1978(35). 27. General dental services provided under arrangements made in pursuance of section 25 of the National Health (Scotland) Act 1978(36). 28. Ophthalmic services provided under arrangements made in pursuance of section 17AA or section 26 of the National Health Service (Scotland) Act 1978(37). 29. Pharmaceutical services and additional pharmaceutical services provided under arrangements made in pursuance of sections 27 and 27A of the National Health Service (Scotland) Act 1978(38). (35) Section 2C was inserted by the Primary Medical Services (Scotland) Act 2004 (asp 1), section 1(2) and relevantly amended by the National Health Service Reform (Scotland) Act 2004 (asp 7), schedule 1, and the Tobacco and Primary Medical Services (Scotland) Act 2010 (asp 3), section 37. (36) Section 25 was relevantly amended by the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13), section 15. (37) Section 17AA was inserted by the National Health Service (Primary Care) Act 1997 (c.46), section 31(2) and relevantly amended by the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13), section 25. Section 26 was relevantly amended by the Health and Social Security Act 1984 (c.48), Schedule 1, and the Smoking, Health and Social Care (Scotland) Act 2005 (asp 13) section 13. (38) Section 27 was relevantly amended by the Health Services Act 1990 (c.53), section 20; the National Health Service and Community Care Act 1990 (c.19), Schedule 9; the Medicinal Products: Prescription by Nurses etc. Act 1992 (c.28), section 3; the National Health Service and Community Care Act 1997 (c.46), Schedule 2 and the Health and Social Care Act 2001 (c.15), section 44. Page 91
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74 Part 3 Services currently provided by NHS Grampian to those under 18 years of age, which are to be operationally devolved to the Chief Officer of the Integration Joint Board. 30. Health Visiting 31. School Nursing 32. All services provided by Allied Health Professionals, as defined in Part 2A of this Annex 1, in an outpatient department, clinic, or outwith a hospital. Page 92
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75 Annex 2 Part 1 Functions delegated by the Local Authority to the Integration Joint Board The functions which are to be delegated by the Local Authority to the Integration Joint Board are set out in this Part 1 of Annex 2 and are subject to the exceptions and restrictions specified or referred to. The services to which these functions relate are set out in Part 3 of this Annex 2. Functions prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Enactment conferring function Column B Limitation National Assistance Act 1948(39) Section 48 (Duty of councils to provide temporary protection for property of persons admitted to hospitals etc.) The Disabled Persons (Employment) Act 1958(40) Section 3 (39) 1948 c.29; section 48 was amended by the Local Government etc. (Scotland) Act 1994 (c.39), Schedule 39, paragraph 31(4) and the Adult Support and Protection (Scotland) Act 2007 (asp 10) schedule 2 paragraph 1. (40) 1958 c.33; section 3 was amended by the Local Government Act 1972 (c.70), section 195(6); the Local Government (Scotland) Act 1973 (c.65), Schedule 27; the National Health Service (Scotland) Act 1978 (c.70), schedule 23; the Local Government Act 1985 (c.51), Schedule 17; the Local Government (Wales) Act 1994 (c.19), Schedules 10 and 18; the Local Government etc. (Scotland) Act 1994 (c.49), Schedule 13; and the National Health Service (Consequential Provisions) Act 2006 (c.43), Schedule 1. Page 93
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76 Column A Enactment conferring function Column B Limitation (Provision of sheltered employment by local authorities) The Social Work (Scotland) Act 1968(41) Section 1 (Local authorities for the administration of the Act.) So far as it is exercisable in relation to another integration function. (41) 1968 c.49; section 1 was relevantly amended by the National Health Service (Scotland) Act 1972 (c.58), schedule 7; the Children Act 1989 (c.41), Schedule 15; the National Health Service and Community Care Act 1990 (c.19) (“the 1990 Act”), schedule 10; S.S.I. 2005/486 and S.S.I. 2013/211. Section 4 was amended by the 1990 Act, Schedule 9, the Children (Scotland) Act 1995 (c.36) (“the 1995 Act”), schedule 4; the Mental Health (Care and Treatment) (Scotland) Act 2003 (asp 13) (“the 2003 Act”), schedule 4; and S.S.I. 2013/211. Section 10 was relevantly amended by the Children Act 1975 (c.72), Schedule 2; the Local Government etc. (Scotland) Act 1994 (c.39), Schedule 13; the Regulation of Care (Scotland) Act 2001 (asp 8) (“the 2001 Act”) schedule 3; S.S.I. 2010/21 and S.S.I. 2011/211. Section 12 was relevantly amended by the 1990 Act, section 66 and Schedule 9; the 1995 Act, Schedule 4; and the Immigration and Asylum Act 1999 (c.33), section 120(2). Section 12A was inserted by the 1990 Act, section 55, and amended by the Carers (Recognition and Services) Act 1995 (c.12), section 2(3) and the Community Care and Health (Scotland) Act 2002 (asp 5) (“the 2002 Act”), sections 8 and 9(1). Section 12AZA was inserted by the Social Care (Self Directed Support) (Scotland) Act 2013 (asp 1), section 17. Section 13 was amended by the Community Care (Direct Payments) Act 1996 (c.30), section 5. Section 13ZA was inserted by the Adult Support and Protection (Scotland) Act 2007 (asp 10), section 64. Section 13A was inserted by the 1990 Act, section 56 and amended by the Immigration and Asylum Act 1999 (c.33), section 102(2); the 2001 Act, section 72 and schedule 3; the 2002 Act, schedule 2 and by S.S.I. 2011/211. Section 13B was inserted by the 1990 Act sections 56 and 67(2) and amended by the Immigration and Asylum Act 1999 (c.33), section 120(3). Section 14 was amended by the Health Services and Public Health Act 1968 (c.46), sections 13, 44 and 45; the National Health Service (Scotland) Act 1972 (c.58), schedule 7; the Guardianship Act 1973 (c.29), section 11(5); the Health and Social Service and Social Security Adjudications Act 1983 (c.41), schedule 10 and the 1990 Act, schedule 9. Section 29 was amended by the 1995 Act, schedule 4. Section 59 was amended by the 1990 Act, schedule 9; the 2001 Act, section 72(c); the 2003 Act, section 25(4) and schedule 4 and by S.S.I. 2013/211. Page 94
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77 Column A Enactment conferring function Column B Limitation Section 4 (Provisions relating to performance of functions by local authorities.) So far as it is exercisable in relation to another integration function. Section 8 (Research.) So far as it is exercisable in relation to another integration function. Section 10 (Financial and other assistance to voluntary organisations etc. for social work.) So far as it is exercisable in relation to another integration function. Section 12 (General social welfare services of local authorities.) Except in so far as it is exercisable in relation to the provision of housing support services. Section 12A (Duty of local authorities to assess needs.) So far as it is exercisable in relation to another integration function. Section 12AZA (Assessments under section 12A - assistance) So far as it is exercisable in relation to another integration function. Section 13 (Power of local authorities to assist persons in need in disposal of produce of their work.) Section 13ZA (Provision of services to incapable adults.) So far as it is exercisable in relation to another integration function. Section 13A (Residential accommodation with nursing.) Page 95
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78 Column A Enactment conferring function Column B Limitation Section 13B (Provision of care or aftercare.) Section 14 (Home help and laundry facilities.) Section 29 (Power of local authority to defray expenses of parent, etc., visiting persons or attending funerals.) Section 59 (Provision of residential and other establishments by local authorities and maximum period for repayment of sums borrowed for such provision.) So far as it is exercisable in relation to another integration function. The Local Government and Planning (Scotland) Act 1982(42) Section 24(1) (The provision of gardening assistance for the disabled and the elderly.) Disabled Persons (Services, Consultation and Representation) Act 1986(43) Section 2 (Rights of authorised representatives of disabled persons.) (42) 1982 c.43; section 24(1) was amended by the Local Government etc. (Scotland) Act 1994 (c.39), schedule 13. (43) 1986 c.33. There are amendments to sections 2 and 7 which are not relevant to the exercise of a local authority’s functions under those sections. Page 96
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79 Column A Enactment conferring function Column B Limitation Section 3 (Assessment by local authorities of needs of disabled persons.) Section 7 (Persons discharged from hospital.) In respect of the assessment of need for any services provided under functions contained in welfare enactments within the meaning of section 16 and which are integration functions. Section 8 (Duty of local authority to take into account abilities of carer.) In respect of the assessment of need for any services provided under functions contained in welfare enactments (within the meaning set out in section 16 of that Act) which are integration functions. The Adults with Incapacity (Scotland) Act 2000(44) Section 10 (Functions of local authorities.) Section 12 (Investigations.) Section 37 (Residents whose affairs may be managed.) Only in relation to residents of establishments which are managed under integration functions. (44) 2000 asp 4; section 12 was amended by the Mental Health (Care and Treatment) (Scotland) Act 2003 (asp 13), schedule 5(1). Section 37 was amended by S.S.I. 2005/465. Section 39 was amended by the Adult Support and Protection (Scotland) Act 2007 (asp 10), schedule 1 and by S.S.I. 2013/137. Section 41 was amended by S.S.I. 2005/465; the Adult Support and Protection (Scotland) Act 2007 (asp 10), schedule 1 and S.S.I. 2013/137. Section 45 was amended by the Regulation of Care (Scotland) Act 2001 (asp 8), Schedule 3. Page 97
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80 Column A Enactment conferring function Column B Limitation Section 39 (Matters which may be managed.) Only in relation to residents of establishments which are managed under integration functions. Section 41 (Duties and functions of managers of authorised establishment.) Only in relation to residents of establishments which are managed under integration functions. Section 42 (Authorisation of named manager to withdraw from resident’s account.) Only in relation to residents of establishments which are managed under integration functions. Section 43 (Statement of resident’s affairs.) Only in relation to residents of establishments which are managed under integration functions. Section 44 (Resident ceasing to be resident of authorised establishment.) Only in relation to residents of establishments which are managed under integration functions. Section 45 (Appeal, revocation etc.) Only in relation to residents of establishments which are managed under integration functions. The Housing (Scotland) Act 2001(45) Section 92 (Assistance for housing purposes.) Only in so far as it relates to an aid or adaptation. The Community Care and Health (Scotland) Act 2002(46) (45) 2001 asp 10; section 92 was amended by the Housing (Scotland) Act 2006 (asp 1), schedule 7. (46) 2002 asp 5. Page 98
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81 Column A Enactment conferring function Column B Limitation Section 5 (Local authority arrangements for of residential accommodation outwith Scotland.) Section 14 (Payments by local authorities towards expenditure by NHS bodies on prescribed functions.) The Mental Health (Care and Treatment) (Scotland) Act 2003(47) Section 17 (Duties of Scottish Ministers, local authorities and others as respects Commission.) Section 25 (Care and support services etc.) Except in so far as it is exercisable in relation to the provision of housing support services. Section 26 (Services designed to promote well- being and social development.) Except in so far as it is exercisable in relation to the provision of housing support services. Section 27 (Assistance with travel.) Except in so far as it is exercisable in relation to the provision of housing support services. Section 33 (Duty to inquire.) (47) 2003 asp 13; section 17 was amended by the Public Services Reform (Scotland) Act 2010 (asp 8), section 111(4), and schedules 14 and 17, and by the Police and Fire Reform (Scotland) Act 2012 (asp 8), schedule 7. Section 25 was amended by S.S.I. 2011/211. Section 34 was amended by the Public Services Reform (Scotland) Act 2010 (asp 8), schedules 14 and 17. Page 99
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82 Column A Enactment conferring function Column B Limitation Section 34 (Inquiries under section 33: Co- operation.) Section 228 (Request for assessment of needs: duty on local authorities and Health Boards.) Section 259 (Advocacy.) The Housing (Scotland) Act 2006(48) Section 71(1)(b) (Assistance for housing purposes.) Only in so far as it relates to an aid or adaptation. The Adult Support and Protection (Scotland) Act 2007(49) Section 4 (Council’s duty to make inquiries.) Section 5 (Co-operation.) Section 6 (Duty to consider importance of providing advocacy and other.) Section 11 (Assessment Orders) (48) 2006 asp 1; section 71 was amended by the Housing (Scotland) Act 2010 (asp 17) section 151. (49) 2007 asp 10; section 5 and section 42 were amended by the Public Services Reform (Scotland) Act 2010 (asp 8), schedules 14 and 17 and by the Police and Fire Reform (Scotland) Act 2012 (asp 8), schedule 7. Section 43 was amended by the Public Services Reform (Scotland) Act 2010 (asp 8), schedule 14. Page 100
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83 Column A Enactment conferring function Column B Limitation Section 14 (Removal orders.) Section 18 (Protection of moved persons property.) Section 22 (Right to apply for a banning order.) Section 40 (Urgent cases) Section 42 (Adult Protection Committees.) Section 43 (Membership) Social Care (Self-directed Support) (Scotland) Act 2013(50) Section 5 (Choice of options: adults) Section 6 (Choice of options under section 5: assistances) Section 7 (Choice of options: adult carers) Section 9 (Provision of information about self- directed support) Section 11 (50) 2013 asp 1. Page 101
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84 Column A Enactment conferring function Column B Limitation (Local authority functions) Section 12 (Eligibility for direct payment: review) Section 13 (Further choice of options on material change of circumstances) Only in relation to a choice under section 5 or 7 of the Social Care (Self- directed Support) (Scotland) Act 2013. Section 16 (Misuse of direct payment: recovery) Section 19 (Promotion of options for self-directed support) Carers (Scotland) Act 2016(51) Section 6(52) (Duty to prepare of adult carer support plan) Section 21(53) (Setting of local eligibility criteria) Section 24(54) (Duty to provide support) (51) Section 21 was inserted into the Schedule of the Public Bodies (Joint Working) (Scotland) Act 2014 by paragraph 6 of the schedule of the Carers (Scotland) Act 2016 (asp 9). (52) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) (53) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment Regulations 2017/190 (Scottish SI) reg. 2(2) (June 16 2017). (54) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) Page 102
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85 Column A Enactment conferring function Column B Limitation Section 25(55) (Provision of support to carers: breaks from caring) Section 31(56) (Duty to prepare local carer strategy) Section 34(57) (Information and advice service for carers) Section 35(58) (Short breaks services statements) Functions, conferred by virtue of enactments, prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Enactment conferring function Column B Limitation The Community Care and Health (Scotland) Act 2002 (55) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) (56) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) (57) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) (58) Inserted by Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No. 2) Regulations 2017/449 (Scottish SI) reg. 3(2) (December 13th 2017) Page 103
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86 Section 4(59) The functions conferred by Regulation 2 of the Community Care (Additional Payments) (Scotland) Regulations 2002(60) Functions which may be delegated by virtue of section 1(5) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Enactment conferring function Column B Limitation Part 2 Functions delegated by the Local Authority to the Integration Joint Board The functions which are to be delegated by the Local Authority to the Integration Joint Board are set out in this Part 2 of Annex 2 and are subject to the exceptions and restrictions specified or referred to. Functions which may be delegated by virtue of section 1(5) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Enactment conferring function Column B Limitation (59) Section 4 was amended by the Mental Health (Care and Treatment) (Scotland) Act 2003 (asp 13), schedule 4 and the Adult Support and Protection (Scotland) Act 2007 (asp 10), section 62(3). (60) S.S.I. 2002/265, as amended by S.S.I. 2005/445. Page 104
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87 National Assistance Act 1948 Section 45 (Recovery of expenditure incurred under Part III of that Act where a person has fraudulently or otherwise misrepresented or failed to disclose a material fact Matrimonial Proceedings (Children) Act 1958 Section 11 (Reports as to arrangements for future care and upbringing of children) Social Work (Scotland) Act 1968 Section 5 (Performance of functions under the guidance of the Secretary of State) Section 6B (Local authority inquiries into matters affecting children) Section 27 (Supervision and care of persons put on probation or released from prisons etc) Page 105
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88 Section 27ZA (Advice, guidance and assistance to persons arrested or on whom sentence deferred) Section 78A (Recovery of contributions) Section 80 (Enforcement of duty to make contributions) Section 81 (Provisions as to decrees for ailment) Section 83 (Variation of trusts) Section 86 (Adjustments between authority providing accommodation etc., and authority of area of residence) Children Act 1975 Section 34 (Access and maintenance) Section 39 (Reports by local authorities and probation officers) Page 106
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89 Section 40 (Notice of application to be given to local authority) Section 50 (Payments towards maintenance of children) Health and Social Services and Social Security Adjudications Act 1983 Section 21 (Recovery of sums due to local authority where persons in residential accommodation have disposed of assets) Section 22 (Arrears of contributions charged on interest in land in England and Wales) Section 23 (Arrears of contributions secured over interest in land in Scotland) Foster Children (Scotland) Act 1984 Section 3 (Local authorities to ensure well being of and to visit foster children.) Page 107
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90 Section 5 (Notification by persons maintaining or proposing to maintain foster children) Section 6 (Notification by persons ceasing to maintain foster children) Section 8 (Power to inspect foster premises) Section 9 (Power to impose requirements as to the keeping of foster children) Section 10 (Power to prohibit the keeping of foster children) Children (Scotland) Act 1995 Section 17 (Duty of local authority to child looked after by them) Section 20 (Publication of information Page 108
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91 about services for children) Section 21 (Co-operation between authorities) Section 22 (Promotion of welfare of children in need) Section 23 (Children affected by disability) Section 25 (Provision of accommodation for children, etc.) Section 26 (Manner of provision of accommodation to child looked after by local authority) Section 26A (Provision of continuing care: looked after children) Section 27 (Day care for pre-school and other children) Page 109
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92 Section 29 (After-care) Section 30 (Financial assistance towards expenses of education or training and removal of power to guarantee indentures etc.) Section 31 (Review of case of child looked after by local authority) Section 32 (Removal of child from residential establishment) Section 36 (Welfare of certain children in hospitals and nursing homes etc.) Section 38 (Short-term refuges for children at risk of harm) Section 76 (Exclusion orders) Criminal Procedure (Scotland) Act 1995 Section 51 Page 110
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93 (Remand and committal of children and young persons) Section 203 (Reports) Section 234B (Drug treatment and testing order) Section 245A (Restriction of liberty orders) Community Care and Health (Scotland) Act 2002 Section 6 (Deferred payment of accommodation costs) Management of Offenders etc. (Scotland) Act 2005 Section 10 (Arrangements for assessing and managing risks posed by certain offenders) Section 11 (Review of arrangements) Adoption and Children (Scotland) Act 2007 Section 1 (Duty of local authority to provide adoption service) Page 111
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94 Section 5 (Guidance) Section 6 (Assistance in carrying out functions under section 1) Section 9 (Assessment of needs for adoption support services) Section 10 (Provision of services) Section 11 (Urgent provision) Section 12 (Power to provide payment to person entitled to adoption support service) Section 19 (Notice under section 18: local authority's duties) Section 26 (Looked after children: adoption not proceeding) Section 45 (Adoption support plans) Page 112
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95 Section 47 (Family member's right to require review of plan) Section 48 (Other cases where authority under duty to review plan) Section 49 Reassessment of needs for adoption support services) Section 51 (Guidance) Section 71 (Adoption allowances schemes) Section 80 (Permanence orders) Section 90 (Precedence of certain other orders) Section 99 (Duty of local authority to apply for variation or revocation) Section 101 (Local authority to give notice of certain matters) Section 105 Page 113
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96 (Notification of proposed application for order) The Adult Support and Protection (Scotland) Act 2007(61) Section 7 (Visits ) Section 8 (Interviews) Section 9 (Medical Examinations) Section 10 (Examination of records etc) Section 16 (Moving adult at risk in pursuance of removal order) Children's Hearings (Scotland) Act 2011 Section 35 (Child assessment orders) Section 37 (Child protection orders) Section 42 (Parental responsibilities and rights directions) (61) 2007 asp 10; section 5 and section 42 were amended by the Public Services Reform (Scotland) Act 2010 (asp 8), schedules 14 and 17 and by the Police and Fire Reform (Scotland) Act 2012 (asp 8), schedule 7. Section 43 was amended by the Public Services Reform (Scotland) Act 2010 (asp 8), schedule 14. Page 114
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97 Section 44 (Obligations of local authority) Section 48 (Application for variation or termination) Section 49 (Notice of application for variation or termination) Section 60 (Local authority's duty to provide information to Principal Reporter) Section 131 (Duty of implementation authority to require review) Section 144 (Implementation of compulsory supervision order: general duties of implementation authority) Section 145 (Duty where order requires child to reside in certain place) Section 166 (Review of requirement imposed on local authority) Page 115
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98 Section 167 (Appeals to sheriff principal: section 166) Section 180 (Sharing of information: panel members) Section 183 (Mutual assistance) Section 184 (Enforcement of obligations on health board under section 183) Social Care (Self-directed Support) (Scotland) Act 2013 Section 8 (Choice of options: children and family members) Section 10 (Provision of information: children under 16) Carers (Scotland) Act 2016 Section 6 (Duty to prepare adult carer support plan) Section 21 (Duty to set local eligibility criteria) Page 116
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99 Section 24 (Duty to provide support) Section 25 (Provision of support to carers: breaks from caring) Section 31 (Duty to prepare local carer strategy) Section 34 (Information and advice service for carers) Section 35 (Short breaks services statements) Page 117
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100 Part 3 Services currently provided by the Local Authority which are to be integrated The functions listed in Part 1 of this Annex 2 are delegated only to the extent that a) the function is exercisable in relation to persons of at least 18 years of age; and b) the function is exercisable in relation to the following services: • Social work services for adults and older people • Services and support for adults with physical disabilities and learning disabilities • Mental health services • Drug and alcohol services • Adult protection and domestic abuse • Carers support services • Community care assessment teams • Support services • Care home services • Adult placement services • Health improvement services • Aspects of housing support, including aids and adaptions • Day services • Local area co-ordination • Respite provision • Occupational therapy services • Re-ablement services, equipment and telecare Page 118
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101 Part 4 Services currently provided by the Local Authority which are to be integrated The functions listed in Part 2 of this Annex 2 are delegated only to the extent that the function is exercisable in relation to the following services: • Social care services provided to children and families • Fostering and adoption services • Child protection • Criminal justice services. Page 119
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102 Annex 3 Hosted Services NHS Grampian has noted the services that are currently hosted across the areas of the Grampian IJBs and offer this for consideration to the IJB as they take forward strategic planning: Service Current Host Woodend Assessment of the Elderly (including Links Unit at City Hospital) Aberdeen City Woodend Rehabilitation Services (including Stroke Rehab, Neuro Rehab, Horizons, Craig Court and MARS) Aberdeen City Marie Curie Nursing Aberdeenshire Heart Failure Service Aberdeenshire Continence Service Aberdeenshire Diabetes MCN (including Retinal Screening) Aberdeenshire Chronic Oedema Service Aberdeenshire HMP Grampian Aberdeenshire Police Forensic Examiners Aberdeenshire Page 120
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103 Annex 4 This Annex lists the services provided within hospitals which the IJB will have strategic planning responsibilities for which will continue to be operationally managed by NHS Grampian: Services: • Accident & Emergency Services provided in a hospital; • Inpatient hospital services relating to: general medicine, geriatric medicine, rehabilitation medicine, respiratory medicine and psychiatry of learning disability; and • Palliative Care services provided in a hospital. In so far as they are provided within the following hospitals: • Hospitals at the Foresterhill Site, Aberdeen (which includes Aberdeen Royal Infirmary, Royal Aberdeen Childrens Hospital and Aberdeen Maternity Hospital) • Hospitals in Elgin (which includes Dr Gray’s Hospital) Page 121
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Louise Marshall Contact Email: performance@moray.gov.uk Subject: Corporate Plan – Progress Update 2025-26 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note progress made during 2025-26 on the Corporate Plan 2024-29. 1.2 This report is submitted to Council in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance in accordance with the Council’s performance management framework. 2. SUMMARY 2.1 This report brings together reporting on all Corporate Plan actions during the reporting period across 3 levels: • A high-level overview of progress against actions and key performance indicators with key highlights (para 5.2 below refers) • More detailed analysis in Appendix 1, identifying key performance indicators for each Corporate Plan priority with a RAG table and chart providing a snapshot of progress against underlying actions and performance indicators. • Backing tables provide the line-by-line detail for all are included as links in background papers - Actions – what we said we were going to do - Performance Indicators – the evidence of change 3. RECOMMENDATIONS – 3.1 It is recommended that Council scrutinise and note progress made during 2025-26 on the Corporate Plan 2024-29. Author Name Louise Marshall Job Title Strategy and Performance Manager Item 7. Page 123
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4. BACKGROUND AND CONTEXT 4.1 The Corporate Plan is an important document that is intended to provide clarity and direction on the Council’s priorities, values and plans. Its publication assists in communicating these to the public, the workforce and partners. 4.2 The plan provides the context for implementation, the constraints within which the Council must operate, the challenges and pressures and the organisational change required to successfully deliver the priorities. It provides a link between the national priorities, the Moray Community Planning Partnership’s plan and the Council’s own plans and priorities so that these can be cascaded into actions and delivery within service plans. 4.3 While the Corporate Plan provides focus, it is not intended to encompass every Council service that contributes directly or indirectly to the priorities or indeed those aspects of services which are less of a priority. 4.4 The Corporate Plan 2024-2029 and Delivery Framework were approved by the Council on 28 February 2024 (para 5 of the Minute refers) and 27 August 2025 (para 9 of the Minute refers). The Plan sets out Council’s priorities and vision over the 5-year period and how the Council plans to progress these priorities, including the financial strategy aimed at progressing towards financial sustainability. • Tackle poverty and inequality • Build stronger greener vibrant economy • Build thriving, resilient, empowered communities The Delivery Framework sets out more detailed actions which will be taken to achieve these priorities. Actions are refreshed annually as part of the Service Planning process and updated Delivery Frameworks will be submitted to Committee in due course. Any work outstanding in the delivery framework covering the period to March 2026 will be either incorporated within refreshed service plan actions or completed at a departmental level. 4.5 Progress against actions incorporated within Service Plans is monitored and reported through service committees as described in the Council’s Performance Management Framework. 4.6 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting in which Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals were highlighted in backing table documents. An overview of progress is incorporated in this report (para 5.4 refers). 5. PROPOSALS 5.1 High Level Overview of Actions and Performance Indicators: Page 124
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All actions have equal weighting and are subject to update and refresh annually following review of Service Plans therefore activity contributing to Corporate Plan priorities will evolve and expand annually. The Corporate Plan is making steady progress overall against the 41 actions relating to this and future years, with 68% progress relating to planned work across the full plan period to 2029. Ahead of due dates, work around the Council’s digital approach and strengthening capital monitoring is well progressed. Focussing on the year to March 2026, 25 actions were due to complete; 11 actions were completed, 7 actions were well progressed (over 75% complete) and 7 actions are continuing beyond their original due dates which translates to 80% progress against in- year planned work or a contribution of 49% towards the overall plan period to 2029. Highlights of achievements across all themes are reported at paragraph 5.2. There were areas of work that progressed more slowly than planned due to workload pressures, in particular; supporting the outcome to focus on a wellbeing economy providing opportunities for all; activities supporting delivery of the Community Wealth Building Strategy and Action Plan, improving access to fair work, employment and training opportunities and increasing availability of affordable school aged childcare opportunities continue into the next reporting year; also staffing and recruitment hindered elements of work relating to Workforce Strategy in which a new due dates of December 2026 was applied. There were delays around the Scottish Government Data Maturity programme in which an interest of being an early adopter had been registered. Overall, there were 72 corporate plan performance indicators, 2025-26 data is provided where available, however for most indicator data relates to 2024-25. Forty-one indicators have targets, of those 21 indicators achieved or were within tolerance levels of target and 20 indicators did not meet expected levels of performance, monitoring will continue through the cycle of performance reporting to committee as set out in the Council’s Performance Management Framework. In terms of short-term trend, based on the previous results, 53% of indicators show an improving trend and 19% a worsening trend, results remain unchanged for 7% and data is not available for the final 21%. 5.2 Highlights of Achievements: summarised from action updates and related reports to service committees through the reporting year. Tackle Poverty and Inequality • Infant feeding in a crisis pathway embedded with additional access supported to wider crisis funds; 569 families awarded £186k in crisis grants, in addition 229 community grants were provided. • Practical support increased through school holiday payments, breakfast clubs, concessionary travel, free period products and free activities. • Progress for Parents project delivered by Moray Pathway partners recognised with a prestigious Scotland’s Learning Partnership Award is now expanding to new communities in Forres and Lossiemouth. The project, which has seen a surge in referrals in the reporting period, supports parents to overcome personal challenges, Page 125
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reduce social isolation and take positive steps towards volunteering, learning and employment. There were 130 new referrals in the year 2025/26 adding to the 62 parents carried forward from the previous year with just over 100 participants moving onto employment, volunteering, education and training. • Funding of £102k secured following a joint Moray Health and Social Care Partnership / Council bid from the national Child Poverty Practice Accelerator Fund. A two-year programme will be delivered across early years, employability and community health services to provide critical financial maximisation advice and support. • Intervention Fund for schools of £560k in place targeting identified areas for improvement with a view to raising attainment. Moray’s National Improvement Framework (NIF) Plan 2025-26, approved in September 2025, outlined the key progress made in improving poverty-related attainment, highlighting improvements in reading, writing and maths skills, as well as efforts to close the education gap between disadvantaged and other pupils with seven of nine key areas showing progress in reducing the gap. • Local Housing Strategy 2025-2030 approved in March 2026, focus is on increasing housing supply, improving condition and energy efficiency of homes, preventing homelessness and ensuring housing supports health and wellbeing. • Improvements to local infrastructure designed to uplift communities from rural and urban isolation realised multi-million-pound community empowerment capital funding. Build Stronger Greener Vibrant Economy • Interim target achieved in seven of eight Moray Growth Deal projects in delivery; Bus Revolution, Digital Health, Housing Mix and Manufacturing and Innovation Centre for Moray (MICM), Business Enterprise Hub, Cultural Quarter and Early Years STEM. Project updates available on Moray Growth Deal quarterly update newsletters. - Bus Revolution Stage 2 complete, the Speyside weekend service fully operational, AI simulation work and final report and summary presented to the Project Board that will inform operational decisions and strategic planning. Preparing to move to Stage 3 delivery of strengthened internal systems, refining the m.connect network and further use of mobile data and AI to support evidence led planning. - The first of three early years STEM Starts Discovery Centre officially launched, giving children aged 3-8 years hands on experiences in science, technology, engineering and mathematics. - Housing Mix Delivery saw the completion of 39 affordable home at Speyview, Aberlour with first tenants moved in. • Moray’s UK Shared Prosperity Fund (UKSPF) programme delivered strong overall performance during 2025/26, investing £1.224 million (86%) of the £1.415 million allocation to support communities, businesses, and individuals across Moray. - Revenue-funded activity performed particularly well, achieving 91% spend and delivering strong engagement and outcomes across employability, skills, business support, and community initiatives, with many indicators exceeding original forecasts. - People and Skills achieved full financial delivery, while Supporting Local Business and Communities and Place delivered significant benefits through enterprise support, apprenticeship development, digital inclusion, volunteering, heritage projects, and town centre regeneration. Although some capital projects experienced delays due to procurement, legal and delivery constraints, capital expenditure reached £301,478 (75%), with key regeneration activity continuing into Page 126
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2026/27 due to the 6-month extension of the programme from 31 March to 30 September 2026. The extension allowed any underspend to be reallocated in order to maximise spend and projects are on track to fully utilise the budget. • The Moray Pathways Workforce North Event took place in December 2025 with 100 attendees and 50 local employers from the energy sector present, culminating in a Skills Road map for Moray. The Local Employability Partnership have applied for onshore skills funding to invest in the Sector Based Work Academy Programme (SWAP) in delivering a joined-up Skills Planning approach. • Six School Aged Children (SAC) provision streams are in development. Funding to progress utilising transport to support childcare, originally focusing on Duffus and the Speyside area. Promoting careers within the childcare sector continues in offering a two-week taster course ‘Step into Childcare’ with twelve individuals participating in the UHI Moray programme in 2025. Build Thriving, Resilient, Empowered Communities • As part of the Levelling Up Fund projects, groundworks well progressed in the multi- million-pound Elgin City Centre Masterplan South Street regeneration project, which will bring 38 affordable homes and business enterprise space to the centre of Elgin. Transformation plans for Cooper Park progressing to create accessible walkways, biodiversity planting and improved leisure areas and early design work on the redevelopment of the former Gordon Arms Hotel to provide a creative arts centre and pop-up retail and office space. • More communities and individuals are more involved in local decision making in the delivery of local services, particularly in the locality planning communities of Buckie and New Elgin. In Buckie, the key projects remain as The Hub, community lunches and Buckie Area Forum and Findochty and Buckie Development Trust. In New Elgin, The Link continues to strengthen community support activities that include a food larder, weekly family fun group activities, mid-term craft and STEM activity sessions, daily support and drop-in groups. Nineteen Leisure and Library User Groups have been set up across Moray with users contributing to service improvements and development. • In the transformation of Libraries, Learning Centres and Heritage Service, user groups and terms of reference were established in all 11 library branches, supported by Local Members that contributed to revised service delivery. • Extensive consultation and engagements undertaken on the future of the learning estate, with Phase 1 completed as planned and information shared, significantly to inform the new site of Forres Academy. • Moray Engage; the new digital engagement platform was launched and used extensively to inform delivery of council services. • The Affordable Housing Investment Programme was agreed, outlining progress and future plans to deliver affordable homes through partnerships with Housing Associations, alongside the Council’s own new build and acquisition initiatives across Moray, with 228 new affordable home either under construction or scheduled to start by March 2026 including key developments in Lossiemouth, Aberlour and Elgin South. Delivery Framework • Capital monitoring has been strengthened. As at March 2026, capital expenditure was £32,9m against a capital plan for 2025/26 of £50.5m. • Corporate Workforce and Organisational Development Strategy and action plan 2025- 26 was refreshed to ensure alignment of leadership and management development Page 127
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with the leadership skills, behaviours and competencies that were agreed as part of the corporate management restructure, setting out how the Council will prepare and manage the workforce to be able to respond to Council priorities. • An ambitious three-year digital strategy, defining plans to modernise systems, improve services and build the skills needed to create a digitally connected community was approved. • Transformation Strategy entered Stage 3, focused on three key themes; Citizen and Community Focused, Sustainable Places, Smarter Internal Systems with a mix of ongoing and new projects from energy -saving initiatives to improvements in customer service systems and the way buildings, depots and technology are used. 5.3 . Sustainable Development: embedded in our priorities are selected key actions and indicators which the Council has prioritised to demonstrate the impact of sustainable development in relation to social, economic and environmental issues. Social There are three areas contributing to this theme, with most of the work being delivered via the Children’s Service Plan; emergency infant formula pathway is embedded, and families are supported and guided to wider crisis funds with increased awards and approval rates. Work continues to identify families that are financially struggling. Sustained access to subsidised and free supports and activities addressing reasons for low income are provided in part from funding sources; in the reporting period there have been increases in school holiday payments, education maintenance allowance, breakfast clubs and concessionary travel uptake as well as improved access to free sport-based activities. Promotion of Moray Pathways local employability partnership support and provision for parents progressed through the Parents Project where positive outcomes were achieved in parents moving onto employment, self-employment, volunteering, education and training. All planned work on early intervention addressing whole family well-being was completed with work in schools to address poverty and wider related attainment gaps continuing. Focus around getting it right for every child included Moray Quality Improvement Framework (MQIF) visits to secondary schools with findings shared and sustained monitoring of Stretch Aims. As yet, improvement in performance indicators results is not evident in the 2024/25 data published; following a change in data source in the proportion of children living in property (after housing costs) from End Child Poverty data that relates to 16-19 year olds to DWPs Housing Below Average Income (HBAI) that relates to the under 16 age group, results are not comparable with previous years and figures are lower, there was a slight increase to 15.1%. The proportion of pupils entering positive destinations increased slightly to 93.5%, both indicators falling short of family and national averages. Economics Interim target of 7 of 8 projects in delivery achieved as planned, for the eighth project a strategic outline case has been developed; governance approvals will be sought to bring the project into the Moray Growth Deal and an outline business case developed in 2026/27. Phase 2 of the Bus Revolution project is complete, the Speyside weekend service is fully operational with an extended timetable, improving accessibility and connectivity. AI simulation has proved to be a valuable analytical tool to inform operational decisions and strategic planning across the programme. Bus Revolution Phase 3 is being progressed by the project team to include commissioning market research, initiating procurement for a 33-seat EV bus, expanding the charging network Page 128
