Agenda Document Pack - Moray Council - 26/06/2024
Moray Council · 26 June 2024
Back to Moray Council — 26 June 2024 and its agenda
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Moray Council Wednesday, 26 June 2024 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, 26 June 2024 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 Items 15 and 16 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 Minute of meeting dated 22 May 2024 7 - 14 5 Written Questions ** 6 Regulation of Investigatory Powers (Scotland) Act 2000 and Regulaton of Investigation Powers Act 2000 - Authorised Officers Report by Depute Chief Executive (Economy, Environment and Finance) 15 - 20 7 School Transport Policy and Implementation Report by Depute Chief Executive (Economy, Environment and Finance) 21 - 28 Page 1
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8 Short to Medium Term Financial Strategy Report by Depute Chief Executive (Economy, Environment and Finance) 29 - 44 9 Capital Plan 2023-24 Report by Depute Chief Executive (Economy, Environment and Finance) 45 - 60 10 2023-24 Revenue Out-Turn Variances from Budget Report by Depute Chief Executive (Economy, Environment and Finance) 61 - 80 11 Building Information Modelling Report by Depute Chief Executive (Economy, Environment and Finance) 81 - 142 12 Moray Sport and Leisure Asset Review Report by Depute Chief Executive (Education, Communities and Organisational Development) 143 - 162 13 Public Performance Report 2023-24 Report by Depute Chief Executive (Education, Communities and Organisational Development) 163 - 206 14 Corporate Plan - Progress Update 2023-24 Report by Depute Chief Executive (Economy, Environment and Finance) 207 - 254 Item(s) which the Committee may wish to consider with the Press and Public excluded 15 Former Toilets, Leys Road, Forres [Paras 6, 8 and 9] • 6. Information relating to the financial or business affairs of any particular person(s); • 8 & 9. Information on proposed terms and/or expenditure to be incurred by the Authority; 16 Moray Affordable Housing Programme - Council Land Acquisition [Para 9] • 9. Information on terms proposed or to be proposed by or to the Authority; 255 - 256 Page 2
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Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services at least 48 hours before the meeting for which the report is published. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. 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 do so, please come to the High Street entrance door and a member of staff will be let into the building. Page 3
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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 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be tabled at the start of the relevant section of the meeting. The Member who has put the question may, after the answer has been given, ask one supplementary question directly related to the subject matter, 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 4
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MORAY COUNCIL Moray Council SEDERUNT Councillor Kathleen Robertson (Chair) Councillor Donald Gatt (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 Amber Dunbar (Member) Councillor Jérémie Fernandes (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Scott Lawrence (Member) Councillor Graham Leadbitter (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 5
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MORAY COUNCIL Minute of Meeting of the Moray Council Wednesday, 22 May 2024 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 Sandy Keith, Councillor Scott Lawrence, Councillor Graham Leadbitter, Councillor Marc Macrae, Councillor Paul McBain, Councillor Neil McLennan, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor John Stuart, Councillor Draeyk van der Horn, Councillor Sonya Warren, Councillor Ben Williams APOLOGIES No apologies were submitted. IN ATTENDANCE The Chief Executive, Depute Chief Executive (Education, Communities and Organisational Development), Chief Officer, Health and Social Care Moray, Head of Governance, Strategy and Performance, Head of HR, ICT and Organisational Development, Acting Head of Economic Growth and Development, Chief Financial Officer, Andy Hall, Project Officer, Senior Project Manager - Housing Mix Delivery and Democratic Services Manager. 1. Declaration of Group Decisions and Members Interests In terms of Standing Order 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. Councillor Stuart declared an interest in Item 11 "Refugee Resettlement and Assylum Activities" and said he would remove himself from the meeting prior to the consideration of the item. With regard to Item 8 "Learning Estate Programme Update - Future Forres Academy Site Selection" and Item 10 "Land Assembly - Moray Growth Deal", Councillor Williams stated, that following discussion with the Monitoring Officer, he did not believe that the connections met the test for declarations of interest merely a connection that he is declaring for transparency and would remain in the meeting for the consideration of the items. Councillor Robertson raised, for transparency that she is a trustee of the Moray Migrants and Refugee Support Charity but she felt that this did not preclude her from continuing to chair and consider Item 11. Item 4 Page 7
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There were no further declarations of Member’s interests in respect of any item on the agenda. 2. 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 Items 10 and 11 of business on the grounds that it involves the likely disclosure of exempt information of the class. Para number of the minute Para Number of Schedule 7a 14 Para 9 Information on terms proposed or to be proposed by or to the Authority 15 Para 3 Information relating to any particular applicant for, or recipient or former recipient of, any service provided by the Authority and Para 5 Information relating to the adoption, care, fostering or education of any particular child or relating to the supervision or residence of any particular child in accordance with a supervision requirement. 3. Congratulations On the invitation of the Chair, the Council joined Councillor Keith in congratulating Councillor Divers on his 25 year unbroken anniversary of being elected as a Councillor at Moray Council. In response, Councillor Divers thanked the Council and Councillor Keith for his kind words. 4. Minutes of Special Moray Council on 28 February 2024 The minutes of the Special Meeting of Moray Council on 28 February 2024 were submitted and approved. 5. Minutes of Meeting of Moray Council on 6 March 2024 The minutes of the meeting of Moray Council on 6 March 2024 were submitted and approved. 6. Minutes of Special Moray Council on 27 March 2024 The minutes of the Special Meeting of Moray Council on 27 March 2024 were submitted and approved subject to a change to paragraph 6 - Review of Standing Page 8
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Orders. Councillor Williams stated that he had raised concerns about Councillor welfare and not safety. 7. Minutes of Special Moray Council on 24 April 2024 The minutes of the Special meeting of Moray Council on 25 April 2024 were submitted and approved. 8. Written Questions ** The Council noted that no written questions had been submitted. 9. Moray Integration Joint Board Summary Report The Council joined the Chair in thanking Mr Bokor-Ingram for his service as Chief Officer of Health and Social Care Moray, as this would be his last meeting of the Council in the role. The meeting had before it a report by the Chief Officer, Health and Social Care Moray asking the Council to approve the Council's contribution to the Moray Integration Joint Board budget and to inform the Council of the latest approved minutes of the meeting of the Moray Integration Joint Board. Following consideration the Council agreed to: i) note the annual contribution to the Moray Integration Joint Board budget; ii) note that a recovery plan is being prepared in an endeavour to manage the overspend of the budget; and iii) note the content of this report in regards to the approved Minutes. 10. Recruitment and Selection Process for a Chief Social Work Officer The meeting had before it a report by the Chief Executive and Interim Chief Executive recommending the proposed approach for recruiting an interim and permanent replacement for the outgoing Chief Social Work Officer (CSWO)/Head of Service of the Council which is a key statutory post in the Moray Health and Social Care Partnerhip. The Chief Executive advised the Council of an error in paragraph 3.5 of the report in which the date should read 30 May and not 31 May. He further advised that in paragraph 3.10 of the report the Head of HR, ICT and Organisational Development is an adviser to the panel and not a substantive member of the recruitment panel. He concluded by assuring the Council that the course of action proposed in the report is done in consultation with the Chief Social Work Officer for Scotland who is assisting the Council with the process. Councillor Mustard sought clarification on what would happen in there was a tie between candidates. Page 9
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In response the Depute Chief Executive (Education, Communities and Organisational Development) confirmed that tests and assessments are carried out on each quality and requirement for the post and members would be taking a decision on the results of the assessments which due to their nature, it was highly unlikely that 2 candidates would score exactly the same. She further added that in the unlikely event of that happening the Committee would decide whether or not to make an appointment or question the candidates further but this should be covered under the recruitment procedures. Councillor Mustard proposed that should the procedures for a tie not be covered in the recruitment procedures then authority is delegated to the Interim Chief Executive to decide on the process if there is a tie. As there was no one otherwise minded the Council unanimously agreed to: i) delegate authority to the Interim Chief Executive of the Council to appoint an Interim CSWO/Head of Service in consultation with the Interim Chief Executive of NHS Grampian, the Chair and Vice Chair of Moray Integration Joint Board (MIJB) to cover the period until the new permanent Chief Social Work Officer/Head of Service is recruited and takes up post (estimated to take approximately 6 months); ii) approve the progression of the recruitment process for the permanent CSWO/Head of Service post in accordance with current policy; iii) note the indicative timeline for the recruitment and selection process for the permanent position; iv) instructs the Interim Chief Executive of the Council to report back to the Council and MIJB on any interim appointment; and v) delegate authority to the Interim Chief Executive to decide on the process should there be a tie between applicants at the end recruitment process, if it is not covered under the recruitment procedures. 11. Learning Estate Programme Update - Future Forres Academy Site Selection The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Council on the site selection for the Future Forres Academy new build project and seeking approval of the Education, Children's and Leisure Services Committee's recommendation for the preferred site. The Chair acknowledged and thanked the members of the public for all the correspondence that have been received and assured the public that all members have read them. Some important issues have been raised and members have had the opportunity ask questions of Officers before or during meetings. Councillor McBain moved the recommendations as printed. This was seconded by Councillor Macrae. Page 10
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Councillor McLennan sought clarification on where the risk to the Common Good sits if there is any legal challenge, does it sit with the 4 Ward Councillors or is it all 26 Councillors. In response, the Head of Governance, Strategy and Performance confirmed that Common Good land is managed by the Council so responsibility sits with all 26 Councillors. Councillor McLennan proposed an amendment to the recommendations in the following terms: Pause Recommendations 2.1 (i) and 2.1 (iii) until, new recommendation below has taken place:- Recommendation 2.2 Arrangements to be made for Councillors to have the opportunity to meet a representative from the following groups within the next 14 days: Forres Community Council, Forres Development Trust/Forres Area Community Trust, Forres New Academy Forum and, separately, Pupil Voice Representatives from Forres Academy and Forres ASG Primary feeder schools, and separately Forres ASG Headteachers and a teacher representatives from each school. A Special Meeting of Moray Council to be arranged before summer recess to return to this paper following those meetings taking place. Councillor Robertson asked if Councillor McLennan had a seconder. In terms of Standing Order 65, Councillor McLennan's amendment failed to obtain a seconder and therefore fell. Councillor Stuart sought agreement to have a short adjournment to allow Councillors to consider the emails from members of the public which had been sent in since the start of the meeting. In response, the Chair confirmed that the meeting had been timetabled for some time and been ongoing since 9.30am and did not think it was appropriate for members to take into consideration emails received after the start of the meeting to influence debate and the decision. She further added that it would not be good practice and could lead to poor decision making and sought approval from the Council to continue with this item and consider the recommendations. This was unanimously agreed. The Council agreed to: i) note the outcome of the option appraisal by the design team regarding the location of a new (paras 3.8 to 3.10); ii) note the outcome of the public engagement regarding the location of a new school (paras 4.1 to 4.3); and iii) the recommendation of the Education, Children's and Leisure Services Committee on 14 May 2024 that the Applegrove/Roysvale Park Option is the preferred site for the new school (para 5.1 to 5.5). Page 11
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Councillor McLennan asked that his dissent be recorded. 12. Best Wishes The Council joined the Chair in sending their best wishes to Richard Lochhead MSP following his recent surgery and wished him a speedy recovery. 13. Retirement of Chief Executive The Council joined the Chair in wishing Mr Burns a long and happy retirement and thanked him for his dedication and service to the people of Moray, staff, as well as past and current Councillors as this was his last meeting of the Council. 14. Land Assembly - Moray Growth Deal [Para 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) updating the Council on progress with the land assembly for the South Street regeneration and to authorise the use of compulsory purchase powers to include the "Newmarket Close" in order to support development of property in South Street, Elgin and to secure the delivery of Moray Growth Deal Projects. Following consideration, the Council unanimously agreed to: i) note progress on land assembly for the South Street regeneration project; ii) note that as per previous Council decision a compulsory purchase order (CPO) be served on the remaining South Street property required for the project; and iii) delegate authority to the Head of Governance, Strategy and Performance to use compulsory purchase powers to acquire "Newmarket Close" as shown in Appendix 2 and thereafter to the Head of Housing and Property and Legal Services Manager for the acquisition of the close to enable the redevelopment of the site in Appendix 1. Councillor Stuart left the meeting at the conclusion of this item. 15. Refugee, Resettlement and Asylum Activities [Paras 3 and 5] The meeting had before it a report by the Chief Executive informing the Council of activities to date with respect to the UK and Scottish humanitarian protection, refugee resettlement and asylum programmes, including resource allocation, accommodation, integration/support provision, funding received and proposed ongoing management. Following consideration the Council agreed to: i) note the updates on the activities in support of individuals requiring humanitarian protection or seeking asylum; ii) note that consideration will be given to the appropriate committee which will oversee refugee, resettlement and asylum activities, to be incorporated in future revision of the Council’s Scheme of Administration; Page 12
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iii) note the budgetary position to 31 March 2024 as detailed in section 7 (c) of the report and, pending completion of the review at recommendations 3.1 (iv) and report at (v) below, delegates authority to the Head of Housing and Property in consultation with the Chief Finance Officer to assign the available funds received under various grant and associated funding streams in line with service requirements; iv) note that the Head of Housing and Property will review the staffing arrangements and develop proposals to absorb ongoing provision within the Housing and Property service; and v) note that following the proposals set out in recommendations 3.1 (iii) and (iv), a report setting out the proposed future budgetary and staffing arrangements will be brought to Council later in the year. Page 13
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: REGULATION OF INVESTIGATORY POWERS (SCOTLAND) ACT 2000 AND REGULATION OF INVESTIGATORY POWERS ACT 2000 - AUTHORISED OFFICERS BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT & FINANCE) 1. REASON FOR REPORT 1.1 To inform the Council of changes in Authorising Officers relative to the Regulation of Investigatory Powers (Sc) Act 2000 (RIPSA) and the Regulation of Investigatory Powers Act 2000 (RIPA). 1.2 This report is submitted to Council in terms of Section I (3) of the Council's Scheme of Administration as this matter would previously have been considered at the Policy and Resources Committee. 2. RECOMMENDATION 2.1 It is recommended that the Council: (i) note the recent staffing changes which impact on RIPSA/RIPA operations; (ii) agree the revised list of Authoring Officers in Appendix 1, subject to all officers having completed relevant training; (iii) delegate authority to the Chief Executive to appoint or otherwise make interim changes to Authorising Officers and the Senior Responsible Officer on behalf of the Council in periods between review of the corporate Scheme of Delegation, subject to any changes being intimated to all members and published on the Council website. Item 6 Page 15