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through new charge unit installations. Launch and promotion of the Community Wealth Building (CWB) Portal has resulted in registration of 22 community groups and 10 businesses. A draft roadmap to deliver a joined-up Skills Planning approach with measurable outputs neared completion and has since culminated in a Skills Road Map. Six School Aged Childcare (SAC) provision streams are in development and a policy to make use of school buildings drafted and funding secured to utilise transport to support childcare. Latest data for 2024/25 reported that 16.2% of people earned less than the living wage, above family and national averages and based on indicative provisional data median gross weekly earning by place of work and residence was £658.80. Annual Survey of Hours and Earnings provisional results report the gender pay gap has narrowed. Environmental Delivery of the Levelling Up Fund elements of the Elgin City Centre Masterplan progressed with the transfer of title of the new Creative Arts Centre in the former Gordon Arms Hotel to the Council in March. Design work for surface water management scheme at the Sawmill and Auction Mart site progressing. Recruitment process underway to appoint a Development Officer to support the development of the next phase of the Cultural Quarter work on Grant Lodge following successful funding application from Architecture Heritage Fund. Significant work around potential allotment sites in Buckie and Lossiemouth. Forres Allotments Group now with a licence to occupy their site; demand exceeds availability with 92 requests on the waiting lists. Tackling the affordability and standard of the learning estate progressed with approval of future Forres Academy contract in May, following significant consultation and engagement and contractor negotiations. Schools BB upgrade programme achieved planned objectives for Cullen, Rothes, Mortlach, Alves Primary Schools. Benchmarking results for 2024/25 show CO2 emissions area wide per capita increased slightly to 3.95, below national and family averages and those within scope of local authority per capita reduced slightly to 6.40, remaining significantly above national and family averages. Results for CO2 emissions from Transport, Electricity and Natural Gas per 1000 population report increased results of 40.92, 32.92 and reduction to 41.72 tonnes respectively; above national and family average from Transport but below comparators from electricity and natural gas. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) √ Policy and Legal √ Financial √ Risk √ Staffing √ Best Value and Transformation √ Property √ Information Communications Technology/Digital √ Equalities. Social Inclusion and Economic Impact √ Climate Change and Biodiversity Impact √ Page 129
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6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal Consideration was given to relevant policy and legislative requirements and direction in its preparation. The Plan sets out direction for the Council which may influence the development of future policy and this will be reported where appropriate. 6.4 Financial The Corporate Plan recognises that the council makes difficult decisions to continue to work within budget constraints. Setting out priorities assists in making those decisions. 6.5 Risk The Corporate Plan employs robust risk management arrangements to the decision- making process that will be used in the management and monitoring of the plan. It is increasingly important that there is strong political leadership, direction and resilience in the pursuit of the corporate agenda. 6.6 Staffing There are no staffing implications arising from this report. Any realignment of resources as the Council’s business is reviewed may lead to workforce implications in future which will be reported when relevant. 6.7 Best Value and Transformation The Accounts Commission Direction 2021 requires council’s to report a range of information to show improving local services and local outcomes and demonstrating best value. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no information communications, technology, digital implications arising from this report. Page 130
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6.10 Equalities, Social Inclusion and Economic Impact The Council’s ongoing commitment to equalities is reflected in the Corporate Plan. 6.11 Climate Change and Biodiversity Impacts The Council’s ongoing commitment to climate change and biodiversity is reflected in the Corporate Plan. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Leadership Team and Heads of Service and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Corporate Plan 2025-26 – Actions Corporate Plan 2025-26 – Performance Indicators Tackling Poverty and Inequality Education National Improvement Framework Report and Plan 2025-26 Local Housing Strategy 2025-2030 Build Stronger Greener Vibrant Economy Moray Growth Deal Quarterly Update Newsletters Build Thriving, Resilient, Empowered Communities Levelling Up Fund and Place Based Investment Fund – Private item (Council on 27 August 2025 – item 16 refers) Levelling Up Fund – Update and Proposed Changes – Private item (Council on 25 February 2026 – item 13 refers) Affordable Housing Investment Programme Page 131
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APPENDIX 1 Corporate Plan > 2029: Progress Update 2025-26 Priority: Tackle Poverty and Inequality Key Performance Indicators Target Benchmarking Comparator Averages 2023/24 2024/25 2025/26 Short term trend Proportion of children living in poverty (after housing costs) 12.2% 13.7% Family Group 14.9% 15.1% Mar 2027 Literacy Attainment Gap (P1,4,7 Combined) – percentage point gap between the least deprived and most deprived pupils 23.7% 23.7% Family Group N/A N/A Dec 2026 Numeracy Attainment Gap (P1,4,7 Combined) – percentage point gap between the least deprived and most deprived pupils 20.3% 20.3% Family Group N/A N/A Dec 2026 Percentage of pupils achieving expected level in Literacy (P1,4,7 Combined) 79.1% 74.2% Family Group 70.6% 72.7% Dec 2026 Percentage of pupils achieving expected level in Numeracy (P1,4,7 Combined) 83.4% 79.4% Family Group 76.5% 76.9% Dec 2026 Percentage of pupils gaining 5+ awards at Level 5 72% 66% Family Group 62% 64% Feb 2027 Percentage of pupils gaining 5+ awards at Level 6 44% 37% Family Group 30% 31% Feb 2027 Overall Average Total Tariff 938 869 Family Group 826 829 Oct 2026 Average Total Tariff SIMD Quintile 1 666 543 Family Group 378 720 Oct 2026 Average Total Tariff SIMD Quintile 2 835 685 Family Group 625 639 Oct 2026 Average Total Tariff SIMD Quintile 3 968 833 Family Group 780 768 Oct 2026 Average Total Tariff SIMD Quintile 4 1,149 991 917 902 Oct 2026 Page 133
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Family Group Average Total Tariff SIMD Quintile 5 1,258 1,131 Family Group 970 993 Oct 2026 Percentage of pupils entering Positive Destinations 95.2% 95.3% Family Group 93.8% 93.5% Feb 2027 Desired Outcome Due Date Latest Status Update Progress (cumulative) Status Icon Progress made ‘Go to Green’ Plan TACKLE POVERTY AND INEQUALITY – Overall Progress 30-Jun-2026 91% Maximise household income by working with partners to ensure financial inclusion services have maximum reach 31-Mar-2026 Infant feeding in a crisis pathway embedded, additional access is supported to wider crisis funds. Updated Cost of the School Day guidance shared with all schools. Practical supports increased through school holiday payments, breakfast clubs, concessionary travel, free period products and activities. Moray Pathways supported parents into positive destinations. Continued work to identify families that are financially struggling. Continued support provided through QIO for further implementation in schools. Work to reduce the number of children in temporary accommodation, impact of homelessness on children prioritised for 2026/27. 76% Early intervention addressing whole family well-being to ensure that children can reach their full potential 31-Mar-2026 CYPIC P4 Writing extending across further schools. ASG approaches to improving maths attainment developing. Secondary schools making use of additional monies for intervention posts and support of wider study partners. Targeted support to schools aligned to PEF / SEF funding to support attainment gaps. Continued work in schools to address poverty and wider related attainment gaps and address underperformance in key performance measure within existing resources. 100% Page 134
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Getting it right for every child so that we continue to improve attainment for all 28-Feb-2026 5 of 8 secondary schools subject to Moray Quality Improvement Framework visits informing improvement planning. Positive HMIE secondary school inspection result. CHT Networks progressed system improvement. Continued monitoring of stretch aims and core progress measures. Secondary support meetings and HT meetings on raising attainment. 100% Priority: Build Stronger Greener Vibrant Economy Key Performance Indicators Target Benchmarking Comparator Averages 2023/24 2024/25 2025/26 Short term trend Proportion of 16-29 year olds within Moray Data only 17.1% Scotland 14.6% 14.7% Aug 2026 Moray median weekly earnings – for full-time employee jobs by place of work (ONS – ASHE based on revised data but provisional 2025 data for 2025/26 – aligned with SLAED indicator) Data only £773.80 Scotland £667.10 £698.70 £658.80 1 8 9 8 4 0 5 10 15 20 25 30 Tackle Poverty and Inequality PIs Achieving Target Within Target Outwith Target Data Only Data not available at this stage Page 135
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Moray median weekly earnings – for full-time employee jobs by place of residence (ONS – ASHE based on revised data but provisional 2025 data for 2025/26 – aligned with SLAED indicator) Data only £740.01 Scotland £647.50 £639.80 £658.80 Proportion of people earning less than the living wage 11.4% 9.4% Family Group 14.4% 16.2% Oct 2026 Gender Pay Gap – Moray ALL employee jobs being place of work (ONS – ASHE based on revised data but provisional 2025 data for 2025/26 - aligned with SLAED indicator) Data only 9.4% Scotland 12.5% 16.3% 9.9% Desired Outcome Due Date Latest Status Update Progress (cumulative) Status Icon Progress made ‘Go to Green’ Plan BUILD STRONGER GREENER VIBRANT ECONOMY - Overall Progress 31-Mar-2028 56% Progress Moray Growth Deal: bring the remaining Moray Growth Deal projects into delivery 31-Mar-2028 7 of 8 projects in delivery. Bus Revolution Phase 2 complete; expanded Speyside service in place. AI simulation works complete. Project planning for Phase 3 underway Approval for 8th project SOC, governance approvals to bring this into the Deal and OBC developed. Operations team monitoring benefits from Bus Revolution Phase 2. Benefit monitoring of Bus Revolution ongoing. 67% Delivery of the Community Wealth Building Strategy and Action Plan 31-Mar-2026 Promotion and support of CWB Portal continued with business and community registration. Update on socio-economic benefits from energy agreed by Council in February. Centre for Local Economic Strategies (CLES) commissioned to research procurement processes and spend data. The project funds from the Transformation Budget in the process of being allocated to an external consultant to further develop the project. 35% Improve access to fair work, employment and training opportunities 31-Mar-2026 Moray Pathways North event in December 2025 attracted 100 attendees and 50 local energy sector employers. Draft Sector Based Work Academy (SWAP) developed. 50% Page 136
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roadmap around workforce north nearing completion Enable more people to work by supporting access to affordable childcare 31-Mar-2026 Increase in Parents in Poverty referrals. Development of six School Aged Children provision streams, closure of another prevented. Use of School Buildings for SAC policy drafted, and funding secured to progress utilising transport for Childcare. Schools benefitting from after school activities run by Elgin City Football Club having secured SFA Extra Time Funding. Taster course (Step into Childcare’ delivered. Expansion of SFA Extra Time school activities into 12 schools. 50% Priority: Build Thriving Resilient Empowered Communities Key Performance Indicators Target Benchmarking Comparator Averages 2023/24 2024/25 2025/26 Short term trend Town Vacancy Rates 9.0% 13.1% 14.1% 14.0% Oct 2026 4 2 3 6 2 0 2 4 6 8 10 12 14 16 18 Build Stronger, Greener Vibrant Economy PIs Achieving Target Within Target Outwith Target Data Only Data not available at this stage Page 137
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Family Group Number of new Community Action Plans in place 3 N/A 3 3 3 Participatory Budgeting activity – 1% target of Council budget 100% N/A 23.12% 13.78% 38.52% Number of affordable housing completions at end of current financial year Data only N/A 97 110 91 Percentage of schools that are rated B or better for condition 50.9% N/A 41% 41% 46% Percentage of schools that are rated B or better for suitability 100% N/A 100% 100% 100% CO2 emissions area wide per capita (in tonnes) 3.52t 5.05t Family Group 3.88t 3.95t Jul 2027 CO2 emissions within scope of LA per capita (in tonnes) 3.41t 4.72t Family Group 6.46t 6.40t Jul 2027 Desired Outcome Due Date Latest Status Update Progress (cumulative) Status Icon Progress made ‘Go to Green’ Plan BUILD THRIVING RESILIENT EMPOWERED COMMUNITIES - Overall Progress 30-Dec-2030 51% Delivery of the Levelling Up Fund elements of the Elgin City Centre Masterplan 31-Mar-2028 Changes to programme agreed. Title transfer of new Creative Arts Centre to Council. Design work for surface water management scheme at Sawmill and Auction Mart site progressed. 40% Delivery of Town Centre Improvement Plan & Annual Report 31-Mar-2028 Focused on Local Development Plan and accessing external funding to deliver TCIP projects. Design works progressed for Dufftown and Forres projects. Review of all TCIP actions complete. TCIP programme Annual report presented. 20% Page 138
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Take a partnership approach to locality planning in priority areas of Moray to enable people to influence services and develop community action 31-Mar-2026 Locality Planning in Buckie and New Elgin ongoing. In Buckie, cost of living remains focus for monitoring group and action plan, support work around The Hub, Area Forum and Development Trust. Continued growth in The Link, New Elgin with focus on community activities and supports. Consultation and engagement support provided in respect of Learning Estate and Libraries and Leisure events, first phase of Learning Estate engagements complete and information shared. Funding gained from Architecture Heritage Fund to help support delivery of Cultural Quarter. Allotment potential sites investigated in Buckie and Lossiemouth, lease terms being negotiated in Forres. Moray Engage platform operational. Timescale for completion of locality planning planned work extended to December 2026 and around community engagement to March 2027. The Link, New Elgin showing wider aspirations around funding for halls and improvements to open spaces. Recruitment of Development Officer to deliver next phase of Cultural Quarter project. Development of Community Engagement Strategy ongoing. 84% Delivery of the Housing. Investment and Affordable Housing Supply programmes 31-Mar-2028 Programme delivery in several areas as planned. 40% Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements 31-Dec-2030 Scale down of Elgin High School Extension build agreed to repurpose existing building to meet lower future capacity requirement. Independent external review of school roll forecasting completed. Contract award for future Forres Academy complete. Engagements completed as LEIP2 funding to be transferred to another qualifying school project. 58% Page 139
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planned. Schools BB upgrade programme objective met. Priority: Delivery Framework Desired Outcome Due Date Latest Status Update Progress (cumulative) Status Icon Progress made ‘Go to Green’ Plan STRATEGIC DELIVERY FRAMEWORK – Overall Progress 31-Jul-2027 65% Financial Planning 30-Jun-2026 Milestones around strengthening capital monitoring achieved. Automated monthly reporting in place resulting in lower level of slippage and more accurate forecasting on spend. Forecasting procedures for revenue budget in place as per audit recommendation. PB spend capture work ongoing. 79% Workforce Strategy 31-Dec-2026 Focus on embedding leadership development structured and day-to-day Refinement of Leadership Development Strategy and Recruitment Strategy. 62% 1 0 2 6 0 0 1 2 3 4 5 6 7 8 9 10 Build Thriving, Resilient, Empowered Communities PIs Achieving Target Within Target Outwith Target Data Only Data not available at this stage Page 140
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practice, building on phase 1 delivery. Employee survey in place. Key senior appointments in place to support organisational capacity and stability. Continued support to services around people management. Ongoing monitoring of gender pay gap and wider equality indicators. Modernised conditions of service framework progressed. Digital Strategy 31-Mar-2027 SharePoint Online implementation programme progressed as planned. Website modernisation and migration to Umbraco ongoing. Copilot for M365 options being reviewed follow end of pilot period. All schools migrated to BT SWAN2 network. Migration to Mobile Device Management solution complete 61% Transformation Projects 31-Jul-2027 Review of Depot & Stores ongoing. 24% Performance Management Framework 31-Dec-2024 PSIF programme on schedule 100% Page 141
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1 2 6 0 1 2 3 4 5 6 7 8 9 10 Strategic Delivery Framework Achieving Target Within Target Outwith Target Data Only Data not available at this stage Page 142
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Jamie Fraser Contact Email: jamie.fraser@moray.gov.uk Subject: Short to Medium Term Financial Strategy 2027-29 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve an updated Short to Medium Term Financial Strategy, covering preparation of the Council’s General Services Revenue budgets for 2027/28 and 2028/29 alongside an update to the budget for 2026/27. 1.2 This report is submitted to Council in terms of Section II (13) of the Council's Scheme of Administration relating to the approval of Council reports and strategies of a corporate nature. 2. SUMMARY 2.1 The Short to Medium Term Financial Strategy (APPENDIX 1) sets out the Council's approach to closing the forecast budget gap over the period 2027- 29. It builds on the Medium to Long Term Financial Strategy, the three-year indicative revenue budget approved by Council when setting the annual budget, and an assessment of the key risks and uncertainties that could increase the funding gap. The Strategy also includes a high-level timetable for the development of the 2027/28 budget, which is currently underway. 2.2 When the Council set its annual budget for 2026/27 on 25 February 2026 (paragraph 4 of the Minute refers) it did so from a balanced position. Following the closure of the accounting period of 2025/26, further amendments alongside emerging costs pressures have been recommended for adjustment Item 8. Page 143
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to the 2026/27 budget, resulting in a total net amendment of £0.7m. The adjusted budget position (APPENDIX 2) has been used to form the basis for the Short to Medium Term Financial Strategy update and subsequent savings targets. 2.4 The Strategy notes the potential significant impact of variances from budget assumptions and sets a tolerance level to increase the projected savings to be identified to allow for the impact of a moderate variance from base assumptions and on that basis sets a savings target for 2027/28 of £2.5m. 2.5 An updated Budget on a Page tracker is provided (APPENDIX 3) and includes issues likely to help to close or tend to widen the budget gap which will be used as a measure of the progress of the Short to Medium Term Strategy through the year. 2.6 A Performance Indicator to be used as a headline measure of progress (budget gap as percentage of net revenue budget) is also recommended, showing a current budget gap for 2027/28 of 0.78%. 3. RECOMMENDATIONS 3.1 It is recommended that Council approve: i) The approach set out in the Short to Medium Term Strategy contained in APPENDIX 1 to this report; ii) Net adjustments of £0.7m to the 2026/27 budget as set out from paragraph 5.20 to 5.27; iii) The savings target of £2.5m for 2027/28 derived within the Strategy; iv) The Performance Indicator set out in paragraph 5.29; v) The high-level timetable included in the Strategy; and 3.2 It is recommended that Council notes: i) The risks and uncertainties currently identified as set out in the Strategy and listed in APPENDIX 3 to this report. Jamie Fraser Chief Financial Officer 4. BACKGROUND AND CONTEXT Page 144
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4.1 The Medium to Long Term Financial Strategy for 2026 to 2036 was approved by Council on 25 February 2026 (paragraph 6 of the Minute refers). It indicated a mid-case scenario of a budget shortfall of £5.0m for 2027/28 and of £9.7m for 2028/29, with an average shortfall of £6.3m each year for the 10 years covered by the Strategy. 4.2 The key levers identified in the Strategy for reduction of the budget shortfall were: Council Tax, other income generation, staff establishment and asset base. The Council’s Transformation Strategy continues to be key in long term financial strategy, utilising these levers to reduce expenditure as the Council transforms its operations in response to the Council’s vision for the future. Planning for future service demand will also be a key feature. 4.3 The indicative budgets noted when the budget for 2026/27 was approved by Council on 25 February 2026 (paragraph 4 of the Minute refers) indicated budget gaps of £2.9m in 2027/28 and £7.4m in 2028/29, with £2.0m total approved savings resulting in a residual budget gap of £8.2m across the two- year period. The reduction in budget gap from that estimated in the Medum to Long Term Financial Strategy arose from indicative increases in Council Tax which were above the mid case used in the Medium to Long Term Financial Strategy. 4.4 These indicative budgets, alongside the amendments recommended for approval in this paper, are the starting point for this Short to Medium Term Financial Strategy, with a focus on how these budget gaps will be removed. 4.5 The Strategy also identifies the key risks for the budget setting process which could increase the budget gap. The budget planning process will therefore address the potential for greater savings being required than the indicative budgets suggest and sets a target figure for savings to be identified as part of the financial planning process. 5. PROPOSALS 5.1 The Short to Medium Term Financial Strategy aims to hold in balance two main sources of financial change: the Council’s Transformation Strategy, which is recognised as the source of long-term change, and service redesign in response to short-term requirements. These short-term requirements could arise from changes in demand for service, inflation or other external cost impact or underlying overspends identified during review of the out-turn for 2025/26. The position is reflected diagrammatically below: Page 145
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Transformation 5.2 The Council’s Transformation Strategy is regularly reported on and potential savings identified as progress on individual projects enables this to be done. Current areas where savings are estimated to be within the scope of this strategy are: • Future Workforce Programme • Depot and Stores Rationalisation • LED lighting and solar power • Improving Attendance 5.3 Savings are projected to arise from reduction in the Council’s asset base from Smarter Working and the Depot and Stores Rationalisation. Reduction in energy costs are projected from the LED lighting and solar power projects. Current estimates of savings are included in the indicative budget from 2026/27, however there may be further savings from these projects during the period 2027/28 to 2028/29. 5.4 Further savings are included from the inclusion of the Improving Attendance project, approved by Council on 3 December 2025 (paragraph 17 of the minute refers), which aims to reduce sickness and associated costs by introducing targeted support within schools and are including in the indicative budget from 2026/27. Income 5.5 Council Tax is the main lever within the budget for generating income. A 10% increase was approved for the 2026/27 budget, with an indicative increase of 6% for 2027/28. The higher increase in Council Tax for 26/27 generated additional income of £5.8m, with indicative income of a further £3.8m in 2027/28. There is currently no Budget 2027/28 Transformation Strategy Medium to Long Term Financial Strategy (rebased for indicative budget) Variance Report Page 146
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indicative increase included for 2028/29, creating an opportunity to utilise this lever in future periods. 5.6 On 1 April 2026 the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2026 became law. These introduced a national default of 100% for the Additional Council Tax Charge and the Second Home Premium, but also permitted each Council to set its own rate at above or below the stated national default. Following approval of another report to this committee, options to alter these charges will be explored. Whilst any increase should not be seen as a continued financial benefit, a period of increased income in the short-to-medium term may materialise. 5.7 If innovative income generating proposals are developed these will be considered as a high priority, in accordance with the savings hierarchy. Proposals are currently in their infancy, which look to compliment statutory functions by creating additional value-adding services for the public. Whilst currently not a significant part of closing the budget gap, recognition is noted as part of this Strategy and embedded within baseline. Savings / service reduction Budget-led approach 5.8 As shown in paragraph 5.1 it is proposed that the main reference point for savings will be given by variances from finalised outturn position of 2025/26 in the first instance. Thereafter any further variances from budget will be included as these emerge during the budget monitoring process. 5.9 This approach is consistent with a policy led approach to budgeting. Budgets approved by Council should be adhered to in order that the Council’s expressed level of expenditure is adhered to. Budget managers should develop proposals to vary service delivery to ensure that expenditure remains within budget if it appears likely that budget will be exceeded. 5.10 When the out-turn for the year is reported the budget variances for the year are also reported, setting out variance from budget and reasons why, also variances from those projected during the year. 5.11 Where one-off expenditure has been incurred such that budget is exceeded, budget managers will be asked to confirm the one-off nature of the spend (or loss of income). 5.12 Where expenditure is potentially recurring, budget managers will be asked to develop plans for service reduction to bring expenditure into line with budget. This could be from reduction in services standards, reduction in volume of service or from alternative methods of service delivery. Page 147
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5.13 Heads of Service will monitor progress against these plans on a quarterly basis. This will form part of revenue budget monitoring report to Corporate Committee and to service committees. This represents a firming up response to potential overspends. It coheres with the Council’s Financial Regulations but takes a firmer stance operationally on overspends than has previously been the case. Demand-led approach 5.14 Heads of Service will also be asked to identify opportunities for savings arising from projected reduction in demand for services e.g. from demographic changes. This has been recognised as a feature of the Medium to Long Term Financial Strategy but needs to be given more prominence in the Short to Medium Term Financial Strategy. 5.15 Best Value approach Services will be asked to review the cost of delivering services in-house compared to outsourcing services. In the first instance this will be focused on areas of budget pressure identified in the review of year end variances. 5.16 There is the annual savings request to all Heads of Service. It is included for completeness and in recognition that savings above the level being planned for may have to be identified. Partnership approach 5.17 The final strand of the Short to Medium Term Financial Strategy is the Partnership Approach. Building on the successful co-development of the Moray Integration Joint Board (MIJB) Recovery Plan and the delivery of significant savings, partnership working remains an important element of the Council’s financial strategy. Whilst MIJB services continue to operate within a challenging financial environment, ongoing collaboration between the Council, NHS Grampian and the MIJB will be critical to delivering sustainable services, managing financial risk and protecting the financial position of all partner organisations. 5.18 The Partnership Approach recognises the growing emphasis within public sector reform on service transformation, prevention, collaboration and place-based delivery. As expectations on public services continue to increase against a backdrop of constrained resources, the Council will seek opportunities to work with others to redesign services, reduce duplication, improve outcomes and maximise the impact of public expenditure. Developing and strengthening collaborative approaches will be an important element of addressing future financial challenges and supporting the long-term sustainability of Council services. 5.19 Other areas where the Council works with – mainly third sector – providers have been subject to financial scrutiny as part of budget preparation, particularly in recent years. Where there has not been recent financial scrutiny, partners should be asked if they can identify savings to contribute towards the Council’s residual budget gap. Budget update 2026/27 Page 148
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5.20 When Council sets its 2026/27 budget on 25 February 2026, it did so from a balanced position. A revised budget position can be seen in APPENDIX 4, with notable variances recommended for approval. 5.21 Adjustments to figures brought forward, following the closure of the 2025/26 financial period total a net increase of £70,000 to the opening position of the 2026/27 budget. The movement was as a result of phasing of earmarked reserves. 5.22 The corporate insurance contract was re-tendered in Q1 2026/27. Following completion of the procurement exercise a saving of £342,000 has been recognised. The saving is made up of two components; a reduction in the premium (£157,000) and a reduction in the provision set aside for inflationary increases based on prior years premium (£185,000). 5.23 An underspend in the Capital Plan from 2025/26 creates a reduction in expected loans recharges for 2026/27. Accounting for the underspend, offset by potential interest rate risk, a reduction in loans charges of £250,000 is recommended to be reflected in the budget figure. 5.24 Redistributions of Scottish Government Revenue Grant of £213,000 have been received and is recognised in the baseline funding. A further £9,000 is also included in relation to additional income from Scottish Water. 5.25 Total emerging pressures of £851,000 are noted for inclusion. Pay pressures as the result of a role re-grading as reported in Q4 2025/26 have resulted in a recurring budget pressure of £621,000. Additional one-off pressures include £60,000 for further public land inquiry fees and associated costs and £178,000 related to the National Records for Scotland Project. A minor saving of £19,000 is also recognised as part of works available for capitalisation under the PPP/PFI service concession contact. 5.26 A budget correction of £638,000 is noted for inclusion. A double counting of income for Additional Support for Learning has created a single year budget pressure of £485,000. Funding was provided over two years (2025/26 and 2026/27); as the project did not go live until 2026/27, the first-year funding was incorrectly applied to general expenditure in 2025/26. The budget for the Moray Growth Deal STEM project was increased by £153,000 to reflect a change request in the programme. This represents the Council’s contribution to the project and reflects a timing of the programme delivery rather than an additional budget pressure. 5.27 The net impact of additional savings against emerging budget pressures has resulted in further savings target of £726,000 for 2026/27. An updated Budget Overview recognising these adjustments and subsequently informing the Short to Medium Term Financial Plan, is included in APPENDIX 2. Savings target Page 149
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5.28 The Strategy contains a sensitivity analysis of the impact of variances of key budget assumptions from which a working target for savings is developed – this is higher than the revised indicative budget figure of £0.2m in 2027/28 as the timescale during which some of these assumptions will crystallise are too short to enable an agile response to changes in assumptions as they materialise. 5.29 It is proposed that the working savings target for 2027/28 is set at £2.5m, based on a 0.5% reduction in Scottish Government grant; 0.5% increase in the cost of pay awards and inflation; and 0.5% increase in the cost of borrowing as these are considered the highest risk variables. It also includes the most recent budget gap for 2027/28. The Performance Indicator to measure progress in meeting the savings target therefore starts at 0.78% (£2.5 million as a percentage of £321.9 million). 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. Page 150
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal There are no policy and legal implications arising directly from this report. 6.4 Financial The report sets out the approach taken to close the budget gap for 2027/28 updated to reflect the most recent position following approved amendments and to address the potential additional savings requirements which arise if various risks crystallise. 6.5 Risk There are significant areas of risk to the financial planning process arising from major uncertainties and these are itemised in the attached Strategy. 6.6 Staffing No staffing implications arise directly from this report. 6.7 Best Value and Transformation There are no implications arising directly from this report. The report assumes that the Transformation Strategy is a key document for financial planning purposes. 6.8 Property No property implications arise directly from this report. The report recognises that the Council’s asset base is a key driver for expenditure and requires to be reduced. 6.9 Information Communications/Technology/Digital No information communications/technology/digital implications arise directly from this report. The report recognises the importance of ICT as part of the Council’s approach to modernisation. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities, social inclusion or economic impacts arising from this report. 6.11 Climate Change and Biodiversity Impacts Page 151
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There are no direct climate change or biodiversity implications arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with ECLT and any comments have been included in the report. 8. BACKGROUND PAPERS 8.1 Held within Accountancy section. Page 152
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APPENDIX 1 SHORT TO MEDIUM TERM FINANCIAL STRATEGY 2027-29 Background 1.1 The Short to Medium Term Financial Strategy forms part of a suite of documents used in the Council’s financial planning: • The three-year indicative budget reported when the budget for the year is set and regularly updated throughout the year in financial planning reports to Council; • The indicative ten-year Capital Plan, underpinned by the Council’s Capital Strategy; • The Council’s Charging Policy, sitting within the Income Strategy; • The Council’s Reserves Policy; • The Council’s Treasury Management Policy; • The Medium to Long Term Financial Strategy; • The Transformation Strategy; and • Sitting above all these, the Council’s Corporate Plan. 1.2 Moray Council in common with all other Scottish local authorities has been delivering service efficiencies and making budget savings for many years. For most of this time reserves have been planned to be used to make up the shortfall between the cost of services and funding for the Council. That was not a sustainable position and the Short to Medium Term Financial Strategy for 2024/25 to 2025/26 aimed to remove the use of reserves, described as removing the structural or underlying budget deficit. That aim was achieved when the budget for 2025/26 was approved, with no planned use of reserves to fill part of the budget shortfall. A further balanced budget in 2026/27 was achieved without the requirement of further savings to be identified. 1.3 It should be noted that the Council has set aside ear-marked reserves for specific purposes, notably for Transformation of services in particular. Use of these reserves in accordance with the Council’s intent reflects prudent and forward- looking financial planning. 1.4 Following removal of the structural budget deficit this Short to Medium Term Financial Strategy focuses on the approach to eliminating forecast budget gaps arising from the assumption that costs will increase by more than the funding available to the Council, in particular core funding from Scottish Government. Page 153
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2 Key Financial Levers 2.1 The levers above have been recognised as the key financial levers in previous Financial Strategies (both Short to Medium and Medium to Long Term). Their relevance continues. These are the components in the budget which the Council can decide or influence and the movement from each of these levers impacts on the required movement from the others. 2.2 In recognition of the importance of income generation the Council has adopted an Income Strategy. The current strategy runs from the period 2024/25 to 2026/27. A review of the strategy is planned before the 2027/28 financial year. The guiding principles behind the strategy are: • To fully recover the cost of electively used services • To generate income from Council assets • To maximise income from charges 3 Hierarchy of Transformation, Income and Savings 3.1 The Council has an agreed Savings hierarchy, with transformation of services as the preferred option, followed by income generation, thereafter services reduction or cessation. Council Tax Other Income generation Staff establishment Asset base Page 154
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Transformation 3.2 Service transformation to deliver services has been delivered over an extended period of time. The current transformation projects underway or in the course of being developed are included in the latest Transformation Strategy Update approved 24 September 2025. Where quantified, savings are included in financial projections. 3.3 The focus of Transformation for the Short to Medium Term Financial Strategy is on savings arising from Asset Management: Smarter Working; Depot and Stores Review; LED lighting and solar power energy efficiency. Current estimates of savings to be achieved in the short term by projects underway are included in the indicative budget for 2026/27. Scope for increasing savings through extending work programmes will be explored as part of the Strategy. Spend to Save 3.4 Spend to save proposals are part of the top level of the savings hierarchy and budget managers are encouraged to bring forward spend to save proposals as they are identified. The Improving Attendance project, approved 3 December 2025, aims to reduce sickness and associated costs by introducing targeted support and are including in the indicative budget from 2026/27. Income 3.5 The Council approved an Income Strategy for the period 2024/25 to 2026/27, covering both Council Tax and charges currently made for services. The Income Strategy gives an agreed basis for planning which includes a minimum income target. As part of the budget setting process for 2025/26 indicative Council Tax increases for 2026/27 and 2027/28 which were higher than the minimum level were included, as an expression of the Council’s likely future intent. 3.6 Review of proposed increases for Council Tax and for charges for services will form part of the annual financial planning process, with the review being held within the framework of the Income Strategy. Transform /spend to save Increased income Reduce / cease service Page 155
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3.7 Following the budget driven approach, income from charges in 2025/26 will be reviewed and where possible savings taken by increasing budgets to reflect increased income. It is recognised that increased income may entail increased expenditure in some instances and a case-by-case review between service departments and accountancy staff will be required. Savings 3.8 As part of the financial planning process for 2024/25 and 2025/26 a Savings Delivery Plan was agreed, and this set three approaches to generating savings: the thematic approach, the review-led approach and the partnership approach. These approaches will continue. The thematic approach has largely been encompassed within the latest version of the Transformation Strategy and the approach proposed for 2026/27 for Council services is to follow a budget- monitoring driven approach, focussing on areas of divergence from budget in 2025/26 and projected areas of divergence in 2026/27 as these emerge. Budget-led approach 3.9 Heads of Service will be asked to develop plans for reducing net expenditure to budget levels where the budget to date is exceeded or the budget for the year is forecast to be exceeded. The starting point for this process will be variances from budget in 2025/26. Progress against these plans will be monitored and the impact reported on as part of quarterly budget monitoring to Corporate Committee and to services committees. This will give heightened visibility of the relationship between service delivery and budget is pressured areas. This in turn enables members to further develop a priority-led approach to budgeting. Demand-led approach 3.10 Heads of Service will also be asked to be alert for savings opportunities arising from change in demand for services e.g. due to demographics, where Moray is forecast to see a significant reduction in the number of younger people. Medium to long term financial planning should reflect the impact of changing demographics but there will also be consequences which arise immediately (e.g. for the Devolved School Management budget) and which should therefore be incorporated into short term financial planning. Best Value approach 3.11 Heads of Service will be asked to consider whether the use of in-house or out- sourced services represents Best Value. In the first instance this will be driven by areas of budget pressure identified as part of the Budget-led approach. In order Page 156
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that this is effective, the cost of in-house services must be known with confidence in the accuracy of costing. Residual savings 3.12 As is customary Heads of Service will also be asked for any other scope for savings. The starting point will be identifying the potential for recurring savings from underspends in 2025/26. Partnership approach 3.13 The partnership approach was based on co-development of a Recovery Plan for Moray Integration Joint Board and support through the delivery of the Recovery Plan. The Recovery Plan has been notably successful in prior years and it is proposed that this strand of work continues. 3.14 It is proposed that where possible the partnership approach is extended to encompass other delivery partners, recognising that none of the other partnerships will be on the scale of MIJB. 3.15 Developing Shared Services with other local authorities may be considered as part of the partnership approach. 4 Sensitivity Analysis 4.1 Key budget assumptions for 2027/28 are set out in the table below. Comparison with the mid case in the Medium to Long Term Financial Strategy is shown, along with the impact of the range of assumptions used in that Strategy and the impact of a 1% variance from the indicative budget. 4.2 This sensitivity analysis will be used to develop a working savings target range for financial planning processes during 2026/27. Budget component Assumption + / - 1% Savings Tolerance Scottish Government Grant (inc NDR income) Flat cash £2.6m £1.3m Council Tax in- year collection rate 96.5% £0.6m £0.3m Page 157
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Pay award (exc MIJB staff) 3% increase across the board for all pay groups £1.3m £0.7m Range +/- £4.5m £2.3m 4.3 Unsurprisingly the budget is most sensitive to movement in government grant, the largest single component of the budget. Unfortunately, this is inherently difficult to predict. Similar, market conditions, including both 4.4 As the residual budget gap is reduced, the impact of variance from budget assumptions becomes more marked. It is therefore important to set a tolerance level for budget savings which is large enough to facilitate planning for scenarios which are worse than those envisaged in the indicative budgets for 2026/27 and 2027/28. 4.5 It is proposed that the tolerance level is based on variance in Scottish Government grant and pay and price inflation; as these are completely out with the control of the council, alongside an element of Council Tax in-year collections. To build in some leeway for these key assumptions it is proposed that the target savings are the residual budget gap 27/28 plus half of the impact of a 1% reduction in the above mentioned variances. This would result in a savings target for financial planning purposed of £2.5 million. 4.6 It should be noted that this savings target assumes a Council Tax increase of 6% in 2027/28. 5 Risk factors 5.1 In addition to the key budget assumptions identified above, the budget is subject to the following risks: Core assumptions in 2027/28 5.2 The savings incorporated in the budget for 2026/27 may not be fully realised. This includes the increase in Council Tax, where a reduction in collection rate is possible in the current economic climate. 5.3 At the time of preparing this Strategy, no Scottish Government pay policy has been published beyond the current 2025/26 to 2027/28 framework. Whilst Scottish Government has indicated that a review of public sector pay policy will form part of the 2027/28 Budget process, the outcome remains uncertain. At present a 3% increase has been allowed for. Page 158
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5.4 The current economic climate is very volatile and significant increases in costs for goods and services are feasible. A number of significant procurement exercises are underway. ICT suppliers are moving towards the cloud, which means costs must all be met from revenue. 5.5 Moray Integration Joint Board (MIJB) is implementing its current Recovery Plan but increased costs due to pay awards and other cost increases and to increased demand are forecast. MIJB is in the process of developing savings from further efficiency and operating model changes. There is the risk that expenditure may not be contained. The cost of Children’s Services, particularly out of area placements, is increasing. Such costs may be recurring. 5.6 Restrictions on the Capital Plan arising from capped expenditure may reduce the ability of services to recharge staff time to capital projects. 5.7 Any of the above would create additional budget pressures which would roll forward into 2026/27. Core assumptions 2028/29 5.8 In addition to those above: 5.9 The indicative budget assumes no increase in the shortfall funding for MIJB which currently stands at £4,200,000. The MIJB plans for containing costs may not be deliverable within the required timescales. 5.10 Inflation remains a key risk to the Council’s financial planning assumptions. Whilst inflation has reduced significantly from recent peaks, current forecasts suggest it may remain above the Bank of England’s 2% target for longer than previously anticipated, with continuing uncertainty surrounding energy prices, global economic conditions and pay settlements. This remains particularly relevant as a number of the Council’s major expenditure areas, including Real Living Wage increases, PPP/PFI payments, transport contracts and insurance premiums, are either directly linked to inflation indices or significantly influenced by inflationary pressures 5.11 A trend for increased costs arising at least in part from the impact of climate change appears to be emerging, with landslips a notable example of this. Such events are not amenable to planning. The Council has incorporated an element of contingency in its capital programme but this may prove insufficient. Page 159
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5.12 The Scottish Government has not yet provided certainty regarding Council Tax policy beyond 2026/27. Whilst there has been no formal announcement of a freeze or cap on future Council Tax increases, the possibility of further national intervention cannot be discounted. In the absence of clear policy direction, the implications for local government funding remain uncertain. Any future restriction on the Council's ability to increase Council Tax, unless accompanied by full compensatory funding, would increase the budget gap and require additional savings, income generation or use of reserves to maintain a balanced budget. 6 The Wider Context 6.1 There are emerging issues which could potentially impact on the Council’s financial planning process during the scope of this Strategy. 6.2 Additional powers such as the ability to set a visitor levy may change the financial landscape within which the Council is operating. 6.3 Part of that landscape is significant funding from both Scottish Government and UK Government which require expertise in framing bids and significant staff resource to monitor compliance with grant conditions and report on progress and spend in accordance with government directions. 6.4 Despite reduction in specific revenue grants a sizeable proportion of Scottish Government grant funding is subject to restrictions. Funding directed by Scottish Government is frequently less that the full cost of the initiative for which it is required to be used. 6.5 The Council is operating in an environment which is largely digital by default in its dealing with other organisations. This brings scope for efficiencies but also risk from cyber attacks. 6.6 The Council’s Learning Estate requires significant investment to bring facilities to the Scottish Government’ recommended “B-B” standard. School rolls are projected to fall, which should result in reduction of expenditure, but Scottish Government is maintaining pressure to meet targets for teacher numbers which disregard pupil rolls. Falling school rolls can also result in reduced General Revenue Grant. 6.7 The Scottish Government's Public Service Reform agenda places a growing emphasis on reducing duplication across the public sector, increasing collaboration between organisations, rationalising national public bodies and expanding shared service models. As responsibilities are reviewed across the Page 160
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wider public sector, there is potential for local authorities to assume an enhanced role in the delivery and coordination of services previously undertaken by national agencies or arm's-length bodies. This presents both opportunities and risks, requiring councils to demonstrate organisational agility, strong partnership working and a continued focus on transformation to ensure that any additional responsibilities can be delivered sustainably and within the resources available 6.8 The Council continues to have difficulty with staff recruitment and retention. This creates capacity challenges in delivering significant projects 7 Timescale for implementation 7.1 Key stages are set out below: July Aug Sept Oct Nov Dec Jan Feb Efficiencies Develop Report Savings Develop Report Charges Develop Report Capital Develop Report Settlement Draft Budget Report 7.2 This Strategy will be updated and progress reported to Council on a regular basis. Updates will track movements in the Budget on a Page and show the balance of the savings target for 2027/28 as a percentage of the indicative net revenue budget for 2026/27. The Budget on a Page includes emerging issues and will be updated as they are crystallised and as further issues emerge. Page 161
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2026/27 2027/28 2028/29 Revenue Expenditure £000s £000s £000s Service allocations 298,167 312,548 318,795 Adjustments to brought forward figure: 987 1,158- 1,998 Opening budget 299,154 311,390 320,793 (Underspend) Pay and price increases 7,430 7,660 7,900 (Decrease) / Increase in Loan Charges per budget 295 2,409 4,962 New Burdens 85 - - Budget pressures: - Approved or noted for future years when budget set 8,046 244 - Emerging 1,489 128 156 Expenditure to be matched by Use of Earmarked Reserves 1,406 66 - TOTAL EXPENDITURE 317,905 321,897 333,811 Revenue Funding General Revenue Grant / NDRI 243,807 246,176 248,638 LEIP funding - - 1,742 New burdens funding not included in grant above 85 - - UKG funding for pEPR 3,359 2,500 2,500 Council Tax 63,590 67,802 68,234 Funded from Ear-marked reserves: Transformation 1,406 66 - MGD cash flow - 379 716 Working reserve Service concession 301 1,871 3,518 TOTAL REVENUE 312,548 318,795 325,348 SAVINGS REQUIRED 5,357 3,102 8,462 Savings Summary Savings Approved: Approved when budget set 3,901 2,657 1,148 Temporary savings including financial flexibility 117 50 - Further savings approved - - - Indicative Savings from Transformation Programme 447 149 - Other savings proposed 166 - - Savings to be identified 726 246 7,314 TOTAL SAVINGS 5,357 3,102 8,462 APPENDIX 2 BUDGET OVERVIEW at 1 September 2026 Page 163
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2026/27 2027/28 2028/29 Notes £000s £000s £000s Expenditure 313,274 321,897 333,811 Income 312,548 318,795 325,348 Shortfall 726 3,102 8,462 Revised budget gap Savings Approved 2,856 1,148 Balance 246 Adjust for tolerance 2,300 Risk Allowance Savings Target for 2026/27 2,546 Potential to meet savings target Council Tax - 2nd Home Premium Additional powers Council Tax - Empty Property Additional Charge Additional powers Council Tax - Increase base charge Income lever 28/29 Income - Other Charges Pension Tri-annualisation Review of Workfoce Social Care Demands MIJB Recovery Plan Increase SG Grant Funding Recurring underspends from 2026/27 Potential to increase budget gap Approved savings not delivered Social Care Demands Out of Area Placement Demands Pay awards / Pay Pressures Borrowing Costs Council Tax Cap / Freeze SG Grant Funding Capital Plan Recharges Reduced Price inflation Cloud based / SaaS costs Recurring overspends from 2026/27 APPENDIX 3 BUDGET ON A PAGE at 1 September 2026 Page 165
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Feb 2026 Sept 2026 Movment Revenue Expenditure £000s £000s £000s Service allocations 298,282 298,167 115- Adjustments to brought forward figure: 802 987 185 Opening budget 299,084 299,154 70 Pay and price increases 7,615 7,430 185- (Decrease) / Increase in Loan Charges per budget 545 295 250- New Burdens 85 85 - Approved or noted for future years when budget set 8,046 8,046 - Emerging - 1,489 1,489 Expenditure to be matched by Use of Earmarked Reserves 748 1,406 658 TOTAL EXPENDITURE 316,123 317,905 1,782 Revenue Funding General Revenue Grant / NDRI 243,594 243,807 213 LEIP funding - - - New burdens funding not included in grant above 85 85 - UKG funding for pEPR 3,359 3,359 - Council Tax 63,590 63,590 - Funding from Ear-marked reserves Transformation 748 1,406 658 MGD cash flow - - - Service concession 301 301 - TOTAL REVENUE 311,677 312,548 871 SAVINGS REQUIRED 4,446 5,357 911 Savings Summary Savings Approved: Approved when budget set 3,882 3,901 19 Temporary savings including financial flexibility 117 117 - Further savings approved - - - Indicative Savings from Transformation Programme 447 447 - Other savings proposed - 166 166 - Savings to be identified 0- 726 726 TOTAL SAVINGS 4,446 5,357 911 2026/27 APPENDIX 4 BUDGET OVERVIEW - Movement from Budget to 1 September 2026 Page 167
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Hilda Jeynes and Eily Webster Contact Email: Hilda.jeynes@moray.gov.uk Eily.webster@moray.gov.uk Subject: Draft Cooper Park Masterplan 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to ask Moray Council to agree the draft Cooper Park Masterplan for public consultation. 1.2 This report is submitted to Council in terms of Section II/ (19) of the Council’s Scheme of Administration relating to a new policy matter which does not fall within the terms of reference of any Committee. 2. SUMMARY 2.1 The draft Cooper Park Masterplan provides a strategic framework to guide the future development of the park. The draft Masterplan will be subject to a comprehensive public consultation process for 8 weeks and will include drop-in events, workshops with Park user groups, school engagement activities, and virtual consultation opportunities. Feedback received through these methods will be reported to a future meeting of Moray Council for consideration alongside the final Masterplan for approval. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) Agree the draft Cooper Park Masterplan and draft Delivery Plan, as set out in Appendix 1 and 2, for public consultation for an 8-week period; ii) Note that a report on the consultation including analysis of responses and the final masterplan will be reported back to a future meeting of Moray Council for approval; iii) Agree delegated authority to the Strategic Planning & Development Manager for formatting and graphics of the draft Masterplan and Delivery Plan; and Item 9. Page 169
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iv) Note that during the 8-week public consultation, the community will also be asked to choose preferred locations for 2 x Multi Use Games Areas (MUGAs) and a Pump Track. Hilda Jeynes Senior Project Officer (Elgin Neighbourhood Board) And Eily Webster Service Manager Strategic Planning and Development 4. BACKGROUND AND CONTEXT 4.1 In October 2023, Elgin was awarded £20m from the UK Government as part of their Long- Term Plan for Towns. The long-term town plan aims to put towns back into the hands of local people, so that they can decide on local priorities and what is best for the long-term future of the places where they live. The initiative since then was rebranded twice to Plan for Neighbourhoods and subsequently the Pride in Place programme. Elgin is now part of the Phase 1 Pride in Place Programme which commenced on 1 April 2026. 4.2 The Elgin City Centre Masterplan, prepared by Moray Council and approved on 16 November 2021 (para 12 (iii) of minute refers) by the Planning and Regulatory Services Committee, sets out the strategic vision for Cooper Park. During the Elgin Neighbourhood Board’s extensive engagement in 2024 and 2025, improvements to Cooper Park were frequently cited as well as the desire for new or upgraded facilities within the park. Investments in Cooper Park are currently underway through the following Council led projects: Levelling Up Fund (LUF), Moray Growth Deal Early Years STEM and Moray Growth Deal Cultural Quarter. LUF secured funds to refurbish Cooper Park Pond and repurpose the existing poor quality toilet provision to create a new café, toilets and changing places facility. Funding from the Moray Growth Deal Cultural Quarter project is spearheading plans to bring nearby Grant Lodge back into use and fully funding the refurbishment of Elgin Town Hall. The Moray Growth Deal Early Years STEM invested in the STEM Starts Centre located in Elgin Library, opened in February 2026. 4.3 The Elgin Neighbourhood Board is committed to providing further investment in Cooper Park to enhance its role as a destination park and has identified the following potential projects for exploration and delivery: • Fully accessible and inclusive play space; • Bouldering area; • Cycling proficiency track; • Outdoor gym; • Path upgrades; • Solar lighting and signage; • Landscaping to enhance biodiversity; • New pavilion and multi-use games area; and • Bicycle pump track. Page 170
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4.4 Given the significant investment planned for Cooper Park and community feedback received by the Elgin Neighbourhood Board, it was agreed by both the Council and the Elgin Neighbourhood Board that development of a strategic framework for the park is needed. The Elgin Neighbourhood Board agreed to fund and take a lead on the Masterplan, working closely with the Council as custodians of Cooper Park. The Masterplan will guide improvements to sports and physical activity facilities, enhance open spaces and connectivity, and create a diverse range of recreational and community opportunities that support active and healthy lifestyles, tying together and complementing existing attractions and developments already underway in the park. As part of the Masterplan development, it was important to establish whether all proposals identified in section 4.3 can be accommodated within the park successfully and without negatively impacting on the character and appearance of the open parkland and ensure they align with the relevant trust purposes. 4.5 MBLA Landscape Architects were appointed in August 2025 by Moray Council on behalf of the Elgin Neighbourhood Board to develop a Masterplan and associated Delivery Plan that reflects a shared vision by the community, Moray Council and many interested parties. 4.6 The Delivery Plan, provided in Appendix 2 to the report, sets out each proposal, project leads, funding sources and timescales where known and agreed. The final Delivery Plan will also include indicative costs for each proposal, maintenance costs, phasing for a programme of works and opportunities for cost/resource sharing between projects. There is an opportunity to use the Delivery Plan to attract further public, private and philanthropic funding into Cooper Park to fund costed proposals that will support to achieve the shared vision. 5. DRAFT COOPER PARK MASTERPLAN 5.1 The draft Cooper Park Masterplan prepared by MBLA Landscape Architects is provided in Appendix 1 to the report. 5.2 Moray Council are trustees for Cooper Park and are the responsible body for its day-to-day operations and maintenance of facilities. This was carefully considered in the preparation of the draft Masterplan, and a Steering Group was set up to support the development of the draft Masterplan which consisted of the following representatives: • Cooper Park Community Sports Hub • Moray Growth Deal Early Years STEM Project Manager • Elgin Community Council • Elgin Neighbourhood Board • Climate Change Strategy Officer • Moray Growth Deal Cultural Quarter Project Manager • Service Manager Leisure and Culture • Strategic Planning and Development Planning Officer • Levelling Up Fund Project Officer • Service Manager Open Spaces. Emerging proposals have also been discussed with other relevant Council departments (e.g. Flood Team, Transportation, etc) to ensure these are supported and can be maintained in perpetuity. Page 171
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5.3 The masterplan sets out a shared vision to: • Conserve and enhance the Park’s historic features and reflect the Park`s rich heritage in design proposals; • Provide for nature and improve the offer of the Park’s trees and biodiversity; • Identify suitable locations for facilities befitting of a destination park without detracting from the essence of the park and what makes it intrinsically special; and • Build upon the STEM Starts Centre, refurbish Cooper Park Pond and repurpose the Toilet Block and complement/enhance the proposals to refurbish Grant Lodge and nearby Elgin Town Hall. This shared vision reflects the aspirations of the community, users of Cooper Park and Moray Council who is responsible for the maintenance of the park. 5.4 As part of the Masterplan, Cooper Park has been split into the following 6 zones: • Zone 1 Pond • Zone 2 Sports/Events/Recreation • Zone 3 Sports/Play • Zone 4 Grant Lodge • Zone 5 River Lossie • Zone 6 Walled Garden/Depot The Masterplan outlines the existing situation and proposals for each zone. 5.5 The main proposals set out in the Masterplan are: • Connect with ongoing/recently delivered projects: Grant Lodge proposals, Pond and Toilet Block proposals, STEM Starts Centre • Introducing new features: Bouldering, Outdoor Gym and Nature Play, including water play elements, small amphitheatre/events space • Upgrading existing features: upgrades to the existing sports pavilion to transform it into a modern sports pavilion, upgrades to the playpark to transform it into an accessible and inclusive play area, explore opportunities to transform the former Greenfingers site into a community growing space • Improve lighting by introducing ground recessed solar lights to the circuit path to link Bishopmill Bridge with Deanshaugh Bridge and introducing street lighting on the path towards the Sports Pavilion • Improve signage by introducing park information boards at entrances and interpretation boards throughout the park • Path upgrades to widen path and create paths to improve connectivity within the park • Enhance biodiversity by hedge planting, increasing horticultural offerings, ecological and habitat creation, tree management and tree planting • Change the character of the Main Drive from a road to a route that prioritises pedestrians and cyclist over cars • Improving pedestrian and cyclist safety by removing car parking spaces on the road adjacent to the pond, but retaining disabled spaces at the library, and create an overflow car park of 18 spaces at Lossie Wynd car park. Page 172
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6. ENGAGEMENT TO DATE 6.1 The draft Masterplan builds on extensive engagement undertaken since 2021; a big part of the engagement was carried out before the existence of the Elgin Neighbourhood Board by Moray Council as part of the development of the Elgin City Centre Masterplan. At the start of the Cooper Park Masterplan development process, during November and December 2025, the design team undertook further engagement to review previous findings and ensure that the basis for the draft Masterplan continues to be in line with public feedback. 6.2 During the development process, 45 park user groups were invited to a workshop session to gather their thoughts, and 2 public drop-in events were organised to guide the direction of the draft Masterplan, whilst an online survey on the Moray Engage platform was available for 7 weeks for providing comments. 6.3 15 user group representatives attended the workshop for a constructive session which provided the design team with valuable information to consider in terms of how groups use the park, what they see as challenges and opportunities. The two half day public drop-in sessions attracted 73 members of the public who were asked for their general thoughts on the future of Cooper Park and their views on facilities proposed as part of a Masterplan. The attendees expressed their preferences on the proposals. The features which had the greatest support from attendees were as follows: • 23% - Water Play • 23% - Bouldering • 19% - Pump Track • 12% - MUGA • 11% - Outdoor Gym In response to the 3 options developed for the Sports Pavilion upgrade, the new build option was by far the preferred option by attendees and users of the existing Pavilion. A detailed communications and stakeholder strategy can be found in Appendix D of the draft Masterplan Report in Appendix 1 to this Report. 7. NEXT STEPS 7.1 An 8-week extensive consultation will be undertaken for the draft Cooper Park Masterplan by the Elgin Neighbourhood Board in partnership with the Council between 12 October and 4 December 2026. 7.2 The aim of this 8-week consultation is to ensure that the Masterplan reflects a shared vision for Cooper Park and is developed in partnership with the community, in line with the objectives of the Pride in Place Programme. 7.3 During the 8-week public consultation, the community will also be asked to choose preferred locations for 2 x Multi Use Games Areas (MUGAs) and a Pump Track. It is not Page 173
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possible to locate these facilities in Cooper Park without negatively impacting on the character of the open parkland, therefore alternative locations have been identified within Elgin. The Elgin Neighbourhood Board have committed funding for 2 x MUGAs and a Pump Track and will progress with design works this financial year for 1 x MUGA once preferred location is selected by the community with construction taking place in 2027/28 for the first MUGA subject to planning permission being granted. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 8.3 Policy and Legal Subject to approval by Council, the Masterplan will become planning guidance which will be a material consideration in the determination of planning proposals. 8.4 Financial Page 174
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The development of the Masterplan has been funded by the Elgin Neighbourhood Board. Proposals funded and delivered by the Elgin Neighbourhood Board will become Council assets but funding towards the maintenance of these assets will be provided by the Elgin Neighbourhood Board via a maintenance bond. The Quality Surveyor who is part of the design team will make recommendations on annual maintenance costs required for proposed facilities. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 8.5 Risk None arising from this report. 8.6 Staffing The Masterplan is being prepared by the landscape architect led design team, supported by the Elgin Neighbourhood Board Senior Project Officer and Project Officer and various officers from other Council services, including Leisure and Culture, Open Spaces, Strategic Planning and Development, Levelling Up Fund, Moray Growth Deal Cultural Quarter, Moray Growth Deal Early Years STEM, Transportation, Environmental Health and Legal. 8.7 Best Value and Transformation The Masterplan sets out a strategic framework to guide the future of Cooper Park including ongoing projects that will transform the park. The Masterplan sets out an approach to link projects together, identify any potential cost/resource savings and the public consultation will identify community priorities to guide future investment decisions to ensure best value. 8.8 Property None arising from this report. 8.9 Information Communications/Technology/Digital None arising from this report. 8.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the Yes Maybe No Page 175
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below categories differently to the wider Moray population: Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ✓ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ✓ ☐ ☐ ☐ ☐ Human Rights of individuals ☐ ☐ ✓ ☐ ☐ Rights of Children or Young People (UNCRC) ✓ ☐ ☐ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected There is potential for some differential impacts. An IIA will be developed and informed using the consultation feedback, with mitigations built into the final Masterplan and Delivery Plan. 8.11 Climate Change and Biodiversity Impacts The draft Masterplan has been prepared in consultation with the Climate Change Strategy Officer to ensure biodiversity enhancements are included; proposed tree removals and tree planting are carefully considered to guarantee that the right species are planted which will thrive in the park for years to come. 9. CONSULTATION 9.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Growth, Planning and Climate (Chief Planning Officer), Chief Financial Officer, Service Manager Leisure and Culture, Service Manager Environmental Services, Open Spaces Manager, Moray Growth Deal Cultural Quarter Project Manager, Moray Growth Deal Early Years STEM Project Manager, Levelling Up Fund Senior Project Manager, Service Manager Legal Services, Service Manager Democratic Services, Principal Climate Change Officer, Senior Engineer Transportation, Equal Opportunities Officer and any comments made have been incorporated into the report. 10. BACKGROUND PAPERS Page 176
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Joseph Duggan Contact Email: Joseph.duggan@moray.gov.uk Subject: Community Wealth Building Strategy Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide an update to Council on the Community Wealth Building Strategy, the new legislative requirements and to agree to the additional actions outlined in the report. 1.2 This report is submitted to Council in terms of Section III (F) (2) of the Council’s Scheme of Administration to exercise the statutory functions of the Council in relation to economic development in terms of paragraph 171 of the Local Government (Scotland) Act 1994 2. SUMMARY 2.1 This report provides an update on the status of the Council's Community Wealth Building (CWB) Strategy, which was approved in 2024. It provides an update on key areas of CWB activity since the previous report, including the Community Identified Benefits (CIB) Portal, procurement research undertaken by the Centre for Local Economic Strategies (CLES), and Community Wealth Building Planning Guidance. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i. Notes the passing of the Community Wealth Building (Scotland) Act 2026 and its implications for the Council as a local authority; ii. Notes progress on the implementation of the Community Wealth Building Strategy, including developments relating to the Community Identified Benefits Portal, the Centre for Local Economic Strategies procurement research, and Community Wealth Building Planning Guidance; iii. Agrees that the Community Planning Partnership and the Community Planning Officer Group are asked to oversee the process of preparing the Council and Item 10. Page 177
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partners to comply with the requirements of the Act; iv. Agrees to the review and update of the Council's Community Wealth Building Planning Guidance to improve its effectiveness, including the early involvement of Moray Pathways. Joseph Duggan Community Wealth Building Officer 4. BACKGROUND AND CONTEXT 4.1 The Council's Community Wealth Building (CWB) Strategy and Action Plan, published in 2024, aims to retain wealth within the local economy by increasing local spending, supporting inclusive business ownership, and placing greater control and benefits in the hands of local people and communities. See Appendix 1 and Appendix 3 for an update on the strategy's key performance indicators and action plan. 4.2 Due to staffing constraints, the implementation of the strategy has been limited, with a member of staff being in post since 2 June 2025 funded externally via the UK Shared Prosperity Fund. This post has been divided between Community Wealth Building and developing a Socio-Economic Benefits Maximisation Plan for future energy developments. From July 2026, the socio-economic benefits aspect of the role will be continued until July 2027 with funding from the Transformation Reserve. The CWB strategy and action plan will be taken forward by a development officer within the Economy and Enterprise team 3 days a week. 4.3 The Community Wealth Building (Scotland) Act 2026 received Royal Assent on 25 March 2026. The substantive provisions, including the duty on local authorities to prepare and publish a Community Wealth Building action plan, are not yet in force and will come into force on a date appointed by Scottish Ministers by regulations. Officers have been in contact with the Scottish Government's Community Wealth Building team, who have indicated that commencement is anticipated following the summer recess 2026, which would require local authorities to publish a joint action plan with statutory partners by 2029 at the latest. Scottish Ministers will also have 18 months from commencement to publish statutory guidance on action plans, which named public bodies must then have due regard to when developing their corporate plans and delivery strategies. The legislation will require the following from councils: • The Council is required to form a Community Wealth Building Partnership with the following organisations named in the Act (where applicable): o UHI Moray - as the regional college situated within the Moray Council area o NHS Grampian - as the Health Board whose area includes the Moray Council area o Highlands and Islands Enterprise - as the enterprise agency whose area includes the Moray Council area o Skills Development Scotland o HITRANS (Highlands and Islands Transport Partnership) - as the regional Transport Partnership whose region includes the Moray Council area • The newly formed Community Wealth Building Partnership must jointly prepare and Page 178
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implement a Community Wealth Building Action Plan within three years of the Act coming into force. • A community wealth building action plan must set out the measures the community wealth building partnership is taking, or intends to take, to facilitate and support the generation, circulation and retention of wealth in the local economy. It must include an indicative target for the percentage of the total expenditure incurred pursuant to public contracts entered by the community wealth building partners which is to go to local economic operators. • In contributing to the preparation of a community wealth building action plan, a local authority must consult- a. such persons as it considers likely to be directly affected by the community wealth building action plan, b. such persons as it considers representative of the interests of— i. the community, ii. businesses, iii. third sector bodies (as defined by section 37(1) of the Community Justice (Scotland) Act 2016), iv. social enterprises, within the area of the local authority, and c. such other persons as it considers appropriate. • No additional resources have been allocated to local government to support delivery of these duties, making it essential that CWB is embedded across all service areas and reflected in existing budget planning processes. As CWB is due to become a statutory duty, a transfer of responsibility from the Business Gateway Adviser role where this was hosted before June 2025 to a Development Officer role within the wider Economy and Enterprise Team has been actioned. This role will cover CWB 3 days per week. Please see Appendix 2 for a proposed timeline to prepare the Council for the upcoming legislative requirements. 5. PROGRESS UPDATE 5.1 Since the launch of the Community Identified Benefits (CIB) Portal in November 2025, 10 businesses and 28 community groups have registered on the platform. To date, one request has been fulfilled, with Balfour Beatty offering support to Inspiring Darts, an Elgin- based community group. The CWB Officer is working with procurement and other teams to actively promote the portal to businesses and community groups across Moray and to link it to major contracts being awarded through public bodies. 5.2 In January 2026, the Centre for Local Economic Strategies (CLES) was commissioned to research the Council's procurement spend and practices. The purpose of this was to establish a benchmark figure for local spend and to identify key barriers and opportunities for improvement. The research found that 14% of the Council's total procurement spend went to businesses with a registered address in Moray. Local spend was officially reported to be 26.8% for 2024-25, however this figure includes businesses with both a registered and operational address in Moray. The possibility of splitting this data into two categories - businesses with a registered address only, and those with both a registered and operational presence - will be explored to improve the accuracy of reporting against the Page 179
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existing strategy's ten-year local spend target of 30%. As part of the research, CLES held a workshop with senior officers to better understand the challenges and opportunities for increasing local and regional spend across service areas. Key recommendations included: • Deepen collaboration across departments • Embed CWB across Council systems and ways of working • Develop and better engage the local supply base in Moray • Develop a common strategy with anchor partners The findings will form the basis of forthcoming discussions with relevant teams across the Council. 5.3 Since 2024, the Council has had Community Wealth Building Planning Guidance in place in response to Policy 25 of National Planning Framework 4. The guidance aims to increase employment opportunities and local spend, provide skills development opportunities particularly in areas of highest inequality, support new business start-ups, and create opportunities for community ownership of business and assets. To date, the guidance has had limited impact due the level of resources available to enforce it effectively. It is therefore proposed that the guidance be reviewed and updated to improve its effectiveness, with a key change being the early involvement of Moray Pathways in the planning process to ensure that developers are maximising employment and skills opportunities for people in Moray. The process of updating the guidance is expected to take between two and three months. 5.4 5.5 As part of the Council's commitment to embedding Community Wealth Building across existing teams, a part-time role is being allocated within the Employability team to focus on community benefits in procurement. This will involve working with procurement teams and contract managers to connect community benefit commitments in contracts to local employment and skills opportunities, maximising the social and economic impact of the Council's procurement spending for people in Moray. The Moray Anchor Network (MAN), which comprises large public and third sector organisations in Moray, was designated as the body to take forward the Community Wealth Building Strategy. Upon its foundation, the following organisations formed the MAN: Moray Council, NHS Grampian, UHI Moray, Highlands and Islands Enterprise, Crown Estate Scotland, tsiMORAY, Ekopia Resource Exchange, Moray Chamber of Commerce and Federation of Small Business. However, MAN's effectiveness in this role has been limited due to difficulties with partners having the resources and capacity to engage meaningfully on what has been a discretionary activity to date, coupled with a lack of high- level visibility of the work within the Council and partner organisations. The proposals set out in Section 6 are intended to address this by establishing a more focused governance structure and formalising partner engagement in line with the requirements of the Act. 6. PROPOSALS It is proposed that: 6.1 The Community Planning Partnership and Community Planning Officer Group are asked to be the vehicle to support and explore the refresh of Moray's Community Wealth Building Strategy in line with the new statutory framework. Page 180
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6.2 A review and update of the Community Wealth Building Planning Guidance is required to improve its effectiveness, including the early involvement of Moray Pathways in the planning process to ensure that developers are maximising employment and skills opportunities for people in Moray. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ☒ Policy and Legal ☒ Financial ☒ Risk ☒ Staffing ☒ Best Value and Transformation ☒ Property ☒ Information Communications Technology/Digital ☒ Equalities. Social Inclusion and Economic Impact ☒ Climate Change and Biodiversity Impact ☒ 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 7.3 Policy and Legal The passing of the Community Wealth Building (Scotland) Act 2026 creates a statutory duty for the Council to prepare and publish a Community Wealth Building action plan jointly with its relevant statutory partners, and to implement that plan so far as reasonably practicable. The proposals in this report are intended to support the Council in meeting this duty. No other legal implications arise from this report. 7.4 Financial The proposals in this report involve no additional cost or financial implications to the Page 181
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Council's core budgets. The socio-economic benefits aspect of the current CWB Officer role will continue to be funded from the Transformation Reserve until July 2027. Any future resourcing requirements arising from the Council's statutory CWB duties will be considered as part of normal budget governance processes. 7.5 Risk The Council faces a number of risks in relation to the implementation of the CWB Strategy and its upcoming statutory obligations. The current Community Wealth Building Officer post is funded until July 2026. From the 17th of July, while a Development Officer will cover this remit 3 days a week, there will be no full-time, dedicated resource to drive the strategy forward. Embedding a council-wide approach of this kind across all services takes time and requires sustained resource which is challenging given this legislative duty has not received central funding. Failure to adequately resource the preparation of the CWB Action Plan within the statutory timescale would place the Council at risk of non- compliance with its legal duties under the Act. The passing of the Community Wealth Building (Scotland) Act 2026, and the statutory framework it will create once commenced, will provide a clearer basis within which to prioritise and resource Community Wealth Building going forward. 7.6 Staffing From July 2026 there will be no full-time post dedicated to Community Wealth Building. As CWB is due to become a statutory duty, a transfer of responsibility from the Business Gateway Adviser role to a Development Officer role within the wider Economy and Enterprise Team has been actioned. This role will cover CWB 3 days per week. No other staffing implications arise from this report. 7.7 Best Value and Transformation Improving the effectiveness of CWB implementation ensures best value for Moray, as its core purpose is to maximise the benefit the Council and other local public sector bodies derive from their existing resources for the benefit of the local area. Establishing a more focused governance structure through the Community Planning Partnership and the Community Planning Officers Group, and formalising partner engagement in line with the requirements of the Act, supports an efficient and effective approach to delivery. 7.8 Property The Act requires the CWB Partnership to consider how common good land and assets can further CWB aims. Moray Council holds common good assets across a number of former burghs including Elgin, Forres and Buckie, and a review of these will be required as part of preparing the joint CWB Action Plan. The Estates Team will need to be engaged in this process to ensure land and property considerations are fully integrated into Moray's refreshed CWB Strategy and Action Plan. 7.9 Information Communications/Technology/Digital None arising from this report. 7.10 Equalities, Social Inclusion and Economic Impact The proposals in this report have the potential to deliver positive equalities, social inclusion and economic impacts. Greater effectiveness in implementing the CWB Strategy, including improved local procurement, increased use of the CIB Portal, and the development of a joint CWB Action Plan with statutory partners, could increase the proportion of public sector spend benefiting local businesses and communities, Page 182
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contributing to a reduction in poverty and inequality in Moray. 7.11 Climate Change and Biodiversity Impacts There are potential positive implications arising from this report. Increasing local procurement and supply chain activity would serve to shorten supply chains and reduce the associated carbon and environmental impacts, contributing to the Council's climate change objectives. 8. CONSULTATION 8.1 This report has been prepared in consultation with Executive Director Economy; Head of Service Growth, Planning and Climate; Chief Financial Officer; Service Manager Democratic Services; Principal Climate Change Officer; Equalities Officer; Service Manager Economy and Enterprise; Service Manager Strategic Planning and Development; Head of Service People, Change and Community Strategy; Service Manager Community Strategy and Engagement, and any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 Community Wealth Building (Scotland) Act 2026 Community Wealth Building Strategy, Moray Council, 2024 CLES Procurement Research Report, January 2026 Page 183
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Appendix 1 Percentage of the Council’s procurement spend with Moray based businesses (figures calculated by operational and registered address combined). 25.2% 24.8% 23.6% 26.8% (14% to businesses with a registered address in Moray) Percentage of the Council's spend going to North and North East Scotland (Highlands, Moray, Aberdeenshire and Aberdeen City). Target: 50% Not found 42.98% 43.9% 43.79% Proportion of people earning less than the Living Wage. 19.4% 14.3% 14.4% 16.2% Median earnings in pounds for employees living in Moray. £565.5 £619.50 £647.20 £688.80 Gender pay gap. 22.7 % (2021) 17.8% (2022) 12.5% 16.3% Number of Community Asset transfer requests approved & completed. 1 3 1 0 Percentage of contracts commenced during the year which deliver community benefit in Moray. Target: 20% 7.82 11.11% 10.98% 8.84% Page 185
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Appendix 2 CWB Act compliance timetable Community Wealth Building (Scotland) Act 2026 - indicative timetable for Moray Council Note on commencement: The Act received Royal Assent on 25 March 2026. The substantive provisions, including the three-year action plan duty, will come into force on a date appointed by Scottish Ministers by regulations. All deadlines below are indicative and will run from the date of that commencement order. Moray Council's preparatory work begins in advance of commencement to ensure readiness. September 2026 ► Report to committee Committee approves report and establishes short-life working group The Community Planning Partnership and Community Planning Officers Group used to drive CWB compliance forward October– December 2026 Inform statutory partners of upcoming obligations under the Act Write formally to NHS Grampian, HIE, UHI Moray, Skills Development Scotland and the Transport Partnership advising them of their upcoming statutory duties and proposing initial joint officer meetings Begin forming the CWB Partnership Hold initial joint officer meetings, identify lead contacts in each partner organisation and agree a basic governance framework on a voluntary basis in advance of commencement 2026 - Ongoing Foundational work underway Common good asset audit; gap analysis of existing 2024 strategy against the Act; procurement baseline data gathered across all statutory partners; informal stakeholder engagement with tsiMORAY, Chamber of Commerce and community planning structures CWB Partnership meeting regularly Voluntary partnership operating ahead of commencement, building shared understanding and governance capacity across all five statutory partner organisations Monitor for commencement order and Ministerial guidance Commencement order could arrive at any time - Moray should be ready to comply. Scottish Ministers must publish CWB guidance within 18 months of commencement Commencement order made (~ late 2026) ► Three-year period starts from this date Statutory obligations commence Action plan duty and all other substantive provisions come into force and must be published within 3 years. Moray's preparatory work means the partnership is already in place and ready to move to drafting once guidance is published Page 187
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Guidance published (within 18 months of commencement) ► Statutory deadline — 18 months from commencement Begin drafting the CWB Action Plan CWB Partnership reviews guidance, assesses any gaps against foundational work already completed, agrees plan structure and priority measures, and begins joint drafting Draft plan agreed by Partnership (Early 2028) Draft CWB Action Plan agreed by all statutory partners Draft includes local spend target, progress indicators, common good asset consideration and measures across all five CWB pillars. Statutory consultation period Statutory public consultation on draft plan Formal consultation under Section 5(12) - engaging community representatives, businesses, third sector and social enterprises across Moray Publish consultation report Section 5(13) requires a published report setting out the consultation process and how views expressed were taken into account Within 3 years of commencement (~ 2029) ► Statutory deadline - 3 years from commencement CWB Action Plan published Final joint CWB Action Plan published by Moray Council on behalf of the CWB Partnership Present to Community Planning Partnership Refreshed strategy presented to CPP for noting and alignment with partner delivery plans Page 188
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Appendix 3 SPENDING Action Lead Key Partners Status Update / Progress Establishment and launch of Community Identified Benefits List within Moray Council. Moray Council CSU, Business Gateway Moray, MC Procurement Complete The portal was launched in September 2025. Work with anchor partners to embed voluntary community benefits where relevant and proportionate in procurement activities below £4m. Community Support Unit (CSU) tsiMORAY, HIE, NHS Grampian, UHI Moray, MC Procurement, EG&R, CSU Ongoing The anchor network is still in the process of being reestablished after a pause since the previous CWB officer went on maternity leave. UHI Moray: we in partnership with Moray Pathways are working with the main contractor for the Town Hall to develop employability opportunities for 12 individuals through the Moray SWAP programme. Its early days but the plan is for the individual to spend approx. 3 weeks with the various sub contractors on the site to gain experience, industry exposure and potentially either an apprenticeship, lower skilled role or placement through MERY. We have had an initial discussion and planning to run a pilot in September for 1 individual and see how it work before developing the main programme in November. Establish working group with neighbouring public agencies in Highland, Aberdeenshire and Business Gateway Moray MC Procurement Ongoing There has been limited progress with this action. The North East Anchor Network consisting of Moray, Aberdeenshire and Aberdeen City is in the process of Page 189