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3. BACKGROUND 3.1 In terms of sections 6 and 7 of RIPSA, the Council must identify both Authorised Officers (AOs) who may authorise applications for covert surveillance and a Senior Responsible Officer (SRO) for the Council relative to compliance with this legislation. Duties of AOs and the SRO are set out in the Council’s RIPSA Policy. 3.2 The latest iteration of the Scheme of Delegation in May 2023 shows the following: SENIOR RESPONSIBLE OFFICER (SRO) 3.3 The Head of Economic Growth and Development (HEGD) who was the Council SRO retired at the end of April and a new SRO is required. Whilst this responsibility would normally align with the post, the Acting HEGD requires training in this matter and a period to develop familiarity before it would be appropriate for this responsibility to again sit with this post. The Depute Chief Executive (Economy, Environment and Finance) is familiar with this area and it is proposed that the role of SRO is currently realigned with this post. Whilst in this role, best practice suggests the postholder cannot also be an Authorising Officer. AUTHORISING OFFICER (AO) 4. Following staffing changes, from February 2023 two additional authorising officers were trained. Further changes require that additional officers receive training in 2024 and this is being arranged. A revised list of Authorising Officers is produced at Appendix 1 for approval subject to authorisation only taking effect from completion of training for new Authorising Officers. 5. In terms of the Regulation of Investigatory Powers (Prescription of Offices, etc and Specification of Public Authorities) (Scotland) Order 2010, AOs should be officers at Assistant Head of Service level or at the level of Investigation Manager. Moray Council does not have Assistant Heads of Service but all AOs proposed are considered to be at the level of Investigation Manager or above for these purposes. Page 16
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6. Given retirals and other staffing changes it is clear that a more dynamic system to appoint AOs is required, hence delegated authority is sought as recommended subject to all members being advised of any changes and a list of all Authorising Officers including the SRO being kept updated on the Council website. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The use of investigatory powers, where appropriate, contribute towards National Outcome 9 – we live our lives safe from crime, disorder and danger. This underpins a number of the cross cutting corporate priorities including building thriving, resilient and empowered communities and tackling poverty and inequality by supporting vulnerable members of our community. (b) Policy and Legal The corporate policies and authorisation processes enable the Council to ensure appropriate checks and balances in terms of RIPSA and RIPA are in place within Moray thereby ensuring that covert surveillance activities and acquisition of communications data is conducted in an efficient and proportionate manner and in accordance with the legislation. (c) Financial implications There are no direct financial implications. (d) Risk Implications Having a dynamic approach to identifying Authorised Officers and the corporate SRO will help to ensure compliance in a fast moving environment and so manage risk. (e) Staffing Implications All officers involved in this area receive regular training/update training. (f) Property None. (g) Equalities/Socio Economic Impact The changes recommended are to ensure procedural compliance and do not impact directly on others. (h) Climate Change and Biodiversity Impacts None. Page 17
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(i) Consultations Consultation has taken place with the Head of Strategic Planning and Governance, the Equal Opportunities Officer, Senior Solicitor – License and Regulatory and Democratic Services Manager and their comments incorporated into the report. 5. CONCLUSION 5.1 The report seeks to update procedures relative to RIPA and RIPSA given recent and anticipated future staffing changes to ensure compliance. Author of Report: Rhona Gunn, Depute Chief Executive (Economy, Environment & Finance) Background Papers: Ref: SPMAN-813460984-579 / SPMAN-813460984-580 Page 18
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Appendix 1 Regulation of Investigatory Powers (Scotland) Act 2000 Sections 6 and 7 – Authorising Officers:* • Chief Executive (where required by statute*) • Head of Economic Growth and Development • Environmental Health and Trading Standards Manager • Principal Environmental Health Officers (2 Officers) • Chief Executive Authorisation: • Must authorise where operation likely to obtain confidential information. • Must authorise when a vulnerable individual or juvenile (under 18 years of age) is to be used as a source. Senior Responsible Officer:* Depute Chief Executive (Economy, Environment and Finance) * Chief Executive has delegated authority to revise appointees subject to notification to members and publication of details. Item 6 Page 19
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REPORT TO: MORAY COUNCIL 26 JUNE 2024 SUBJECT: SCHOOL TRANSPORT POLICY AND IMPLEMENTATION BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Council of the position relating to home to school transport tenders for the next five years, the potential for increased costs and options available to counter these increased costs. This report is submitted to Council in terms of Section III (F) (18) of the Council's Scheme of Administration relating to passenger transport and Section III (D) (7) in relation to children’s safety. 2. RECOMMENDATION 2.1 It is recommended that Council: (i) considers and notes the contents of the report and approves public consultation on the options relating to walking distance (para 5.2- 5.4), mileage payments (para 5.5-5.6) and walking routes (para 5.7- 5.8) (ii) approves the use of public registered services and the Under-22 scheme for certain secondary school routes as set out in paras 5.9- 5.12. 3. BACKGROUND 3.1 Under Section 51 of the Education (Scotland) Act 1980, the council has a statutory duty as Education Authority to provide transport to school. This has commonly been interpreted as requiring the direct provision of home to school transport (‘school buses’), although there are variations possible as will be set out below. Item 7 Page 21
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3.2 The council currently spends £5.3m per year on general school transport (approximately 85% of the overall Transportation budget). This is primarily provided on contracted dedicated school bus routes, closed to the general public. Approximately 89% of eligible pupils are taken to school on contracted vehicles and 11% using council vehicles. The current contracts are coming towards the end of their operational life and a procurement process needs to commence in the forthcoming 12 months in order to maintain continuity. A clear policy position is required upon which to base this procurement. It is also important to consider how to best deliver value for money and manage cost, at a time when material inflation in transport costs has been experienced, whilst still maintaining a safe and suitable school transport provision. 3.3 A number of options are outlined below for discussion to enable a way forward to be identified which officers can then pursue. 4. LEGAL & POLICY CONSIDERATIONS AND CURRENT COUNCIL POSITION 4.1 Section 51 Education (Scotland) Act 1980 requires the council to make such arrangements as it considers necessary for the provision of school transport for pupils residing, and attending, zoned schools in their area. There is no requirement to provide school transport for those families seeking placing requests to schools outside their zone. 4.2 The Act allows for a wide level of discretion in regard to what is actually provided by Council including: • provision of free school transport on bus/taxi for some or all of the journey. • making bicycles or other suitable means of transport available. • paying some or all of travelling costs to the parent/carer. 4.3 It is noted that the provision of school transport may be by either dedicated service or aboard a local bus service (the definition being around the service being at no charge to the pupil). There is a further requirement to have regard to the safety of pupils as well as to ensure that access to transport which meets the child’s needs is provided. 4.4 In arranging school transport routes, the council needs to take into consideration the distance between a pupil’s home and zoned school. There is no prescribed distance beyond which the council must, nor distance below which the council must not, provide transport. However, the legislation then does state that where a local authority fails to provide transport to a child living beyond the walking distance to the nearest public school willing to accept the child, a parent will be deemed to have a reasonable excuse for not ensuring the attendance of that child at school. The statutory walking distance is 2 miles for children aged under eight and 3 miles for children aged eight or over. Page 22
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4.5 It is also important to note that parents/carers remain responsible for their child’s journey to and from school, or where school transport is provided, between home and the designated pick up / drop off point. Pupils living a number of miles from their nearest zoned school are not entitled to transport from the door, as can often be perceived, but can be expected to walk up to 2 miles as outlined below. 4.6 The council currently provides school transport to entitled pupils attending their zoned school on the following basis: • For all pupils, primary and secondary, where their zoned school is more than 2 miles from their home address, or where there is not a safe walking route to the school. This is increased to 3 miles for pupils at Elgin Academy and Elgin High School, as previously agreed by this Committee on 14 February 2018 (para 10 of the minute refers).. • Transport is provided by various means:- school coach, minibus, multi- purpose vehicle or taxi from a nominated pick up /drop off point within reasonable safe walking distance of the home address. Pupils can currently still walk up to 2 miles to access school transport and parents/carers remain responsible for this leg of the journey. • School transport is a mix of contracted closed school contract routes, in- house closed contract routes, plus very limited in-house open contract routes and use of local bus services via council procured season ticket. 5 POLICY OPTIONS FOR CONSIDERATION 5.1 The Council will be required to commence procurement for Home to School transport in the next 12 months and Council is asked to consider the following options either for direct approval, or for public consultation to inform future policy for future transport arrangements. For Public Consultation: 5.2 Walking Distance. Currently school transport is provided to Moray pupils on the premise of the home address being more than 2 miles from their zoned primary or secondary school. There is one exception to this, both Elgin Academy and Elgin High School operate on the basis of 3 miles rather than 2 miles. However, it must be borne in mind that pupils may still walk up to 2 miles to access school transport from the home address to school. Where provided, home to school transport is not a door to door service. Page 23
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5.3 There are several options to consider in determining if a change to policy is to be pursued. These are outlined as: a. Keep mileage position as is. No saving would arise from this option. b. Use 2 miles for Primary and 3 miles for Secondary pupils. There is potential to investigate the removal of a number of school contracts thus providing a saving to budget with this option. As this aligns with the statutory walking distance and would produce a consistent approach across Moray. It also mirrors the provision in approximately 2/3 of local authorities across Scotland. c. Use the end of P4 as the cut off point for 2 miles, and from P5 onwards use 3 miles. Whilst closest in terms of the guidance in the Act, this does present issues for both contractors and for families with primary school children in both categories as to pick up point and parental responsibility. d. Introduce a higher distance (3+ miles) not tied to statutory walking distance. This could be considered out of line with associated statutory provisions on school attendance, and would be likely to raise concerns from families around walking time to school, increased reliance on car use (where available), and could be counter-intuitive to active travel. 5.4 It is recommended that these options are publicly consulted on at the start of the new school year in August 2024. 5.5 Mileage payments to parents/carers. Section 51 Education (Scotland) Act 1980 allows payments to be made to parents/carers in lieu of school transport being provided. There is potential to investigate replacing some high tariff rural contracts currently carrying small numbers of pupils with parental expenses, whether a fixed cost per term or year or on a mileage basis. This could present a financial advantage to the Council by paying parents/carers to take their children to school or to a connecting hub for onwards transport school. 5.6 Further investigation of this option is required to establish the appetite of parents to participate in such an arrangement. For some, payment of travel expenses may seem a convenient option whilst others may object in principle or simply not have appropriate transport available. The equalities aspect of this option will require a full appraisal. It is recommended that this is explored through public consultation at the start of the new school year in August 2024. 5.7 Walking Routes. Section 51 Education (Scotland) Act 1980 stipulates the Council should have regard to safety relating to school transport arrangements but does not specify any particular requirements or processes to be observed. There is also a clear parental responsibility for parents/carers to ensure pupils reach school premises safely or to/from the pick up/drop off point for school transport. There is thus an area open to discussion and it is recommended that the options below are publicly consulted on at the start of the new school year in August 2024. Page 24
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5.8 The following options may be considered: • The Council takes the view that any journey within the agreed policy walking distance is entirely the responsibility of the parent. This could raise equalities issues, claims of safety issues and potentially reputational issues for the Council. • The Council takes the view that any journey within the agreed policy walking distance is entirely the responsibility of the parent. However, where there is a clear lack of safe pedestrian infrastructure, transport would be granted following a safety assessment or maintained based on a previous assessment. This is largely in line with current practice. • The Council takes the view that any journey within the agreed policy walking distance is entirely the responsibility of the parent. However, if the parent/carer perceives a safety risk, a process is established which sees the perceived risk assessed and if deemed appropriate, transport put in place. This could create a high level of workload in terms of assessing routes and reconciling differences in perspective. For Decision: 5.9 Under 22’s Free Bus Travel. In January 2022, free local bus travel was launched in Scotland for all young people aged under 22. The entitlement is available to young people aged 11 – 22 via the Young Scot card scheme or on a separate National Entitlement card. For young people aged 5 – 10, the entitlement is available on a National Entitlement card. Parents/carers must authorise the application for those aged under 16 whilst those aged 16 -21 must apply on their own behalf. Bus operators are able to claim back 43.6% of the adult single fare for 5 – 15 year olds and 81.2% of the adult single fare for 16 – 21 year olds as concessionary reimbursement from Transport Scotland. 5.10 Currently the majority of Moray’s school bus routes are dedicated closed contract routes only open to those pupils allocated to the route by the Public Transport Unit. There is potential to register a number of the school routes as public bus service routes with pupils using their entitlement card to travel. This is most suited to the busier fixed corridor routes which don’t vary to any degree. Whilst, in principle, this could apply to both primary and secondary school contracts, it is currently proposed that this is only considered for secondary school contracts. Across more urban parts of Scotland, it is relatively common that pupils use existing registered bus services for the journey to school – historically with the relevant local authority paying for a bus pass, and now via use of the Under-22 scheme. This proposal would mirror the benefits of arrangements in those authorities in terms of providing appropriate school transport, and providing public transport journeys where there may currently be no provision. The contract can be specified so that the Council retains the revenue from those pupils travelling. High level estimates based around the Council’s current fare structure indicate this revenue could be cost beneficial in terms of the overall cost of the service. Page 25