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Aberdeen to identify best practice and shared learnings to grow regional spend. being reestablished. Refresh the Supplier Development Forum strategy to analyse the barriers to local enterprises bidding for local contracts and identify best methods to grow local spend. EG&R HIE, NHS Grampian, UHI Moray, MC Procurement, CSU, tsiMORAY On Hold Limited resources to progress this action. However, CLES was commissioned to write a report on the Council’s procurement spend which includes recommendations on how to increase local spend. Identify needs for CWB training for staff within Moray Council and other Anchor partners. EG&R MC Procurement Team, HIE, NHS Grampian, UHI Moray Ongoing The areas of training have been identified. However, there are limited resources to facilitate the levels of training needed. Explore feasibility of the establishment of a local Business Database to increase awareness amongst Anchors of the local business base. Business Gateway Moray Moray Chamber, FSB Complete A Microsoft form has been developed for local businesses to input their details into a local business database. This will need to be promoted further to make it a meaningful resource. Work with all project managers to embed a local spend action plan within major projects or contracts. Business Gateway Moray UHI Moray, DHI, Moray Council On Hold Limited resources to progress this action. This will require CWB to be embedded throughout the Council’s processes. Maximise local supplier access to dedicated training sessions through Supplier Development Programme to upskill local suppliers on how to tender. Business Gateway Moray MC Procurement Ongoing Moray Council is no longer a member of the Supplier Development Forum. However, Business Gateway is using its resources to progress this action. Page 190
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Provide support to local business to get business tender ready. Business Gateway Moray Business Gateway Moray Ongoing On 20th November 2025, a procurement event was help at UHI Moray for local businesses to learn more about upcoming contracts and to help them become tender ready. Annual procurement workshop with Moray Social Enterprise Network with attendance from procurement representatives from Moray Council. tsiMORAY & EG&R N/A On Hold Last one held on 16th January 2025. Encourage social enterprises to avail from procurement support offered by dedicated support bodies. tsiMORAY N/A On Hold Limited resources to progress this action. Fair Work promotional campaign to champion local business that are embedding Fair Work practices into their business. EG&R Chamber, FSB, HIE, DYW On Hold Limited resources to progress this action. Provide ongoing business support to businesses and organisations in Moray to adopt Fair Work practices and approaches. Business Gateway Moray DYW, HIE On Hold Limited resources to progress this action. Undertake an in-depth review of the causes of the Gender Pay Gap and create an action plan to address the underlying issues. MEP HIE, UHI Moray, Chamber, tsiMORAY On Hold Limited resources to progress this action. Page 191
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Work with contracts managers and procurement teams to embed scoring of CWB criteria including Fair Work Criteria within Anchor procurements where relevant and proportionate. Business Gateway Moray MC Procurement Team, HIE, UHI Moray, NHS Grampian Ongoing This action is underway but still at an early stage. Annual report collating number of strategic policies or decisions influenced by CWB approach. Moray Anchor Network Moray Anchor Network On Hold Limited resources, awareness and collaboration to progress this action. WORKFORCE Action Lead Key Partners Status Update / Progress Increase the provision of professional development courses and skills academies to upskill the local workforce. UHI Moray EG&R, HIE Ongoing UHI Moray: We supported 9 underemployed parents through the Moray SWAP last contact year to upskill and continue this under the new contracts awarded in April 2026. I can’t provide specific figures at the moment for this contract year as we don’t yet have our contract from Moray Council with agreed targets. Provide training and skills required to support Moray's shift towards Net Zero. UHI Moray SP&D, EG&R, HIE, tsiMORAY, Climate Action Network On Hold No updates. Identify new models of childcare for Moray to address shortfalls in wrap around care (0–5). MEP Moray UHI, Care Commission Ongoing No updates. Improvement in the Workforce- Step into Childcare course developed with UHI Moray to encourage more people into the sector. MERI placements to support Page 192
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growth. Business Growth Course for current Providers, with Grant Scheme to support development. Places- New provider of school age care at Kinloss, along with change in provider at the Nursery, preventing closure. Change in provider at Keith, with plans to expand. Childminding recruitment, with partnership now developed with SCMA. Partnership working with Transport Department to enable transport to childcare to support provider at Duffus (this learning is now being used to develop a provision in Speyside) Moray has just been awarded funding for Children’s Activities to develop new provision to support families to work, train and learn. Take a CWB approach to providing use of public assets. EG&R HIE, tsiMORAY, EC&O Ongoing Limited resources to progress this action. This will require a systematic review of Council assets to determine how it can be used to further the CWB strategy and to generate wealth for Moray. Limited resources to progress this action. This will require a systematic review of Council assets to determine how it can be used to further the CWB strategy and to generate wealth for Moray. Work to support community management of the Falconer Museum, Forres is ongoing An in-principal partnership approach to developing Grant Park Forres is being sought. Support development of M.Connect service and other community travel Environmental & Commercial tsiMORAY, EG&R Ongoing No updates. Bus Revolution has continued to deliver significant improvements to public transport connectivity Page 193
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projects to ensure all communities are able to access transport when required. Services across Moray through a combination of demand responsive transport and timetabled bus services operating under the m.connect brand. Since launch in May 2023, passenger journeys have increased from a baseline of 45,881 journeys in 2022/23 to 85,309 journeys in 2025/26, exceeding the project's planned growth trajectory and demonstrating increased use of public transport to access employment, education, healthcare and community facilities across Moray. A key element of project delivery has been collaboration and engagement with communities and partner organisations to better understand transport need and barriers to access Public transport services. This has included engagement with local communities across Moray, annual transport surveys, work with Moray Pathways, Developing the Young Workforce, the Department for Work and Pensions, education providers and local businesses. The feedback and evidence gathered through this process directly informed the service enhancements and network developments introduced through Phase 1 & 2 of the project, ensuring investment was targeted towards communities and travel needs where the greatest benefit could be achieved. The project has also delivered wider benefits through the creation of additional employment opportunities within Page 194
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the Public Transport Unit and the development of training pathways into vocational driving positions through partnership working with DWP and employability services. Looking ahead, Phase 3 will focus on developing advanced data and analytical tools, service optimisation and evidence-led planning to ensure future investment decisions maximise social, economic and community benefits. This work will support the development of future network expansion proposals and help target investment towards communities experiencing the greatest transport and accessibility challenges in Moray. Review current digital infrastructure and rollout of R100 programme to identify gaps in provision. Develop campaign to raise awareness of Scottish Broadband Voucher Scheme. Strategic Planning & Development (SP&D) EG&R Until 2030 No updates Embed the requirement for skills development and training programmes within developer obligations and community benefit statements, linked to delivery of NPF4 Policy 25. Moray Local Employability Partnership, SP&D Scottish Government, Moray Council, HIE Ongoing This action is underway. However, we are looking into how to better enforce it and to secure the greatest possible benefits from the planning process. INCLUSIVE OWNERSHIP Action Lead Key Partners Status Update / Progress Page 195
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Support promotion and awareness raising of Just Transition Fund to local business community and third sector. tsiMORAY, Business Gateway Moray EG&R, Chamber, FSB Ongoing updates. Just Transition Fund bid for 2026/27 was submitted in May 2026. Engagement for subsequent rounds will commence from September 2026. Deliver business support programmes for businesses in Moray. Business Gateway Moray, HIE EG&R, Chamber Ongoing Underway but impact limited due to insufficient resources. Raise awareness of employee ownership and co-operative business models. Business Gateway Moray Cooperative Development Scotland, Chamber, TSI Moray On Hold Limited resources to progress this action. Support increased promotion of the Moray Loves Local Campaign. EG&R Business Gateway Moray Ongoing The Moray Gift card continues to be promoted by the Economy & Enterprise and Business Gateway teams. Support Moray Anchor Network project managers with embedding a CWB approach within the business plans for major capital and infrastructure projects including Moray Growth Deal, Levelling Up, long term town plan and schools. EG&R, SP&D Business Gateway Moray Ongoing Progress has been made with this action. Funding secured from RCGF funding for Grant Lodge. £1,1m awarded and team working to resolve the remaining funding gap, with report due to go to Elected Members late 2026. Provide ongoing promotion of external funding opportunities through existing Anchor communication channels. MC Corporate Comms, EG&R, SP&D ALL Ongoing No updates. Page 196
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Assist with developing and submitting funding applications on behalf of community organisations where the local authority is designated as lead applicant. EG&R ALL Ongoing No updates. Development and delivery of £3.3M Forres Conservation & Heritage Scheme approved in 2024/25. RTIF application submitted on behalf of Rothes Way Association in May 2025. RCGF community applications submitted in August 2026 on behalf of Leanchoil Trust, Dufftown Clock Tower, Moray Athletics Hub. Support and promote Corporate Social Responsibility, pro-bono and volunteering schemes to increase capacity of third sector. tsiMORAY HIE, tsiMORAY Ongoing This is being helped by the Council’s Community Identified Benefits Portal. Encourage Anchor partners to offer an annual volunteering allowance for employees to expand volunteering capacity in support of the third sector. ALL CSU Ongoing No updates. LAND AND PROPERTY Action Lead Key Partners Status Update / Progress Maximise the use of outdoor space for community benefit such as green spaces, woodlands, community food growing, biodiversity activities, play areas, renewable energy etc. SP&D tsiMORAY, CSU Ongoing No updates. Page 197
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Promote the availability of vacant, underused public assets. EG&R Elgin BID, Chamber, FSB, SP&D Ongoing RCGF applications for vacant and underused assets have been submitted. Approval received for Grant Lodge. Support for re-opening of the Falconer Museum, Forres Reduce any identified barriers and support communities to have the adequate knowledge and skills to take on the ownership/management of public assets. CSU tsiMORAY Ongoing Professional resource provided to ‘the Falconer Museum’ SCIO to support the transition to community management. Promotional campaign to celebrate the success of CATs in Moray to raise awareness and stimulate further interest. CSU tsiMORAY On Hold Limited resources to progress this action. Implement CWB planning guidance for all upcoming major developments including wind farms to support skills development, local supply chains and community development. SP&D Chamber, FSB Complete This guidance is in place. However, work is underway to improve its enforceability and to ensure the Council is getting the most out of the guidance. Maximise local impact of Developer Obligations to provide community infrastructure, linked to NPF4 Policy. SP&D HIE, Chamber, tsiMORAY Ongoing No updates. FINANCE Action Lead Key Partners Status Update / Progress Page 198
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Support the engagement with large employers including anchor partners in the region to encourage the uptake of the Credit Union Workplace Savings scheme. Business Gateway Moray Chamber, FSB On Hold Limited resources to progress this action. Raise awareness of small business loans that can be offered through the Moray Firth Credit Union. Business Gateway Moray Chamber, FSB Ongoing This is being done by the Business Gateway. However, we have limited information on the number of businesses applying for loans with Moray Firth Credit Union. Deliver against the Scottish Government target of ensuring at least 1% of all funding decisions are conducted by PB. Moray Council CSU, EG&R Ongoing £200k UK Shared Prosperity Fund (UKSPF) grants £233k Coastal Community Fund (CCF) grants Increase the number of local funding programmes awarded by PB, for example Just Transition. tsiMORAY CSU Ongoing PB undertaken for allocation of Arts, Culture & Heritage UKSPF grants 2023-2025 PB undertaken for allocation of CCF grants 2025 and 2026 Develop CWB supplementary planning guidance that will ensure future developments in Moray deliver on supporting local jobs and the local community. SP&D Business Gateway Moray Complete This has been developed. However, work is ongoing to improve the outcomes of it. Deliver targeted investment programmes providing employment land and housing in rural/deprived areas through delivery of the Local SP&D EG&R Ongoing No updates. Page 199
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Development Plan and NPF4 Policy. Increase awareness of and support the growth of Community Benefit Societies in Moray. tsiMORAY N/A On Hold Limited resources to progress this action. Explore and research the use of Community Municipal Investment Funding for Renewable Energy Projects. SP&D N/A Ongoing This is being reviewed as part of the work going into the Socio-Economic Benefits Maximisation plan. Explore the feasibility of public sector investment into existing Renewable Energy Schemes. SP&D N/A Ongoing This is being reviewed as part of the work going into the Socio-Economic Benefits Maximisation plan. Page 200
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director - Economy, Enterprise and Operations Author: George Gunn Contact Email: george.gunn@moray.gov.uk Subject: Just Transition Fund 2026/27 update 1 PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide an update to the Council on the progress of its bid to the Scottish Government’s Just Transition Fund for financial year 2026/27, and to agree next steps. 1.2 This report is submitted to Council in terms of Section III (F) (2) of the Council’s Scheme of Administration relating to provision, development and monitoring of Economic Development and Infrastructure Services. 2. RECOMMENDATIONS 2.1 It is recommended that Council: i) Notes the progress made since January 2026 to advance Moray’s position for future funding from the Scottish Government’s Just Transition Fund (JTF); ii) Notes the submission of a funding bid to the JTF for 2026/27 on 7 May 2026 and welcomes the successful outcome of that bid, securing up to £1.2m to deliver two strategic projects with partners; iii) Agrees that Officers should continue ongoing development of projects and funding proposals to ensure that the Council is well positioned to respond to future Just Transition Fund opportunities; and iv) Agrees that the Council Leader and Officers should continue to engage with the Scottish Government and partners including Moray’s MPs and MSPs on work to date and the needs of Moray in respect of a just transition. Item 11. Page 201
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George Gunn FRGS Senior Project Officer 3. SUMMARY 3.1 This report provides an update on the Council’s progress in securing funding through the Scottish Government’s Just Transition Fund for 2026/27. Following submission of bid in May 2026, the Council has secured up to £1.2m to support the Buckie Harbour Redevelopment and Green Energy Parks projects. The report also sets out proposed next steps to progress delivery and maintain the Council’s position to secure future JTF investment for Moray. 4. BACKGROUND AND CONTEXT 4.1 The concept of just transition is broadly defined as ensuring that no one is left behind in the transition to low-carbon and environmentally sustainable economies and societies. The Scottish Government’s Just Transition Fund (JTF) represents a significant opportunity for Moray to position itself to benefit economically and socially from the wider transition to net zero. Launched in 2021, the JTF is a £500m ten-year commitment to support projects in the North East and Moray which contribute towards a just transition away from carbon- intensive industries. 4.2 The Council has collaborated with partners to develop a multi-year programme of strategic projects, estimated at £81m, which if fully realised would position Moray to achieve a just transition. A short list of projects for further development and inclusion in a bid to the JTF was agreed by Council on 28 January 2026 (para 9 of the Minute refers). 4.3 In March 2026, the Scottish Government announced the opening of a £10m JTF capital funding round for the 2026/27 financial year, open to public sector and commercial applicants. The fund was intended to support larger strategic projects, with a minimum grant award of £0.5m. The funding round also introduced a limited multi-year funding provision of up to £5m, to be considered on an exceptional, case-by-case basis. Applications were required to be submitted by 11 May 2026. 4.4 A separate £2.5m Community and Social Enterprise Fund was also announced, comprising £2m capital funding and £0.5m revenue funding. This fund was aimed at community and social enterprise organisations, with applications expected to be between £0.1m and £0.5m. Applications for this funding stream were required by 22 May 2026. 4.5 As agreed by Council on 28 January 2026, authority was delegated to the Executive Director Economy, Enterprise and Operations to apply to the JTF should the timescales involved preclude approval through the normal committee cycle. As the application deadline did not allow sufficient time for Committee consideration, the Executive Director exercised that delegated authority and the application was submitted to the Scottish Government on 7 May 2026. 5. 2026/27 JUST TRANSITION FUND BID DEVELOPMENT 5.1 Officers engaged regularly with officials from the Scottish Government's Just Transition team to understand the requirements of the Fund and to ensure that the proposed bid Page 202
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aligned with the scope and assessment criteria for the 2026/27 funding round. Throughout this engagement, Scottish Government officials provided positive feedback on Moray's overarching Just Transition prospectus and the collaborative approach cultivated by the Council and its partners, identifying it as an exemplar that had been shared with other local authorities. Officials also indicated that the proposed programme aligned well with Just Transition Fund priorities, particularly where it could demonstrate clear links to future investment, employment and skills. Informal feedback on the Council's shortlisted projects subsequently informed the development of the final submission. 5.2 Following consideration of this feedback, the Moray Hydrogen Transport and Moray Community Solar projects were not included in the 2026/27 application. The Moray Hydrogen Transport project was excluded with recognition given to evolving Scottish Government policy in relation to hydrogen and changes to the project's funding position following the withdrawal of a key funding partner in the wider TH2STLE project in Aberdeen City and Aberdeenshire council areas. The Moray Community Solar project was not considered eligible for support through this funding round, as community energy projects were expected to be supported through alternative funding arrangements, including the forthcoming GB Energy Communities Fund. Scottish Government officials also highlighted other potential funding routes to support the project's early development, and Officers have since provided advice to project partners which enabled them to pursue these opportunities independently of the JTF at this time. Projects of this nature remain important to achieving a Just Transition in Moray, and Officers will continue to monitor both their progress and the wider funding landscape to identify future opportunities for support and delivery where appropriate. 5.3 The Natural Capital Enhancement and Skills project was also not included in the 2026/27 application. Whilst Scottish Government officials were supportive of the proposal and recognised the positive work previously undertaken in the Findhorn catchment, they advised that the project would be better aligned to the new Just Transition Fund Community Fund, with community partners leading the application and the Council providing a supporting role. Officers provided advice to project partners to develop and progress an application through the Community Fund. At the time of writing, the outcome of that application had not been announced by the Scottish Government and no indicative timescale for a decision had been provided. 5.4 Taking account of this feedback and the available funding envelope for the 2026/27 round, the proposed bid was therefore refined to focus on a smaller number of projects that demonstrated the strongest alignment with fund priorities and readiness to progress within the available timescales. This approach maintained a meaningful contribution to the Council’s longer-term Just Transition ambitions and wider Corporate Plan and LOIP priorities, while ensuring that the projects included within the application could deliver against the requirements and conditions of the funding round. Project elements and sites were prioritised in line with their maturity, readiness to deliver and eligibility within the 2026/27 financial year. 5.5 On 30 March 2026, the Corporate Leadership Team (CLT) considered the proposed approach to the 2026/27 Just Transition Fund application and agreed the outline programme of projects to be progressed. CLT also agreed that the proposed bid be presented to the Strategic Leadership Forum (SLF) on 9 April 2026 for further feedback ahead of finalisation and submission under delegated authority. Page 203
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5.6 The funding bid as submitted comprised: Project Purpose Scope JTF funding sought Buckie Harbour Redevelopment enabling works (Led by Moray Council) Build upon earlier JTF funded master planning works to support long-term expansion of Buckie Harbour and strengthen Moray’s role in the marine and offshore energy economy. Technical feasibility, design development to RIBA Stage 2, environmental scoping, procurement strategy, cost planning and initial Outline Business Case preparation. £0.9m Buildings for the Future (Led by Moray Council) Enable regeneration and low carbon housing delivery across key brownfield and town centre sites in Buckie, Forres and Elgin. Site acquisition by development partners, design development and clearance works at Barron Street Yard (Buckie), Former Auction Hall (Forres), and St Giles Centre (Elgin), including progression of redevelopment options and supporting master planning. £1.8m (£0.5m of which as multi-year funding into FY2027/28) Green Energy Parks (Led by Crown Estate Scotland with Moray Council as a supporting partner) Unlock inward investment, job creation and clean energy opportunities at key strategic sites. Feasibility work at Mosstodloch and Dallachy Airfield sites including resource and technology assessments, grid feasibility, financial modelling, site appraisal and skills/supply chain analysis. £0.5m Total programme £3.2m 6. PROGRESS UPDATE 6.1 On 8 June 2026, Officers were advised by the Scottish Government that the Council’s 2026/27 Just Transition Fund application had been shortlisted for funding. Following this notification, Officers worked with Scottish Government officials and their appointed contractors to complete the required due diligence checks on the application. Page 204
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6.2 During the due diligence process, Scottish Government officials advised that the Council’s bid would be assessed both as an overall programme and on an individual project basis. As a result, the proposed match funding arrangements for the Buckie Harbour Redevelopment project required revision to ensure compliance with the Scottish Government’s maximum intervention rate of 75% for individual projects. Officers subsequently engaged with colleagues at Highlands and Islands Enterprise (HIE), who confirmed the availability of a capital grant of up to £200k from HIE’s income funded capital budget. This contribution, combined with the Council’s previously agreed match funding of £183k from Transformation Reserves, would provide the required local contribution. The total value of the Buckie Harbour Redevelopment project for 2026/27 would therefore be £1.283m. 6.3 Officers were advised by the Scottish Government on 14 July 2026 that the review of applications to the Just Transition Fund remained ongoing and that officials were aiming to complete the process by 4 August 2026. This represented a delay of more than four weeks against the proposed announcement of successful bids by the end of June 2026. 6.4 On 4 August 2026, the Scottish Government confirmed that up to £1.2m would be made available to progress two projects within Moray’s bid, comprising £900k for the Buckie Harbour Redevelopment project and £300k for the Green Energy Parks project. No funding was awarded to the Buildings for the Future project, and Officers await feedback on this decision to inform future bids. 7. NEXT STEPS 7.1 At the time of writing, an inception meeting between Scottish Government, the Council and its partners was in planning for mid to late August 2026, with a view to commencing project delivery shortly thereafter, subject to acceptance of grant conditions and rescoping of the Green Energy Parks project to account for the reduced grant offer. 7.2 Delivery of 2026/27 JTF projects should ordinarily be completed by 31 March 2027. However, in recognition of the delay experienced, Scottish Government officials have confirmed that they would be willing to consider projects continuing beyond the usual deadline. At the time of writing, Officers are negotiating the terms of such an arrangement to be included within the Grant Offer Letter. It is not anticipated that the delay in commencing delivery will impact on the planned project costs. Projects will be managed to progress delivery as close as practicable to the original deadline, while ensuring that work delivers on the required outcomes. 7.3 Concurrent work is required to maintain momentum and to ensure that Moray is well positioned to maximise future opportunities from the JTF. This includes progressing project development activity in collaboration with partners and ensuring that projects are sufficiently mature to advance to the next stages of delivery in the event of a successful funding award. 7.4 Since submission of the 2026/27 funding application, Officers have continued discussions with existing project partners and Highlands and Islands Enterprise (HIE) to establish an approach for future funding rounds. It is proposed that the Council’s Just Transition prospectus and overarching vision continue to provide the strategic framework for future activity, with a focus on progressing the existing pipeline of identified opportunities and Page 205
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avoiding the unnecessary development of new proposals where projects already exist within the Council including within Transform. This approach will, however, retain sufficient flexibility to respond to significant new opportunities arising through Members, partners or wider engagement. These would be considered on a case-by-case basis against the Council’s agreed Just Transition Vision and the availability of appropriate match funding as required. It is therefore intended that future funding applications continue to support projects identified within the 2026/27 bid, either through securing initial enabling investment to progress development activity or by supporting subsequent phases of delivery as projects mature, while also allowing emerging opportunities of strategic significance to be brought forward where appropriate. 7.5 Officers have been advised informally by Scottish Government colleagues that there may be a review of the Just Transition Fund during the 2027/28 financial year. This process would be welcome, reflecting previous engagement between the Council, the Cabinet Secretary and Scottish Government officials regarding the scope, accessibility and role of the JTF in supporting just transition activity locally. While no formal announcement or details of any future changes have been confirmed, it is recommended that the Council engages proactively with the Scottish Government in advance of any future funding changes. This would ensure that Moray’s priorities and the needs previously highlighted to the Scottish Government are considered in any future iteration of the Fund. 7.6 It is therefore proposed that the Council Leader and Officers continue to engage with Scottish Government officials, parliamentarians and wider partners to promote Moray’s Just Transition programme and to advocate for the investment required to support a just transition. 7.7 Officers will report back to Council at the earliest opportunity once further substantive updates are available. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Page 206
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Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 8.3 Policy and Legal Promoting a Just Transition for Moray will allow the Council to progress climate change projects in Moray. The Climate Change (Scotland) Act 2009 places a duty on public bodies to act in the way best calculated to contribute to the delivery of Scotland’s climate change targets; in the way best calculated to help deliver any programme for climate change adaptation laid before the Scottish Parliament; in a way it considers most sustainable. 8.4 Financial The Just Transition Fund is paid out in arrears and therefore could create cashflow implications which would be managed as part of Treasury Management activity. 8.5 Risk Without agreement of next steps, there is a risk that the Council and Moray may miss the opportunity to fully benefit from any funding available. 8.6 Staffing Additional resourcing was agreed by the Council on 25 February 2025 for a Grade 11 Senior Project Officer to be employed for a 2-year period to lead on project development for the Just Transition Fund. Project development to date has relied on input from Officers across Strategic Planning and Development, Transportation, Harbours, Legal and Finance, and continued cross-service support will be required as work progresses towards bid submission. Provision of dedicated PMO funding and associated support service costs would be sought from the Just Transition Fund as part of any funding bid to ensure that projects can be managed and progressed. 8.7 Best Value and Transformation Contributing to the achievement of sustainable development through continuous improvement in performance is a key component of the Council’s Best Value duties set out by the Local Government in Scotland Act 2003. Achieving sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. The Scottish Government’s Just Transition Fund provides an opportunity to progress sustainable development projects. Page 207
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8.8 Property There are no implications arising from this report. 8.9 Information Communications/Technology/Digital There are no implications arising from this report. 8.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ☐ ☐ ✓ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ☐ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The Buckie Harbour Redevelopment proposal in particular would be expected to have a positive socio-economic impact on the Buckie area which has pockets of high deprivation (SIMD) via job creation and retention. However, the projects planned as part of the 2026/27 Just Transition Programme are early stage enabling works which are unlikely to have an impact on any groups in isolation. 8.11 Climate Change and Biodiversity Impacts The Scottish Government’s Just Transition Fund will support projects which contribute towards the transition to net zero. Therefore, any project developed as recommended in this report will contribute positively to climate change and biodiversity. 9. CONSULTATION This report has been prepared in consultation with the Chief Executive; Executive Director Economy, Enterprise and Operations; Head of Growth, Planning and Climate; Head of Page 208
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Operations and Environment; Head of Housing, Property and Communities; Chief Financial Officer; Service Manager Strategic Planning and Development; Principal Planning Officer (R MacDougall); Climate Change Strategy Officer (T Maas Geesteranus); Community Wealth Building Officer; Service Manager Legal Services and Service Manager Democratic Services. 10. BACKGROUND PAPERS Page 209
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Martin Skinner Contact Email: martin.skinner@moray.gov.uk Subject: Regeneration Capital Grant Fund 2027/28 Additional Applications 1. PURPOSE ☒ For Decision ☐ For Information 1.1 This report seeks homologation of the action taken by the Chief Executive (under paragraph 5 (7) of the Scheme of Delegation) authorising Moray Council to act as lead applicant for two additional Stage 1 applications to the Regeneration Capital Grant Fund (RCGF) 2027/28, namely: • the Moray Athletics Hub; and • Works relative to the St Giles Shopping Centre area in Elgin. 1.2 This report is submitted to Council in terms of Section III (F) (29) of the Council’s Scheme of Administration relating to application for, co-ordination and monitoring of Council funding from European legacy and external programmes. 2. SUMMARY 2.1 This report seeks homologation of the Corporate Leadership Team decision for Moray Council to act as lead applicant for two additional Stage 1 applications to the Regeneration Capital Grant Fund (RCGF) 2027/28: the Moray Athletics Hub and works relative to the St Giles Shopping Centre area, Elgin. 2.2 The Moray Athletics Hub proposal came forward in response to the official opening of the RCGF Round 13, which was announced after ED&I committee approval of submission of two community-led RCGF Stage 1 applications. The St Giles Centre area works came forward due to a change of circumstances and failure to attract an alternative funding source. Submission of the additional Stage 1 applications enables the proposals to be considered through the RCGF assessment process and does not commit the Council to project delivery, match funding or any other direct financial contribution. Should either proposal be invited to progress to Stage 2, the financial, legal, property, staffing, risk and governance implications would require further consideration before any subsequent application is submitted. Equally, should either not be supported, the applications will be withdrawn, having been submitted subject to this caveat. Item 12. Page 211
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3. RECOMMENDATIONS 3.1 It is recommended that Council: i) homologates the action taken by the Chief Executive (under paragraph 5 (7) of the Scheme of Delegation) authorising Moray Council to act as lead applicant for two additional Stage 1 applications to the Regeneration Capital Grant Fund (RCGF) 2027/28, namely the Moray Athletics Hub and the St Giles Shopping Centre area; and ii) notes that submission of the Stage 1 applications does not commit the Council to project delivery, match funding or any other direct financial contribution, and that: 1. should the proposals not be supported by Council, they can be withdrawn as they were submitted with that caveat 2. if the proposals are invited to progress to Stage 2, the financial, legal, property, staffing, risk and governance implications will be subject to further consideration and approval through the appropriate Council governance process before any subsequent Stage 2 application is submitted Author Name: Martin Skinner Job Title: Development Officer 4. BACKGROUND AND CONTEXT 4.1 At its meeting on 16 June 2026, the Economic Development and Infrastructure Services Committee approved Moray Council acting as lead applicant for two RCGF 2027/28 Stage 1 community proposals: the Dufftown Clock Tower project and the Leanchoil Hospital Regeneration Project. The Committee also approved progression to Stage 2, if invited, subject to adequate staffing resources (para 3.1 i) of the minute refers). 4.2 On 2 July 2026, the Scottish Government formally opened the Regeneration Capital Grant Fund (RCGF) for Stage 1 Expressions of Interest for 2027/28. Applications were open to local authorities, with a submission deadline of 5pm on 14 August 2026. 4.3 Following publication of the funding call and a change in circumstances, two additional proposals were subsequently brought forward and were considered to align with the aims and objectives of the fund. These were the Moray Athletics Hub, involving development of a new community athletics facility at Moray Sports Centre, Elgin, and works relative to the St Giles Shopping Centre area. The St Giles Shopping Centre area works were anticipated to receive support through an alternative funding stream. However, notification that the bid had been unsuccessful was received after the earlier committee report had been prepared. Had the outcome been known at that time, the proposal would also have been included in that report. 4.4 Due to the Stage 1 submission deadline of 14 August 2026 and the timing of the Council's committee cycle, there was insufficient opportunity to seek approval for the two additional applications through the normal committee process. The Corporate Leadership Team, at Page 212
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its meeting on 6 August 2026, therefore agreed that the applications could be submitted, subject to subsequent homologation by Moray Council and that arrangements would be put in place to avoid a similar situation arising in future funding rounds. 4.5 Moray Council is therefore asked to homologate the Corporate Leadership Team decision. 5. PROPOSALS 5.1 The Corporate Leadership Team agreed that Moray Council could act as lead applicant for two additional Stage 1 applications to the Regeneration Capital Grant Fund (RCGF) 2027/28. 5.2 The two additional proposals submitted are: • Moray Athletics Hub – development of a new community athletics facility at Moray Sports Centre, Elgin. This project is led by Elgin Neighbourhood Board. • Works relative to the St Giles Shopping Centre area - This project already has committee approval for submission, but as part of an alternative funding bid. Brief project summaries for the two additional applications are provided in Appendix 1A and 1B. 5.3 Submission of the Stage 1 applications does not commit the Council to project delivery, match funding or any other direct financial contribution. Should either proposal be invited to progress to Stage 2, further consideration will be required of the financial, legal, property, staffing, risk and governance implications before any subsequent application is submitted. It is expected that neither of the additional projects will add materially to the workload of the Economy and Enterprise Team. 5.4 In accordance with RCGF guidance, where multiple applications are submitted, Local Authorities are requested to prioritise the applications. The combined RCGF request across the four Moray proposals is £4.75 million and if more than one project is invited to progress to Stage 2, a prioritisation exercise will be carried out. Should the additional proposals not be supported by council, they can be withdrawn as they were submitted with that caveat. If the proposals are invited to progress to Stage 2, the financial, legal, property, staffing, risk and governance implications will be subject to further consideration and approval through the appropriate Council governance process before any subsequent Stage 2 applications are submitted. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ☒ ☐ Policy and Legal ☐ ☒ Financial ☒ ☐ Risk ☒ ☐ Page 213
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Staffing ☒ ☐ Best Value and Transformation ☒ ☐ Property ☒ ☐ Information Communications Technology/Digital ☐ ☒ Equalities. Social Inclusion and Economic Impact ☒ ☐ Climate Change and Biodiversity Impact ☒ ☐ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal There are no immediate legal implications arising from submission of the Stage 1 applications. However, as lead applicant, the Council would be responsible for ensuring compliance with the terms and conditions of any RCGF award. Should either proposal progress to Stage 2, Legal Services will be consulted regarding any funding agreements, partnership arrangements, property interests and other legal obligations arising from the proposed delivery arrangements. 6.4 Financial There are no direct financial implications arising from submission of the Stage 1 applications and submission does not commit the Council to provide match funding or any other direct financial contribution. However, as lead applicant, the Council may be exposed to financial risk should an application ultimately be successful and grant conditions not be met, or where project promoters are unable to fulfil their obligations. These risks would be considered further through project appraisal and appropriate governance arrangements prior to any Stage 2 submission. Further assessment of the financial implications, including the proposed funding package and status of match funding, will be undertaken should any of the projects progress to Stage 2. Page 214
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The total request for RCGF funding in 2027/28 across the four proposals is £4,746,560. Match funding figures represent the balance of anticipated project costs and do not represent a commitment by Moray Council to provide the funding. Project Total Project Cost RCGF request 27/28 Indicative Match Funding Requirement Leanchoil Hospital Regeneration Project £7,382,192 £2,500,000 £4,882,192 Dufftown Clock Tower £886,261 £614,247 £272,014 Moray Athletics Hub £2,198,776 £632,313 £1,566,463 St Giles Centre Area £38,274,010 £1,000,000 £3,960,000 TOTAL £48,741,239 £4,746,560 £10,320,669 6.5 Risk Submission of the RCGF applications carries a number of risks, including funding uncertainty, the availability of match funding, project delivery challenges, changes to programme timescales and the ability of project promoters to meet funder requirements and conditions. There is also a risk that projects may not progress to Stage 2 or ultimately be successful in securing funding. As lead applicant, the Council may be exposed to financial, compliance and reputational risk should grant conditions not be met or projects be unable to proceed as proposed. Should either project progress to Stage 2, these risks will be subject to further assessment and mitigated through appropriate project appraisal, governance, monitoring and, where required, agreements setting out the respective responsibilities of the Council and project promoters. Officer capacity to support application development, project monitoring and funding compliance will also be reviewed before any Stage 2 application is submitted. 6.6 Staffing Administration and reporting for external funding programmes is undertaken by the Economy and Enterprise Team. Submission of the Stage 1 applications has been accommodated within existing resources. Should either of the additional proposals be invited to progress to Stage 2, additional officer input may be required to support application development, project appraisal, monitoring, claims management and compliance with funder requirements. However, Strategic Planning & Development will be responsible for the St Giles proposal and the lead for the Elgin Neighbourhood Board project is experienced in project management and funding. Resource requirements from the Economy and Enterprise Team are therefore Page 215