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5.11 The Council has sought legal advice on the application of this scheme on statutory home to school transport services. This confirms that the Under-22 scheme does not preclude operating a registered bus service in order to provide home to school transport whilst affording an opportunity to open up new services to local communities. 5.12 Council is asked to approve the selection by officers of appropriate closed home to school contract routes to be registered as public bus services, with pupils’ authority to travel being their U22 pass, and the revenue being retained by the Council. 6. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Ensuring young people across Moray have access to safe home to school transport where appropriate within policy. (b) Policy and Legal There are legal implications depending on which options Council agrees Council officers should progress with. The relevant legislation is: - Section 51 Education (Scotland) Act 1980 (c) Financial implications Additional costs to the Council will be incurred no matter which options are pursued, with budget approval being required from Council. (d) Risk Implications There are financial risks to the Council regardless of options pursued. Reputational and Equalities risks should be considered in assessing some of the options presented. Public consultation of the options relating to walking distance, mileage payments, and safe walking routes is recommended. (e) Staffing Implications There are no staffing implications arising from this report. (f) Property There are no property implications relating to this report. (g) Equalities/Socio Economic Impact Throughout the report, potential equality issues of the various options are highlighted. These will need to be further assessed alongside the public consultation. Page 26
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(h) Climate Change and Biodiversity Impacts Increasing walking distances may see some reduction in carbon emissions due to less vehicles being operational. The retendering exercise will provide options for suppliers to demonstrate their commitment to climate change but itis anticipated that carbon neutral provision will come in at a higher cost. (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Services, Head of Education, Legal Services Manager, Chief Financial Officer, Community Support Unit Manager, Equalities Officer and Committee Services Officer (L Rowan) have been consulted and their comments incorporated into this report. 7. CONCLUSION 7.1 A way forward for school transport provision, and the necessary policy changes, is required. 7.2 There are a number of options outlined in section 5 which can offer financial savings to the authority and provide a basis for a fresh look at the home to school transport policy. Author of Report: Donald MacRae, Public Transport Manager Background Papers: Ref: SPMAN-524642768-1104 Page 27
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: SHORT TO MEDIUM TERM FINANCIAL STRATEGY BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To consider the revised budget for 2024/25 and consequent revisions to the estimated budget position for 2025/26 and 2026/27. 1.2 To approve a Short to Medium Term Financial Strategy for aimed at closing the estimated budget gap by 2026/27. 1.3 This report is submitted to the Council in terms of the Council's Administrative Scheme section (III) (A) (2) relating to considering Capital and Revenue budgets and long term financial plans. 2. RECOMMENDATION 2.1 It is recommended that the Council notes: (i) the revised budget for 2024/25 and, based on current estimates, consequent anticipated improvement in the financial position for 2025/26 as set out in Appendix 1 to this report; (ii) the timeline for future revisions of the budget gap; (iii) that there is still considerable uncertainty around key budget assumptions in 2024/25 which may further alter the budget gap; (iv) notwithstanding the improvement in budget position from that reported in February, a significant structural deficit remains and given ongoing uncertainties, the Council still requires to make very significant levels of savings in a short timeframe; and (v) that this report meets a target in the Best Value Action Plan of reporting a revised Short to Medium Term Financial Strategy by June 2024. 2.2 It is recommended that the Council approves the Short to Medium Term Financial Strategy set out in Appendix 2 to this report. Item 8 Page 29
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3. BACKGROUND 3.1 The Council’s revenue and capital budgets for 2024/25 were approved at a meeting of Moray Council on 28 February 2024 (paragraph x of the Minute refers). A budget shortfall in 2024/25 of £10.2 million was planned to be funded from reserves and a savings target of £14 million for 2025/26 projected. At the time this budget was set, this level of use of reserves was recognised as a high- risk strategy. 3.2 Since the budget was set a number of amendments have been required. 3.3 Scottish Government announced additional funding of £62.7 million for 2024/25 for Scottish local authorities and Moray’s share of this is estimated to be £1 million. This reduces the need to use working reserves to balance the budget. Additional funding for the sustainable rate for partner providers in Early Learning and Childcare (ELC) of £272,000 was announced. This funding is constrained to be used to give a 7.6% uplift to the hourly rates paid to partner providers compared to 2023/24, irrespective of local conditions and requirements. As the funding is distributed on the same basis as other funding for ELC but Moray has the highest level of partner provider provision in Scotland the amount is insufficient to fund the 7.6% uplift. The cost to the Council is £619,000. As a provision of £342,000 was included in the allowance for pay and price increases recognised when the budget was set – to cover the uplift in the sustainable rate approved by Council on 12 December 2023 (para 11 of the Minute refers) the resultant net additional budget pressure is £5,000. 3.4 Further budget pressures have arisen. The main one is a pressure of £665,000 from a staff regrading exercise following an appeal. Others are: £49,000 increase in Moray Leisure Centre funding as the period of decreased funding following the upgrading of the gym equipment ends; £23,000 increase in the Council’s share of the mortuary in Aberdeen; increased costs of £13,000 for the replacement app used by parents for paying for school meals. 3.5 Additional savings have also been realised. When the budget was set the North East of Scotland Pension Fund had advised an employers’ contribution rate of 16.4%. Since then and following discussions with the Pension Fund the rate has been reduced to 14.1%, reflecting a shorter period to bring the Fund from a surplus position to a balance position. This realises savings estimated to be £1,800,000. Further savings accrue from increased rate of recharge to Scottish Water for collecting water charges (£6,000) and further savings from the closure of Dallachy (£13,000). 3.6 The net result of these amendments is that the projected use of working reserves required to balance the budget in 2024/25 is £8.1 million (reduced from £10.2 million when the budget was set) and savings required to balance the budget in 2025/26 and 2026/27 are projected to be £11.4 million (reduced from £13.3 million when the budget was set). Page 30
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4 FINANCIAL PLANNING Short to Medium Term Financial Strategy 4.1 A Short to Medium Term Financial Strategy covering the period 2024/25 to 2025/26 was approved by Council on 27 September 2023 (paragraph 9 of the Minute refers). 4.2 Building on this a Short to Medium Term Financial Strategy to guide the preparation of budget for 2025/26 has been prepared, with the purpose of the Strategy being to have a balanced budget by 2025/26 with the structural deficit removed i.e. the Council is no longer reliant on the use of reserves to balance its budget. 4.3 The Strategy sets out the main financial levers available to the Council within budget preparation: Council Tax and other income; staffing and the Council’s asset base. The interplay of these levers creates the various budget options which the Council has to consider. In particular, increased income from Council Tax or other sources enables a lower level of service reduction. Correspondingly, a reduction in staffing and / or the Council’s asset base lessens the need to raise Council tax or other charges. 4.4 The Strategy sets out the approved Savings Hierarchy of transformation, income generation, service reduction and cessation. These together give direction to both short to medium and medium to long term financial planning. Following the hierarchy, the strategy identifies issues for consideration in the short to medium term financial planning process. 4.5 The Strategy identifies three principal strands for developing savings: the thematic approach (across the themes of asset management, energy efficiency, procurement, workforce strategy and debt management); the review led approach (reviewing budget requirements against the Corporate plan and also against future service requirements) and the partnership approach (with Moray Integration Joint Board). It recognises that there will be a residual requirement for savings, to be met from income generation or service reduction. 4.6 The Strategy also identifies the wider context in which short to medium term financial planning will be taking place, including specific areas of risk for the planning process and to wider considerations such as inflation. Medium to Long Term 4.7 The Council’s Medium to Long Term Financial Strategy requires to be reviewed to reflect changes in circumstances since it was approved by Council on 25 October 2023 (paragraph 9 of the Minute refers). It is intended that an updated Medium to Long Term Financial Strategy is reported to Council on 25 September 2024. Page 31
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5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)), Financial Planning is integral to the Council’s overall planning processes and allows the Council to direct resources to its agreed priorities. (b) Policy and Legal The Council is required by statute to set a balanced budget before the start of the financial year. The requirement is set out in the Local Government Finance Act 1992 (section 93). (c) Financial implications The Council has an underlying structural deficit of over £8 million which will be met from reserves in 2024/25 and a continued and heightened budget gap is forecast for 2025/26 with further savings required in 2026/27. Early action to tackle the projected funding gap for 2025/26 is therefore urgently required and the Short to Medium Term Financial Strategy sets out how this is planned to be achieved. There are considerable uncertainties regarding a number of budget pressures, particularly pay awards, and other areas of risk to the budget process. To achieve financial stability and sustainability the creation of further non-essential budget pressures must be avoided. (d) Risk Implications The forecast deficits for 2024/25 and 2025/26 represent a significant risk to the Council. There is also a risk that the deficits are understated. The main areas of risk are: Regarding the levels of savings – these represent a high proportion of the Council’s budget and not all budgeted spend is under the Council’s control. Regarding the projected levels of deficit - • Pay awards are unknown at present and the impact of pay awards is significant • The impact of continuing inflation on procured goods and services may be greater than forecast. Although the rate of inflation is decreasing this is not necessarily translating into falling prices. • Interest rates remain high • Approved savings might not achieve target • There may be emerging budget pressures from changing circumstances not captured in the current projections. (e) Staffing Implications No staffing implications arise directly from this report. (f) Property There are no property implications arising directly from this report. Page 32
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(g) Equalities/Socio Economic Impact Any savings proposal with an equalities impact will be subject to an Equalities Impact Assessment (EIA) when reported. (h) Climate Change and Biodiversity Impacts There are no implications for biodiversity arising directly from this report. (i) Consultations CMT and Heads of Service have been fully involved in the development of the proposed financial strategy. 6. CONCLUSION 6.1 There are considerable uncertainties regarding the Council’s budgetary position in 2024/25 and beyond, however the underlying position is a substantial deficit, funded by use of ear-marked reserves to balance and that is not sustainable. 6.2 The Short to Medium Term Financial Strategy sets out the proposed approach to tackling this issue for 2025/26 with the view to having a sustainable budget thereafter. Author of Report: Lorraine Paisey, Chief Financial Officer Background Papers: Ref: SPMAN-1293228629-1081 Page 33
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BUDGET OVERVIEW AS AT 18 JUNE 2024 2023/24 2024/25 2025/26 2026/27 Revenue Expenditure £000s £000s £000s £000s Service allocations (assuming prior year savings are achieved) 248,752 268,129 278,002 271,636 Adjustments to brought forward figure: (701) (5,569) (929) (50) Opening budget 248,051 262,560 277,073 271,586 Pay and price increases 3,293 4,530 4,770 4,710 Increase in Loan Charges per budget 2,000 800 1,500 3,600 New Burdens 3,701 1,555 0 0 Budget pressures: - Approved or noted for future years when budget set 9,143 4,358 508 256 - Approved since budget set 8,456 0 0 0 Emerging 306 755 0 0 MIJB core overspend 5,000 ELC removal of specific grant 9,167 Service developments - Approved 528 466 0 0 - Proposed 0 0 0 0 275,478 289,191 283,851 280,152 Revenue Funding General Revenue Grant / NDRI 202,699 204,446 205,456 206,674 ELC funding (Transferred from Specific Grant to Baseline 24/25) 9,167 9,167 9,167 Funding from Scottish Government for Teachers Pension (expected 24/25) 1,500 1,500 1,500 New burdens funding not included in grant above 3,701 1,555 0 0 Council Tax 49,974 51,375 55,321 59,124 Release from Repairs and Renewals Reserve 704 Funding from General Reserves: Funded from Ear-marked reserves: Transformation (719) 731 0 Council priorities 2,747 0 0 0 MGD cash flow 0 1,136 193 0 Working reserve 11,608 8,092 0 Item 8 Page 35
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Service concession retrospection 3,000 Impact of estimated actuals (1,236) 268,479 278,002 271,636 279,464 SAVINGS REQUIRED 7,349 11,189 12,214 688 Savings Summary Savings Approved: 0 Approved when budget set 3,067 8,784 1,049 0 Temporary savings including financial flexibility 1,928 112 0 0 Further savings approved 592 0 0 Indicative Savings from I&M Programme 371 474 370 0 Other savings proposed 1,392 1,819 30 0 Savings to be identified (0) (0) 10,765 688 7,349 11,189 12,214 688 Projected year end position: Free Balance on General Reserves 6,000 6,000 6,000 6,000 Estimated Balance on Working Reserve (Note 1) 8,721 629 629 629 Estimated Balance on Transformation Reserve 6,199 5,468 5,468 5,468 Estimated balance on Council priorities / Workforce 3,134 3,134 3,134 3,134 Estimated balance on MGD cash flow reserve 4,000 2,864 2,671 2,671 Estimated balance from retrospective service concession saving (Note 2) 7,700 7,700 7,700 4,700 Note 1 This balance has been reduced to match the balance reported in the unaudited annual accounts. The reduction arises from a transfer to ear-marked reserves for a variety of purposes as described in the report on the out-turn for the year. Note 2 This balance is reduced from the estimate previously reported, reflecting the actual balance when the unaudited accounts were prepared. The reduction arises from the fact that the Council did not implement IRS 16 for the 2023/24 accounts. When the retrospective element of the service concession was first estimated it was assumed that IFRS 16 would be implemented for 2023/24 but the date for implementation was delayed by CIPFA LAASAC, the body which regulates local authority accounting in Scotland. Page 36
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SPMAN-1024035114-254 18/06/2024 14:48:00 APPENDIX 2 SHORT TO MEDIUM TERM FINANCIAL STRATEGY 2024/25 to 2025/26 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 budget reported when the budget for the year is set and regularly updated in reports to Council • the indicative 10 year Capital Plan, underpinned by the Council’s Capital Strategy • the Council’s Reserves Policy • the Council’s Charging Policy • the Treasury Management Policy • the Medium to Long Term Financial Plan • 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. In a number of years reserves have been used to make up the shortfall between the cost of services and funding for the Council. This is not a sustainable position. The Council therefore faces two challenges: to remove the reliance on reserves (the structural or underlying deficit in funding) and to contain budget pressures from increased demand or inflation within a reduced funding envelope from Scottish Government. These challenges become more difficult over time, with service efficiencies delivered and many services already reduced or removed. 1.3 When the budget for 2024/25 was set it was recognised that a very significant level of savings would be required over the period 2024/25 to 2025/26. That is the period covered by the Short-to-Medium term financial plan and strategy. The Council also has a Medium to Long Term Financial Plan, covering the period 2026 to 2033. 1.3 The update on short to medium term financial planning reported to Council on 28 June 2023 set out the approach being taken to identify savings and also longer-term potential remodelling of the council. A Short to Medium Term Financial Strategy covering the period 2023 to 2026 was approved by Council on 9 September 2023. This document updates that Strategy and sets out a strategy to achieve a balanced and sustainable budget in 2025/26. The focus of this Strategy is the removal of the structural deficit. Thereafter successive Short to Medium Term Financial Strategies will mirror the three year budgets reported annually and will therefore be updated annually on a rolling basis. 1.4 Notwithstanding including savings totalling £9.4 million, the budget for 2024/25 was only balanced by significant use of reserves and the working reserve which the Council has will be significantly eroded by 31 March 2025. This indicates the pressing need to achieve significant savings in as early a timescale as possible. Item 8 Page 37
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SPMAN-1024035114-254 18/06/2024 14:48:00 2 Key Financial Levers 2.1 These levers are the key to both the short to medium and medium to long-term financial strategies. Increasing income from Council Tax and other charges lessens the need to reduce expenditure on the main drivers for the cost of our services: staff and our asset base, and so can be used to help protect services. The movement from each of these levers impacts on the required movement from the others. 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 service reduction / cessation. Transformation 3.2 Service transformation to generate savings has been delivered over an extended period of time. The latest iteration of Transformation is encompassed in the Transformation Strategy approved by Council on 24 April 2024. Where quantifed savings have been identified from projects included in the Transformation Strategy these have been included in financial projections. 3.3 Spend to save proposals are part of the top level of the savings hierarchy and budget managers are encouraged to bring forward proposals as they are identified. Income 3.4 As part of the Council’s Short to Medium Term Financial Strategy for 2024/25, Heads of Service looked at possibilities to generate additional income from new sources or increased income from areas previously charged for. This was referred to as Income Max, and the savings approved in the budget for 2024/25 include £1.4 million from Council Tax Other Income generation Staff establishment Asset base Transform /spend to save Increased income Reduce / cease service Page 38
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SPMAN-1024035114-254 18/06/2024 14:48:00 Income Max. The Council approved an income strategy for 2024/25 to 2026/27, which covers both Council Tax and charges currently made for services. This seeks to inflation proof the Council’s income and generate a real increase in income over the life of the strategy. The Income Strategy gives an agreed basis for planning which sets a minimum income target. As part of the financial planning process, consideration will need to be given to options to increase income from Council Tax or charges for services higher than that estimated to be generated under the Income Strategy. Savings 3.5 Heads of Service reviewed their services for savings which could feasibly be made in the short term as part of the financial planning process for 2024/25. This was referred to as Savings Max, and generated savings approved in the budget for 2024/25 of £4.8 million. A plan for application of the third element of the Savings Hierarchy – service reductions and cuts – for 2025/26 is summarised in the Savings Delivery Plan for 2024/25 and 2025/26 which is summarised below. This Savings Delivery Plan covers various approaches to generating savings: the thematic approach, the review-led approach and the partnership approach. It envisages a residual balance of savings required after these approaches have generated savings, and a savings target for the residual amount will be allocated to services. Savings proposals aligned with the Savings Delivery Plan are in development and will be reported after the recess. Short to Medium Term Financial Strategy 4 The Funding Gap 4.1 On current estimates (as at end of May 2024) the Council needs to find savings of £11.5 million across the two year period 2025/26-2026/27. The bulk of those savings - £10.8 million – are estimated to be required to be made in 2025/26. This short term financial strategy therefore covers the years 2024/25 – looking for in-year savings where possible – and 2025/26, but focusing on 2025/26. 4.2 The estimate of the funding gap changes over time but the fact that there is recurring expenditure in excess of our projected income – the structural deficit – does not change. 5 Proposed Strategy to Balance 2025/26 budget 5.1 The elements set out below follow the Council approved Savings Hierarchy (see paragraph 3.1): Proposal Comment Potential Scale Transformation / efficiencies Transformation Strategy (TS) High level estimate already included for projects where savings are quantified - main impact will be beyond 2025/26 but will be key to maintaining the budget at a sustainable level following implementation of the Page 39
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SPMAN-1024035114-254 18/06/2024 14:48:00 Proposal Comment Potential Scale Savings Delivery Plan for 2025/26 Further elements will be included when developed Other spend to save opportunities if any identified Income generation Council Tax Financial projections include increase per the Income Strategy Consideration should be given to a further increase but caution needs to be exercised regarding affordability as well as political acceptability The budget will also be reviewed following the annual update of the Council tax base Significant (£0.5m per 1%) General increase in charges for services Annual review per Council Charges policy, in line with Income Strategy (CPIH + 1%, currently 2.3% + 1%) Small to medium – 1% increase on all discretionary charges would generate around £80,000 Review of charges to ensure full cost delivery achieved where appropriate Work planned to commence in July and member involvement in autumn. tbc Savings Delivery Plan thematic approach will also look for additional income generating opportunities Asset Management theme Further savings Savings Delivery Plan Thematic approach Asset Management Reduce asset base Reduce use of assets Reduce asset standards Main savings will come Page 40
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SPMAN-1024035114-254 18/06/2024 14:48:00
Proposal Comment Potential
Scale
from reviews
under TS
Energy Efficiency Rigorously pursue
reduction in energy
usage
2% target
£120,000
Procurement Reduce specification
Minimise off contract
spend
Consider national
frameworks (note
potential conflict with
Community Wealth
Building)
Workforce Strategy {Also included in TS for
terms and conditions
and working practices}
Teacher Number
Maintenance
Management review
Specific
grant £2.4m
Debt Management Benchmark Sundry Debt
across the Council
Target
£22,000
reduction in
bad debt
Review-led approach
Corporate Plan Ensure budget coheres
with Corporate Plan
Sustainable Service Reviews Approach to be
confirmed
Partnership approach
Moray Integration Joint Board Recovery Plan co-
developed and
supported
Up to £5
million
Further service savings
Residual Savings Max Review remaining
savings proposals and
take forward / take off
table
Balance of budget gap Develop further savings
proposals
To be
developed
and kept
under review
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SPMAN-1024035114-254 18/06/2024 14:48:00 5.2 Consideration of all the above options includes assessing the impact of the Council’s statutory duties, the impact on the public, impact on other services of the Council, Equalities and Socio Economic Impact, risks to the Council and Workforce impacts. Conditions placed on Council funding by the Scottish Government are also an important factor as these restrict the Council’s options. 6 Use of reserves 6.1 Remaining working reserves by the end of 2023/24 are £8.7 million. These reserves derive from windfall funding from Scottish Government arising from Barnett consequentials and Scottish Government have previously voiced the expectation that they will be used to cover budget pressures in the short term. These are the only reserves not currently earmarked for other essential purposes, and they can only be used once. The approved budget for 2024/25 assumed use of £9.2 million from the working reserve. Current estimated requirement is £8 million. 6.2 There are no plans to use the small residual balance on the working reserve to balance the budget for 2025/26. This Strategy assumes no use of the working reserve to balance the budget as reliance on reserves is not sustainable. 7 Sensitivity analysis and budget assumptions 7.1 Key budget assumptions for 2025/26 are set out below, with the impact of percentage variations on the budget projections Budget component Assumption +/_ 1% Impact on savings Scottish Government Grant 0.5% increase + / £2m +/- 15% Pay award 3% +/- £1.7m +/- 12.8% Council Tax in-year collection 96.5% +/- £0.6 m +/- 4.5% Loans interest 5% +/- £2 m +/- 15% 7.2 The projected budget is based on a number of other assumptions and these have been reviewed for potential risks to the Council or the budget setting process. Current recognised risks are • Moray Integration Joint Board is currently overspending on adult health and social care services. A recovery plan is being developed but this is likely to take a period of time to implement. In the interim the Council is liable to contribute towards a share of any overspend. A provision of £5 million has been made in the budget for 2024/25 and this is a recurring budget provision, however, it may prove inadequate • There has been a growing demand for Additional Support within Early Years and school settings. Additional funding has been allocated – this may prove insufficient. Proposals for redesign of the service have been developed and agreed by Council.. • Inflation is running at an elevated level for longer than anticipated at the beginning of the financial year – this is may lead to a higher than budgeted increase in the Real Living Wage and therefore to higher contract inflation in 2024/25 than currently budgeted for as well as creating pressures for pay negotiations. • Pay awards for 2024/25 are not yet agreed. • The Council is incurring significant unbudgeted costs for legal fees. Page 42
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SPMAN-1024035114-254 18/06/2024 14:48:00 • The Council budgets for a mild winter in terms of winter maintenance but the actual cost will be higher if weather conditions are less good. 7.3 These and any other emerging risks will be kept under review as part of the short to medium term financial planning process. 8 Link with Medium to Long Term Financial Strategy 8.1 The following diagram shows the relationship between various strands of work which together contribute towards the aim of a financially sustainable Council. 8.2 The Medium to Long Term Financial Plan was approved by Council on 25 October 2023 and this will be updated to reflect Transformation Strategy developments and any other relevant changes. 8.3 The indicative ten year Capital Plan approved by Council on 24 January 2024 includes a cap on capital expenditure from 2025/26 onwards. A mechanism for applying this cap is being developed. Further review of the plan is required because as it stands even with a drastic cap the Plan becomes unaffordable in year 6 according to the Council’s local Performance Indicator of financing costs remaining within 10% of revenue funding. The Capital Plan review will be reported in September 2024. 9 Other Factors Other factors likely to directly affect short to medium term financial planning are as follows: 9.1 Additional local devolved powers or new powers such as the visitor levy Savings Delivery Plan Transformation /Change (IMP) Into Variables Financially sustainable council with adaptable service delivery to meet changing needs Future Council Income Generation Remove reliance on reserves by 2025/26 Affordable Capital Plan by 2025/26 Redesigned Sustainable Operating Model Short to Medium Term Financial Plan Medium to Long Term Financial Plan Page 43
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SPMAN-1024035114-254 18/06/2024 14:48:00 9.2 School rolls are predicted to decrease and this may result in a decrease in the General Revenue Grant. 10 The Wider Context 10.1 The following are key considerations: • Risks arising from increased inflation and interest rates, with likely impact on pay claims and continued general increases in prices across the board; • Future funding, with Scottish Government finances under pressure and being targeted to specific priorities; • Significant funding at UK and Scottish Government level coming from bid funds, requiring expertise and effort to access and with considerable monitoring requirements; • Demographic pressures and emerging social needs ; • Significant difficulties in recruiting staff ; • Moray Integration Joint Board (MIJB) is overcommitted against its budget and the Council will have to fund a share of any overspend. The long-term impact of the pandemic on MIJB services is as yet unknown; • The Council’s school estate requires significant investment to bring facilities up to the Scottish Government’s recommended ‘B-B’ standard; • The need to keep pace with wider digital transformation. • Meeting the target of carbon neutral by 2030 will be a financial and technical challenge 11 Timescales and actions to implement the strategy 11.1 A detailed timeline incorporating workforce consultation and public engagement is being developed. Key reporting stages are envisaged as below\; Savings proposals Charges for services Ten year Capital Plan Council Tax set August December January February Page 44
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: CAPITAL PLAN 2023/24 BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Council of the expenditure to 31 March 2024 under the capital plan for financial year 2023/24 and to recommend budget adjustments for inclusion in the Capital Plan for 2024/25 and future years. 1.2 This report is submitted to Committee in terms of Section III (B) 5 of the Council's Scheme of Administration relating to monitoring progress of projects in the approved capital plan including any revisions to the price or phasing on a quarterly basis. 2. RECOMMENDATION 2.1 It is recommended that the Council: (i) Considers and notes full year expenditure to 31 March 2024 of £30,429,000 against a budget of £42,936,000, as set out in APPENDIX 1 and against an estimated out-turn of £25.2 million; (ii) Considers and notes the projected overall expenditure for projects spanning more than one financial year, as set out in APPENDIX 2; (iii) Approves carry forwards and amendments to 2024/25 and future years totalling a decrease of £13,638,000 in 2024/25 and an increase of £24,848,000 from 2025/26 onwards as detailed in sections 4 and 5; and (iv) Notes that a full review of the Council’s Capital Strategy and indicative ten year capital plan for 2024 to 2034 will be carried out by the end of September 2024 and reported to Council, in accordance with the Best Value Action Plan approved by Council on 11 June 2024. Item 9 Page 45
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3. BACKGROUND 3.1 The capital plan for 2023/24 totalling £59,186,000 was approved by Moray Council on 1 March 2023 (paragraph 4 of the Minute refers). Amendments approved by the Council at its meetings on 8 March 2023 (paragraph 7 of the Minute refers), 28 June 2023 (paragraph 8 of the minute refers), 6 December 2023 (paragraph 9 of the Minute refers), Corporate Committee on 28 August 2023 (paragraph 7 of the minute refers) have been implemented. The budgets for Moray Growth Deal (MGD) projects have been adjusted to reflect change requests approved by Scottish and UK Governments and Full Business Case (FBC) submissions, with a further adjustment to reflect delays in FBC submission as approved by MGD Programme Board. The result of these amendments is a total capital plan for 2023/24 of £42,936,000. 3.2 Quarterly monitoring reports are made to the Corporate Committee or to Council, depending on the timing of meetings, showing expenditure to date for each programme or project included in the capital plan and details of capital receipts received. Monitoring reports include a separate APPENDIX 2, giving details of expenditure on projects which span more than one financial year. 3.3 Individual estimates of spend are moderated at programme level to take into account the RAG status given to each component of the programme. The latest estimate for 2023/24 was report to Council on 6 March 2024 and was £25.2 million. 4. CAPITAL PLAN 2023/24 4.1.1 A copy of the capital plan for 2023/24 is included as APPENDIX 1. Expenditure to 31 March 2024 was £30,429,000 against an approved budget of £42,936,000 representing a delivery rate of 71% of the programme. Capital spend has been funded by General Capital Grant of £9,976,000 from the Scottish Government and other grants of £1,383,000 of which £483,000 was received for the Moray Growth Deal. £948,000 has been generated in capital receipts from the sale of assets in the year alongside £657,000 of developer’s contributions of which £124,000 is used to fund spend in the year. A further £4,331,000 has been used from the Useable Capital Receipts Reserve. The balance of £13,667,000 will be funded from prudential borrowing. 4.2 A summary of the variances of expenditure from approved budget at the year end is set out in the table below and discussed in more detail in the noted paragraphs. Description Paragraph Underspend (Overspend) £000s Land and Buildings Schools BB Works 4.4 718 Schools BB Works (Other) 4.5 279 Other Schools 4.6 410 School 3G Pitches 4.7 48 Libraries and Leisure 4.8 1,439 Early Learning and Childcare (ELC) Projects 4.9 312 Page 46
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Description Paragraph Underspend (Overspend) £000s Economic Development 4.10 1070 Car Parks 4.11 (4) Cemetery, Cremation & Mortuary Services 4.12 2,289 Parks and Open Spaces 4.13 42 Waste Management 4.14 3.230 Industrial portfolio 4.15 164 Corporate 4.16 (19) Infrastructure Bridges 4.18 693 Flood Risk Management & Coastal Protection 4.19 19 Harbours 4.20 (303) Roads Improvements 4.21 414 Street Lighting 4.22 (24) Road Safety 4.23 (67 Vehicles, Plant and Equipment Libraries and Leisure 4.25 146 Environmental 4.26 74 Fleet Services 4.27 812 Waste Management 4.28 15 Traffic 4.29 (38) Corporate 4.30 180 Moray Growth Deal Bus Revolution 4.32 142 Early Years STEM 4.33 134 Housing Mix Delivery 4.34 (408) Digital Health 4.35 (198) Manufacturing Innovation Centre 4.36 151 Cultural Quarter 4.37 487 Business Enterprise 4.38 295 MAATIC 4.39 0 Total 12,507 LAND AND BUILDINGS 4.3 The capital plan included budget provision of £19,568,000 for expenditure on land and buildings. Actual expenditure totalled £9,580,000 a shortfall of £9,988,000 (51%). The detail of this is set out below. 4.4 Schools BB Works – This work programme currently addresses elements of schools in Condition D which if they failed would result in a school closure. The outturn for the year was a net underspend of £718,000 against a budget of £2,874,000. Works related to the Reinforced Autoclaved Aerated Concrete (RAAC) at Forres Academy amounted to £692,000 for which £263,000 of the in-year budget had to be diverted to. A further £429,000 was diverted from the Schools BB Works (Other) budget to cover the balance. Page 47