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expected to be minimal for these two applications but will be reviewed before any Stage 2 application is submitted to ensure sufficient capacity is available alongside management of the Council's wider external funding programmes. Project promoters will be responsible for ensuring that appropriate project management, governance and delivery arrangements are in place. The extent of Council support required will be determined as part of any future Stage 2 application process. 6.7 Best Value and Transformation The use of external grant funding can support Best Value by enabling investment in regeneration and community infrastructure which may not otherwise be deliverable from existing Council resources alone. Effective use of external funding requires appropriate project appraisal, governance, monitoring and reporting to ensure funding is used in accordance with grant conditions and intended outcomes are achieved. Should either proposal progress to Stage 2, consideration will be given to project deliverability, the proposed funding package, Council resource requirements and the respective responsibilities of the Council and project promoters to ensure that any subsequent application represents an appropriate use of Council resources. 6.8 Property The St Giles Shopping Centre area full proposal is as set out in the confidential report also on this agenda. Submission of the Stage 1 application does not commit the Council to any works, expenditure, or other activity. Should the project progress beyond Stage 1, any property, operational, financial and legal implications associated with the Council-owned asset would be subject to further assessment and approval through the appropriate Council governance process. 6.9 Information Communications/Technology/Digital There are no information communications technology or digital implications arising directly from this report. 6.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ✓ ☐ ☐ Page 216
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Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ☐ ☐ Human Rights of individuals ☐ ☐ ✓ ☐ ☐ Rights of Children or Young People (UNCRC) ☐ ☐ ✓ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The decision to submit Stage 1 applications is not expected to have an immediate differential impact on individuals or groups with protected characteristics, socio- economically disadvantaged groups, human rights or the rights of children and young people. However, both proposals have the potential to deliver positive outcomes if progressed, particularly through improved accessibility, regeneration, connectivity and access to services and opportunities. RCGF supports projects which seek to address deprivation, disadvantage and community regeneration. At this early stage, it is anticipated that both proposals could have positive impacts across the groups identified above. As project scope, design and delivery arrangements are further developed, opportunities to maximise, evidence and monitor positive outcomes for these groups will be identified and incorporated where appropriate. Any project-specific equalities, socio-economic, human rights or children's rights implications will be considered further through an integrated impact assessment should either proposal progress to Stage 2. 6.11 Climate Change and Biodiversity Impacts Projects seeking support through RCGF are required to demonstrate consideration of climate change impacts and their contribution towards achieving Scotland's net-zero emissions target by 2045. Submission of the Stage 1 applications does not itself authorise any development or physical works. Should either proposal progress to Stage 2, relevant climate change, carbon and biodiversity implications will be considered as part of further project development and assessment. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Executive Director Finance, Strategy & Transformation, Head of Growth, Chief Financial Officer, Planning and Climate (Chief Planning Officer); Service Manager, Property, Estates and Assets, Service Manager, Internal Audit and Risk, Service Manager, Legal Services, Chief Governance Officer, Service Manager Economy and Enterprise, Service Manager Strategic Planning and Development, Senior Equalities Officer, Senior Project Manager – Housing Mix Delivery, and Service Manager Democratic Services and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS Page 217
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8.1 ED&I Committee report on External Grant Funding Updates 16 June 2026 (Item 8) Page 218
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Appendix 1A - Moray Athletics Hub Project Summary The Moray Athletics Hub is an Elgin Neighbourhood Board supported project that seeks to develop a new six-lane athletics track with complementary field event facilities at Moray Sports Centre, Linkwood Road, Elgin. The facility would be developed on approximately two hectares of vacant land adjacent to Moray Sports Centre and would operate as a community-owned athletics facility serving Moray. Project Need Moray is one of only two local authority areas in Scotland without access to a synthetic competition-standard athletics track. The Scottish Athletics Facilities Strategy 2022 identified Moray as a priority area for investment due to the limited athletics infrastructure available locally. The existing athletics facility at Morriston Playing Fields no longer meets modern requirements and is constrained by its location within a flood plain. The proposed facility would improve opportunities for participation, coaching, competition and athlete development across Moray. Expected Outcomes The project aims to: • Increase participation in athletics and physical activity. • Improve health and wellbeing outcomes. • Create opportunities for coaching, volunteering and skills development. • Support talent development and competitive athletics. • Provide a community-owned sports facility for Moray. • Support wider economic, social and environmental benefits. Funding Summary Item Value Total Project Cost £2,198,776 RCGF Request £632,313 Match Funding £1,566,463 Page 219
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Confirmed match funding includes £1,000,000 from the Elgin Pride in Place Programme, with additional funding being sought from the Scottish Athletics Sports Facility Fund. Delivery Partners The project will be delivered in partnership by Moray Athletics and Running Community Hub (MARCH) and Moray Sports Foundation. Moray Sports Foundation would own and operate the facility. Page 220
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Appendix 1B – Works relative to St Giles Shopping Centre Area Project Summary The St Giles Shopping Centre area works are set out in the confidential report at Item (to be added) on the agenda. Page 221
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Stevie Robertson Contact Email: Stevie.robertson@moray.gov.uk Subject: Bus Revolution Strategic Approach and Revenue Budget Phase 3 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to seek approval for the revised strategic approach for Bus Revolution Phase 3 and the associated revenue budget and financial profile required to support its delivery. 1.2 This report is submitted to Council in terms of Section III (F) (18) of the Council’s Scheme of Administration relating to exercising the function of the Council in relation to public passenger transport under the Transport Act 1985. 2. SUMMARY 2.1 Bus Revolution comprises of five delivery phases and is currently operating within Phase 2, with Phase 3 scheduled to commence on 1 April 2027. The original project business case anticipated service growth and network expansion throughout each phase of delivery. 2.2 Following a review of programme priorities, the Bus Revolution Project Board approved a revision to the aims and objectives of Phase 3. Rather than focusing on further service expansion, Phase 3 will concentrate on the development of data and analytical tools to support improved service evaluation and network planning, service refinements based on operational evidence, and internal process improvements. This phase will establish the foundations required to support future network expansion within Phases 4 and 5. 2.3 Approval is sought for the revised Phase 3 delivery approach and associated financial profile, which aligns available resources with the updated programme objectives whilst maintaining the existing Council subsidy commitment. 2.4 While no service expansion is proposed within Phase 3, opportunities for future growth continue to be explored. Subject to business case development and funding availability, an aspiration remains to expand Service 314 within Forres during financial year 2028/29. Any additional expenditure associated with future service enhancements will be subject to Item 13. Page 223
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separate approval processes and funded through appropriate external or internal funding mechanisms, including potential Transport to Employment and Brighter Starts funding opportunities. 2.5 Approval of the revised Phase 3 delivery approach and associated revenue budget will ensure that resources remain aligned with approved project objectives, maintain existing service provision and establish the evidence base required to support future phases of network expansion. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) consider and note the contents of this report; ii) approve the revised aims and objectives for Bus Revolution Phase 3, focusing on data and analytical tool development, service optimisation, performance evaluation, process improvement and the development of the evidence base required to support future network expansion.; iii) note that no service expansion is proposed within Phase 3 and that the revised financial profile has been developed using actual operating costs, passenger demand and income performance achieved through Phases 1 and 2;; iv) note the revised Phase 3 revenue requirement and associated financial profile for financial years 2027/28 and 2028/29, noting that delivery is expected to be achieved within existing budget; and v) note that future service expansion proposals and associated revenue requirements for Phases 4 and 5 will be informed by the evidence, analysis and business cases developed during Phase 3 and will be subject to separate Committee approval and funding decisions. Stevie Robertson Senior Project Officer (Bus Revolution) 4. BACKGROUND AND CONTEXT 4.1 The Bus Revolution project forms part of the Moray Growth Deal and seeks to improve public transport connectivity across Moray through the development of demand responsive and timetabled bus services, the introduction of digital technology solutions, and investment in electric vehicles and supporting infrastructure. The project is supported through a ten-year funding profile and is structured around five delivery phases. 4.2 The original Full Business Case assumed that each phase of delivery would introduce additional service capacity and network expansion, supported through the phased introduction of vehicles, staff resources and associated infrastructure. The long-term ambition remains to improve access to employment, education, health and leisure opportunities whilst increasing public transport patronage across Moray. Page 224
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4.3 Phase 1 commenced in May 2023 and delivered enhanced operating hours for demand responsive transport services, the introduction of new timetabled services, app-based booking technology and the deployment of low-emission vehicles. Phase 2, approved by Council in September 2024, focused on further service expansion, network redesign and the introduction of additional services in response to evidenced demand and community engagement activity. 4.4 Performance monitoring undertaken during Phases 1 and 2 demonstrates that the project is exceeding key growth targets. Passenger journeys increased from a baseline of 45,881 journeys in 2022/23 to 85,309 journeys in 2025/26, exceeding the trajectory required to achieve the project's 2030 target. Significant progress has also been made in relation to modal shift, accessibility and environmental objectives. 4.5 Whilst positive progress has been achieved in growing service provision and passenger numbers, project delivery has also highlighted the importance of developing more sophisticated data, analytical and evaluation tools to support future decision making. Monitoring activity undertaken has identified opportunities to strengthen service planning, resource allocation, demand forecasting, accessibility analysis and the measurement of wider economic and social outcomes associated with public transport investment. 4.6 The change in approach does not reflect a requirement to reduce expenditure or service provision. Rather, it reflects a strategic decision to prioritise the development of evidence, analytical capability and network intelligence before considering further expansion. The revised Phase 3 approach does not reflect concerns regarding network performance, passenger demand or financial sustainability. Rather, it reflects a strategic decision to consolidate the growth achieved through Phases 1 and 2 and develop the evidence base required to support future expansion. 4.7 As a result of this learning, the Bus Revolution Project Board reviewed the project objectives for Phase 3. Rather than focusing on further service expansion from 1 April 2027, Phase 3 will focus on: • Development of data and analytical tools to improve network evaluation and planning; • Enhanced monitoring of project benefits and outcomes; • Service refinements and optimisation based on operational evidence; • Promoting further growth in existing services • Process improvements to improve efficiency and effectiveness; and • Establishing the foundations required to support future network expansion during Phases 4 and 5. 4.8 This revised approach will enable the project to make greater use of emerging datasets, including passenger demand information, booking platform analytics, mobility data and service performance information, ensuring future investment decisions are informed by robust evidence and aligned to project objectives. The approach will also support the development of mechanisms to better evidence progress against outcomes relating to access to employment, education and recreation. Page 225
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4.9 As a consequence of the approved change in direction, the expenditure and income assumptions contained within the current Phase 3 financial model are no longer representative of the activities proposed for delivery. The existing financial profile assumed continued service growth and associated increases in operational costs and fare income. Delivery of the revised Phase 3 objectives requires a revised revenue profile reflecting the emphasis on analysis, evaluation, optimisation and business development activities whilst maintaining the existing Council subsidy commitment. 4.10 Although no service expansion is currently proposed within Phase 3, the project continues to identify opportunities for future growth aligned to evidenced need and available funding. Subject to business case development and funding availability, there is an aspiration to expand Service 314 within the Forres area during financial year 2028/29. 4.11 Any future service expansion proposals arising during Phase 3 or subsequent phases will be subject to separate approval processes and, where appropriate, will seek financial support through alternative funding opportunities, including Transport to Employment, Brighter Starts and other external funding mechanisms. 4.12 Approval of the revised Phase 3 revenue budget will ensure resources remain aligned with the objectives approved by the Project Board, whilst maintaining delivery of the Bus Revolution programme and supporting the successful transition into future phases of network development. 5. PROPOSALS 5.1 Following approval by the Bus Revolution Project Board of a revised strategic focus for Phase 3, the project team will amend the associated financial profile which supports delivery of that approach via the Growth Deal Programme Board. The revised profile maintains the existing annual Council subsidy contribution of £686,435 whilst aligning expenditure and income assumptions with a phase focused on analysis, evaluation, optimisation and future business case development rather than network expansion. No additional Council funding is required to deliver the Phase 3 programme.. 5.2 Whilst the net subsidy fluctuated during FY2025/26, it was managed through underspends elsewhere within the Public Transport budget and did not require any additional Council funding. The variance was primarily attributable to fuel market pressures, increased staffing costs associated with project delivery and operational support functions, and income levels maturing more slowly than originally forecast. In addition, whilst some Phase 2 service developments were introduced later than originally assumed, the financial benefits that might otherwise have been realised from delayed implementation were offset by these increased operating costs. 5.3 Despite the fluctuation in subsidy, passenger growth and revenue performance continued to improve throughout FY2025/26. Passenger journeys increased to 85,309, representing growth of 13.2% compared with FY2024/25 and growth of 86% since project commencement. Farebox income increased to £264,346, more than doubling compared with FY2022/23 and demonstrating continued growth in public use of the network. 5.4 Current operational and financial performance provides increased confidence that the subsidy position of £686,435 approved by Council remains sufficient to support delivery of Page 226
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the current m.connect network. During the first four months of FY2026/27, passenger journeys increased by 17% compared with the same period in FY2025/26, whilst farebox income increased by 22.6%. Revenue performance is currently tracking at approximately 98% of the levels assumed within the original financial model and, if current trends continue, annual farebox income is forecast to exceed £360,000 per annum, representing continued year-on-year growth and aligning closely with the assumptions contained within the Phase 3 budget. 5.5 The introduction of the Scottish Government's £2 fare cap in March 2026 has been a contributing factor in this improved performance. The scheme has increased affordability, encouraged greater use of m.connect services and improved cash fare uptake. Early evidence therefore suggests that the £2 fare cap is contributing positively to both passenger growth and network income performance. 5.6 The Council's investment continues to provide a high level of public transport provision for a relatively modest level of subsidy when considered against the scale, geographic coverage and operational hours of the network delivered. For approximately £686,000 of annual subsidy, Moray receives an authority-wide public transport network providing Demand Responsive Transport services across Moray Monday to Friday between approximately 0600 and 2030, dedicated weekend Demand Responsive Transport services serving Buckie, Speyside and Forres, and timetabled services that bridge connectivity gaps, improve service frequency and provide additional capacity on key corridors. The network supports access to employment, education, healthcare, retail and social opportunities across both urban and rural communities and is expected to facilitate in excess of 100,000 passenger journeys annually as the network continues to mature. 5.7 In addition to the direct transport benefits delivered, m.connect generates wider social and economic value through reduced social isolation, improved access to essential services, support for employment and training opportunities, and enhanced connectivity for rural communities. These outcomes contribute directly towards the Council's wider economic, environmental and community wellbeing objectives and represent benefits that extend beyond the direct operation of public transport services. 5.8 The proposed Phase 3 budget reflects the approved strategic decision that no significant network expansion will take place during the period and instead focuses on maintaining existing service provision whilst delivering the analytical, evaluation and optimisation activities approved by the Project Board. 5.9 Under the proposed approach, annual operating expenditure for FY2027/28 is forecast at £1.160m. Total income is forecast at £473,284, comprising farebox income, Network Support Grant, developer contributions and other secured or anticipated external funding sources. This results in a retention of the existing subsidy level of £686,435. This is forecast despite inflationary increases in operating costs and reflects continued growth in passenger demand, network utilisation and income generation. 5.10 The proposed position provides confidence that an increasingly sustainable operating model, based on demonstrated passenger demand, improving revenue performance and controlled expenditure growth, can be delivered within the current approved subsidy level. Any future service enhancements or expansion opportunities identified through Phase 3 will be expected to secure external funding support wherever practicable, including Page 227
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Transport to Employment funding, developer contributions and other third-party funding opportunities, thereby protecting the Council's core subsidy position. 5.11 As a result, the proposed Phase 3 approach presents a realistic and evidence-led financial profile which supports the revised strategic objectives for Phase 3. Annual operating costs are forecast at £1.160m, with forecast income of £473,248, maintaining the existing Council subsidy position of £686,435 whilst sustaining current service provision and supporting preparation for future phases of network expansion. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The revised Phase 3 proposals support the strategic objectives of the Moray Growth Deal, Moray Council's Corporate Plan and wider Scottish Government transport priorities relating to sustainable, accessible and integrated public transport. The focus on data-led Page 228
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decision making, service optimisation and evidence-based planning will strengthen the Council's ability to deliver efficient and effective transport services that support access to employment, education, healthcare and community facilities across Moray. The proposals do not introduce any changes to the Council's existing public transport services, fare structures, passenger eligibility arrangements or operating permissions. Bus services operated by the Council will continue to be delivered in accordance with the statutory and regulatory framework governing local bus services, including registrations with the Traffic Commissioner and the requirements associated with Section 19 and Section 22 permits where applicable. There are no specific legal implications arising from the proposed revision to the Phase 3 revenue budget. The proposal represents a change in project priorities and financial assumptions rather than a change in service provision. The revised approach will support compliance with the Council's Best Value duties by ensuring future transport investment and service development decisions are informed by robust evidence, performance monitoring and analysis. 6.4 Financial The principal purpose of the revised financial profile is to align the approved Phase 3 strategic approach with the associated expenditure and income assumptions whilst maintaining the current approved subsidy position. The financial implications associated with this report relate to the approval of the revised Bus Revolution Phase 3 revenue budget and associated financial profile for FY2027/28 and FY2028/29. The proposed budget has been developed using actual operating costs, observed passenger demand and evidenced income performance achieved through delivery of the m.connect network. The budget therefore reflects current operating conditions and demonstrated performance rather than relying solely upon assumptions contained within the original Business Case. Whilst the net subsidy requirement fluctuated during FY2025/26, this was accommodated through underspends elsewhere within the Public Transport budget and did not require any additional Council funding. Current financial monitoring demonstrates continued growth in both passenger demand and farebox income and provides increased confidence that the financial assumptions underpinning the original Business Case remain achievable. The proposed Phase 3 financial profile has been based upon maintaining the existing m.connect network and supporting infrastructure, with a 3.5% inflationary allowance applied to operational and contractual costs. This results in forecast annual operating expenditure of £1.160m during FY2027/28. Total income is forecast at £473,248, comprising farebox income and Network Support Grant income generated from both the legacy and project elements of the network. Based on these assumptions, the forecast subsidy requirement is £686,435. The proposed financial position is therefore considered affordable, evidence-based and sustainable whilst maintaining existing service provision throughout the Phase 3 period Page 229
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One off Costs: There are no additional one-off costs associated with this proposal. The revised revenue budget will be delivered within existing approved Bus Revolution and Moray Growth Deal funding arrangements. Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Public Transport TL Rev - Existing approved revenue budget 1 April 2027 Reduction in forecast expenditure and associated income compared with the current approved financial model N/A Revised revenue profile aligns with approved Phase 3 objectives and maintains the current subsidy position of the network. Full details are provided in appendix 1. 6.5 Risk The principal financial risk associated with Phase 3 is that passenger growth and income generation do not continue at the levels currently being experienced across the network. This could increase the net subsidy requirement and place pressure on future budget assumptions. Whilst income performance during FY2025/26 was below that assumed within the original financial model, passenger demand and farebox income continued to demonstrate strong year-on-year growth. During the first four periods of FY2026/27, passenger journeys increased by 17% and farebox income increased by 22.6% compared with the same period in the previous year. Accordingly, the Phase 3 income forecasts have been based upon demonstrated operational performance and evidenced growth trends rather than assumptions associated with future network expansion. A key external risk relates to the future of the Scottish Government £2 fare cap scheme. Current evidence suggests that the scheme has contributed positively to passenger growth and farebox income performance by improving affordability whilst maintaining operator income through reimbursement arrangements. Withdrawal or significant Page 230
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amendment of the scheme could reduce passenger demand and adversely affect income growth assumptions contained within the Phase 3 budget. Additional risks include: • Passenger growth moderating as the network reaches operational maturity. • Inflationary pressures affecting fuel, maintenance, staffing and contracted service costs. • Changes to national concessionary travel reimbursement arrangements or transport funding mechanisms. • Service disruption arising from vehicle availability, staffing pressures, severe weather events or wider network issues. • Wider economic conditions impacting discretionary travel demand. These risks will continue to be monitored through routine financial monitoring, contract management, performance reporting and Project Board oversight. The revised Phase 3 approach reduces a number of risks associated with introducing further service expansion before sufficient operational evidence and analytical capability are available to support future investment decisions. The approach therefore provides a more robust and evidence-led basis for future planning while maintaining current network provision within the approved subsidy envelope. 6.6 Staffing There are no staffing implications as a result of this report. 6.7 Best Value and Transformation The revised Phase 3 approach supports the Council's commitment to Best Value by focusing on the optimisation of existing services, maximising the value derived from assets and resources already introduced through Phases 1 and 2, and ensuring future investment decisions are informed by robust evidence and performance data. The development of enhanced analytical tools, performance monitoring frameworks and service evaluation processes will improve the Council's ability to target resources effectively, identify efficiencies and maximise the social, economic and environmental benefits generated through Bus Revolution investment. The proposals are also transformational in nature, shifting the programme from a phase of network expansion to one focused on data-driven decision making, continuous improvement and long-term sustainability. The investment in business intelligence, demand analysis and service optimisation capabilities will strengthen future network planning, support more efficient service delivery and establish the evidence base required to support future expansion opportunities within Phases 4 and 5 whilst minimising financial risk. 6.8 Property There are no property implications as a result of this report. 6.9 Information Communications/Technology/Digital There are no Information Communications/Technology/Digital implications as a result of this report. Page 231
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6.10 Equalities, Social Inclusion and Economic Impact An Integrated Impact Assessment has been completed and is included as Appendix 2 to this report. The proposals do not introduce any reductions to existing service provision, accessibility arrangements, passenger eligibility criteria or fare structures and therefore no direct adverse impacts have been identified for protected groups, socio-economic disadvantaged communities, rural communities or island communities. The assessment has, however, recognised the potential for indirect or delayed impacts arising from the decision not to progress Phase 3 service expansion as originally envisaged within the Business Case. These impacts could affect communities and individuals experiencing unmet transport needs, including people living in rural areas, disabled people, older people, young people, unpaid carers and those experiencing socio- economic disadvantage. These potential impacts are mitigated through the Phase 3 focus on evidence gathering, enhanced performance monitoring, accessibility analysis and targeted engagement activities, which will inform future service development and investment decisions during Phases 4 and 5. The revised approach is intended to ensure that future expansion proposals are based on robust evidence of need and deliver the greatest benefit to communities across Moray. Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ✓ ☐ ☐ ✓ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ✓ ☐ ☐ ✓ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The Bus Revolution project seeks to reduce inequalities by improving access to affordable and accessible public transport, particularly for people living in rural communities, older people, disabled people, young people, unpaid carers and individuals who face transport barriers to employment, education, healthcare and essential services. The revised Phase 3 approach will support these objectives through the development of enhanced data, analytical and evaluation tools, enabling the Council to better understand travel needs, Page 232
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identify gaps in provision and target future investment where it can deliver the greatest social benefit. The proposal does not reduce existing service provision, accessibility arrangements, passenger eligibility criteria or fare structures and therefore no direct adverse impacts have been identified for protected groups or those experiencing socio-economic disadvantage. Existing passengers will continue to receive the same level of service provision currently available through the network. However, the assessment has identified the potential for indirect or delayed impacts arising from the decision not to progress service expansion during Phase 3 as originally anticipated. This may affect individuals and communities with unmet transport needs, particularly rural communities, disabled people, older people, young people, unpaid carers and residents experiencing socio-economic disadvantage who may have benefitted from future network growth. Performance monitoring undertaken during Phases 1 and 2 demonstrates that the project has already contributed to increased public transport usage, improved access to employment and education opportunities, and growing use of services by younger people through the Young Scot and Under 22 travel schemes. Passenger journeys increased from 45,881 in 2022/23 to 85,309 in 2025/26, demonstrating continued growth in demand and use of public transport services across Moray. Any potential indirect impacts are considered capable of mitigation through enhanced evidence gathering, accessibility analysis, performance monitoring and targeted engagement activities during Phase 3. The evidence generated will be used to identify unmet demand, inform future service development and support evidence-based investment decisions in Phases 4 and 5. As a result, the proposal is assessed as having potential positive impacts overall, whilst recognising and mitigating the possibility of indirect or delayed impacts associated with the postponement of planned service expansion. 6.11 Climate Change and Biodiversity Impacts The revised Phase 3 proposals are expected to have a positive impact on the Council's climate change objectives through the development of enhanced data, monitoring and analytical tools that will improve the measurement and evaluation of transport-related carbon emissions and modal shift. The proposals will strengthen the evidence base used to assess passenger demand, vehicle utilisation, network efficiency and the environmental benefits associated with increased public transport use. Phase 3 will support improved identification of opportunities to reduce emissions through service optimisation, more efficient deployment of resources and informed planning of future network developments in Phases 4 and 5. The proposed approach also supports ongoing monitoring of the environmental benefits delivered through the Bus Revolution project, including reductions in private car use, increased public transport patronage and the transition towards lower-emission vehicle technologies. No negative impacts on biodiversity are anticipated as a result of the revised Phase 3 revenue budget proposals. Page 233
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7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager Democratic Services, Service Manager People Management, and the Equal Opportunities Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 234
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Appendix 1 Moray Council m.connect Public Transport Budget FY26-27 & FY27-28 (Phase 3 Bus Revolution Project) Costs Cost of Operation (FY26-27) Cost of Operation Phase 3 (FY27-28) Baseline (Legacy Services / Operational Costs) £397,052 £410,949 Project (Operational Costs) £684,479 £723,120 Project Costs (App, Project Mgr, Marketing) £69,000 £25,614 Total £1,150,531 £1,159,683 FY25-26 Income FY27-28 Income Phase 3 Baseline (legacy services) Farebox Income £122,645 £122,645 Project Farebox Income £213,625 £245,984 Total Farebox Income £336,270 £368,629 Baseline (legacy services) Network Support Grant £24,468 £24,468 Project Network Support Grant £74,358 £80,151 Developer Contributions £7,100 £0 Other Grants (T2E Funding) £21,900 £0 Total Income (Farebox, NSG & Funding) £464,096 £473,248 Net Subsidy Position (Cost minus Income) £686,435 £686,435 Page 235
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SPFINANCE-565096732-34 21/09/2026 14:36 Appendix 2 INTEGRATED IMPACT ASSESSMENT COVERING • EQUALITIES & SOCIO-ECONOMIC DUTIES • HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS 10.08.26 First draft of IIA completed and submitted to SFC 11.08.2026 for consideration. V1.0 STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Phase 3 Bus Revolution Objectives and Revenue requirements Screening assessment Summary of proposal: Bus Revolution is a £4.3m Moray Growth Deal project which aims to improve public transport connectivity across Moray through demand responsive transport services, timetabled bus services, digital technology and low-emission vehicle investment. The project is delivered through five phases over a ten-year period. Phases 1 and 2 focused on network expansion, increasing vehicle resource, extending operating hours and introducing additional timetabled and demand responsive services. Performance monitoring demonstrates that the project is exceeding key passenger growth targets and delivering positive outcomes in relation to accessibility, social inclusion and environmental performance. The Bus Revolution Project Board has approved a revision to the aims and objectives of Phase 3. Rather than further service expansion, Phase 3 will focus on: Development of data and analytical tools; Enhanced performance monitoring and evaluation; Service optimisation and refinement; Process improvement activities; Page 237
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SPFINANCE-565096732-34 21/09/2026 14:36 Development of evidence to support future network expansion in Phases 4 and 5. This proposal seeks approval of a revised revenue budget aligned to the revised Phase 3 objectives. No reductions to existing services, changes to eligibility criteria, fare changes or reductions in accessibility are proposed. Is this a Mark X below New activity, programme or policy? Change to an existing activity, programme or policy? X Budget proposal? X Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Reasoning Equalities: The proposal does not reduce current public transport provision or accessibility. However, improved analytical capability may positively influence future service planning and accessibility outcomes for older people, disabled people, young people and residents living in rural communities. Therefore a potential positive impact exists. Socio-economic: Public transport is a key enabler of access to employment, education, health and recreational opportunities. Improved evidence and analysis will support better targeting of future transport investment towards communities experiencing transport disadvantage. Therefore a potential positive impact exists If you have answered “maybe” or “yes” to any of the Stage 1 questions above, then proceed to complete the Stage 2 Integrated Impact Assessment questions below. Page 238
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SPFINANCE-565096732-34 21/09/2026 14:36 If you have answered “no” to the Stage 1 questions above, then provide the details below and submit to [email] Lead Officer for developing the contract Nicola Moss (Head of Operations and Environment) Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Stevie Robertson (Project Officer) Donald MacRae (Public Transport Manager) Date 10.08.2026 Page 239
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SPFINANCE-565096732-34 21/09/2026 14:36 STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: Public Transport provider of Timetabled bus and on-demand (door-to-door) bus services across Moray. 2. Who are your main stakeholders? Scottish Government Transport Scotland Highlands and Islands Regional Transport Partnership Moray Growth Deal – Programme Board Bus revolution – Project board Public Transport Unit General Public 3. What changes as a result of the proposals? Is the service reduced or removed? The proposal does not reduce or remove any existing service provision. The proposal revises the objectives of Phase 3 from network expansion to service optimisation, data development, performance evaluation and process improvement. The revised revenue budget supports the development of analytical capability which will improve future network planning and investment decisions. 4. How will this affect your customers? No direct adverse impacts on existing customers have been identified. Passengers will continue to receive existing levels of service provision. However, some communities and individuals with unmet transport needs may experience a delayed benefit as a result of Phase 3 not delivering the service expansion originally anticipated. Long-term benefits are anticipated through improved service planning, better understanding of passenger demand, improved accessibility analysis and evidence-led future service development 5. Impact on staff providing the service Nil. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race No Disability Potential positive impacts: Page 240
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SPFINANCE-565096732-34 21/09/2026 14:36 Improved understanding of accessibility needs. Better evidence to support future service design. Enhanced monitoring of transport barriers. Improved targeting of future investment Potential indirect impact: Service enhancements that may have benefitted disabled people with unmet transport needs will not progress during Phase 3. This will be monitored through accessibility analysis and future service planning. Carers (for elderly, disabled or minors) No Sex No Pregnancy and maternity (including breastfeeding) No Sexual orientation No Age (include children, young people, midlife and older people) Potential positive impacts: Better understanding of transport needs of older people and young people. Improved access to services through evidence-led network planning. Enhanced evaluation of passenger demand and travel patterns. Potential indirect impact: Some unmet transport needs affecting older people and young people may remain unaddressed until future phases of network development. Religion, and or belief No Gender reassignment No Inequalities arising from socio- economic differences Potential positive impacts: Improved identification of transport barriers. Enhanced understanding of access to employment, education and services. Better targeting of future transport investment to disadvantaged communities. Support for inclusive economic growth objectives Potential indirect impact: Communities experiencing transport disadvantage may Page 241
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SPFINANCE-565096732-34 21/09/2026 14:36 experience a delay in receiving additional transport opportunities previously associated with planned network growth. Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home Article 10: Freedom of expression Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Article 12 – Respect of the views of the child Article 3.1 – Best interest of the child Article 6.2 – Right to survival and development 7. Evidence. What information have you used to make your assessment? Performance data Service Data – Bus Revolution Benefit Monitoring Plan. Page 242
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SPFINANCE-565096732-34 21/09/2026 14:36 Passenger journey growth monitoring. Revenue and patronage performance reports. App analytics and service demand analysis. Workforce mobility and transport accessibility projects currently under development. Project Board decision approving revised Phase 3 objectives. Internal consultation Public Transport Unit Project Board MGD Programme Board Consultation with affected groups Local statistics National statistics Other Operational and Project Revenue budget reviews 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? Additional evidence relating to unmet transport demand, accessibility barriers and community transport needs would strengthen future service planning and help inform decisions regarding Phase 4 and 5 service expansion. 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain While no direct negative impacts have been identified, the proposal has the potential to create indirect or delayed impacts through the postponement of service expansion previously anticipated within Phase 3. These impacts may particularly affect rural communities, disabled people, older people, young people, unpaid carers and residents experiencing socio-economic disadvantage where unmet transport needs remain. Mitigation will be achieved through enhanced data collection, accessibility analysis, performance monitoring, targeted stakeholder engagement and identification of unmet demand during Phase 3. The evidence generated will be used to inform future service development and investment decisions in Phases 4 and 5 and ensure resources are targeted towards areas of greatest need. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? Page 243
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SPFINANCE-565096732-34 21/09/2026 14:36 SECTION 3 CONCLUDING THE IIA Concluding the IIA 1. No direct negative impacts on protected groups were identified. Potential indirect or delayed impacts associated with the postponement of service expansion have been identified and can be mitigated X 2. Some potential negative impacts have been identified. X Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 Promoting equality of opportunity X Fostering good relations 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated No direct adverse equality, socio-economic, human rights or children's rights impacts have been identified. Potential indirect or delayed impacts associated with the decision not to progress service expansion during Phase 3 have been recognised. These impacts are considered capable of mitigation through enhanced evidence gathering, performance monitoring, accessibility analysis and engagement activity, which will inform future service development and investment decisions X 5. The negative impacts cannot be fully mitigated 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision No adverse equality, socio-economic, human rights or children's rights impacts have been identified. Page 244
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SPFINANCE-565096732-34 21/09/2026 14:36 The proposal does not reduce existing public transport services, alter fares, change eligibility arrangements or diminish accessibility. The revised Phase 3 approach focuses on improving analytical capability, performance monitoring and evidence-led planning which is expected to have a positive impact on future service development and investment targeting. The proposal supports equality of opportunity by improving the Council's understanding of transport barriers experienced by rural communities, older people, disabled people, young people and those experiencing socio-economic disadvantage. The enhanced evidence base will inform future phases of Bus Revolution and help ensure resources are directed towards areas of greatest need. Decision - Proceed Date of Decision: 11.08.2026 Page 245
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SPFINANCE-565096732-34 21/09/2026 14:36 Sign off and authorisation: Service Operations & Environment Services Department Transportation Policy/activity subject to IIA Bus Revolution Phase 3 Objectives and Revised Revenue Budget We have completed the integrated impact assessment for this policy/activity. Name: Stevie Robertson Position: Senior Project Officer Date: 10.08.2026 Authorisation by head of service Name: Nicola Moss Position: Head of Operations & Environment Services Date: 17.08.2026 Permission to publish on website – Yes Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 246
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Paul Wolverson Contact Email: paul.wolverson@moray.gov.uk Subject: Introduction of booking system at Forres Household Waste and Recycling Centre 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and approve the installation and introduction of a booking system at Forres Household Waste and Recycling Centres (HWRC). 1.2 This report is submitted to Council in terms of Section III (F) (22) of the Council’s Scheme of Administration relating to determining arrangements for waste management, street sweeping, refuse collection and refuse disposal including recycling. 2. SUMMARY 2.1 During COVID 19 all HWRC sites had a booking system in place to control access. Post COVID 19 this was removed from all sites apart from Elgin HWRC. This remains in place to control visitor numbers following health and safety issues relating to queueing traffic. 2.2 Currently, regular traffic issues and queuing are being experienced at Forres HWRC, which is creating a road traffic and health and safety issue. A contributing factor to these traffic issues is improved health and safety on site. In addition, whilst no quantifiable data is available, it is perceived that the HWRC sites are used by people from outside of Moray, as well as commercial traders. The costs associated with disposing of that waste is then met by the Council. 2.3 To address the road traffic and health and safety issues at Forres HWRC it is proposed that a booking system, and Automatic Number Plate Recognition (ANPR)/barrier system is introduced. Whilst the primary driver for introducing a booking system relates to traffic management and health and safety issues, the project would also have the added benefit of controlling out of area use by non Moray residents, as well as helping address misuse by commercial traders. Item 14. Page 247
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2.4 The booking system at Forres HWRC would work on the same basis as the one at Elgin HWRC, with restricted visitor numbers per time slot. Bookings can be made up to an hour before a visit, subject to availability. 2.5 The estimated cost of the installation of an ANPR and barrier system for Forres HWRC is in the region of £29.5K. It is proposed that this project is added to the capital plan for 2026/27 as a spend to save initiative. Whilst no quantifiable information is available, it is estimated that the introduction of a booking system would reduce waste disposal costs in the future, by restricting access for non Moray residents and commercial traders, so the project would have the additional benefit of being a spend to save investment over the longer term. 3. RECOMMENDATIONS 3.1 It is recommended that Council: (i) consider and note the contents of this report; (ii) consider the recommendation in 8.1; (iii) approve the introduction of a booking system at Forres HWRC as outlined in section 5; and iv) approve the booking system is added to the capital plan for 2026/27 as a spend to save initiative Paul Wolverson Service Manager Environmental Services 4. BACKGROUND AND CONTEXT 4.1 During COVID 19 a booking system was introduced at all HWRC sites as a means of controlling visitor numbers on site. Following the lifting of COVID restrictions, the booking system was removed from all sites apart of Elgin HWRC. The booking system at Elgin HWRC remains in place. Appointments can be booked up to an hour before a visit, subject to availability. 4.2 The booking system remained post Covid as a means of preventing traffic queuing either back onto the A96 or within the Chanonry Industrial Estate, which represented both a health and safety issue on a major trunk road and a congestion/nuisance issue to organisations located within the Industrial Estate. 4.3 In order to be able to book an appointment, a person must provide a residential address within Moray as part of the process. Consequently, the booking system also acts a control measure for preventing people who do not live in Moray depositing their waste at the site, with the Council then paying the disposal cost for that waste. The system also acts as a deterrent for commercial traders as people will need to book, and enter their name and vehicle details, and appointments can be analysed to look for patterns and trends to address potential commercial misuse. Page 248
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4.4 Essential measures to improve health and safety on site have been implemented across all HWRC sites. This involves restricting access on site when skip changes are taking place. This has contributed to increased traffic queuing, particularly at Forres HWRC, where this is causing issues for local residents and site users. 4.5 Elgin, Buckie and Keith HWRC are all now closed on a Monday. This has resulted in increased traffic during the week at these sites, or displaced activity to Forres or Dallachy HWRC. 4.6 Most of the HWRC sites are restricted in terms of their size and are generally classed as needing significant improvement. The demand and increased usage on these sites will continue to grow in line with local new build housing developments. However, in the absence of alternative sites, and with increased usage at the sites, controlling visitor numbers at Forres HWRC is viewed as a critical component for managing on site safety and enhancing the user experience. 4.7 Forres HWRC is a small site with a narrow single access and exit point. The site is also shared with Moray Waste Busters and so attracts additional visitor numbers as a result. The additional improvements to address health and safety concerns (to keep site users and vehicles separate whilst skip changes are taking place-which are deemed necessary to address health and safety concerns) are contributing factors to regular queuing traffic. This in turn creates a bottle neck situation and creates a nuisance for the neighbouring property with vehicle owners using their grounds as a turning point to avoid queuing. 4.8 Mitigation measures, in the form of creating a box junction at the entrance to the HWRC site, together with the installation of vehicle directional priority signage on the road approaching the HWRC site, have been implemented at Forres HWRC, in an attempt to ensure the flow of traffic is maintained. Unfortunately, these measures have not been completely successful in resolving the issue and regular queuing traffic, and the associated traffic and health and safety issues, is still being experienced and reported on a regular basis. 4.9 A photograph illustrating the queuing traffic issues experienced at Forres HWRC is shown in Appendix 1. This photograph shows the traffic double queuing despite the traffic priority signage being in place. 4.10 Over the last year the Council has received a number of formal complaints from users of Forres HWRC with regards traffic queuing, the size of the queue and the time they have had to sit in a queue of traffic. 4.11 Though no quantifiable data is currently available, on usage or cost, it is believed that HWRC sites are subject to misuse by people residing in Highlands and Aberdeenshire (particularly as booking systems are in operation for the use of Huntly and Nairn HWRCs). The consequence of this is that the disposal cost for the waste deposited by non-residents is then met by the Council. In addition, any residual waste deposited will negatively impact on the Council’s recycling rate. 4.12 Though no quantifiable data is available on usage or cost, it is also the considered view that the HWRC sites will be subject to misuse by commercial traders given there are limited control measures in place to manage this. This is compounded by the fact that the Page 249
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sites are operated by a single person who has limited capacity to challenge the use by suspected commercial users, given the other duties they are required to undertake to ensure the site is being used responsibly. Again, the disposal cost of this waste will be met by the Council. 4.13 In line with the Environmental Protection Act 1990, local authorities are required to provide HWRC sites for the disposal of household waste. Commercial entities should have alternative measures in place, rather than depositing at a HWRC site, to dispose of the waste they produce in line with their duty of care under the same legislation. 4.14 One possible concern could be that the introduction of a booking system could lead to an increase in fly tipping. However, no increase in fly tipping was, or is being, experienced following the introduction of a booking system at Elgin HWRC. It is therefore the considered view that fly tipping would not increase, should a booking system be introduced at Forres HWRC. 5. PROPOSALS 5.1 The primary issue currently being experienced at Forres HWRC relates to regular traffic and queuing issues which creates a health and safety/nuisance issue. However other issues relating to use by non-moray residents (out of area use) and use by commercial traders are also a factor at the site. Both of these issues result in additional cost for the Council. 5.2 To address these issues it is proposed that a booking system is introduced at Forres HWRC together with an ANPR and barrier system. 5.3 It is proposed that the booking system would be in line with that provided at Elgin HWRC. Bookings can be made up to an hour in advance. Currently there are 20 slots available in a 20 minute time period. This would be monitored to ensure that the number of slots represent the demand on site, have the desired effect on addressing queuing traffic but could be changed to improve efficiency and availability. 5.4 In principle the scope of the works on site would include: • ANPR camera/s at the entrance/exit • Barrier/s • Infrastructure works to supply electricity to the camera/s and barrier/s • Potential reconfiguration of traffic management system on site 6 COSTS 6.1 As the Council currently already has the use of the booking software system (Pentagul), there are no additional upfront costs associated with procuring the system. There are also no additional on-going costs involved with implementing the system at additional sites. 6.2 The indicative cost associated with installing the ANPR and barrier system at Forres HWRC is estimated to be in the region of £29.5K. The actual amount will not be known until an accurate cost of the civil works involved is known. The one-off costs include the procurement of cameras/barriers and the installation costs, together with a reactivation Page 250
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cost (the sites were already on the software system but were deactivated post Covid). It is proposed that this project is added to the capital plan for 2026/27 as a spend to save initiative. 6.3 Whilst the primary driver for introducing a booking system is to address road traffic and associated health and safety issues, it is envisaged that savings will be made on waste disposal costs through the introduction of a booking system. As any savings cannot be quantified at this stage, this will be monitored if the introduction of a booking system is approved. 7 PROS AND CONS 7.1 The anticipated pros of introducing a booking system have been summarised in the table below: Pro Rationale Reduced congestion and traffic queuing Would allow the number of visitors to be controlled so improving the ability to manage traffic flow and reduce queueing. Improved health and health Given that sites are a single person operated site, having more control over the number of people visiting the site allows the site to be better managed and reduce any conflicts between vehicles and site users. Reduced waste disposal costs Restricting access to the site for Non-Moray residents and to Commercial Traders. No quantifiable data is available but it is anticipated that there will be a saving in disposal costs, but at this stage this cannot be quantified. Restricting/Reducing the numbers on site would also potentially release time for the site attendant to be more proactive in managing trader misuse. Improved user experience By allowing people to book a time slot the user experience should be improved as users should be able to attend site without the need to queue. In addition, with the removal of out of area and commercial misuse, the capacities within the skips and storage bays should last longer meaning fewer restrictions on what can be accepted during a visit. Improved impact for local residents Reducing the queueing traffic would improve the conditions for those people that live in close proximity to the sites. In addition, reduced queuing will reduce any potential conflict between people in the queue, which has been reported. Improved partnership working Will assist Moray Waste Busters in terms of their ability to manage delivery numbers. Preliminary discussions have taken place with Moray Waste Busters who were positive about the introduction of a booking system. Page 251
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7.2 The anticipated cons of introducing this system have been summarised in the table below: Cons Rationale Additional Spend Will require additional funding Change from a non-booking system This will be a change from the current system whereby people can turn up and use the site without the need to book. May make access to the sites more difficult Some people may not have access to the necessary ICT (computer, phone, laptop) needed to make booking. Inconsistency of approach Only having a booking system in place at certain sites would result in an inconsistent approach and may displace users to alternative sites. 8. Recommendation 8.1 It is recommended that a booking system (and associated ANPR/barrier system) is introduced at Forres HWRC to: • Address the on-going regular traffic management (and associated health and safety issues) and queuing issues experienced at the site • Improve the user experience • Prevent non-Moray residents from using the facility so reducing the waste disposal cost for the Council • Address commercial misuse and reduce the waste disposal costs for the Council. 8.2 If a booking system is introduced at Forres HWRC, monitoring the impact of this with regards the amount of waste that is disposed of, and the associated disposal cost, will be undertaken. Should there be a significant reduction in terms of the tonnage and costs, and the introduction of a booking represents a viable spend to save proposal, then a further report will be brought to committee for Members to consider the possible expansion of a booking system at the other HWRC sites. 9. SUMMARY OF IMPLICATIONS 9.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Page 252
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Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 9.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 9.3 Policy and Legal The Council has a legal duty to provide Household Waste and Recycling Centres. However, there are no legal issues with regards the use of a booking system for access. 9.4 Financial The one-off financial implications associated with the proposals are shown below. If the proposals are not introduced the Council will continue to pay the waste disposal costs for waste generated from properties out of Moray and/or commercial entities. Though currently no quantifiable data is currently available to calculate the costs. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Environmental Services Forres HWRC £29.5K 2026/27 £29.5K Added to capital plan for 2026/27 Costs are the one off costs for the installation and reactivation of the software Page 253
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Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 9.5 Risk The risks associated with not progressing these proposals are: • There will continue to be a regular queuing traffic and associated nuisance and health and safety issue at Forres HWRC, which impacts on the user experience and local residents. • People who do not reside in Moray will continue to be able to access the sites to dispose of their waste, and the Council will continue to pay the cost of disposal for that waste. Any residual waste disposed of will also negatively impact on the Council recycling rate. • Commercial traders will continue to have unofficial access to the sites to dispose of their trade waste. The Council will continue to pay the disposal costs for this waste. Any residual waste disposed of will also negatively impact on the Council recycling rate. 9.6 Staffing There are no staffing implications as a result of this report. 9.7 Best Value and Transformation Ensuring that the Council only pays for the disposal of the waste generated from Moray residents aligns with ensuring Best Value. Expanding the booking system aligns with the Council being Transformative to reduce ongoing costs and improve efficiency and effectiveness of service delivery. 9.8 Property The only Property implications, as a result of this report, relate to any infrastructure changes needed on site to set up the barrier system. 9.9 Equalities, Social Inclusion and Economic Impact An IIA has been completed and is included in Appendix 2 of this report. Some impacts have been identified. Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Page 254
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Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ✓ ✓ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ✓ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected Protected characteristics Age- There may be the potential for the proposal to negatively impact on this group as they be less inclined or familiar with the use of ICT/smart phones which is needed to make a booking. There may be a positive impact on this group as controlling visitor numbers would reduce queuing and improve the user experience. Disability- There may be the potential for the proposal to negatively impact on this group as they be less inclined or familiar with the use of ICT/smart phones which is needed to make a booking. There may be a positive impact on this group as controlling visitor numbers would reduce queuing and improve the user experience. Race- There may be the potential for the proposal to negatively impact on this group as there may be a language barrier and may have difficulty navigating or understanding the booking process There may be a positive impact on this group as controlling visitor numbers would reduce queuing and improve the user experience. Socio-economic disadvantaged Page 255
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There may be the potential for the proposal to negatively on the socio-economic disadvantaged as the booking system will require the access to ICT/smart phones which this group may not have access too. There may be a positive impact on this group as controlling visitor numbers would reduce queuing and improve the user experience. 9.10 Climate Change and Biodiversity Impacts There is the potential for a reduction in climate change impacts based on reduced emissions from queuing traffic. 10. CONSULTATION 10.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager Democratic Services , Service Manager People Management, Waste Manager, Equal Opportunities Officer and any comments made have been incorporated into the report. 11 BACKGROUND PAPERS 11.1 None. Page 256
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Appendix 1 Page 257
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Appendix 2 INTEGRATED IMPACT ASSESSMENT (IIA) This assessment covers Equalities & Socio-Economic Duties, Human Rights & Rights of the Child (UNCRC) Please refer to IIA Guidance for assistance completing this assessment. DATE DD/MM/YY UPDATE(S) - Add section(s) revised & brief note of revision e.g. Q.7 Public consultation data / findings added. SHAREPOINT VERSION DETAILS - CLT USE ONLY NAME OF PROPOSAL Introduction of a booking system at Forres Household Waste and Recycling Centre (HWRC) STAGE 1 INITIAL SCREENING – Is the proposal a: Please ✓ New strategy, policy, project, plan, service, funding, full budget? ☐ Change to an existing strategy, policy, project, plan, service, funding, budget (including reduction / removal staff levels, hours changed, posts)? ✓ Budget proposals? ☐ If none of the above apply, NO IIA is needed. If any of the above are ticked, does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ✓ ✓ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ✓ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected Protected characteristics Page 259
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Age- There may be the potential for the proposal to negatively impact on this group as they be less inclined or familiar with the use of ICT/smart phones which is needed to make a booking. There may be a positive impact on this group as controlling visitors numbers would reduce queuing and improve the user experience. Race- There may be the potential for the proposal to negatively impact on this group as there may be a language barrier and may have difficulty navigating or understanding the booking process There may be a positive impact on this group as controlling visitors numbers would reduce queuing and improve the user experience. Socio-economic disadvantaged There may be the potential for the proposal to negatively on the socio-economic disadvantaged as the booking system will require the access to ICT/smart phones which this group may not have access too. There may be a positive impact on this group as controlling visitors numbers would reduce queuing and improve the user experience. STAGE 1 Sign Off Lead Officer Signature Date Names of others involved in STAGE 1 initial screening If any STAGE 1 answers above are ‘Maybe’ or ‘Negative’ please complete STAGE 2 and refer to IIA Guidance for help. STAGE 2 – FULL IIA 1. Please give a brief description of the current service / proposal. The current service involves people having access to the Forres HWRC without the need to make a booking. People can turn up and use the site whenever they choose. There is no control on visitor numbers. 2. Who are the main stakeholders? E.g. Customers, staff, families, carers, partners, community groups. Page 260
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Staff Moray residents that use the sites Partners (Moray Waste Busters) Moray Residents that live local to the sites 3. What changes as a result of the proposal(s)? A booking system would be introduced at either Forres HWRC. People would need to make an on-line booking to gain access to the site. 4. Does the proposal affect your customers? If so, how does it affect them? The proposal would affect the customer as this will be a change to the current practice. Customers would need to pre-book an allocated space online instead of turning up at the facility. Reliance would be on digital devices and skills to be able to do this. Prior thought will need to be given to when people want to visit the HWRC, though bookings would be able to be made up to an hour in advance of a visit, subject to availability for Forres HWRC. The proposal would also improve the user experience as queuing for access would be reduced. 5. What impact will the proposal have on staff providing the service? The system would improve the health and safety and management of these sites through controlling visitor numbers, rather than having a peak and trough scenario which can happen whilst people are currently able to turn up without making a booking. 6. EVIDENCE - Please provide details / links to the information you have used for this assessment. CONSULTATION(S) – What consultation / engagement has been carried out to inform the IIA? Internal consultation Discussions with the waste team Consultation with affected groups Discussions have taken placed with Moray Waste Busters and a resident local to the Forres HWRC. DATA – What has been used to inform the IIA? Page 261
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Local Performance Data (e.g. usage statistics) Observational- Observations from staff within waste management and reports from HWRC site attendants. Number of complaints re queuing- Local Resident to Forres and also social media reports. National statistics Other – Research / Best Practice / Guidance Other mitigation measures in the form of hatching and the installation of priority signage have been introduced at Forres HWRC but this has had limited affect. Evidence Gaps – Do you need any additional information? If so, please explain. 7. EQUALITIES AND SOCIO-ECONOMIC IMPACT(S) - Please identify any impact to each group. Please see guidance for examples. Protected Groups – Please use link for more information Positive Impact(s) Negative Impact(s) Mitigation(s) – Practical actions/adjustments to reduce or eliminate any negative impact(s). What can be done to make it fairer? Age (include children, young people, midlife and older people) Controlling visitor numbers would reduce queuing and improve the user experience. Potential Impact - Less inclined or familiar with the use of ICT/smart phones which is needed to make a booking. System is already in place at Elgin with no reported on-going issues with regards this protected characteristic. Those unable to make a booking online can: 1. Call the contact centre/ waste team who will make a booking on their behalf (if they don’t have a smart phone) 2. Visit an access point/library and make a booking through their technology 3. Can email the waste team who will assist with making a booking Page 262
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Carers (for elderly, disabled or minors) Disability Controlling visitor numbers would reduce queuing and improve the user experience. Potential Impact - Less inclined or familiar with the use of ICT/smart phones which is needed to make a booking. System is already in place at Elgin with no reported on-going issues with regards this protected characteristic. Those unable to make a booking online can: 1. Call the contact centre/ waste team who will make a booking on their behalf (if they don’t have a smart phone) 2. Visit an access point/library and make a booking through their technology 3. Can email the waste team who will assist with making a booking Gender reassignment Marriage and civil partnership Pregnancy and maternity (including breastfeeding) Race Controlling visitor numbers would reduce queuing and improve the user experience. Potential Impact - There may be a language barrier and may have difficulty navigating or System is already in place at Elgin with no reported on-going issues with regards this protected characteristic. Those unable to make a booking online can: Page 263
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understanding the booking process. 1. Call the contact centre/ waste team who will make a booking on their behalf (if they don’t have a smart phone) 2. Visit an access point/library and make a booking through their technology 3. Can email the waste team who will assist with making a booking If language barrier is an issue, the Council’s interpretation service would be available to help people make a booking. Religion and / or belief Sex Sexual orientation Inequalities arising from socio-economic disadvantage Controlling visitor numbers would reduce queuing and improve the user experience. Potential Impact - The booking system will require the access to ICT/smart phones which this group may not have access too. System is already in place at Elgin with no reported on going issues with regards this protected characteristic. Those unable to make a booking online can: 1. Call the contact centre/ waste team who will make a booking on their behalf (if they don’t have a smart phone) 2. Visit an access point/library and make a booking through their technology Page 264
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3. Can email the waste team who will assist with making a booking HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 5 Right to liberty and security No Article 6 Right to a fair trial No Article 8 Respect for private / family life, home and correspondence No Article 10 Freedom of expression No Article 11 Freedom of assembly and association No Article 14 Non-discrimination No Protocol 1, Article 1- Right to peaceful enjoyment of property No Protocol 1, Article 2 - Right to education No RIGHTS OF CHILDREN & YOUNG PEOPLE (UNCRC) Please use link to identify all that apply and add below How does proposal interfere with rights? (limit, restrict or make it harder to enjoy) Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 2 – Non discrimination No Article 3 – Best Interest of a Child No Article 6 – Right to life, survival and development No Article 12 – Respect the views of the child No Article 23 – Children with a disability No Page 265
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8. Justification – Show balanced consideration of any impacts / lack of mitigations against the proposal need / outcome. E.g. Is it considered proportionate, appropriate, necessary and / or unavoidable i.e. overriding public benefit. Some negative impacts have been found that cannot be fully mitigated, but they can be justified as follows: • The system is already in place at Elgin HWRC and there are no reports of equality issues • The introduction of a booking system would improve on site health and safety • The introduction of a booking system would reduce the impact of queuing for local neighbours to the site • It is anticipated that the introduction of a booking system would reduce disposal costs for the Council- though the amount is not quantifiable at this stage. • Alternative booking process available for the groups that may need assistance and / or are not able to use the online booking system. STAGE 3 – IMPACT SUMMARY Please Tick (√) Negative Impacts Identified • Can be mitigated and justified (Q7 above) ☐ • Cannot be fully mitigated, but are justified (Q8 above) ✓ • Cannot be fully mitigated nor justified (Q7 & Q8 above) ☐ The proposals interfere with Human Rights and /or the Rights of the Child ☐ Further consultation with affected groups is needed ☐ It is advised not to go ahead with the proposals ☐ FINAL DECISION – Include any Committee / Board recommendations and /or rationale for approving proposal or not. The proposal will be presented to Full Council on 30 September 2026 for consideration and / or final decision on whether to proceed with the proposal or not. Committee / Board Final Decision – Page 266
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FINAL AUTHORISATION / SIGN OFF - Final IIAs will be published to www.moray.gov.uk/IIAs at point of final decision. Service Environmental Services Dept. Operations and Environment Permission to Publish ✓ IIA Completed By Name Paul Wolverson Date 26/08/26 Position Service Manager Signed off by Head of Service Name Date Page 267
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Finance, Strategy and Transformation Author: James Taylor Contact Email: James.taylor@moray.gov.uk Subject: Options for Additional Council Tax Charge and Second Home Premium 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to seek approval to consult on options for the future level of the Additional Council Tax Charge, levied on long term empty properties and the Second Home Premium. 1.2 This report is submitted to Council in terms of Section III (B) (11) of the Council’s Scheme of Administration relating to the administration of the levy, collection, payment and recovery of Council Tax. 2. SUMMARY 2.1 This report outlines the options available to the Council following the Scottish Government’s decision to remove the previous 100% statutory ceiling on the Additional Council Tax Charge and Second Home Premium. It proposes a programme of work to assess the potential financial, operational and policy implications of varying these charges, including consideration of alternative charging structures, local reliefs and exemptions. The report recommends a period of consultation to gather evidence and stakeholder views on the future administration and level of these charges. The findings will be presented to Council in January 2027 to support informed Member consideration of future policy options. 3. RECOMMENDATION 3.1 It is recommended that Council approve: i) exploration of the options provided by the new legislation to amend the level of the Additional Council Tax Charge; Item 15. Page 269
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ii) exploration of the options provided by the new legislation to amend the level of the Second Home Premium; iii) a period of public consultation to gather stakeholder views; and iv) on completion of the exploratory work, a further report is brought back to Council in January 2027 with findings and recommendations for Member consideration. James Taylor Service Manager Taxation 4. BACKGROUND AND CONTEXT 4.1 On 1 April 2026 the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2026 became law. These introduced a national default of 100% for the Additional Council Tax Charge and the Second Home Premium, but also permitted each Council to set its own rate at above or below the stated national default. 4.2 In the guidance issued by Scottish Government to accompany this legislation it is stated that the option to vary the premium is viewed as a housing policy lever rather than primarily as a tax-raising measure. The Government intends that it assists in the provision of increased housing supply for permanent occupation and it supports the sustainability of local communities. 4.3 Regulations had been in place since 2013 which permitted Councils to add an Additional Council Tax Charge to long-term empty properties. The Council initially had set a 50% Additional Council Tax Charge from 1 April 2014, increasing it to 100% from 1 April 2015. It currently remains at that level. At 1 April 2026, 613 properties in Moray were subject to the levy of this charge, raising gross Council Tax revenues of £0.944M in 2026/27. 4.4 Regulations had been in place since 2024 which permitted Councils to add a Premium to the Council Tax account of Second Homes. The Council set a 100% Second Home Premium from 1 April 2024. It currently remains at that level. At 1 April 2026, 632 properties in Moray were subject to the levy of this charge, raising gross Council Tax revenues of £1.033M in 2026/27. 4.5 The imposition of the Additional Council Tax Charge and the Second Home Premium as a negative ‘incentive’ to bring unoccupied properties back into use a main residence has only delivered minimal results. In the period since the introduction in 2014 of the Additional Council Tax Charge to 31 March 2026, the number of Long Term Empty Properties in Moray has decreased by 7.4% from 662 properties to 613. In the period since the 2024 introduction of the Second Homes Premium to 31 March 2026, the number of Second Homes has decreased by 12.3% from 721 properties to 632. Page 270
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4.6 Collection Rates for the Additional Council Tax Charge and Second Home Premium are high. At 31 March 2026 the 2025/26 in-year collection percentages were 85.2% and 97.7% respectively. 4.7 The Scottish Government published a circular, Local Government Finance Circular 6/2026, earlier this year on the treatment of unoccupied properties for Council Tax purposes. Cognisance is taken in this Report of the comments made in section 8 of this Circular, ‘Considerations and Discretionary powers to vary the discount/increase’. 4.8 A current locally-agreed Council policy makes provision for relief to be offered to taxpayers in a number of different circumstances – for example, property being offered for sale, property being reconstructed, etc. – from the levy of the Additional Council Tax Charge, but taxpayers responsible for a property on which the Second Home Premium is levied are unable to access any similar reliefs. 4.9 An Integrated Impact Assessment (IIA) exercise has been undertaken to demonstrate the potential impact of any decision to amend the Additional Council Tax Charge and the Second Home Premium. The draft IIA outcome assessment sheet is attached as Appendix 1 to this report. 4.10 Current practice across Scotland is varied, with some authorities implementing or exploring enhanced charges whilst others continue to operate at the national default level. No authority has been identified as having formally ruled out future use of the discretionary powers contained within the legislation. The following paragraphs provide details on authorities who have implemented, or are actively exploring, the additional charges. 4.11 Aberdeenshire Council is levying from 1 September 2026 a 200% Additional Council Tax Charge on Long Term Empty Properties, and a 200% Premium on Second Homes. Having previously set these charges as part of its budget setting processes, at the time of drafting this report, it is currently consulting on the reliefs and reductions that are to be made available. 4.12 City of Edinburgh Council is levying from January 2027 a 300% Additional Council Tax Charge on Long Term Empty Properties and a 300% Premium on Second Homes. It offers twelve months relief from the Additional Council Tax charge if the property is being actively marketed for sale or rent. Having adopted the Sottish Government guidance stated in Local Government Finance Circular 6/26, it invites taxpayers who do not think that they should have to pay the Second Homes Premium to write to them via a designated e-mail address. 4.13 Glasgow City Council is levying from 1 April 2026 a 200% Additional Council Tax Charge on Long Term Empty Properties, and a 200% Premium on Second Homes. It offers twelve months relief from the Additional Council Tax charge if the property is being actively marketed for sale or rent but offers no provision for a discretionary reduction in the Second Home Premium. 4.14 Highland Council is levying from 1 April 2026 a 200% Additional Council Tax Charge on Long Term Empty Properties, and a 200% Premium on Second Homes. It invites taxpayers to apply for the exercise of discretion in imposition of both the Additional Page 271
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Council Tax Charge and Second Home Premium via an application form hosted on their website. The taxpayer is invited to submit evidence in support of their application. 4.15 Perth and Kinross Council is levying from 1 July 2026 a 200% Additional Council Tax Charge on Long Term Empty Properties. It invites taxpayers to apply for the exercise of discretion in imposition of the Additional Council Tax Charge via an online application form. Criteria which the taxpayer can cite are: taking steps to bring a property back into use, the condition of the property preventing it being brought back into use within the timescales allowed for by statutory reductions, external market conditions resulting in the property taking unusually long to sell or rent, or any exceptional circumstances. It offers no provision for a discretionary reduction in the Second Home Premium. 5. PROPOSALS 5.1 Based on the Scottish Government guidance, the key intended benefits of varying the Additional Council Tax Charge and Second Home Premium are: • Increase the supply of homes available for permanent occupation by encouraging long-term empty properties to be brought back into use. • Support sustainable and resilient local communities by increasing the number of properties occupied as main residences. • Make more effective use of existing housing stock before relying on new housing development. • Improve access to housing for local residents by helping to address local housing need and affordability pressures. • Encourage alternative use of second homes, including occupation as a main residence or as housing available for rent. 5.2 The impact of any increase in the Additional Council Tax Charge or in the Second Home Premium may be illustrated at a high level and at an account level by making reference to the Council Taxes levied in the financial year 2026/27. 5.3 In point 4.3, above, it was stated that a 100% Additional Council Tax Charge raised additional gross Council Tax revenues of £0.944M. The table below models three scenarios: no behavioural change, a 10% reduction in long-term empty properties, and a 50% reduction in long-term empty properties following the introduction of the increased charge. Figures shown are incremental. Additional Council Tax Charge Incremental increase in Gross Council Tax Levied No behavioural change 10% Properties back in Use 50% Properties back in Use 200% £0.944M £0.775M - 300% £1.888M £1.605M £0.427m 5.4 In para 4.4, above, it was stated that a 100% Second Home Premium raised gross Council Tax revenues of £1.033M. The table below models three scenarios: no Page 272
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behavioural change, a 10% reduction second homes, and a 50% reduction in second home following the introduction of the increased charge. Figures shown are incremental. Second Home Premium Incremental increase in Gross Council Tax Levied No behavioural change 10% Properties back in Use 50% Properties back in Use 200% £1.033M £0.826M - 300% £2.066M £1.756M £0.517M 5.5 The impact of any increase can also be seen at account level. In a specimen 2026/27 Council Tax Account for a Band D property, the Council Tax Charge is £1,731.14, which is payable over ten instalments of £173.10. The increase in the amount payable as the additional Charge is increases is: Additional Charge Percentage Council Tax Payable Monthly Instalment Payable 100% £3,462.28 £346.20 200% £5,193.42 £519.30 300% £6,924.56 £692.50 5.6 A programme to explore the options provided by the new legislation to amend the level of the Additional Council Tax Charge and Second Home Premium has been developed. The programme has been informed by the updated Scottish Government guidance as noted in paragraph 4.2. In summary: 5.7 Officers will undertake an exercise to determine if it is appropriate to vary the level of the Additional Council Tax Charge on long-term empty properties and the Second Home Premium. 5.8 In doing so, officers will review the reliefs from the Additional Council Tax Charge and may bring forward proposal to update the suite of reliefs. Consideration will also be given to the introduction of reliefs from the Second Home Premium. 5.9 A review on how the levy of the Additional Council Tax Charge may be structured will be undertaken. This review may include the introduction of a ‘stepped’ increase in Charge level based on the elapsed time that the property had been empty. A similar review of the manner in which the levy of the Second Home Premium is structured will also be undertaken. 5.10 A period of public consultation is recommended to be carried out. The consultation, to be further developed in consultation with Strategic Leadership Forum, will seek views from members of the public on whether they agree with Scottish Government’s policy intent; under what circumstances should qualify for discretionary relief; should a stepped approach be adopted and under which circumstances, and are there any unintended consequences the Council should consider before making changes. The outcome of this consultation will be used to subsequently inform the decision-making process on the future administration of these charges. Page 273
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5.11 Once points 5.6 to 5.10, inclusive, have been completed, a report will be submitted to the Council in January 2027, accompanied by any necessary update to the Integrated Impact Assessment report, with recommendations from officers on the administration and level of these charges. 6. Summary of Implications 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The proposals support the Council Plan priorities as set out in its strategic plans. Exploring how long-term empty properties and second homes might be brought into permanent occupation could improve use of existing housing and contribute to sustainable communities. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal This report arises from the requirement to explore the potential impact of the introduction on 1 April 2026 of the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2026 on the administration of the Additional Council Tax Charge and the Second Home Premium. At this stage there are no direct policy implications to this report as it facilitates the exploration of options arising from the additional powers Page 274
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made available to the Council rather than containing proposal for defined change. Only once detailed proposals are considered by Council will the extent of any potential policy implications become clear. 6.4 Financial There are no direct financial implications to this report as it facilitates the exploration of options arising from the additional powers made available to the Council rather than containing proposal for defined change. Only once detailed proposals are considered by Council will the extent of any financial implications become clear 6.5 Risk There are no Risk implications arising directly from this report. 6.6 Staffing This report will likely result in an additional workload being placed on the Taxation Services team to administer a consultation exercise with Additional Council Tax Charge and Second Home Premium stakeholders. It will be absorbed with by the existing staff of the Team, and will not require the application of additional staffing resource. 6.7 Best Value and Transformation There are no Best Value and Transformation implications arising from this report. 6.8 Property There are no Property implications arising directly from this report. 6.9 Information Communications/Technology/Digital There are no Information Communications/ Technology/Digital implications arising directly from this report. 6.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ✓ ☐ ☐ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ☐ ✓ ☐ Human Rights of individuals ☐ ☐ ☐ ✓ ☐ Page 275
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Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ✓ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected An IIA has been drafted and included as Appendix 1 to this report. It will continue to evolve throughout the duration of the options appraisal and subsequent consultation. Any further information, evidence and/or feedback will further inform the content of the IIA. 6.11 Climate Change and Biodiversity Impacts There are no Climate Change and Biodiversity implications arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with CLT. In addition, the Elected Member briefing session has been held to explore the various elements of the change in legislation. 8. BACKGROUND PAPERS 8.1 Held within Taxation Services Page 276