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A carry forward of £482,000 is recommended for remaining underspend be carried forward into 2024/25. These relate to projects at both East End Primary School (render and window replacement) and Milnes High School (flat roof replacement) that need to span multiple financial years to accommodate the exam/holiday windows. 4.5 Schools BB Works (Other) – A budget of £1,000,000 had been allocated for to bring all other schools to a Condition B. £429,000 of this budget was reallocated to cover the above mentioned RAAC costs with the remaining budget being spent on energy efficiency design (£202,000) drainage design (£68,000) and Co2 monitors for schools (£20,000). It is recommended £190,000 is carried forward. As above, this is to allow the continuation of multi-year projects where year 1 activity is allocated to design and year 2 activity being the construction. 4.6 Other Schools – A budget of £950,000 had been allocated for a number of other capital projects which includes Elgin High School Extension, Learning Estate Strategy and Universal Free School Meals as headline items. Spend for the year was £540,000 and it is recommended the full underspend is carried forward into future years. 4.7 School 3G Pitches – Final costs for the AstroTurf facility in Buckie was £252,000 against a budget of £300,000. No carry forward is recommended as the project is complete. 4.8 Libraries and Leisure – An initial budget of £1,439,000 was completely unspent in the year. An allocation of £600,000 was provided for the refurbishment of Buckie swimming pool but has been postponed until LEIP 3 funding is approved and the leisure review is completed. Works of £139,000 had been planned for library refurbishments but challenges in finding appropriate contractors to carry out the works have resulted in delays. A provision of £700,000 for major refurbishment at Moray Leisure Centre was repurposed provisionally as contribution towards an expansion project. As Moray Leisure Centre have been unable to secure full funding the contribution was not released. It is recommended that the budget for the refurbishment of swimming pools is carried forward to future years with the option to draw down in the event of the LEIP 3 funding a leisure review being concluded. The remaining underspend is recommended to be carried forward to 2024/25. 4.9 Early Learning and Childcare (ELC) Projects – Total spend of £1,195,000 against a budget of £1,507,000 resulted in an underspend of £312,000. Projects completed in the year include works at Aberlour, Kinloss, Findochty, Rothes and St Peters. Works at Portgordon have been delayed to the 2024/25 financial year and a carry forward of £121,000 is recommended. Page 48
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4.10 Economic Development – Total budget of £2,208,000 was made available for a number of economic development projects including Town Centre Initiative Fund, Town Centre Improvement Plans, Place Based Investment, Just Transition Fund, Rural Tourism Infrastructure Fund and Nature Restoration Fund. Associated spend in the year was £1,138,000. As this budget is funded by government grant it is recommended the full underspend of £1,070,000 is carried forward to 2024/25 4.11 Car Parks – Total spend of £396,000 was incurred on a budget of £392,000 resulting in a minor overspend. Works related to the repair and replacement of expansion joints at Batchen Lane car park, Elgin. The minor overspend is recommended to be covered by reducing the 2024/25 capital allocation by £4,000. 4.12 Cemetery, Cremation & Mortuary Services – Total budget of £2,440,000 was available with the majority (£2,181,000) being dedicated to land acquisition for a new cemetery in Elgin. Spend for the year was £150,000 for general infrastructure (£85,000) and preliminary feasibility works for the above mentioned cemetery (£65,000). Land acquisition was not completed in the year and it is recommended the budget is carried forward to future years and drawn down when necessary. Further carry forward of £174,000 related to a contribution obligation for a new mortuary at Aberdeen is also recommended for 2024/25.The mortuary is a project led by Aberdeen City Council who have elected to use external funding before Council contributions. A final carry forward of £14,000 is also recommended for 2024/25 related to committed cemetery infrastructure works. 4.13 Parks and Open Spaces – Spend was £112,000 against a budget of £154,000. No request for carry forward has been made. 4.14 Waste Management – A budget of £6,027,000 was set for works at Dallachy Landfill, NESS Energy from Waste and the upgrade of recycling centres. Spend in the year was £2,797,000. Delays in the need to cap Dallachy Landfill as a result of waste being diverted to the NESS plant have pushed this spend into 2024/25 and discussions around a final settlement figure for NESS Energy from Waste disputed elements are still ongoing. An allowance of £2,927,000 for both of these items is recommended as carry forward. The balance of the underspend related to the upgrading of recycling centres and does not need to be carried forward. 4.15 Industrial portfolio - £198,000 was allocated to the industrial portfolio with the majority of budget assigned to the refurbishment of industrial units. Actual expenditure in the year was £34,000, driven lower by capacity internally across the council to deliver the required works. It is recommended to carry forward £112,000 for committed works. Page 49
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4.16 Corporate – Following removal of £1,500,000 budget for a Depot and Store review, a minor budget of £79,000 was available for spend for energy efficiency projects, legionella and a salt shed in Keith. Expenditure against the budget was £88,000 showing an overspend of £9,000. It is recommended the 2024/25 budget which included approved earlier carry forwards is reduced to cover this. INFRASTRUCTURE 4.17 The capital plan included budget provision of £12,169,000 for expenditure on infrastructure. Actual expenditure totalled £11,437,000 an underspend of £732,000. 4.18 Bridges – Spend was £1,085,000 against a revised budget of £1,778,000, resulting in a net underspend of £693,000. Notable spend included the refurbishment of New Craigellachie Bridge (£297,000) which came in £103,000 under budget, Bridge of Slateford, Tomnavoulin (£206,000) and Kirkhill Drive (£196,000). £183,000 was spent on principal bridge inspections and £95,000 on the Council’s share of business case costs for Cloddach Bridge. Remaining budget was spent on minor bridge works. It is recommended that £359,000 is carried forward into 2024/25. All carry forward relates to committed works. 4.19 Flood Risk Management and Coastal Protection – Total spend of £660,000 was incurred against a budget of £679,000. £355,000 of the spend related to compensation claims for the flood schemes in Elgin and Forres. Whilst the majority of these had been budgeted for in the financial year overspend will be covered by pulling forward future year budget set aside for such costs. Remaining budget was spent on coastal protection (£67,000) and flood scheme works at Chapelton (£56,000) and Burn of Rothes (£30,000). It is recommended £142,000 for works already committed is carried forward to 2024/25. 4.20 Harbours - Amended budget for the year was £2,112,000 with associated expenditure equalling £2,416,000. Spend included Power Upgrades at Buckie Harbour (£723,000), dredging at Buckie Harbour (£474,000), rock cutting at Buckie Harbour (£392,000), and works at Burghead Groyne (£240,000) and Findochty Sink Hole (£166,000), Buckie Harbour Weighbridge (£256,000), and the replacement of other life-expired elements (£256,000), The net overspend of £304,000 will largely be covered by private contributions towards the power upgrades at Buckie Harbour expected in 2024/25. 4.21 Road Improvements – Budget of £5,648,000 had associated spend of £5,234,000 resulting in a net underspend of £414,000. The majority of spend related to carriageway resurfacing / reconstruction / surface dressing £3,975,000 and a further £843,000 for works to the A95 landslip at the River Isla. The balance was attributed to footways (£299,000) and drainage (£118,000). Page 50
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£391,000 is recommended to be carried forward to cover commitments and alleviate likely cost pressures from landslips and coastal erosion on the 2024/25 budget which have been highlighted to the Asset Management Working Group. 4.22 Street Lighting – Spend of £824,000 offset against a budget of £800,000. It is recommended that the overspend is funded by reducing the 2024/25 budget. 4.23 Road Safety – Spend of £1,219,000 was offset against budget of £1,152,000 resulting in an overspend of £67,000. It is recommended that overspend is covered by reducing the 2024/25 allowance. VEHICLE, PLANT AND EQUIPMENT 4.24 The Capital Plan included budget provision of £7,472,000 for expenditure on vehicles, plant and equipment. Actual expenditure in the year was £6,128,000 resulting in a net underspend of £1,188,000. 4.25 Libraries & Leisure – Spend of £56,000 was incurred against a budget of £202,000. £103,000 of the underspend related to budget assigned for Moray Leisure Centre for asset replacement but was not required in the year. A further £43,000 was unspent on library and leisure equipment and will be carried forward for committed works to upgrade air conditioning at the Keith facility. As such, it is recommended that a balance of £146,000 is carried forward for both items. 4.26 Environmental – Budget of £234,000 was made available for Children’s Play Areas to which £173,000 was spent. Community consultation for the projects took longer than anticipated and lead-in time for suppliers has pushed the spend into Q1 2024/25. This budget is funded by Scottish Government through General Capital Grant. It is a requirement of the funding that a report is made to Scottish Government on the use of the grant. Consequently it is recommended that the underspend is carried forward into 2024/25. A further £15,000 was available for facilities management equipment which incurred spend of £2,000. No carry forward is recommended in regards to this element. 4.27 Fleet Services – Spend of £5,320,000 was incurred against a budget of £6,132,000 resulting in an underspend of £830,000. Underspend was primarily driven by the delivery window for vehicles being longer than expected due to market conditions and the latest delivery date being Q1 2024/25. There was also an overspend of £19,000 attributable to electric vehicle chargers which will be covered by the overall underspend. It is recommended the remaining budget of £812,000 is carried forward to 2024/25 for the delayed vehicles mentioned above. 4.28 Waste Management – A budget of £143,000 for waste bins and containers was underspent by £15,000 in the year. A carry forward of £10,000 is recommended for committed spend. Page 51
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4.29 Traffic – Spend of £61,000 was incurred against a budget of £23,000 with the net overspend of £38,000 being attributed to works at Orchard Road, Forres. It is recommended the overspend is covered by reducing the 2024/25 budget. 4.30 Corporate – Total budget for the year was £723,000 with total spend being £543,000. ICT Capital spend was allocated as £555,000 (net of a slippage factor of £200,000), and was utilised by expenditure of £446,000. Other spend included Corporate Office Furniture (Budget; £10,000; Spend £10,000), Replacement CCTV (£110,00 budget; £38,000 spend), Chip and Pin Machines (Budget 25,000; Spend £10,000) and Smarter Working Project (Budget £16,000, Spend £39,000). It is recommended that £180,000 is carried forward for committed spend. MORAY GROWTH DEAL 4.31 The Moray Growth Deal is governed by a Programme Board and a number of project boards as required by UK and Scottish Government. As these are multi-year projects any over/underspends should be considered timing issues more so than a deviation from budget. Overall the projects within the Moray Growth Deal spent £3,124,000 against a budget of £3,727,000.The detail of this is presented below. 4.32 Bus Revolution – Spend of £538,000 was offset against a budget of £681,000 resulting in an underspend of £142,000. This is primarily driven by delays in procuring the next allocation of buses for the project which is now expected in Q3 of 2024/25 and subject to approval of a revised business case. 4.32 Early Years STEM – Spend of £66,000 was offset against a budget of £200,000 resulting in an underspend of £134,000. The underspend is attributed to delays in getting full business case approval. The spend is at the Council’s risk. It is recommended £134,000 is carried forward into 2024/25. 4.34 Housing Mix Delivery – Spend of £1,308,000 was incurred against a budget of £900,000. The overspend was due to building acquisition completing sooner than anticipated and will be brought forward from future years allocation. 4.35 Cultural Quarter – Spend of £416,000 was offset against a budget of £903,000. The underspend was due to delays in securing approval for the full business case.. This spend is at the Council’s risk. It is recommended that £487,000 is carried forward to 2024/25. 4.36 Digital Health – Spend of £795,000 was incurred against a budget of £597,000 resulting in an overspend of £198,000. This was driven by a change in the spend reprofile that was approved as a change request, but not reflected in the capital plan The project is being delivered by Digital Health and Care Innovation Centre (DHI). Expenditure was funded in full by grant. 4.37 Manufacturing Innovation Centre – There was no spend in the year. 4.38 Business Enterprise Hub - There was no spend in the year. Page 52
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5. CAPITAL PLAN AMENDMENTS 5.1 The following amendments to the capital plan are proposed: Project Paragraph 2024/25 £000s 2025/26 and later years £000s Land and Buildings Learning Estate 5.2 (21,964) 21,964 Libraries and Leisure 4.8 839 600 Early Learning and Childcare 4.9 121 - Economic Development 4.10 1,070 - Car Parks 4.11 (4) - Cemetery, Cremation & Mortuary Services 4.12 188 2,181 Waste Management 4.14 2,297 - Industrial Portfolio 4.15 112 - Corporate 4.16 (9) - Infrastructure Bridges 4.18, 5.2 454 - Flood Risk Management and Coastal Protection 4.19 142 - Harbours 4.20, 5.3 1,125 - Road Improvements 4.21 391 - Street Lighting 4.22 (24) - Road Safety 4.23 - - Vehicles, Plant and Equipment Libraries and Leisure 4.25 43 103 Environmental 4.26 889 - Waste Management 4.27 10 - Traffic 4.28 (38) - Corporate 4.29 117 - Moray Growth Deal 4.31 – 4.36 603 - (13,638) 24,848 5.2 Learning Estate – Following a reprofiling exercise by the Learning Estate team it is recommended the budget be amended to move £21,964,000 into future periods. This figure is cumulative of the recommended carry forwards from paragraphs 4.4 – 4.7. The consequence of the 10 month delay in Scottish Government decision on LEIP 3 funding delayed the commencement of the Future Forres Academy and significant reduction on planned capital commitment in 2023/24. A similar reprofiling of the Elgin High School Capacity Expansion project has also resulted in a project underspend for 2023/24 that will be assigned to 2024/25 and 2025/26. Some BB upgrade could not be completed within the year and is now planned for completion in 2024/25. There was also a reprofiling and refocusing of budget assigned to support design budget for cross year projects to address urgent RAAC mitigation works at Forres Academy. Page 53
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5.3 Bridges – It is recommended a budget of £100,000 is included in the 2024/25 capital plan for feasibility study costs for Arthurs Bridge, Lossiemouth. A project mandate was approved by the Asset Management Working Group on 6 March 2023. It is also recommended that £5,000 of the budget is utilised to cover spend incurred in 2023/24. 5.4 Harbours – It is recommend a budget of £175,000 is included in the 2024/25 capital plan for a replacement Navigation Light at Buckie Harbour. A project mandate was approved by the Asset Management Working Group on 8 March 2024. Without this replacement there is a danger that the harbour ceases to function as these lights are an operational necessity. A further £1,085,000 will be included for additional budget of £1,477,000 approved by the Council on 6 December 2023 (paragraph 9 of the Minute refers) and 24 April 2024 (paragraphs 6 & 8 of the Minute refers) for rock cutting at Buckie Harbour. £392,000 has been deducted for spend incurred in 2023/24. 6. RISK AND EMERGING ISSUES 6.1 A number of key risks continue to have an impact on the capital plan, the detail of which is provided as follows: 6.2 Construction / material costs – Increased construction and material costs are resulting in projects coming in over budget or failing to start due to tender bids coming in higher than initially budgeted. Given the lead in time for procuring works a failed tender can result in notable delays, particularly if works are time / seasonal dependent. Whilst there has been stabilisation in some markets the trend is unlikely to revert to pre-pandemic/Brexit rates in the foreseeable future meaning a new baseline needs to be considered when budgeting for projects. 6.2 Scarcity of goods and labour – Linked to increased prices, the availability of goods and labour has also been felt across the capital plan. Whilst delays are not as severe as previously reported, the supply chain has not yet recovered to pre-pandemic rates. Where projects must rely on an external contractor there has been a notable decline in the number of suppliers bidding for works. This is compounded by the geographical location of Moray and the reliance of specialist suppliers situated in the central belt and further afield. 6.3 Staff resource and turnover - Lack of staff resources and staff turnover can impact on project timescales and other emerging work priorities (e.g. RAAC at Forres Academy) can impact on scheduled works and this is reflected in delays including delays where work planned to be out-sourced is being brought in-house as a result of poor response to tender requests. An emerging issue is the lack of specialist contract knowledge within some departments which presents a risk in the event of additional unforeseen works. This is being alleviated by additional training for the Procurement team which should provide a centralised hub for knowledge. 6.4 Cost of borrowing – Increased interest rates have highlighted a risk that the capital plan will be unaffordable in future years. Whilst elements such as a slippage factor have been introduced into the 2024/25 capital plan more scrutiny will be needed when considering future capital proposals Page 54
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6.5 Contract inflation - There is a risk that contract inflation might increase the eventual cost of projects in future years of the capital plan and a risk that any deferment of projects relating to asset condition might result in element failure, potentially incurring unbudgeted costs. The figures in the 10 year plan are based on current costs and are likely to increase by the time the project is undertaken. 6.6 Time limited funding - There is a risk that time-limited funding is not spent within time-frame and that the Council therefore loses the opportunity to improve or create assets at no or reduced cost to the Council. This is in direct competition with a number of risks detailed above which can result in delays in delivering capital spend. 7. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective budget management is an essential component of delivery of Council priorities on a sustainable basis. (b) Policy and Legal There are no policy or legal implications arising directly from this report. (c) Financial implications The financial implications are highlighted within the report and APPENDICES 1 and 2 to the report. (d) Risk Implications Budget managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from Council in line with the financial regulations. Risks specific to items within the capital plan are highlighted in paragraph 7 of the report (e) Staffing Implications There are no staffing implications arising directly from this report. Staffing shortages have reduced the Council’s ability to deliver its capital programme during 2023/24. (f) Property There are no property implications arising directly from this report. (g) Equalities/Socio Economic Impact There are no equalities issues arising from this report (h) Climate Change and Biodiversity Impacts There are no climate change or biodiversity issues arising from this report. Page 55
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(i) Consultations All capital budget managers have been consulted as part of the preparation of this report. All Heads of Service and the Corporate Management Team have been consulted and any comments incorporated in the report. 8. CONCLUSION 8.1 Capital expenditure of £30,429,000 was incurred during the year ending 31 March 2024. 8.2 Amendments to 2024/25 and future years totalling a decrease of £13,638,000 in 2024/25 and an increase of £24,848,000 from 2025/26 onwards Author of Report: Jamie Fraser, Senior Accountant Background Papers: Ref: JF/LJC/SPMAN-1293228629-1103 Page 56
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Moray Council Capital Programme 2023/24 As at 31 March 2024 Appendix 1 Capital Plan 2023/24 Actual (Over) / Underspend Carry Fwd Notes £000 £000 £000 £000 Land and Buildings Education, Children's and Leisure Services Committee 8,070 4,864 3,206 2,663 Economic Development and Infrastructure Committee 11,419 4,628 6,791 6,631 Corporate Committee 79 88 (9) 0 Infrastructure Economic Development and Infrastructure Committee 12,169 11,441 728 932 Spend on for flood scheme compensation (£355k) and harbours contributions (£300k) to be covered from future year budget Vehicles Plant and Equipment Education, Children's and Leisure Services Committee 202 56 146 146 Economic Development and Infrastructure Committee 6,547 5,684 863 901 Net committed works higher than available budget. But specific overspends to have budget reduced in 24/25. Corporate Committee 723 543 180 180 Moray Growth Deal 3,727 3,124 603 603 42,936 30,429 12,507 12,056 Funding Prudential Borrowing 24,335 13,667 General Capital Grant (exc PSHG and CYPA) 8,789 9,976 Moray Growth Deal 9,532 483 Other Grants & Contributions 0 901 Developers Contributions 124 124 Useable capital recipts b/f 0 4,331 Receipts generated in year 156 948 42,936 30,429 Item 9 Page 57
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Major Capital Projects spanning more than 1 financial years (as at 31 March 2024) APPENDIX 2 Descriptions Approved budget Total Expenditure in previous years Current budget 23- 24 Actual Spend 23- 24 Remaining Budget 23-24 Projected Future Years Budget Required Estimated Final Cost Projected Variance £000 £000 £000 £000 £000 £000 £000 £000 Moray Growth Deal Bus Revolution 4,000 476 681 539 142 2,985 4,000 0 Early Years STEM 4,800 0 200 66 134 4,734 4,800 0 Housing Mix Delivery 7,500 77 900 1,308 -408 6,115 7,500 0 Cultural Quarter 23,802 42 903 416 487 23,344 23,802 0 Business Enterprise Hub 5,000 0 295 0 295 5,000 5,000 0 Moray Aerospace, Advanced Technology and Innovation Campus 27,035 0 0 0 0 27,035 27,035 0 Manufacturing Innovation Centre 6,832 0 151 0 151 6,832 6,832 0 DHI 5,000 2,390 597 795 -198 1,815 5,000 TOTAL 83,969 2,985 3,727 3,124 603 77,860 83,969 0 Item 9 Page 59
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: 2023/24 REVENUE OUT-TURN VARIANCES FROM BUDGET BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT & FINANCE) 1. REASON FOR REPORT 1.1 To advise the Council of the major variances from the approved budget in the actual out-turn for 2023/24 and to seek approval of adjustment to the budget for 2024/25 where income and expenditure trends are forecast to continue and where there has been slippage in projects which are proposed to be funded from reserves. 1.2 This report is submitted to Council in terms of Section II (25) of the Council's Scheme of Administration relating to the approval of the annual estimates of revenue expenditure for all services and of Section III (B) (6) relating to monitoring current expenditure in relation to approved estimates. 2. RECOMMENDATION 2.1 It is recommended that the Council considers and notes: (i) The major variances in 2023/24 from those anticipated in March 2024, as summarised in APPENDIX 1; (ii) That net expenditure is £8,975,000 less than forecast, with £5,011,000 within services; £6,436,000 less in forecast loans charges (with £7,526,000 due to the adjustment for retrospective service concession); and £2,472,000 more in central provisions; (iii) The major variances from the approved budget for 2023/24 as summarised in APPENDIX 2; (iv) That the outturn of an underspend of £7,691,000 consists of an underspend on services of £6,186,000 (including DSM and PEF and other ear-marked funding); an overspend of £1,541,000 on loans charges offset by a one-off reduction of £7,526,000 relating to the retrospective element of the service concession flexibility and additional requirement for central provisions of £4,480,000; Item 10 Page 61
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(v) That £11,011,000 requires to be transferred into specific ear-marked reserves resulting in a reduction in working reserve of £14,176,000, £3,519,000 more than forecast as additional requirement for ear-marked reserves was identified during the accounting process for the year end. 2.2 It is recommended that the Council approves: (i) Additional budgets for projects subject to slippage in 2023/24 as detailed in paragraph 3.36 to 3.41 totalling £192,000 to be funded from the Working ear-marked reserve; and (ii) Ongoing savings of £225,000 as summarised in paragraph 3.35. 3. BUDGET VARIANCES 3.1 The unaudited accounts for 2023/24 are subject to a separate report to this Committee. The unaudited accounts show that the balance on free general reserves remains at £6,000,000 at 31 March 2024, with working reserves of £8,721,000 and other ear-marked reserves totalling £26,603,000. 3.2 The Council at a meeting on 1 March 2023 (paragraph 5 of the minute refers) approved budgeted net expenditure of £260,840,000, and this required projected use of £17,850,000 of the Council’s Ear Marked Reserves to balance the budget. Council Tax receipts of £49,974,000 were anticipated. The budget reported at quarter 3 was expenditure of £269,812,000. This required the use of ear-marked reserves of £14,726,000, including: Devolved School Management (DSM)/Pupil Equity Funding (PEF) total £1,646,000; Transformation earmarked funds £1,081,000, other earmarked reserves £1,342,000. A budget of £10,657,000 from Working reserves balanced the remaining spend. 3.3 The balance on general reserves excluding DSM and ear-marked reserves as at 1 April 2023 was £5,000,000. When the budget for 2024/25 was approved the balance held on free general reserves was increased to £6,000,000 by transferring £1,000,000 from the ear-marked reserve for council priorities. This will be reviewed when the Reserves Policy is reviewed in September 2024, as reported in the Best Value Action Plan approved by Council on 11 June 2024. Movement on ear-marked reserves is dealt with from paragraph 3.42. 3.4 Expenditure against budget was reported to Committee on a quarterly basis during the financial year. Quarter one was reported to Corporate Committee on 29 August 2023; quarter two to Full Council on 6 December 2023 and quarter 3 to Full Council on 6 March 2024 (paragraph 10 of the Minute refers). The forecast at the end of quarter 3 was for an overspend of £1,284,000. The estimated out-turn for 2023/24 was an underspend in Council services, including Health and Social Care, of £1,175,000 after adjusting for the cost sharing agreement with the NHS for the Moray Integration Joint Board (MIJB). With projected overspends in loans charges of £451,000 and increased use of provisions more than budgeted, this resulted in an overall projected spend of £1,284,000 more than budget, but with additional funding there was expected to be a decrease in the use of Council reserves of £338,000. Page 62
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3.5 The final outturn for 2023/24 was an underspend against budget of £7,691,000 in department budget; £1,497,000 more of an underspend than was forecast at quarter 3. The forecast use of £14,513,000 reserves at quarter 3 were: Working £10,444,000, DSM £1,646,000, Transformation £1,081,000, other earmarked £1,342,000. This compares with actual use of reserves of £12,900,000; Working £14,176,000, DSM £134,000, Transformation use of reserves £1,075,000, other earmarked including PEF increased by £3,485,000. Council Priorities reserve had approved movement in the year with transfers of £1,747,000 over to the Transformation reserve and £1,000,000 to the General Reserve to increase the balance to £6,000,000 (ref para 3.3 above). 3.6 Working reserves forecast versus actual has a variance of £3,732,000 of an increase from the latest forecast to the actual outturn. However, transfers of £3,485,000 were made in the year to specific earmarked reserves where funding has been received for specific purposes and can be drawn down to match expenditure when it is incurred. This leaves the Working reserve available for unrestricted use. A new reserve established in 2023/24 from a flexibility introduced by the Scottish Government to utilise in 2022/23 or 2023/24 has been adopted. The flexibility gives Councils a means to extend the number of years in which the financing costs of the school PPP contracts are accounted for (approved by Council on 1 March 2023 paragraph 4 of the Minute refers). By extending the time period that costs are charged to the revenue budget over a longer term, this may result in additional interest costs, but it results in a large credit to reserves (£7.526m) with ongoing short to medium term savings. The balances and use of reserves is shown in a table in paragraph 3.42. 3.7 This report will look at each of the areas and explain variances between the estimated and the final out-turn, and the availability of reserves for 2024/25 onwards. 3.8 The forecast for the year is used as a key part of the budget setting process and the differences highlighted in this report can be used to amend the budget for 2024/25. The final out-turn and main changes from the out-turns forecast at the end of December 2023 are summarised on a departmental basis in APPENDIX 1. Service Department Variances 3.9 The principal variances in actual compared to budget were service underspends of £6,186,000. A forecast variance of £5,011,000 gives a difference in actual outturn against forecast of £1,175,000. Part of the unforecast underspend is on earmarked budgets; including DSM budgets with a £789,000 underspend, and PEF with a £677,000 underspend. As these are held in earmarked reserves the estimated outturn doesn’t take account of any variance as it is retained within the reserves. 3.10 Staffing and Income The single largest cross service variance was in staffing. Staff savings from vacancies and appointments below top of scale across all services were anticipated to exceed the overall budget provision by year end by £741,000. The 2023/24 pay deal, along with a relative increase in vacancy factor, has Page 63
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been incorporated in budgets leaving a net underspend across departments of £1,256,000, a variance higher than anticipated. Income, including recharges to capital and the HRA, are showing both positive and negative variances across services. With a quarter 3 forecast of £306,000 under achievement of income, the final year end position was more favourable with £1,044,000 higher than budget. Much of the income variances are for funding received for specific schemes and any unspent funds have been transferred to earmarked reserves for future allocation. Forecast surplus income generated by departments in the provision of services include leisure services which out turned higher than budget but not as high as originally forecast, Industrial Estates, street naming and numbering, short term lets licensing, other licensing fees and recycling income. In addition, Registrars income was above budget, as was Harbours and Public Transport Unit income. A shortfall in income was forecast, and has transpired, in the following areas: libraries, car parking and public transport, green waste and trade waste. Sale of burial ground lairs, planning and building control fees were also expected to outturn below budget and in addition electric vehicle charging, and traffic income has finished the year below budget. 3.11 The significant difference between departmental out-turn and that forecast indicates that a review of budget variance may highlight scope for additional savings. This is covered from para 3.12 below. 3.12 A summary of the variance against budget for the year by type of spend across the Council is set out in the table below: Overspend £000s Underspend £000s Net £000s Staff (737) 2,101 Income / recharges to capital and HRA (692) 1,736 Purchase of children’s services / looked after children - 362 Fostering/Adoption/Throughcare & Aftercare - 272 Legal Fees (Children’s Services) (329) - Equipment/materials/tools/protective clothing etc - 100 Energy Costs - 309 Fleet (External hire of vehicles for departments, spare parts etc) (624) - Winter Maintenance (569) - Other (2,330) 4,019 ---------- ----------- Service underspend (5,281) 8,899 3,618 Government Grant (1,877) - Pay Deal funding through General Capital Grant 2,007 Council Tax income - 825 Page 64
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Overspend £000s Underspend £000s Net £000s Interest transfer to capital & Statutory reserves (443) - Retrospective service concession adjustment 7,526 Loans Charges (1,541) Interest on Revenue Balances - 1,819 Balance on central provisions (4,480) - Transfer to ear-marked and other reserves 1,198 Total variance (13,622) 22,274 8,652 3.13 Major variances at departmental level are set out in APPENDIX 2. 3.14 The variances against the budget summarised above have been reviewed and classified as one-off or likely to be recurring. The classification takes into account the savings and other adjustments made when the budget for 2024/25 was approved. The overall position is summarised below: Para ref Recurring £000s Non- recurring £000s Impact already included 2024/25 Budget £000s Proposed further adjustment to 2024/25 Budget £000s Overspends Staff / subcontractors 3.15 (548) (189) - - Income 3.17 (692) - - Legal Fees (Children’s Services) 3.19 (329) - - Fleet costs 3.21 (624) - - Winter Maintenance 3.22 (569) - - Other (2,330) Total overspends (548) (4,733) - - Underspends Staff 3.16 2,101 550 - Income / recharges to capital and HRA 3.18 75 1,661 - 75 Purchase of children’s services / looked after children 3.19 362 - - Page 65