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INTEGRATED IMPACT ASSESSMENT (IIA) This assessment covers Equalities & Socio-Economic Duties, Human Rights & Rights of the Child (UNCRC) Please refer to IIA Guidance for assistance completing this assessment. DATE DD/MM/YY UPDATE(S) - Add section(s) revised & brief note of revision e.g. Q.7 Public consultation data / findings added. SHAREPOINT VERSION DETAILS - CLT USE ONLY 12thAugust2026 Draft IIA for consideration at Moray Council on 30 September 2026, and is completed on the basis that the Executive director may bring forward some proposal which may result in a change in the level of the Additional Council Tax Charge and the Second Home Premium. NAME OF PROPOSAL Options for the Future Level and Administration of the Additional Council Tax Charge and Second Home Premium STAGE 1 INITIAL SCREENING – Is the proposal a: Please ✓ New strategy, policy, project, plan, service, funding, full budget? ☐ Change to an existing strategy, policy, project, plan, service, funding, budget (including reduction / removal staff levels, hours changed, posts)? ✓ Budget proposals? ☐ If none of the above apply, NO IIA is needed. If any of the above are ticked, does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ☐ ☐ ✓ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ✓ ☐ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ✓ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected APPENDIX 1 Page 277
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Any decision to amend the level of the Additional Council Tax Charge or the Second Home Premium may affect groups differently. Positive impacts may arise if the policy increases the supply of homes for permanent occupation, particularly for households experiencing housing need, affordability pressures or insecure housing. Negative impacts may arise for some liable taxpayers, including those affected by bereavement, disability, caring responsibilities, family breakdown, employment relocation, low or fluctuating income, rurality, or difficulty selling, renting or repairing a property. Equal administration of the premium charges does not necessarily rule out indirect discrimination, disproportionate impact, socio-economic disadvantage or cumulative disadvantage. The IIA will remain under review as options are developed and should be informed by consultation with affected groups and relevant evidence / data. STAGE 1 Sign Off Lead Officer Signature James Taylor, Service Manager Taxation Date 16/09/20 26 Names of others involved in STAGE 1 initial screening If any STAGE 1 answers above are ‘Maybe’ or ‘Negative’ please complete STAGE 2 and refer to IIA Guidance for help. STAGE 2 – FULL IIA 1. Please give a brief description of the current service / proposal. 2. The proposal to amend the level of the Additional Council Tax Charge and the level of the Second Home Premium including charging structures, reliefs and exemptions. Its policy aim it to increase the supply of properties as main residences. 2. Who are the main stakeholders? E.g. Customers, staff, families, carers, partners, community groups. The main stakeholders affected by any proposal to change the level of the Additional Council Tax Charge and the level of the Second Home Premium are those taxpayers who currently liable to pay Council Tax on a Second Home. A person may have responsibility for such a property for a number of reasons. An additional stakeholder group is those within the Moray currently seeking to access a property as their main residence. 3. What changes as a result of the proposal(s)? Page 278
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The proposal may result in a change to the level of the Additional Council Tax Charge and the level of the Second Home Premium; it may result in a change to the manner in which these charges are calculated, with the extent of the unoccupied period being considered when calculating the amount payable; and it may result in a revision to the reliefs from these charges which are available to Council Tax payers. 4. Does the proposal affect your customers? If so, how does it affect them? The proposal may result in an increase in the amount of the Additional Council Tax charge and the amount of the Second Home Premium being paid by those Council Taxpayers liable to pay them. The proposal may also increase the number, and qualification criteria, of reliefs available to those taxpayers liable to pay these charges. 5. What impact will the proposal have on staff providing the service? The proposal will increase the workloads of the staff of the Taxation Services team, as taxpayers contact them about the extent of any change in the levels of the Additional Council Tax charge and the Second Home Premium. Any aspect of the proposal which increases the number and criteria of reliefs which are available will also generate an additional workload, as taxpayers seek explanations of the revised relief options. 6. EVIDENCE - Please provide details / links to the information you have used for this assessment. CONSULTATION(S) – What consultation / engagement has been carried out to inform the IIA? Internal consultation This assessment should be informed by internal consultation with relevant policy, housing, homelessness, revenues, welfare rights, legal, equalities, children’s services and anti-poverty colleagues. It should also record the evidence used, any engagement already completed, and any evidence gaps to be addressed before final recommendations are made. It should set out consultation findings, evidence used, evidence gaps, affected groups, potential differential impacts, proposed mitigations, proportionality considerations and monitoring arrangements. Monitoring should include uptake and refusal of discretionary relief, hardship indicators, complaints or appeals, payment difficulty, stakeholder Page 279
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feedback and any available equality or socio-economic information collected lawfully and proportionately, so that Members may decide the way forward. Consultation with affected groups A public consultation, which is under development, with stakeholders on the Additional Council Tax Charge and the Second Home Premium will be carried out. It will seek public opinion on agreement with the Scottish Government’s policy intent, comments on entitlement to discretionary relief and the proposed adoption of a ‘stepped’ increases in subsequent years of these charges, and if there any unintended consequences the Council should consider. The consultation will include affected taxpayers, residents seeking permanent accommodation, tenants and other relevant groups to be identified. The feedback from this consultation will inform the decision-making process on the future administration of these charges. DATA – What has been used to inform the IIA? Local Performance Data (e.g. usage statistics) National statistics Other – Research / Best Practice / Guidance Evidence Gaps – Do you need any additional information? If so, please explain. The Taxation Services Team holds no information on the reasons why taxpayers maintain Second Homes. The reasons are likely to be complex and personal, resulting in little likelihood of commonality, but attention will be given to gather background information on this issue in the intended public consultation. 7. EQUALITIES AND SOCIO-ECONOMIC IMPACT(S) - Please identify any impact to each group. Please see guidance for examples. Protected Groups – Please use link for more information Positive Impact(s) Negative Impact(s) Mitigation(s) – Practical actions/adjustments to reduce or eliminate any negative impact(s). What can be done to make it fairer? Page 280
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Age (include children, young people, midlife and older people) The proposal may have positive impacts if it increases the supply of properties available as main residences and supports access to settled housing. Potential negative impacts should also be considered for older people, young adults and families who are liable for a charge because of bereavement, relationship breakdown, delayed sale or rental, employment relocation, care arrangements, or difficulty managing property repairs. Clear discretionary relief criteria, accessible communications, referral to money and welfare advice, and monitoring of applications and outcomes by age where data is available. Carers (for elderly, disabled or minors) Potential negative impact if affected taxpayers include unpaid carers, households managing care arrangements Discretionary relief, flexible payment arrangements, accessible information and signposting to advice should be considered. Page 281
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across more than one property, or people who retain a property temporarily because of caring responsibilities. Disability Potential negative impact where an empty or second property is retained because of accessibility adaptations, hospital or care admission, delayed adaptations, difficulty securing suitable housing, bereavement, or the need to live near support networks. Accessible application routes, alternative formats, reasonable adjustments, clear discretionary relief criteria, flexible evidence requirements, referral to welfare and money advice, and monitoring of relief applications and outcomes where disability-related circumstances are disclosed. Gender reassignment No specific Impact identified Marriage and civil partnership Page 282
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Potential negative impact may affect households where a second or empty property is linked to temporary family arrangements, relationship breakdown, domestic abuse, relocation for support, Discretionary relief or phased payment where justified, referral to housing, welfare and money advice, and consultation with services supporting families Pregnancy and maternity (including breastfeeding) No specific Impact identified Race No specific Impact identified Religion and / or belief No specific Impact identified Sex No specific Impact identified Sexual orientation No specific Impact identified Page 283
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Inequalities arising from socio-economic disadvantage This proposal may be advantageous to all socio-economic groups looking to buy a house as their main residence. Potential negative impact and / or intersectionality where protected characteristics combine with socio- economic disadvantage, rurality, household composition, caring responsibilities, disability-related housing needs, bereavement, employment relocation or difficulty accessing advice. The proposal to amend the level of the Additional Council Tax Charge and the Second Home Premium may be advantageous to families which are unable to obtain a main residence due to their socio-economic circumstances by increasing the supply of properties which are available for occupation as family homes. Monitoring should consider not only single protected characteristics but patterns of cumulative disadvantage, including whether discretionary relief is accessible to people with limited digital access, literacy barriers, disability-related communication needs, low income or complex circumstances that has meant they have ownership of a Second Home. HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 5 Right to liberty and security no There is nothing in this proposal which affects a person’s right to liberty or security. Page 284
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HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 6 Right to a fair trial no There is nothing in this proposal which affects a person’s right to a fair trial. Article 8 Respect for private / family life, home and correspondence Yes The proposal may interfere with Article 8 rights where increased charges affect a person’s ability to maintain family life, care arrangements, correspondence or a home connected to family circumstances. Any interference should be justified as pursuing a legitimate aim - increasing the supply of homes for permanent occupation and supporting sustainable communities. Proportionality should be demonstrated through clear criteria, consultation, accessible discretionary relief, flexible payment arrangements, reasonable adjustments, signposting to advice, transparent decision-making and review or appeal routes. Article 10 Freedom of expression no There is nothing in this proposal which affects a person’s right to freedom of expression. Article 11 Freedom of assembly and association no There is nothing in this proposal which affects a person’s right to freedom of assembly and association. Article 14 non-discrimination No No direct discrimination has been identified at this stage, but the assessment should consider whether the policy could create indirect or cumulative disadvantage for people Page 285
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HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? who share protected characteristics, particularly where those characteristics intersect with low income, disability, caring responsibilities, bereavement, family breakdown, rurality or limited access to advice. Mitigations as above. Protocol 1, Article 1- Right to peaceful enjoyment of property Yes The proposal may interfere with Protocol 1, Article 1 because some taxpayers who own or hold a long-term lease of a long-term empty property or second home may pay an increased amount of Council Tax. Proportionality should be supported by clear published criteria, consultation, discretionary relief for exceptional circumstances, consideration of ability to pay where relevant, flexible payment arrangements, transparent decision-making, review routes and monitoring of hardship or unintended consequences. Protocol 1, Article 2 - Right to education no There is nothing in this proposal which affects a person’s right to education. RIGHTS OF CHILDREN & YOUNG PEOPLE (UNCRC) Please use link to identify all that apply and add below How does proposal interfere with rights? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Page 286
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(limit, restrict or make it harder to enjoy) Article 2 – Non discrimination No There is nothing in this proposal which discriminates against children as they are not taxpayers. Article 3 – Best Interest of a Child No There is nothing in this proposal which impacts the best interest of children as they are not taxpayers. Article 6 – Right to life, survival and development No There is nothing in this proposal which impacts on the right to life, survival or development of children. Article 12 – Respect the views of the child No There is nothing in this proposal which impacts children as they are not taxpayers. Article 23 – Children with a disability No There is nothing in this proposal which disadvantages children with a disability. 8. Justification – Show balanced consideration of any impacts / lack of mitigations against the proposal need / outcome. E.g. Is it considered proportionate, appropriate, necessary and / or unavoidable i.e. overriding public benefit. Some potential negative impacts have been found that can be fully mitigated. They may be justified as follows: • The proposal to amend the level of the Additional Council Tax Charge and the Second Home Premium is part of the council’s strategy to increase the number of properties which are available for occupation as main residences. This policy may result in the increase in Council Tax charges for some taxpayers, but this is to be set against the advantages to the wider community of increasing the housing stock and can be justified by the legitimate public interest objective of increasing homes available for permanent occupation which supports sustainable communities. STAGE 3 – IMPACT SUMMARY Please Tick (√) Page 287
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Negative Impacts Identified • Can be mitigated and justified (Q7 above) ☐ • Cannot be fully mitigated, but are justified (Q8 above) ☐ • Cannot be fully mitigated nor justified (Q7 & Q8 above) ☐ The proposals interfere with Human Rights and /or the Rights of the Child ☐ Further consultation with affected groups is needed ☐ It is advised not to go ahead with the proposals ☐ FINAL DECISION – Include any Committee / Board recommendations and /or rationale for approving proposal or not. The proposal will be presented to <insert name of Committee / Board> on <insert date of Committee> for consideration and / or final decision on whether to proceed with the proposal or not. Committee / Board Final Decision – FINAL AUTHORISATION / SIGN OFF - Final IIAs will be published to www.moray.gov.uk/IIAs at point of final decision. Service Dept. Permission to Publish ☐ IIA Completed By Name Date Position Signed off by Head of Service Name Date Page 288
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Education, Housing and Communities Author: Kim Slater Contact Email: kim.slater@moray.gov.uk Subject: Wider After School Activities Proposal Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to note that the Council have formally received a grant offer following the Wider After School Activities funding proposal submitted to the Scottish Government in May. The report is also seeking approval of the emerging approach and governance arrangements identified for this programme. 1.2 This report is submitted to Council in terms of Section III (D) (20) of the Council’s Scheme of Administration regarding provision of facilities and support activities related to the development of recreation, sport, culture and social activities. 2. SUMMARY 2.1 The Council is one of six local authorities to receive Scottish Government funding to test new approaches to accessible and affordable after-school activities for primary school children. The Council is set to receive up to £1.6 million to develop locally tailored activity provision, initially in Buckie and Forres, aimed at supporting children and families living in, or most at risk of, poverty. The programme will help widen access to safe, inclusive and engaging activities, support children’s health and wellbeing, and reduce barriers that can prevent parents and carers from entering employment, increasing working hours, undertaking training or sustaining work. Delivery will be developed with communities, third sector, voluntary and other local partners, with learning from the initial phase used to shape future provision and potential wider roll-out across Moray. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) Notes the grant offer of up to £1.6 million that has resulted from the Wider After School Activities funding proposal made to the Scottish Government and the preparatory work progressed to date; Item 16. Page 289
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ii) Agrees to the governance arrangements identified in the report to monitor and develop the programme, including that the project sits within the Leisure and Culture Service; iii) Agrees to the emerging objectives and approach as set out in the report which takes a phased approach to developing services across Moray for the targeted groups; and iv) Notes that the service options considered will be contained within the allocated funding and will be developed with a view to, as far as possible, creating a sustainable service for the long term that addresses the priority of supporting parents into and to remain in work. Kim Slater Service Manager Leisure and Culture 4. BACKGROUND AND CONTEXT 4.1 At the meeting of the Education, Children’s and Leisure Services Committee on 23 June 2026 (para 9 of the minute refers), the Committee agreed to progress work to develop service options to deliver a pilot scheme providing Wider After School Activities to facilitate access to increase employment and training for parents if a funding proposal to the Scottish Government was approved. It was also agreed that if successful this proposal would sit within the Leisure and Culture Service and Council is asked to endorse this now that funding is confirmed. 4.2 On 29 June 2026, the Council received a letter providing provisional notification of Scottish Government funding in relation to the Wider After School Activities proposal. Moray is one of six Local Authorities accessing this funding to test different activity provision. The programme will test a range of approaches so that delivery can reflect the needs of different communities. Some models may prove effective, while others may need to be adapted or discontinued before longer-term solutions are established on the ground. 4.3 On 11 August 2026, the Council received the formal grant letter from Scottish Government which is available as a background paper. The grant will fund the development and delivery of locally tailored after-school activity programmes, initially in Buckie and Forres, providing targeted primary school children, particularly those experiencing poverty or at risk of poverty, with access to a safe, inclusive and engaging range of activities during term time. The programmes will be designed in partnership with local communities and delivery partners, complement existing services, support children’s health, wellbeing and development, provide healthy food and safe transport where required, and contribute to reducing barriers faced by low-income families. The intention is to roll-out the programme further across Moray after the initial development and delivery focus in Buckie and Forres. Preparatory Work 4.4 Since receiving the provisional notification letter on the 29 June 2026 the following preparatory activity has progressed; - Recruitment process for a Lead Officer, Project Officer and Administrator is in progress. Page 290
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- A Project Board has been established with representation from Finance, Employability, Estates, Benefits and Money Advice, Strategy and Performance, Transportation and Leisure and Culture. - A draft business and delivery plan was created and submitted to the Scottish Government. This plan is now being updated to reflect the requirements contained in the formal grant letter. - Investigative work in regards to commissioning, subsidy control, provider capacity and market development have been ongoing. - Early areas for exploration have been identified and are in progress in the West of Moray. Objectives and Approach 4.5 The programme will test, analyse and report on how organised activities for targeted primary school children, can improve outcomes for families on low incomes, with a particular focus on; Improved outcomes for children - Increase in the number of children accessing after school activity clubs - Increased engagement in activities in sports and physical activities - Improved health and wellbeing opportunities Improved outcomes for families - Increased number of families have access to reliable after school activities - Improving outcomes for children and their families by removing or mitigating barriers to earned income Improved outcomes to support the Scottish Government - Improved identification and assessment of the challenges and opportunities presented by after-school activities provision - Increased evidence base surrounding activities provision, to support understanding of a potential future national childcare offer. 4.6 The programme will adopt a place-based approach, recognising that communities across Moray have different strengths, priorities and existing provision. Rather than delivering a single model across the region, activities will be developed in partnership with local communities to ensure provision reflects local needs, existing assets and opportunities. 4.7 A particular focus of this programme will be on targeting the six priority family types (as identified in the Bringing Hope, Building Futures: Tackling Child Poverty Delivery Plan 2026- 2013). These family types include: - Lone parent families - Minority ethnic families - Families with a disabled person - Families with a mother aged 25 or under - Families with a child under 1yr - Families with three or more children Delivery and Areas for Testing 4.8 The programme will be delivered through a phased and evidence-led approach. This approach recognises that Moray’s geography, existing provision, transport constraints, Page 291
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workforce capacity and levels of family need vary across communities, and that a single delivery model is unlikely to be appropriate in every locality. 4.9 The next phase will therefore focus on safe mobilisation and structured testing rather than assuming a fixed final model at this stage. Key areas to be developed and tested include local demand and eligibility, affordability for families, pricing and subsidy options, provider capacity and market interest, use of Council and community premises, transport solutions, staffing requirements, quality assurance, safeguarding, commissioning routes and the potential contribution of community, voluntary and private sector partners. The pace of change will be managed through the programme governance arrangements. 4.10 The appointed Lead Officer will commence in the role imminently therefore traction on small scale mobilisation is anticipated during the October to December school term. Governance Arrangements 4.11 The proposed governance arrangements for this programme will involve programme staff to deliver the project and services, a Project Board for planning, tracking and guiding the programme delivery, the Transform Board for oversight and direction and reporting updates to the Education, Children’s and Leisure Services Committee. 4.12 Update reports will also be shared with the Scottish Government in line with required reporting. A working group will be established by Scottish Government across the six local authorities receiving funding to share best practice and lessons learned throughout the duration of the programme. 5. PROPOSALS 5.1 The proposal is to welcome and note the successful outcome of the Wider After School Activities funding proposal to the Scottish Government and the receipt of grant funding of up to £1.6 million. This funding provides a significant opportunity for Moray Council to respond to identified local need by testing after-school activity provision that supports children and families, reduces inequalities of access, and helps overcome barriers that can prevent parents and carers from entering employment, increasing working hours, undertaking training or sustaining work. The programme will focus initially on Buckie and Forres, with a phased approach that enables models to be tested, adapted and evaluated before decisions are taken on wider roll-out across Moray. 5.2 The proposal is also to agree the emerging governance arrangements, objectives and delivery approach for the programme. The next phase will focus on safe and timely mobilisation, including recruitment to key posts, continued engagement with communities and delivery partners, market and provider development, development of pricing and subsidy options, identification of suitable premises and transport solutions, and refinement of the business and delivery plan. The intended pace of change is to move quickly enough to make early use of the funding and begin testing delivery models during the grant period, while ensuring that decisions remain evidence-based, affordable, legally compliant and subject to appropriate governance oversight. 5.3 The programme will be delivered through a partnership approach, involving community, voluntary, third sector and other local providers where appropriate. It is focused on wider after-school activities rather than regulated childcare and aims to complement childcare Page 292
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provision and help reduce barriers for parents and carers accessing work, training or increased hours. A performance and evaluation framework will be developed to provide assurance on delivery, impact and value. While detailed measures are still to be confirmed, these will consider uptake, access for targeted families, quality and safety, provider capacity, affordability, impact on children and families, and contribution to reducing barriers to employment or training. Delivery will be reviewed regularly so that learning can inform changes to the model as the programme develops. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council assesses support for economic development initiatives on their individual Page 293
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merits, guided by the objectives of facilitating sustainable economic growth and achieving the outcomes set out in the Moray LOIP and Corporate Plan. 6.4 Financial The Scottish Government has allocated up to £1.6million payable over financial years 1 August 2026 to 31 March 2028. The value of the grant payable in year 2 (2027/28) is an indicative confirmation and cannot be taken as a guarantee: all indicative funding commitments are subject to the outcome of any spending review by the Scottish Government and approval of the annual Budget Bills by the Scottish Parliament during this period. It is unknown whether future funding to support this programme objectives will continue post March 2028. Overhead costs, including back office functions, ICT equipment, management support and office space will be charged to the project to ensure no Council revenue pressure is created. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Leisure & Culture Up to £1.6million 1 Aug 2026 – 31 March 2028 Up to £800k between Aug-end of Mar 27 Scottish Government 6.5 Risk The programme is being developed within a challenging delivery context, including uncertainty about long-term sustainability, affordability for families, provider capacity, rural delivery, premises, transport and the pace at which delivery can safely be mobilised. These matters are recognised as key areas to be tested through the grant-funded programme and are reflected earlier in the report and in the business/delivery plan. The principal risk is that a sustainable longer-term model may not be identified before the end of the grant period. This will be managed through phased delivery, clear governance, financial modelling, market engagement, evaluation and regular reporting to ensure that any future recommendations are evidence-based and do not create an unfunded Council commitment. 6.6 Staffing New staffing posts are being created to develop and implement this programme. The first 3 positions are currently progressing through the recruitment process. Further posts will be identified as and when the need is identified. Back office support have been identified and costs will be associated with this to ensure no Council revenue pressure is created. The responsibilities of the post of Service Manager (Leisure and Culture) are also being updated to reflect the temporary additional duties and responsibilities and to ensure that these are appropriately reflected in the grading and remuneration applied to the post. All staffing arrangements are accommodated within the project funding. Page 294
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6.7 Best Value and Transformation The use of external grant funding supports Best Value by enabling the Council to deliver priorities around child poverty, employability, education and community wellbeing without placing additional pressure on core budgets. This external grant funding is an opportunity to test new approaches that can help transform the employability capacity of our local residents. 6.8 Property This programme may require the utilisation of Council assets from the learning, leisure and culture estates for delivery purposes. All arrangements will be agreed in advance with new protocol identified in regards to this additional utilisation of the estate. 6.9 Information Communications/Technology/Digital New staff will require to access ICT equipment and mobile phone as standard practice to fulfil their roles. There will be no other implications from this report. 6.10 Equalities, Social Inclusion and Economic Impact An integrated impact assessment is set out in Appendix 1. This document will be updated throughout the duration of this project to ensure barriers connected to categories identified in the below table are identified and addressed. Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ✓ ☐ ☐ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ✓ ☐ ☐ ☐ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ✓ ☐ ☐ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected While the aim of this programme is focused on improving the health and wellbeing of certain protected characteristic individuals/groups, those socio-economically disadvantaged as well as supporting the rights of Moray’s children and young people, the attached IIA identifies the need to consider the wider context of low income households use of these activities Page 295
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6.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications connected to this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Chief Governance Officer (Monitoring Officer), Chief Financial Officer, Head of Growth, Planning and Climate, Head of Education (Chief Education Officer), Equalities Officer and Service Manager Democratic Services and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Scottish Government Offer of Grant Letter Page 296
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APPENDIX 1 INTEGRATED IMPACT ASSESSMENT (IIA) This assessment covers Equalities & Socio-Economic Duties, Human Rights & Rights of the Child (UNCRC) Please refer to IIA Guidance for assistance completing this assessment. DATE DD/MM/YY UPDATE(S) - Add section(s) revised & brief note of revision e.g. Q.7 Public consultation data / findings added. SHAREPOINT VERSION DETAILS - CLT USE ONLY 04/09/2026 Initial completion of relevant sections NAME OF PROPOSAL Wider After School Activities Project STAGE 1 INITIAL SCREENING – Is the proposal a: Please ✓ New strategy, policy, project, plan, service, funding, full budget? ✓ Change to an existing strategy, policy, project, plan, service, funding, budget (including reduction / removal staff levels, hours changed, posts)? ☐ Budget proposals? ☐ If none of the above apply, NO IIA is needed. If any of the above are ticked, does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ✓ ☐ ☐ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ✓ ☐ ☐ ✓ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ✓ ☐ ☐ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The Committee report has clear positive equalities implications. It is designed to widen access to affordable after-school activities for targeted primary school children and families experiencing, or at risk of, poverty. It specifically references priority family groups, including lone parent families, minority ethnic families, families with a disabled person, young mothers, families with very young children, and larger families. While the programme is not claiming that activities are equivalent to, or a replacement for, regulated childcare, the following applies:: Page 297
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10 V1 – Last Updated 2 July 2026 • Positive impact on protected characteristic groups: particularly disabled people, minority ethnic families, younger mothers, children and families who may face additional barriers to accessing activities, childcare-style support, employment or training. • While there are clear positive socio-economic impact from the proposal being directly aimed at reducing poverty-related barriers by improving access to affordable, reliable after-school activities and supporting parents/carers to enter, remain in, or increase work or training, certain mitigations need considered to ensure no inequality is created around reliance on activities over regulated care. • Positive impact on children’s rights and wellbeing: the programme should support children’s health, wellbeing, participation, inclusion and access to safe, structured activities. • Potential access risks to manage: rurality, transport, affordability, eligibility criteria, disability access, cultural appropriateness, and availability of provision across different localities will need to be tested and monitored. • No obvious negative equalities impact are identified at this stage. The phased delivery and evaluation framework will monitor uptake and outcomes across priority groups to ensure barriers are identified and addressed. This integrated impact assessment will continue to be updated throughout the duration of this new project to ensure that the protected characteristics stated above are not negatively impacted by this project and to ensure barriers are addressed wherever possible as they arise. STAGE 1 Sign Off Lead Officer Signature Kim Slater Date 04/09/20 26 Names of others involved in STAGE 1 initial screening Equalities Officer If any STAGE 1 answers above are ‘Maybe’ or ‘Negative’ please complete STAGE 2 and refer to IIA Guidance for help. STAGE 2 – FULL IIA 1. Please give a brief description of the current service / proposal. Wider After School Activities Project 2. Who are the main stakeholders? E.g. Customers, staff, families, carers, partners, community groups. Low income households 3. What changes as a result of the proposal(s)? More children receive after school activities than may otherwise be able to afford them which enables parents to work. Page 298
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11 V1 – Last Updated 2 July 2026 4. Does the proposal affect your customers? If so, how does it affect them? Supports low-income households through the provision of after school activities. 5. What impact will the proposal have on staff providing the service? Staff / providers will need to be commissioned with agreements in place around training and safeguarding. 6. EVIDENCE - Please provide details / links to the information you have used for this assessment. CONSULTATION(S) – What consultation / engagement has been carried out to inform the IIA? Internal consultation Consultation with affected groups DATA – What has been used to inform the IIA? Local Performance Data (e.g. usage statistics) National statistics Other – Research / Best Practice / Guidance Evidence Gaps – Do you need any additional information? If so, please explain. 7. EQUALITIES AND SOCIO-ECONOMIC IMPACT(S) - Please identify any impact to each group. Please see guidance for examples. Protected Groups – Please use link for more information Positive Impact(s) Negative Impact(s) Mitigation(s) – Practical actions/adjustments to reduce or eliminate any negative impact(s). What can be done to make it fairer? Age (include children, young people, midlife and older people) Yes Carers (for elderly, disabled or minors) Yes Disability Yes Page 299
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12 V1 – Last Updated 2 July 2026 Gender reassignment Yes Marriage and civil partnership Pregnancy and maternity (including breastfeeding) Race Yes Religion and / or belief Yes Sex Yes Sexual orientation Inequalities arising from socio-economic disadvantage Yes Potential impact / inequalities arising from differences in families’ ability to access regulated childcare. Families on lower incomes may have fewer affordable childcare options and may therefore rely more heavily on school-based or organised after-school activities where these are available. This presents a potential risk due to less choice over the type and After-school provision undoubtedly plays an important role in supporting children and families, however it may not provide the same level of regulatory oversight, flexibility or range of provision as regulated childcare. The Wider After School Activities Project will consider this as part of its commissioning responsibilities to ensure providers are trained professionals with commitments to provision that is genuinely accessible, affordable, safe and appropriate to eliminate any risk through the use of the programme being relied on by families experiencing low income / poverty. Page 300
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13 V1 – Last Updated 2 July 2026 quality of provision available to them than children whose families are able to access and afford regulated childcare. HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 5 Right to liberty and security Article 6 Right to a fair trial Article 8 Respect for private / family life, home and correspondence Article 10 Freedom of expression Article 11 Freedom of assembly and association Article 14 Non-discrimination Protocol 1, Article 1- Right to peaceful enjoyment of property Protocol 1, Article 2 - Right to education RIGHTS OF CHILDREN & YOUNG PEOPLE (UNCRC) Please use link to identify all that apply and add below How does proposal interfere with rights? (limit, restrict or make it harder to enjoy) Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 2 – Non discrimination Article 3 – Best Interest of a Child Article 6 – Right to life, survival and development Article 12 – Respect the views of the child Article 23 – Children with a disability 8. Justification – Show balanced consideration of any impacts / lack of mitigations against the proposal need / outcome. E.g. Is iit considered proportionate, appropriate, necessary and / or unavoidable i.e. overriding public benefit. Page 301
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14 V1 – Last Updated 2 July 2026 Some negative impacts have been found that cannot be fully mitigated, but they can be justified as follows: The programme will recognise that families on low incomes may be less able to access regulated childcare where provision is unavailable, unaffordable or does not meet their needs. In these circumstances, school-based and wider after-school activities may be relied upon as an important source of safe provision for children beyond the school day. The programme will therefore consider whether the availability, affordability and accessibility of after-school activities can help mitigate childcare barriers for families experiencing poverty, while recognising that such activities are not intended to replace regulated childcare. STAGE 3 – IMPACT SUMMARY Please Tick (√) Negative Impacts Identified • Can be mitigated and justified (Q7 above) ✓ • Cannot be fully mitigated, but are justified (Q8 above) ☐ • Cannot be fully mitigated nor justified (Q7 & Q8 above) ☐ The proposals interfere with Human Rights and /or the Rights of the Child ☐ Further consultation with affected groups is needed ☐ It is advised not to go ahead with the proposals ☐ FINAL DECISION – Include any Committee / Board recommendations and /or rationale for approving proposal or not. The proposal will be presented to <insert name of Committee / Board> on <insert date of Committee> for consideration and / or final decision on whether to proceed with the proposal or not. Committee / Board Final Decision – FINAL AUTHORISATION / SIGN OFF - Final IIAs will be published to www.moray.gov.uk/IIAs at point of final decision. Service Leisure & Culture Dept. Education, Housing & Communities Permission to Publish ✓ IIA Completed By Name Kim Slater Date 04/09/2026 Position Service Manager Leisure and Culture Page 302
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15 V1 – Last Updated 2 July 2026 Signed off by Head of Service Name Date Page 303
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Alasdair McEachan Contact Email: alasdair.mceachan@moray.gov.uk Subject: Meeting Attendance Protocol 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and approve the changes to the Meeting Attendance Protocol following the Councillors workshop held on 13 April 2026. 1.2 This report is submitted to Council in terms of Section III (B) (6) of the Council’s Scheme of Administration relating to a new policy matter which does not fall within the terms of reference for any other Committee. 2. SUMMARY 2.1 The Meeting Attendance Protocol was brought before the meeting of Moray Council on 3 December 2025 for consideration and agreement. (para 15 of the minute refers) 2.2 Following consideration at the meeting it was agreed to defer consideration of the report to allow a Member’s workshop to be held and for the report to come back to a future meeting for consideration. 3. RECOMMENDATIONS 3.1 It is recommended that Council consider and approve: i) the revised Meeting Attendance Protocol contained in Appendix 1; and ii) the Copyright and Re-use Licence Statement contained in Appendix 2 Alasdair McEachan Chief Governance Officer 4. BACKGROUND AND CONTEXT Item 17. Page 305
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4.1 The Remote/Hybrid Meeting Protocol was agreed at the meeting of Moray Council on 29 June 2022 (para 17 of the minute refers). 4.2 As agreed at the meeting of Moray Council on 3 December 2025, a Members Workshop was arranged and held on 13 April 2026 to allow a deeper discussion on the Meeting Attendance Protocol. 4.3 A number of issues were discussed at the workshop including: • Whether cameras should be kept on or off • Transparency for when councillors arrive late of leave early. • Assurance of confidentiality for confidential items • Use of devices during the meeting to email, text, post and research. • Potential for internet connected devices to be “listening in”. 4.4 Although consensus was not reached on every issue, the discussion was useful. Based on this discussion, a revised draft of the Protocol is attached at Appendix 1 for approval, with amendments in the following areas: • Revised position on web cameras: cameras on when speaking • Text for the Chair to read out when entering confidential section of meeting • Provisions around use of the chat function • Provisions around use of devices during meetings • Provision for breakout discussion 4.5 Another issue discussed at the workshop was re-use of webcast footage. Currently the Council has a copyright statement with a blanket restriction on re-use of webcast footage. Although there was acknowledgement that there is general public interest in re-use of archived webcast clips, workshop participants agreed that there should be conditions placed on re-use to mitigate against manipulation, misrepresentation and defamation. The draft Webcast Copyright and re-use licence statement contained in Appendix 2 aims to strike a balance between this public interest and the protection of individual rights with the following restrictions on re-use: • acknowledge the Council as the source of the footage; • not edit, crop, dub, subtitle, manipulate or combine the footage in a manner that alters its meaning or misrepresents the words or actions of any participant; • not present excerpts in a misleading, false or defamatory context; • not imply Council endorsement of any individual, organisation, political party, campaign or viewpoint; • ensure that any excerpt is accompanied by sufficient contextual information to allow a fair understanding of the proceedings; • not use artificial intelligence, synthetic media or other technologies to alter the appearance, voice or meaning of the recording; Page 306