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Para ref Recurring £000s Non- recurring £000s Impact already included 2024/25 Budget £000s Proposed further adjustment to 2024/25 Budget £000s Fostering/Adopti on/Throughcare & Aftercare 3.19 272 - - Energy Costs 3.20 150 209 - 150 Equipment/mate rials/tools/protec tive clothing etc 100 - - Other 3,969 - - Total underspends 225 8,674 - - Total net service variance (323) 3,941 550 175 Staff / subcontractors 3.15 There are some minor overspends in staff and subcontractors within Housing and Property totalling £103,000, due to staff savings shortfall. In Education Resources and Communities there are redundancy costs reflected in the figures. Within Fleet services there is a recurring difficulty in recruiting staff which has necessitated the use of sub-contractors, which is a more expensive way of delivering the service. In Education the central supply budget was overspent by £548,000 and is likely to be a recurring overspend. This has been reported as a budget pressure and will be considered along with other reported budget pressures. 3.16 Staff turnover can result in underspends, as the process of filling posts takes longer than the one month’s notice which most staff have to give. Underspends then accrue from vacancies whilst posts are filled and from new staff being appointed on lower points on the salary scale than more experienced staff who have left. Posts are budgeted for at top of scale. This is on-going and the Council recognise this when setting its budget, by incorporating estimates of underspends arising from staff turnover allocated to each service based on a percentage of staffing costs for areas of the service where vacancies are not automatically covered by agency staff, additional hours etc. The net underspend on staff and sub-contractors in 2022/23 was £2,101,000 above that provision. A saving from increasing the allowance for vacant posts in line with the budgeted pay award was taken when the 2023/24 pay award was agreed and it is recommended not to increase any further in 2024/25 at present as this will be reviewed as part of the financial planning process. Page 66
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Income 3.17 Some services are showing a loss of income against budget: Libraries (£14,000), Building Control (£141,000) and Planning income (£42,000), Traffic and Transportation (Bus Revolution shortfall £128,000, Electric vehicle charging £18,000, Car Park income £51,000 and Traffic income £99,000). Catering income (£100,000). Burial Ground shortfall in the sale of lairs, as was projected (£66,000). 3.18 Income exceeding budget as per the quarter 3 forecast includes: Leisure income (£111,000), Children’s Services one-off income from adoption placement (£71,000), Industrial Estates rental income (£95,000), Street naming and numbering £26,000, Licensing income from short term lets (£55,000), Registrars (marriages) fees £10,000, Harbours (£88,000), Community Bus Fund (£8,000), PTU passenger income (£20,000). Waste Management income has variances over and under budget that net off to nil variance at year end. One main source of income in Waste Management is the new Energy from Waste plant, during the transition period the service generated income of £604,000. Now the facility is fully operational a revision of budgets to reflect the new facility and the residual requirements of the landfill site will be implemented. Purchase / provision of care for children 3.19 In Children’s Services, overspends in out of area placements were £187,000. Underspends of £634,000 include: delays in contracts being implemented of £362,000, throughcare and aftercare grants £42,000, income from adoption placements with other local authorities £36,000, adoption and fostering fees and allowances and income from adoption placement £194,000. Additional funding was received for Ukrainian and Syrian refugees which will be carried forward in reserves and used to fund future needs. Legal fees and compensation payments are £328,000 and £329,000 respectively over budget. Children’s Services have been devolved to MIJB and the budget is fully devolved in 2024/25 following the shadow year of 2023/24. Energy 3.20 Energy costs have small overspends and underspends across services. Energy price increases were identified as a pressure in 2022/23 when costs were noticeably increasing. The underspend may be an indication of decreases but will continue to be monitored. A recurring underspend and potential saving of £150,000 has been identified, assuming no price increases. Other overspends 3.21 Fleet services have continued to operate the workshop in recent years without any increase in budget. However, the increase in costs for spare parts, cost of sub contractors, along with the demand for additional vehicles to be in place when department fleet vehicles are in the workshop (or at external sub contractors) is now evident in their budget variances. A review of the budget will be carried out to determine and quantify budget pressures. Page 67
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3.22 Expenditure on roads maintenance exceeded budget by £560,000, this is primarily due to an overspend on the winter maintenance budget (£569,000) as the budget is set for a relatively mild winter. 3.23 Overspends on software licences crosses multiple services and include annual support, maintenance as well as licence costs, totalling £98,000. There is an underspend in Environmental & Commercial Services of £23,000 to partially offset this, which is identified as a one-off underspend. Other underspends 3.24 The DSM and PEF are in the form of ring-fenced funding, and the underspends in this area, arising from the timing of projects, which are planned to spend by academic year, are held in ear-marked reserves and consequently do not impact on the free General Fund Reserve balance. 3.25 The income from the NESS Waste contract was a non-recurring contract to deposit waste at Dallachy until the NESS facility was fully operational during the year. Loans Pool Variance 3.26 The loans charge budget was increased in 2023/24 by £2,000,000 as part of the budget setting process when treasury forecasts were projecting interest rates to continue to rise during the year. At quarter 3, an overspend of £451,000 was projected, primarily due to an expected increase in Interest on Revenue Balances (IORB) offsetting actual interest and expenses payable on external Council borrowing, the total of which are allocated in full across the Council’s internal loans pool. The interest rates used in the calculation is an average of the 7 day interest rates across the year, and have gradually increased from 4.2% in April 2023 to 5.16% in March 2024. The average rate applied in the quarter 3 calculation and the year end final calculation were both 4.9%. 3.27 Excluding the amount for the PPP flexibility adjustment (per para 3.6) the actual outturn on loans pool was an overspend of £1,541,000, compared to £451,000 forecast. Interest on external borrowing came in less than was forecast by £832,000 but principal payments were £2,373,000 more than budget. This is due to the initial repayment of the financial flexibility that was taken in 2022/23 for a loans principal repayment holiday. 3.28 Accounting entries were also processed in the year for the Service Concession allowance for the PPP flexibility adjustment which was effectively an accounting entry to backdate the reduction in the repayment of the PPP principal repayments. The adjustment for the year was £7,526,000 and has the effect of reducing the overall loans payments, bringing them below the forecast. Coupled with the loans pool variances in paragraph 3.27, the outturn is a net underspend on loans of £5,985,000. Page 68
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Central Provisions Variance 3.29 When setting the annual budget, several assumptions are made regarding future costs: including inflation, pay awards, energy costs, loans charges etc. An amount to cover other specific budget pressures is also included: budget pressures arise from two sources – from external factors outwith the Council’s control which affect expenditure, such as legislative change and demographics e.g. increased school rolls and from Council decisions which result in increased net expenditure. Together with savings (permanent and temporary) these make up central provisions that are released throughout the year as they materialise. 3.30 For central provisions in total, there is a difference of £2,008,000 between the forecast at quarter 3 and the final outturn positions. 3.31 The provision for Inflation had the largest variance during the year. With an opening budget of £8,391,000 to allow for a 3% pay award, as well as other price increases the council are exposed to, the total released during 2023/24 was £16,225,000. Most of this was for pay awards, which saw service department budgets increase by over £11,900,000. Funding towards the 2023/24 pay awards was given by the Scottish Government in the year, totalling £5,667,000. This funding is included in the Government Grant figure. An additional £2,007,000 of government funding was also awarded through the capital grant for the second year running for the 2022/23 pay awards. This will be in the mainstream revenue budget from 2024/25. 3.32 The total savings/temporary savings and income posted to department budgets in the year was £5,451,000. A review of outstanding savings was carried out and reported at quarter 3 monitoring report, with some savings delayed until 2024/24. There is an unrealised savings balance of £360,000 at the year end which is the balance of the annual service concession originally estimated in the PPP flexibility. This will be carried forward into 2024/25 as the implementation of IFRS 16 should see a further saving in that year. 3.33 Budget pressures and additions approved totalled £15,945,000 in the year. The majority of budget pressures (£10,105,000) were posted to services during the year, but balances remaining in central provisions include: free school meals £120,000, Additional Support Needs (ASN) funding £1,229,000. An unbudgeted amount of £1,119,000 was also required for the funding of the IJB deficit. Service Developments of £2,825,000 were added to department budgets in total. Council Tax Variance 3.34 Council tax income was £825,000 more than budgeted. A prudent collection rate is used when estimating the level of Council Tax receipts and the rate used in the 2023/24 budget was 96.5% plus 2% for prior year recoveries. This is an increase on the rates used for budgeting the previous two years, reflecting the assumption that collection rates would reduce during the pandemic and rise again to normal levels over a 2 year period. Council tax income budget was increased during the year by £400,000. The rate of collection has dropped from 2022/23, reflecting the pattern seen across Scotland of a decrease of around 0.7% in the collection rate. Page 69
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3.35 In summary, from the above paragraphs, it is recommended to adjust the budget for 2024/25 for the following recurring savings/additional income: £75,000 leisure services income and £150,000 energy costs. Funding from Reserves 3.36 The following table details recommendations to fund expenditure from reserves in 2024/25, due to a mixture of slippage in projects or committed expenditure. If approved, the funding from reserves of £192,000 would come from the Working earmarked reserve. Section Description Para ref £000s Corporate Training Leadership development funding 3.37 50 Homelessness 3.38 20 Economic Development East of Scotland Loans Fund 3.39 45 Burial Grounds Headstone Inspections 3.40 10 Lands & Parks Tree Inspections 3.41 67 Total 192 3.37 Leadership development training has been delayed and was not able to proceed in 2023/24. 3.38 Additional grant for homelessness was received from Scottish Government and is planned that the resulting underspend on homelessness properties will be used towards the upgrade of Messines Cottage (a Ladyhill Trust property) to enable it to be let out. The Council is required to account for how it spent the grant funding and the proposed use is allowable spend. 3.39 This Economic Development led project has commitments in the Scotland Loves Local Moray across two years. 3.40 A headstones inspections budget was created in the Burial Grounds service as part of a restructure in 2021/22. Until now that budget has been unspent due to specialist input needed. The budget in 2022/23 was phased for the end of the year but work has slipped and is requested as a one off carry forward from the Working reserve so the works planned across the period can be completed in 2024/25. This is recommended as expenditure is on safety grounds. 3.41 Tree Inspections included a one off £40,000 budget that was transferred over from capital to revenue in 2022/23, with an additional recurring £20,000 revenue budget. There is currently no proactive tree inspection programme within the Council to identify and manage trees and woodlands on Council owned land and the one-off £40,000 will be used to start surveying trees in parks, cemeteries, play areas, woodlands etc. and to commence implementation of works from the survey which will in the longer term be funded from the recurring £20,000 budget. This will be based on a risk based approach i.e. where the greatest risk from tree hazards may be. This is recommended as the expenditure is on safety grounds. Page 70
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3.42 It is recommended that these projects are carried forward to be funded from the Working reserve in 2024/25 Reserves 3.43 The Council needs to retain a certain amount of free reserves in case of unforeseen contingencies or emergencies. The Council maintained a balance of £5,000,000, being the policy minimum, of free general reserves throughout 2023/24 and increased this to £6,000,000 following approval in the 2024/25 budget setting paper (paragraph 5of the Minute refers). This brings the balance in free general reserves up to 2% of the revenue budget for 2024/25. This level of reserves will be reviewed in detail later in the year. 3.44 The Council has earmarked reserves for specific activities including Transformation, Moray Growth Deal, Council priorities and other service specific earmarked reserves including DSM. Due to a mixture of timing of funding and project slippages, certain funding can be unspent and build up reserve balances. To retain these sources of funding and keep track separately from the Councils working reserves, earmarked reserves have been created in the year that can be drawn down as and when the expenditure is incurred, in line with approved spending. These are shown in the table below as Other Earmarked, and include: Refugee resettlement funding, Education Attainment Fund, Whole Family Wellbeing Fund, Employability, Dorenell Windfarm fund, Sanquhar Loch. A full list of the earmarked reserves is in shown in APPENDIX 3. 3.45 The Working reserve (previously named Covid reserve) is currently used to cover any funding shortfalls. 3.46 The table below shows the planned use of reserves in 2023/24; the original budget approved, the quarter 3 anticipated use of reserves, compared with the actual use of reserves in the year. The balances of each reserve at end of the year are also shown. The use of the Repairs and Renewal Reserve is also included. Budgeted Use of Reserves Quarter 3 Anticipated Use of Reserves Actual Use of Reserves 2023/24 Opening Balance 1/4/23 Transfers In/(Out) Closing Balance 31/3/24 £000 £000 £000 £000 £000 £000 General - - - 5,000 1,000 6,000 Earmarked Working 15,478 10,657 14,176 22,897 (14,176) 8,721 DSM - 1,646 134 852 (134) 718 Transformation 1,613 1,081 - 5,480 672 6,152 Council Priorities 759 - 2,747 9,881 (2,747) 7,134 Other Earmarked - 1,342 - 1,588 3,485 5,073 Service Concession (PPP) - - - - 7,526 7,526 Repairs and Renewal reserve 732 732 768 768 (768) - Total 18,582 15,245 17,825 46,466 (5,142) 41,324 Page 71
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3.47 The use of Working reserves was budgeted at £15,478,000 and at quarter 3 forecast to reduce to £10,444,000. At year end there was a requirement for the transfer out of Working reserves of £14,176,000. This is due to a combination of factors that have been discussed above; increased use of reserves arose from unfunded and unbudgeted element of the pay award, (para 3.31); the transfer to other earmarked reserves to preserve funding for specific projects of £3,485,000. The table below shows the movement from the quarter 3 estimated use of the Working reserve of £10,444,000 to the final outturn, a use of £14,176,000. £11,011,000 has been transferred to other earmarked reserves. Working Reserve £000 £000 Budgeted use of Working Reserve (approved 1 March 2023) 15,478 Forecast use of Working Reserve (MC 6/3/24) 10,444 Decreased Use of Reserve Variance in Services (act v forecast) (5,011) Loans Pool variance - one off Service Concession (7,526) Increased use of reserve Central provisions required 2,472 Loans Pool Variance 1,090 Less use of other earmarked reserves 1,696 Transfer to Other earmarked reserves 3,485 Transfer to Service Concession 7,526 Movement in use of reserve 3,732 Actual use of Working Reserve 31/3/24 14,176 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective budget management is essential for the delivery of council services on a sustainable basis. Review of budget against actual for trends which are likely to continue assists in the process of budget management. (b) Policy and Legal No policy or legal implications arise directly from the contents of this report. (c) Financial implications Financial implications are discussed throughout the report. Recurring savings of £225,000 have been identified. Part of the underspend in the year arises from project slippage and income received for specific Page 72
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purposes and earmarked reserves for these areas have been established. (d) Risk Implications No risks arise directly from this report. The Council’s base budget is over-committed and it requires to make significant savings over the next two years. (e) Staffing Implications None arise directly from this report. (f) Property No property implications arise directly from this report. (g) Equalities/Socio Economic Impact No equalities implications arise directly from this report. (h) Climate Change and Biodiversity Impacts There are no implications arising directly from this report (i) Consultations Consultation with budget managers takes place during the financial year and requests for funding from reserves are reflected in the report. 5. CONCLUSION 5.1 The Council’s final out-turn position on the General Fund as at 31 March 2024 was an improvement on the position forecast when the budget for 2024/25 was set. The net expenditure was £8,975,000 less than forecast, with £5,011,000 within services; £6,436,000 less in forecast loans charges; and £2,472,000 more in central provisions. With transfers to earmarked reserves for Service Concession (PPP) of £7,526,000 and other specific earmarked reserves of £3,485,000, this resulted in an increase in the use of the Working reserve of £3,732,000 from that forecast at quarter 3. Total earmarked reserves are £35,324,000, not including the General Reserve £6,000,000. This report identifies significant areas of variance between estimated actual and actual for 2023/24. 5.2 The report also considers variances against budget with a view to identifying trends in expenditure and recommends recurring savings of £225,000 in increased income and energy savings. 5.3 Slippage of £192,000 in projects planned for 2023/24 is recommended to be carried forward to 2024/25, funded from earmarked Working reserves. Author of Report: Susan Souter, Senior Accountant Background Papers: Ref: SPMAN-1293228629-1100 Page 73