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• comply with applicable data protection, equality and electoral laws 5. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) n/a 6.3 Policy and Legal It is proposed that the Protocol would complement the Council’s Standing Orders. 6.4 Financial n/a 6.5 Risk Improved transparency of decision making, and clarity over re-use of webcast material both have potential to improve the Council’s reputation, reducing reputational risk. 6.6 Staffing n/a 6.7 Best Value and Transformation n/a 6.8 Property n/a 6.9 Information Communications/Technology/Digital n/a 6.10 Equalities, Social Inclusion and Economic Impact Page 307
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The attached IIA (Appendix 3) identifies: • A benefit that online meetings can help remove barriers to people taking up public office. • Concerns expressed over a requirement for cameras to be kept on can be addressed by not making this a mandatory requirement. 6.11 Climate Change and Biodiversity Impacts Facilitating online meetings can help reduce carbon footprint by reducing the need for travel. 6. CONSULTATION 7.1 This report has been prepared in consultation with members of the Corporate Leadership team and the Strategic Leadership Forum. Comments made have been incorporated into the report. 7. BACKGROUND PAPERS 8.1 Report to Moray Council on 29 June 2022 (para 17 of the minute refers). Page 308
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APPENDIX 1 MEETING ATTENDANCE PROTOCOL PURPOSE OF THIS PROTOCOL The Council’s Standing Orders detail procedures for the conduct of Council meetings. With advances in technology the Council can choose to hold meetings in person, remotely via online participation, or a mixture of both. Meetings with online participation present additional challenges in terms of meeting governance and further guidance is considered helpful to address these challenges. This Protocol is designed to provide that guidance and to set out in expectations in relation to meetings more generally and is intended to complement the procedures in the Standing Orders. AT LEAST THE DAY BEFORE THE MEETING 1 Pre-meeting Committee Services will arrange a pre-meeting with the Chair and Vice-Chair where appropriate to go through the agenda to identify any pertinent issues arising from the meeting agenda, any written questions or Notices of Motion received and identify which Officers will be responding to questions on reports if required. The Committee Clerk and Chair may consider whether any preliminary remarks are required, beyond those noted below. The Clerk will ensure that first-time participants have been offered an induction session for using the Council’s agreed online meetings system. 2 Joining meeting and access to papers Online attendees should contact Committee Services if they need advice on joining the meeting, using the Council’s online meeting system or accessing papers. 3 Pre-notification of interests Councillors are invited to inform the Clerk of any interests being declared, where these require them to Page 309
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withdraw from discussion of the relevant item, to help the Clerk prepare for the meeting. 4 Substitutes Online attendees are reminded to inform the Clerk of substitutes attending, where permitted, to allow the online meeting invitation to be sent. 5 Fair notice of motions/amendments Where a Councillor wishes to put forward a motion or amendment which differs significantly from the recommendations within a report on the agenda, or which is long, they are encouraged to provide a written copy of the proposal to the Clerk by 9.00am on the day of the meeting. For any amendment which requires consideration by Officers as to deliverability and/or competency, it is helpful to provide a written copy to the Clerk by 2pm the day before the meeting to ensure that time is available for advice to be provided by officers before the meeting begins. Provided the motion or amendment meets competency requirements, the Clerk will circulate it amongst Council or Committee Councillors with the consent of the proposer. The Clerk may also circulate any available advice. Where a motion or amendment which is a significant departure from agenda report recommendations is raised during a meeting, there is a risk that it may be deemed incompetent by the Chair in terms of Standing Order 35 due to lack of fair notice. Notes: • Advance notice of a motion or amendment may not be possible with urgent or last-minute agenda items. • Even if advance notice has been given, there will still be an opportunity to raise further changes to motions or amendments at meetings. • Advance notice provisions in this paragraph are not intended to alter any special arrangements put in place for dealing with the Annual Budget Setting meeting contained in the Budget Setting Protocol. 6 Advance notice of questions Councillors are encouraged to raise factual questions with Officers in advance of a meeting. This helps make the best use of committee time. Page 310
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Advance notification of questions can help ensure that better quality answers can be provided at the meeting. Councillors can also use the written questions procedure within Standing Order 36. 7 Presentation material Any presentation material should be provided to the Clerk the day before the meeting so that it can be circulated to Councillors prior to the meeting. JOINING THE MEETING 1 Joining the meeting on time Online attendees are invited to join the meeting at least fifteen minutes before the meeting is due to start and to ensure that video and audio is selected and switched on. All present should mute audio until invited to speak by the Chair. All attendees should be aware that the meeting will be webcast live over the internet and be mindful of their surroundings, particularly as most will likely be joining the meeting from their own home. If there are other people in the home, they should be made aware that you will be filmed. This is particularly important if there are children/young adults in the household as the footage will be archived and available for public viewing for 12 months following the meeting. Online attendees are encouraged to use an agreed corporate background during meetings. Councillor should, where possible, use Council provided equipment for joining meetings. Meeting details should not be forwarded outside the Council’s network (i.e. not to personal email addresses) as the appointments may contain private or sensitive information. 2 Chair For hybrid meetings it is expected that the Chair will be physically present in the meeting. For a fully on-line meeting all Councillors of the meeting will join remotely including the Chair. 3 Equipment check The Clerk will welcome those joining the meeting remotely and test that cameras and microphones are working. Page 311
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The Clerk will remind online attendees to mute microphones when not addressing the meeting and may actively mute a microphone inadvertently left on. The Clerk will confirm to the Chair when all Councillors are present. Councillors are reminded to check that their device is fully charged or is connected to an electricity supply. 4 Other joining considerations Councillors are reminded to find a suitable location for the meeting, where they will be comfortable and will not be disturbed. Smart speakers, such as Amazon Echo (Alexa), Google Home or smart music devices, may be recording phone or video conversations and this could be an inadvertent breach of privacy. It is strongly advised that any such device that connects to the internet should be turned off or moved out of the place in which you are working. This is particularly important for meetings that include exempt or confidential items. For confidential items, the Chair may require online attendees to confirm that they are attending the meeting from a confidential space. START OF THE MEETING 1 Welcome and formalities In welcoming meeting participants, the Chair shall give the following advisory notes: • Reminder of live webcast • Reminder to all online attendees to have their cameras turned on when addressing the meeting. • Reminder to all participants not to speak during items unless invited by the Chair. • If online attendees wish to speak, they should let the meeting know by raising the electronic hand on-screen (or for those in attendance raise their hand) • If an online attendee Councillor loses connection or has any technical issues during the meeting, they should alert: committee.services@moray.gov.uk or Page 312
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01343 563164 A Committee Services Officer will provide assistance. Councillors are reminded not to email or call the Clerk in the meeting as they may not pick up the email or call until it is too late. We may not be able to halt the meeting if a Councillor loses connection. ORDER OF BUSINESS The order of business shall proceed as set out in Standing Orders and shall include: 1 Roll Call The Clerk shall take the Sederunt by roll call. 2 Introductory The Chair shall deal with:- • Other introductory remarks, if any • Urgent business, if any • Re-order reports if appropriate 3 Declarations of Interest As normal 4 Resolution As normal 5 Minutes As normal DURING THE MEETING 1 Cameras and audio Online attendees shall have their cameras on whilst speaking. 2 Declaration of interest Where a Councillor has declared an interest in the item they should withdraw from the discussion and leave the Chamber or disconnect from the meeting. The Chair will advise the Councillor that they may re- join after conclusion of the affected item of business. This applies to both in person and remote attendees. For online attendees, an email will be sent to the Councillor advising that they can rejoin the meeting. Where a Councillor has made a transparency statement, the requirement to leave the meeting is not required. Page 313
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3 Meeting proceedings The Chair will • conduct proceedings as usual in accordance with Standing Orders and any committee- specific procedures • Pause and delay if necessary to ensure efficient meeting and participation by all • When moving between procedural stages ask if all Councillors have spoken who wished to do so • Pause and adjourn for a short time if procedural or legal advice is required, explaining and ensuring all microphones are muted and cameras off before doing so. 4 Use of “hands up” sign The Clerk will assist the Chair in identifying Councillors wishing to speak by monitoring ‘hands up’ signs. 5 Joining a meeting after it has started. When a Councillor joins a meeting after it has started (whether in person or online) the Clerk will notify the Chair, who will in turn notify the rest of the meeting. 6 Leaving a meeting before it has concluded Similarly, any Councillor who needs to leave the meeting early, should notify the Chair and Clerk at the start of the meeting, if possible, otherwise indicate to either the Chair or the Clerk that they are leaving. For a Councillor who is attending remotely this can be done by putting a message into the system chat advising the Clerk and Chair, who in turn can advise the meeting that the Councillor has left. 7 Minuting attendance When Councillors arrive late or leave early it is recorded in the minute. If a Councillor has missed the sederunt and are not present for all the meeting they will be marked as having sent apologies and it will be noted in the minute which items the Councillor joined the meeting for. 8 System chat function Whilst the online meeting chat function can be useful for those attending remotely to message the clerk and other participants, it is not visible to the public and should not be used as a substitute for discussion in public. 9 Phones and other electronic devices Councillors shall ensure that phones and other electronic communications devices are on silent mode, Page 314
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during Meetings (except when being used for the purpose of enabling remote attendance). Where Councillors are corresponding with each other during the meeting, whether verbally or by email, text, social media it should be done respectfully and in a way which is not disruptive to the meeting. Use of electronic devices (for research or communication outwith the chamber) is permitted providing this is done in a manner which respects the authority of the Chair, respects fellow Councillors and does not interfere with the business of the Meeting. DEBATE, MOTIONS AND AMENDMENTS 1 Debate Debate shall be controlled through the Chair as normal. Councillors should aim to be as clear and concise as possible. 2 Written material If written material needs to be circulated during the meeting (where advance notice was not possible) this shall be shared with all Councillors and relevant Officers. If possible, such material should be kept within one side of A4. The Chair will consider the competency of any such material, taking advice from Officers where appropriate. 3 Adjournment and breakout discussions If required, the meeting shall be paused or adjourned • to allow written material to be shared and read • to facilitate group discussion on controversial areas where negotiation would help for wording for motions and amendments. Groups shall be responsible for including their online group members in any breakout discussions. Committee services staff may support breakout discussions if required. VOTING AND DECISION 1 Voting At the close of summing-up the Chair shall instruct the Clerk to proceed to the vote. The Clerk shall Page 315
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• invite Councillors to vote using the relevant icons that will appear on their screens; • the Clerk will confirm if all Councillors have voted before closing the vote and thereafter declare the result which will also be visible on screen; If for any reason the Electronic Voting system fails, the Clerk will revert to taking the vote manually and shall • Advise Councillors to activate their microphones, when asked to vote and then mute again • Take the vote by roll call, pausing to allow each Councillor time to vote • If a Councillor does not vote when contacted, the Clerk will return to them at the end for a second opportunity If a Councillor has been absent or missed part of the debate it is for the Councillor to seriously and objectively consider the duration of their absence from the whole debate and determine whether they have enough information to take part in the vote. For Councillors attending remotely it is encouraged that they turn their cameras on for the duration of the vote taking place. 2 Drop out during vote If Councillors do not respond when asked to vote, the Chair shall investigate and consider whether the meeting should be adjourned. 3 Announcement of vote The Clerk shall announce the result of the vote CONFIDENTIAL REPORTS 1 Pause in meeting The Chair shall pause the meeting to allow the Clerk to ensure Members of the public are not present and remind that only those who require to be present at the meeting should remain. The Clerk will ensure that any public webcast link is stopped and that only those who require to be connected to the meeting remain. Page 316
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2 Resume meeting to consider confidential items. The Chair shall resume the meeting and deal with business as usual 3 Considering confidential items The Chair will ask online attendees to confirm that: • They are in a place with no other persons present • No persons can overhear the discussions • They will not answer any other calls or attend to any other business whilst participating in the meeting. IN THE EVENT OF TECHNICAL DIFFICULTIES 1 Loss of sound/vision Councillors should alert Committee Services: committee.services@moray.gov.uk or 01343 563164 If they are having technical difficulties. A Committee Services officer will alert the meeting Clerk who shall clarify the extent of the issue with the Chair. 2 Continuation of the meeting If temporary dropout in the Chambers has been resolved, the Chair can proceed with the meeting. If the issue is ongoing, the Chair shall advise that the meeting will be adjourned for a short period to allow investigation and resolution if possible. If the issue cannot be resolved, and if alternative arrangements cannot be made for an online meeting, the meeting will continue in person, with time given for those attending remotely to come into the Chamber provided the meeting is quorate. If the meeting is not quorate, meeting is adjourned and re-scheduled until it can be quorate. Page 317
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APPENDIX 2 Proposed webcast archive Copyright and re-use statement. The Council retains copyright in all webcast recordings, audio recordings, still images and associated material. Webcast footage may be viewed, downloaded, shared and reproduced for personal, educational, journalistic, civic participation and other non-commercial purposes, subject to the conditions below. Conditions of reuse Any person reusing webcast material must: • acknowledge the Council as the source of the footage; • not edit, crop, dub, subtitle, manipulate or combine the footage in a manner that alters its meaning or misrepresents the words or actions of any participant; • not present excerpts in a misleading, false or defamatory context; • not imply Council endorsement of any individual, organisation, political party, campaign or viewpoint; • ensure that any excerpt is accompanied by sufficient contextual information to allow a fair understanding of the proceedings; • not use artificial intelligence, synthetic media or other technologies to alter the appearance, voice or meaning of the recording; • comply with applicable data protection, equality and electoral laws Page 319
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APPENDIX 3 INTEGRATED IMPACT ASSESSMENT (IIA) This assessment covers Equalities & Socio-Economic Duties, Human Rights & Rights of the Child (UNCRC) Please refer to IIA Guidance for assistance completing this assessment. DATE DD/MM/YY UPDATE(S) - Add section(s) revised & brief note of revision e.g. Q.7 Public consultation data / findings added. SHAREPOINT VERSION DETAILS - CLT USE ONLY 17 July 26 NAME OF PROPOSAL Meetings Attendance Protocol STAGE 1 INITIAL SCREENING – Is the proposal a: Please ✓ New strategy, policy, project, plan, service, funding, full budget? ✓ Change to an existing strategy, policy, project, plan, service, funding, budget (including reduction / removal staff levels, hours changed, posts)? ☐ Budget proposals? ☐ If none of the above apply, NO IIA is needed. If any of the above are ticked, does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ✓ ✓ ☐ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ☐ ☐ ✓ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The policy includes provisions to help with the running of hybrid committee meetings which allow Councillors to attend in person, in Council HQ as well as at home via weblink. Positive: travel time and time away from home could be viewed as a barrier to someone wishing to stand for office as a Councillor. Standardising online meeting access may improve the attractiveness of standing for public office. Page 321
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APPENDIX 3 Negative: Earlier drafts of the protocol included a “cameras on at all times” requirement. This could be viewed as discriminatory against those from neuro diverse backgrounds due to sensory, wellbeing and privacy considerations. The wording has been amended to require cameras on while speaking. This measure strikes a balance between transparency and addressing individual concern. By removing the blanket requirement it is considered that the negative impact has been removed. STAGE 1 Sign Off Lead Officer Signature A McEachan Date 16/7/26 Names of others involved in STAGE 1 initial screening n/a If any STAGE 1 answers above are ‘Maybe’ or ‘Negative’ please complete STAGE 2 and refer to IIA Guidance for help. STAGE 2 – FULL IIA 1. Please give a brief description of the current service / proposal. Webasts are already in use. There is a current protocol to which changes are proposed. 2. Who are the main stakeholders? E.g. Customers, staff, families, carers, partners, community groups. Councillors and officers– as meeting attendees. Public – a viewers 3. What changes as a result of the proposal(s)? The “cameras on” proposal was originally proposed as part of that change. Following the workshop session, where feedback from Councillors was considered, this proposal has been to “cameras on when speaking”. 4. Does the proposal affect your customers? If so, how does it affect them? With the amendment the proposed change is not considered to have a negative impact. Page 322
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APPENDIX 3 5. What impact will the proposal have on staff providing the service? n/a 6. EVIDENCE - Please provide details / links to the information you have used for this assessment. CONSULTATION(S) – What consultation / engagement has been carried out to inform the IIA? Internal consultation Consultation with members an officers in workshop help on 13 April. Consultation with affected groups DATA – What has been used to inform the IIA? Local Performance Data (e.g. usage statistics) National statistics Other – Research / Best Practice / Guidance Practice from elsewhere was considered and a more lenient approach adopted. Evidence Gaps – Do you need any additional information? If so, please explain. 7. EQUALITIES AND SOCIO-ECONOMIC IMPACT(S) - Please identify any impact to each group. Please see guidance for examples. Protected Groups – Please use link for more information Positive Impact(s) Negative Impact(s) Mitigation(s) – Practical actions/adjustments to reduce or eliminate any negative impact(s). What can be done to make it fairer? Age (include children, young people, midlife and older people) There may be concerns for young people such as petitioners or pupil representatives under 18 at council committees regarding All lay attendees invited to speak at committee will be informed in advance that the meeting is webcast, recorded, archived and footage may be reused by third parties in accordance with the Council's published Webcast Reuse terms. This is echoed via notices displayed outside chambers. Active consent will be sought from attendees under the age of 18. Page 323
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APPENDIX 3 public reuse of clips in line with the Protocol . Carers (for elderly, disabled or minors) Would allow those with caring responsibility to attend meetings more easily. Disability Would allow those with disability to attend meetings more easily. Cameras on at all times would have had a potential negative impact. Mitigation is cameras on when speaking Gender reassignment Marriage and civil partnership Pregnancy and maternity (including breastfeeding) Would allow those with caring responsibility to attend meetings more easily. Race Religion and / or belief Sex Sexual orientation Page 324
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APPENDIX 3 Inequalities arising from socio-economic disadvantage HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 5 Right to liberty and security Article 6 Right to a fair trial Article 8 Respect for private / family life, home and correspondence Article 10 Freedom of expression Article 11 Freedom of assembly and association Article 14 Non-discrimination Protocol 1, Article 1- Right to peaceful enjoyment of property Protocol 1, Article 2 - Right to education RIGHTS OF CHILDREN & YOUNG PEOPLE (UNCRC) Please use link to identify all that apply and add below How does proposal interfere with rights? (limit, restrict or make it harder to enjoy) Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 2 – Non discrimination Article 3 – Best Interest of a Child Article 6 – Right to life, survival and development Article 12 – Respect the views of the child Article 23 – Children with a disability 8. Justification – Show balanced consideration of any impacts / lack of mitigations against the proposal need / outcome. E.g. Is iit considered proportionate, appropriate, necessary and / or unavoidable i.e. overriding public benefit. Page 325
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APPENDIX 3 Some negative impacts have been found that cannot be fully mitigated, but they can be justified as follows: • It is considered that the negative effects originally identified have been removed by mitigation. • That only leave positive impacts of the policy. STAGE 3 – IMPACT SUMMARY Please Tick (√) Negative Impacts Identified • Can be mitigated and justified (Q7 above) ✓ • Cannot be fully mitigated, but are justified (Q8 above) ☐ • Cannot be fully mitigated nor justified (Q7 & Q8 above) ☐ The proposals interfere with Human Rights and /or the Rights of the Child ☐ Further consultation with affected groups is needed ☐ It is advised not to go ahead with the proposals ☐ FINAL DECISION – Include any Committee / Board recommendations and /or rationale for approving proposal or not. The proposal will be presented to <insert name of Committee / Board> on <insert date of Committee> for consideration and / or final decision on whether to proceed with the proposal or not. Committee / Board Final Decision – FINAL AUTHORISATION / SIGN OFF - Final IIAs will be published to www.moray.gov.uk/IIAs at point of final decision. Service Dept. Governance Permission to Publish ✓ IIA Completed By Name A McEachan Date Position Chief Governance Officer Page 326
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APPENDIX 3 Signed off by Head of Service Name A McEachan Date 16.07.26 Page 327
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Tracey Sutherland Contact Email: tracey.sutherland@moray.gov.uk Subject: Future Meeting Dates 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve a change to the schedule of meetings of Moray Council in January and February 2027 and agree the meeting timetable until December 2027. 1.2 This report is submitted to Council in terms of Section II (10) of the Council’s Scheme of Administration relating to changes in Committee structure, distribution of functions and responsibilities. 2. SUMMARY 2.1 This report seeks to amend the timing of the first Council meeting in January 2027 and to add a special meeting of Moray Council in February 2027 to consider the budget. 2.2 The report also seeks agreement for Council meetings until December 2027. 3. RECOMMENDATIONS 3.1 It is recommended that Council agree to: i) re-schedule the meeting of Moray Council due to be held on 13 January 2027 to 27 January 2026; ii) hold a special meeting of Moray Council at 9.30am on 24 February 2027 with the scheduled ordinary meeting to begin immediately following the special meeting or at 2pm, whichever is earliest, on the same day; and iii) agree a schedule of meetings, following the Local Government Elections in May 2027 until December 2027 to allow the new Council to complete a Committee cycle prior to having to agree a timetable until April 2032. Item 18. Page 329
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Tracey Sutherland Service Manager Democratic Services 4. BACKGROUND AND CONTEXT 4.1 At the meeting of the Council on 25 June 2025, a new schedule of meeting was agreed. (para 19 of the minute refers). 5. PROPOSALS 5.1 It is proposed to reschedule the meeting on 13 January 2027 to 27 January 2027 to give Officers more time to consider the implications of the Scottish Government budget announcement. 5.2 It is requested that a Special meeting of the Council be held at 9.30am on 24 February 2027 with the scheduled ordinary meeting being held immediately following the special meeting or at 2.00pm, whichever is the earliest. 5.3 A draft meeting schedule is attached at Appendix 1 for consideration and approval. The timings of the meetings are following the current meeting cycles. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. Page 330
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☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None 6.4 Financial None 6.5 Risk None 6.6 Staffing None 6.7 Best Value and Transformation None 6.8 Property None 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ☐ ☐ ✓ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ☐ ☐ ✓ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Page 331
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Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected 6.11 Climate Change and Biodiversity Impacts None 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Leadership Team, Chief Financial Officer and the Chief Governance Officer (Monitoring Officer) and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 None Page 332
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APPENDIX 1 Committee Timetable May 2027 – December 2027 MAY 2027 18/05/2027 Moray Council (First meeting of the newly elected Council) 9.30am 25/05/2027 Corporate 9.30am 27/05/2027 IJB Clinical and Care Governance Committee 10.00am 27/05/2027 Harbours Sub Committee 2:00pm JUNE 2027 01/06/2027 Education, Children’s and Leisure Services 9.30am 08/06/2027 Economic Development and Infrastructure Services 9.30am 09/06/2027 Community Planning Board 2.00pm 10/06/2027 Housing and Community Safety 9.30am 15/06/2027 Audit and Scrutiny 9.30am 17/06/2027 Planning and Regulatory Services 9.30am 23/06/2027 Licensing Committee 9.30am 23/06/2027 Licensing Board 2.00pm 24/06/0207 IJB Audit, Performance and Risk Committee 9.30am 24/06/2027 Moray Integration Joint Board 1.30pm 25/06/2027 Grampian Valuation Joint Board 9.30am 30/06/2027 Moray Council 9.30am AUGUST 2027 19/08/2027 Moray Local Review Body 9.30am 26/08/2027 Police and Fire and Rescue Services 2:00pm 26/08/2027 IJB Clinical and Care Governance Committee 10.00am 31/08/2027 Corporate 9.30am SEPTEMBER 2027 01/09/2027 Community Planning Board 2.00pm 07/09/2027 Education, Children’s and Leisure Services 9.30am 08/09/2027 Licensing Committee 9.30am 08/09/2027 Licensing Board 2.00pm 09/09/2027 Planning and Regulatory 9.30am 14/09/2027 Harbours Sub-Committee 9.30am 21/09/2027 Economic Development and Infrastructure Services 9.30am 23/09/2027 Housing and Community Safety 9.30am 28/09/2027 Audit and Scrutiny 9.30am 29/09/2027 Moray Council 9.30am 30/09/2027 IJB Audit, Performance and Risk Committee 9.30am 30/09/2027 Moray Integration Joint Board 1.30pm OCTOBER 2027 21/10/2026 Moray Local Review Body 9.30am 28/10/2026 Planning and Regulatory Services 9.30am NOVEMBER 2027 03/11/2027 Licensing Committee 9.30am 03/11/2027 Licensing Board 9.30am 10/11/2027 Moray Council 9.30am Page 333
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11/11/2027 Police and Fire and Rescue Services 2.00pm 18/11/2027 Moray Local Review Body 9.30am 23/11/2027 Corporate Services 9.30am 24/11/2027 Community Planning Board 2.00pm 25/11/2027 Moray Integration Joint Board 10.00am 30/11/2027 Education, Children and Leisure Services 9.30am DECEMBER 2027 02/12/2027 Planning and Regulatory Services 9.30am 07/12/2027 Economic Development and Infrastructure Services 9.30am 09/12/2027 Housing and Community Safety 9.30am 14/12/2027 Harbours Sub Committee 9.30am 15/12/2027 Audit and Scrutiny 9.30am 16/12/2027 Moray Local Review Body 9.30am Page 334
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Report to: Moray Council Meeting Date: 30 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Tracey Sutherland Contact Email: Tracey.sutherland@moray.gov.uk Subject: Outside Bodies Appointments 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider whether to express an interest in appointing a Council representative to the Regional Energy Strategic Planning Scotland Group, and to consider vacancies which have arisen on other outside bodies. 1.2 This report is submitted to Council in terms of Section II (12) of the Council’s Scheme of Administration relating to appointments to Outside Bodies. 2. SUMMARY 2.1 A request has been received from the Chief Executive Officer, National Energy System Operator (NESO) inviting the Council to express interest in appointing a Councillor to help shape the governance of the Regional Strategic Plan (RESP) for Scotland. 2.2 Following the resignation of Councillor Cameron on 2 September 2026 from 2 Outside Bodies, a vacancy has now arisen on the Findhorn Bay Local Nature Reserve Management Committee. 2.3 Councillor Cameron has also resigned from the Moray Leisure – Board of Directors, bringing the number of Council vacancies on the Board to 2, following Councillor Macrae’s resignation in September 2025. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) agree whether or not to express an interest in nominating a Councillor to take part in the NESO Strategic Board; ii) if, agreeing to nominate a Councillor, agree which Councillor to nominate; Item 19. Page 335
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iii) note that Officer representation will be arranged through local government working groups. iv) agree whether to appoint a Councillor to represent the Council on the Findhorn Bay Local Nature Reserve Management Committee; v) agree whether to appoint 2 Councillors representatives to sit on the Moray Leisure – Board of Directors; and vi) If agreeing to nominate Councillors to the vacancies at iv) and v) which Councillors to be appointed. Tracey Sutherland Service Manager Democratic Services 4. BACKGROUND AND CONTEXT NESO 4.1 A request was received on 25 August 2026 from National Energy System Operator to invite the Council to express interest in appointing a Councillor to help shape the governance of the Regional Strategic Plan (RESP) for Scotland. 4.2 Further details of NESO and the role are detailed in Appendix 1. In addition, the Expression of Interest form is produced as Appendix 2. 4.3 As there are only six seats for local government representatives on the Strategic Board, being successful will be highly competitive as it is anticipated that there will be expressions of interest from a number of other local authorities. Representatives will need to ensure that local ambitions, evidence and practical constraints inform the RESP’s development, helping to identify where infrastructure may be needed to enable growth and support more coordinated, efficient investment. If Council elects to nominate a member for the Strategic Board, then they will be required to provide details of relevant responsibilities and accountabilities which make them well suited to the role as well as any conflicts of interest. Any Alternate provided will also be required to provide this information. Other Vacancies 4.4 At the meeting of Moray Council on 3 December 2025 (para 24 of the minute refers), following the resignation of Councillor Macrae from one of the three Council nominated director positions on the Board of Moray Leisure Limited, it was agreed that the vacancy would not be filled due to a review of Moray Leisure Limited’s governing documents. 4.5 Following review, no changes to Moray Leisure's governing documents are being pursued. The Council are now asked to consider the 2 Board vacancies, as well as the vacancy on the Findhorn Bay Local Nature Reserve Management Committee. 5. PROPOSALS Page 336
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5.1 It is proposed that the Council consider whether to express an interest in nominating a Councillor and agree whether to make appointments to the vacant outside body positions. 5.2 Following resignations from the Moray Leisure Centre – Board of Directors and Findhorn Bay Local Nature Reserve Management Committee agree whether to appoint new representatives. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None 6.4 Financial None Page 337
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6.5 Risk None 6.6 Staffing None 6.7 Best Value and Transformation None 6.8 Property None 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact Does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ☐ ☐ ☐ ✓ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ☐ ☐ ☐ ☐ ✓ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ☐ ☐ ☐ ✓ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected 6.11 Climate Change and Biodiversity Impacts None 7. CONSULTATION Page 338
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7.1 This report has been prepared in consultation with the Corporate Leadership Team, Head of Growth, Planning and Climate and Chief Governance Officer (Monitoring Officer) and any comments have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Page 339
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National Energy System Operator How nations and regions will shape their future energy system A Simple Guide to RESP Governance August 2026 Public Appendix 1 Page 341
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2 A Simple Guide to RESP GovernancePublic Governance that puts nations and regions at the heart of energy planning Regional Energy Strategic Plans (RESPs) will identify the energy system requirements needed to support economic growth and deliver reliable, clean and affordable energy across Scotland, Wales and nine English regions. Historically, planning for electricity, gas, heat, transport and local development has often happened separately, creating uncertainty about what infrastructure will be needed and when. RESP will bring these areas together into a single, joined-up view of future energy needs. Its governance will give leaders in each nation and region a formal role in shaping and approving the plan. RESP forms part of NESO’s broader role in planning the future energy system in Great Britain, which you can find out more about by visiting Strategic Planning on our website. This guide is for anyone interested in taking part in RESP governance within the nations and regions. It reflects the draft RESP methodology, which remains subject to approval by Ofgem and the Secretary of State. You can read the draft methodology, which includes the draft Terms of Reference for the governance groups covered in this guide, by visiting RESP – Methodology Consultation on our website. Each nation and region will have a Strategic Board, supported by a Local Government Working Group and thematic Working Groups. NESO’s independent energy experts, based in the nations and regions, will work with these groups to bring local priorities and technical evidence into a whole system view. GB-wide groups will help coordinate issues that cross boundaries or require a consistent national approach. Why take part? For the first time, local leaders will have a formal role in influencing the future energy needs of their area, helping to realise local development and investment ambitions. Taking part is an opportunity to bring local ambitions, priorities and evidence directly into long-term energy planning. Members of the Strategic Board and Working Groups will help identify where infrastructure may be needed to enable economic growth, building a shared evidence base that will inform future distribution network planning and investment decisions. Page 342
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3 A Simple Guide to RESP GovernancePublic The Strategic Board What it will do: In each nation and region, the Strategic Board will steer the development of the RESP, providing strategic direction, considering the main choices and trade-offs and helping ensure the plan reflects local priorities while aligning with national goals. The Strategic Board has a formal role in approving the RESP. How membership will be composed: Each Board is expected to have up to 16 members and is chaired by NESO. Membership will be drawn from the electricity and gas distribution networks, up to six representatives speaking collectively for local government and up to four ‘cross-sector actors’ bringing wider whole energy system perspectives. The Scottish Government or Welsh Government will also sit on the relevant nation’s Board. For local government, where strategic authorities exist, we expect them to be represented, with the remaining local government places shared across the rest of the nation or region up to the six-seat limit. NESO will seek a balance across different types of place and a range of social factors, so that the Board reflects the breadth of communities it serves. Who we are looking for: All Strategic Board members will think strategically, understand and challenge complex evidence, communicate clearly and work towards consensus. They will exercise sound, transparent judgement and have the authority and credibility to participate in decisions that support the nation or region as a whole. We expect Board members to be established leaders, operating at Director level or equivalent. For local government, Board members may be either elected members with a relevant portfolio or senior officers. Representatives may put forward a named substitute, operating at the same level of seniority. To bring wider whole system perspectives to the Board, we are seeking up to four ‘cross- sector actors’ who can bring substantial experience in the nation or region and particular depth in the whole system energy transition, heat networks, commercial energy use, industry, maritime, transport, fuel poverty, community energy or consumer interests. Local Government Working Group What it will do: Local authorities across the nation or region will be able to participate through the Local Government Working Group. It will provide a formal route to shape the RESP by bringing together local plans, priorities, evidence and constraints; testing emerging proposals; and advising the Strategic Board. Representatives of local government on the Strategic Board will collectively represent the Working Group at that level. Page 343
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4 A Simple Guide to RESP GovernancePublic Who we are looking for: A local authority representative who understands their place’s priorities and plans and can work across organisational and geographic boundaries. They will bring evidence into the process, listen to the needs of different places, help identify common ground and keep colleagues in their authority informed. We anticipate that membership will comprise officers in areas such as energy strategy and strategic planning. Thematic Working Groups What they will do: Thematic Working Groups will bring practical experience and specialist insight into the development of the RESP. Participants will help review planning evidence, identify regional priorities and highlight risks, uncertainties and trade-offs. The precise structure may vary by nation or region, but is expected to cover the following themes: ● Consumer and Commercial Demand – considering issues such as residential and commercial consumer needs, heat, commercial energy use and demand flexibility. ● Generation and Storage – considering issues such as electricity generation, community energy, storage and connections. ● Industrial Decarbonisation – considering issues such as industrial energy needs, decarbonisation pathways and infrastructure requirements. ● Transport – considering issues such as passenger and freight transport, charging infrastructure and alternative fuels. Who we are looking for: Practitioners and subject-matter experts with relevant delivery experience or sector insight in their nation or region. Participants should be able to bring evidence and a wider sector perspective, test emerging proposals constructively and identify how different choices could affect delivery. Page 344
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5 A Simple Guide to RESP GovernancePublic Operating across Working Groups RESP governance is designed with stakeholder capacity at front of mind. We do not expect stakeholders to need to sit on multiple Working Groups or that there will be advantage in doing so. Throughout the development of RESP, NESO will seek to bring the views of Working Groups together to ensure a whole system approach. What taking part will involve Taking part in a Strategic Board or Working Group will involve preparing for and attending meetings linked to key RESP milestones, drawing on the views and evidence of the participant’s wider place, sector or network, and responding to occasional time- sensitive requests. We expect participants to remain involved throughout the first RESP cycle, which runs for two years to December 2028, and to commit up to eight days over that period. Participation is expected to be voluntary and unpaid and will not create an employment relationship with NESO, although reasonable expenses may be covered. Everyone involved will act in the public interest and follow the Seven Principles of Public Life. They will exercise independent judgement, declare relevant interests, respect confidentiality and contribute constructively to collective discussions and decisions.. How to express an interest NESO is writing directly to local authorities and energy distribution networks with further instructions on how to put forward expressions of interest. If you are from another sector and are interested in putting forward an expression of interest for the Strategic Board or a thematic Working Group in one of the RESP nations and regions, please visit Regional Energy Strategic Planning (RESP) on our website. Page 345
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NESO Faraday House Warwick Technology Park Gallows Hill Warwick CV34 6DA United Kingdom Registered in England and Wales No. 11014226 neso.energy National Energy System Operator Page 346
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1 Public RESP Strategic Board Local Government Expression of Interest Form This form is for a local authority or combined authority wishing to express an interest in representation on a RESP Strategic Board. Before completing the form, please review the Simple Guide to Governance, which explains the role of the Strategic Board, eligibility and expectations for local authority and combined authority members, and the role of named alternates. Local authority or combined authority details Name of local authority or combined authority: Name of person submitting the expression of interest on behalf of the organisation: Job title: Email address: Proposed local authority or combined authority Strategic Board representative: Full name: Job title: Relevant responsibilities and accountabilities within the local authority or combined authority: Email address: Potential conflicts of interest (or state “None”): Proposed named alternate details (optional): Full name: Job title: Relevant responsibilities and accountabilities within the local authority or combined authority: Email address: Potential conflicts of interest (or state “None”): Additional information (optional): Appendix 2 Page 347
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