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APPENDIX 1 Moray Council Outturn v Forecast Forecast As at 31st March 2024 Outturn Var vs Actual at 31.12.24 Prediction £'000s £'000s £'000s SERVICE Education 104,540 106,191 1,651 Education Resources & Communities 8,069 8,155 86 Childrens Services 14,315 14,516 201 Moray Council Social Care 140 102 (38) General Services Housing & Property 3,814 4,769 955 Environmental & Commercial Services 30,239 30,285 46 Economic Growth & Development 3,820 4,289 469 HR, ICT & Organisational Development 6,289 6,483 194 Financial Services 39 540 501 Governance, Strategy & Performance 6,255 6,494 239 Other Services 2,717 2,748 31 Transfer of Interest to Capital Reserves & Stat Funds 443 0 (443) SERVICES excl MIJB 180,680 184,572 3,892 MIJB 63,914 65,033 1,119 TOTAL SERVICES incl MIJB 244,594 249,605 5,011 Loans Charges 15,705 22,141 6,436 Provision for Contingencies and Inflation 0 (1,266) (1,266) Additional Costs 0 (812) (812) Additional Costs - Covid 0 0 0 Unallocated Savings 0 (394) (394) TOTAL PROVISIONS 0 (2,472) (2,472) TOTAL GENERAL SERVICES EXPENDITURE 260,299 269,274 8,975 Commentary Education: underspends in Devolved School Management and Pupil Equity Fund, which have been transferred to earmarked reserves. General Services Housing & Property: Refugees Resettlement Funding £426k underspend to be carried forward to fund future years not previously allowed for within projections. Property fees recharges to HRA and Industrial Estate income higher than forecast Economic Growth & Development: Vacancies, slippage and income higher than anticipated Financial Services: IORB and NDR reliefs underspend higher than forecast. Service devt budget underspend. Energy Grant Admin grant income more than forecast. 39.4% 3.0% 5.4% 0.0%1.8% 11.2% 1.6% 2.4% 0.2% 2.4% 1.0% 24.2% Predicted Outturn % of Total Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB 1,651 86 201 (38) 955 46 469 194 501 239 31 1,119 (443) 6,436 (1,206) (2,000)(1,000) 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB Transfer of Interest to Capital Reserves & Stat Funds Loans Charges Total Provisions Variance vs Prediction £000's 40.2% 3.1% 5.5% 0.1%1.5% 11.6% 1.5% 2.4% 0.0% 2.4% 1.0% 24.6% Actual % of Total Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB Item 10 Page 75
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APPENDIX 2 Moray Council Outturn report As at 31st March 2024 Var vs Actual Budget Budget £'000s £'000s £'000s SERVICE Education 104,540 106,550 2,010 Education Resources & Communities 8,069 8,523 454 Childrens Services 14,315 14,941 626 Moray Council Social Care 140 104 (36) General Services Housing & Property 3,814 4,373 559 Environmental & Commercial Services 30,239 30,146 (93) Economic Growth & Development 3,820 4,247 427 HR, ICT & Organisational Development 6,289 6,486 197 Financial Services 39 2,169 2,130 Governance, Strategy & Performance 6,255 6,662 407 Other Services 2,717 2,665 (52) Transfer of Interest to Capital Reserves & Stat Funds 443 0 (443) SERVICES excl MIJB 180,680 186,866 6,186 MIJB 63,914 63,914 0 TOTAL SERVICES incl MIJB 244,594 250,780 6,186 Loans Charges 15,705 21,690 5,985 Provision for Contingencies and Inflation 0 (7,135) (7,135) Additional Costs 0 3,015 3,015 Additional Costs - Covid 0 0 0 Unallocated Savings 0 (360) (360) TOTAL PROVISIONS 0 (4,480) (4,480) TOTAL GENERAL SERVICES EXPENDITURE 260,299 267,990 7,691 Commentary Education: Underspends to be transferred to earmarked reserves (DSM £753k, PEF 23/24 £677k, ELC snack & fundraising £34k, SEF £163k, Care Experienced funding EAL Afghan funding £56k.) Overspends on central supply staff £548k abd Out of Area £187k. Education Resources & Communities: Staff vacancies, leisure income above budget, energy costs underspend. Libraries income below target. Economic Growth & Development: Underspends to Trf to Earmarked Reserves - £50k Long Term Town Plan Capacity funding, £86k Levelling Up Capacity Funding, Income higher than budget Financial Services: Interest on Revenue Balances £1.8m above budget 39.8% 3.2% 5.6% 0.0% 1.6% 11.2% 1.6% 2.4% 0.8% 2.5% 1.0% 23.8% Budget % of Total Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB 2,010 454 626 (36) 559 (93) 427 197 2,130 407 (52) 0 (443) 5,985 2,655 (1,000) 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB Transfer of Interest to Capital Reserves & Stat Funds Loans Charges Total Provisions Variance vs Budget £000's 40.2% 3.1% 5.5% 0.1%1.5% 11.6% 1.5% 2.4%0.0% 2.4% 1.0% 24.6% Actual % of Total Education Education Resources & Communities Childrens Services Moray Council Social Care General Services Housing & Property Environmental & Commercial Services Economic Growth & Development HR, ICT & Organisational Development Financial Services Governance, Strategy & Performance Other Services MIJB Item 10 Page 77
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APPENDIX 3 Other Earmarked Reserves 2023/24 Opening Balance Transfers In/(Out) Closing Balance £000 £000 £000 Education Attainment Fund 757 163 920 ELC Snack/Fundraising Accounts 36 (2) 34 Dornell Windfarm 37 39 76 Scottish Welfare Fund 57 (57) 0 Sanquhar Loch 46 (1) 45 Welfare reform 13 0 13 Insurance premium discounts 87 (87) 0 Cost of Living - FFF 224 (224) 0 Cost of Living - Sports and Culture Hardship Fund 25 (25) 0 Employability YPG 288 (186) 102 Adult Protection 18 0 18 Refugee Resettlement (Afghan, Ukrainian, UASC) 0 2449 2,449 Whole Family Wellbeing Fund 0 827 827 SSEN Community Resilience Project (funding from SSEN) 0 196 196 Employability Child Poverty GRG 0 97 97 Long Term Town Plan Capacity Funding 0 50 50 Levelling Up Capacity Funding 0 86 86 DLUHC - Elections Act 2022 - to be used 24/25 0 15 15 Youth Work Communities Grants 0 80 80 Rothes Way (funding from Visit Scotland and HITRANS) 0 30 30 HIE Procurement Funding 0 35 35 Total 1588 3485 5073 Item 10 Page 79
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: BUILDING INFORMATION MODELLING (BIM) BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 The purpose of this report is to provide an update on progress in relation to Building Information Modelling (BIM) and to ask Council to approve the full business case and the request for resource. 1.2 This report is submitted to Council in terms of Section III (A) (2) of the Council's Scheme of Administration relating to long term financial plans. 2. RECOMMENDATION 2.1 It is recommended that Council: - (i) approves the Full Business Case for Building Information Modelling (BIM) at Appendix I; (ii) agrees to the request for funding of £74k to proceed with the proposed rollout; and (iii) notes that periodic updates on progress will be provided to the Economic Development and Infrastructure Services Committee to monitor and scrutinise progress. 3. BACKGROUND 3.1 The definition of BIM is specified in the ISO19650 and 12006 series of international standards as “the process of designing, constructing or operating a building or infrastructure asset using electronic object-oriented information.” 3.2 BIM involves the development of data rich digital 3D models of a building or facility throughout its lifecycle, from briefing to operation and ultimately to disposal or reuse. BIM adoption has grown rapidly around the world over the last ten years and represents a major change in the way we deliver and manage buildings and assets. It has been mandated by many governments including in the UK and Scotland, as well as large client bodies and is actively being used on projects in all sectors, both buildings and infrastructure. Item 11 Page 81
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3.3 The Government Construction Strategy was a policy paper issued by the UK Government that set the target of reducing the cost of government construction projects by 15-20 percent. One of the key initiatives is to mandate "fully collaborative 3D BIM [Building Information Modelling] by 2016." 3.4 The Scottish Government has published a Scottish Procurement Policy Note 1/17 (SPPN) on the Implementation of Building Information Modelling within Construction Projects, setting out how BIM should be adopted within public sector procurement from 6 April 2017. 3.5 Properly implemented, it can vastly improve visual communication of the design intent and user understanding. It can help deliver major improvements in programme efficiency, design quality, health and safety, environmental performance, operational efficiency and cost management. It can be equally effective on new build or refurbishment projects, regardless of scale. 3.6 It is important to note that BIM is a broad term which covers many different but linked uses of digital technology and collaborative working practice and not a single proprietary solution. These BIM uses include 3D design and coordination, construction simulation (4D), digital cost management (5D) and BIM enabled asset and facilities management (6D). 3.7 For an organisation like Moray Council, which delivers property services and owns or operates 200 Corporate buildings and over 6000 houses spread across the region, the utilisation of BIM processes and technology could hugely improve the efficiency and quality of their estate. Based on the council’s key strategic assets and future development plans, BIM can help inform the development of a business plan and create a strategy and roadmap for implementing BIM processes and technology. 3.8 As part of the Improvement and Modernisation Programme (IMP), at its meeting on 12 May 2021 Council approved a budget of £20k to engage a specialist consultant to make recommendations for the implementation of BIM (para 13 of the minute refers). This was based on the following objectives: • To develop a corporate and operational strategy for BIM implementation across the council; and • To produce a practical roadmap describing the methods to deliver organisation wide implementation. 3.9 A further report to Corporate Committee on 30 August 2022 provided an update on progress at that stage (paragraph 6 of the minute refers). Following extensive awareness raising and service engagement and work undertaken by a specialist contractor, a Full Business Case (FBC) has been developed to set out options for the future implementation of BIM across the Council. Page 82
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4. PROGRESS AND NEXT STEPS 4.1 The Full Business Case seeks approval to invest £74,000 in a programme to develop BIM for the next 10 years across building construction projects with a value greater than £2m, primarily relating to Educational Resources, Housing and Property and Finance services. The Council has a draft 10-year capital plan to invest £386m in construction projects, which has the potential to save £40m over the lifetime of those buildings. 4.2 The savings which will be made during the construction phase are based around reducing risk and contingency along with reducing risk of budget overspend. These findings are based on industry findings and the Scottish Futures Trust Return on Investment Tool. 4.3 The Business Case recommends that Moray Council adopts an overarching digital vision, which should be communicated both internally and externally to provide the impetus needed to drive the adoption process. The digital vision is: “Through integrated digital information management systems and processes, the Moray Council can become a digitally enabled client and improve the performance of their estate throughout its lifecycle.” 4.4 The Council has shown a strong interest in implementing digital IM (Information Management) enabled processes, including using BIM, in all aspects of the estate rather than just on new capital projects. However, there is currently a knowledge gap within the Council regarding the intricacies of digital IM and BIM that must be addressed to bring the Moray Council in line with the Scottish Government mandate, before looking to employ further digital interventions. 4.5 Therefore, it is important for the Council to manage its expectations of digital IM and identify a holistic strategy for working with digital asset information. The strategy in this Business Case should position the Council as an informed client to achieve more and better value out of future projects. 4.6 Projects where significant construction capital expenditure has been planned within the Capital Plan are within the school estate programme at Forres Academy and Buckie High School. 4.7 The Forres Academy project was successful in securing LEIP (Learning Estate Improvement Programme) funding. The award conditions require the appointment of an Information Manager and the use of the Scottish Futures Trust (SFT) Standard Information Management Plan (SIMP) as set out on its BIM Guidance Portal. 4.8 Should the Council adopt a “do nothing“ option for BIM, it would expose itself to the potential of loss of funding, financial and audit risks with its major investment projects. Should these risks materialise, it could expose the council to reputational risk. Page 83
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4.9 The SFT Building Information Modelling return on investment calculator indicates that the adoption of BIM will have a ROI of between £4,802,000 and £7,204,000 based on construction cost £79,000,000. 4.10 The Council has identified a heavy reliance on email-based sharing, which is inefficient and error-prone. This Strategy recommends the implementation of a Common Data Environment (CDE) to facilitate the sharing of information. The two methods of sharing information are illustrated above. Figure 4 – Traditional email-based sharing versus CDE sharing 4.11 There are many advantages for implementing a CDE. During design and construction, these include: • Greater reliability of data and reduced risk • Support more efficient processes in the creation and management of information • Reducing the time and effort required to check, version and reissue information • Reducing the time and cost of producing coordinated information • Enable to improve collaboration and improved outcomes. 4.12 The benefits of a CDE during operation include: • Saving time in transferring accurate and complete information from construction to operational stages • Easy access to relevant and reliable information in the event of failure • Enable improved estate planning, procurement, and maintenance • Support improved analysis across portfolio of built assets. 4.13 It is proposed that the Council’s SharePoint software is developed as an operational CDE and that for live projects the CDE is hosted by the contractor. 4.14 Following the consultation with ICT a test SharePoint site using SFT metrics has been built and is capable of storing and sharing information both internally and externally with contractors and consultants. SharePoint does not recognise CAD file formats used by the council (AutoCAD and REVIT), however a third-party software patch is being researched with an indicative cost of £450 per licence. Page 84
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4.15 The rollout is predicated on 9 ‘workstreams’, of which it is proposed that 1-3 and 9 will proceed at present, under the minimum scope, with the opportunity to expand/develop this in the future if required, based on the business justification for the maximum scope. Workstream 1: Enablement – Capability Building 4.16 Workstream 1 focuses on upskilling employees within the Council, combining a general awareness package, which would be rolled out to all staff, with tailored, in-depth training provided to those who require it in their job role. Workstream 1 also looks to update IT policies and information security protocols in line with standards and data regulations. BIM Academy would support the Moray Council in the following capacity: Review and promote IM/BIM vision – BIM Academy would work with leadership to review the IM / BIM vision set out in the strategy, and host virtual workshops with the different departments across the Council to promote the vision and answer any questions departments and staff may have. Ensure correct IT infrastructure and policy – We would support the Moray Council in assessing its systems capabilities to ensure it is not only fit for purpose but is able to perform as the Council become more digitally enabled. This may take the form of a department-wide IT roadmap which integrates management processes and software, to identify purpose and value. We would align the roadmap to the strategy recommendations. Develop and rollout training plan – BIM Academy would support the Council in creating a training plan that is tailored to meet the needs of the organisation and its different departments. This would include management and technical training is needed for specific departments, such as software training for Design and Construction. BIM Fundamentals training should be rolled out for all staff to provide information on the strategy and wider context to digital IM processes. Workstream 2: Enablement – Framework Development 4.17 The second workstream involves the development of an organisational information management framework, which would comprise a package of resources to support the implementation of IM using BIM within the Council. This will include documentation to support capital and maintenance programmes. 4.18 BIM Academy would support the Moray Council in the following capacity: Define information purposes and aspirational digital IM uses – We would work with the Moray Council to develop an understanding of their information purposes and aspirational digital IM uses through a series of interdepartmental workshops. This will inform the development of the information requirements and digital IM framework. Page 85
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Develop information requirements – BIM Academy would develop the Council’s organisational information requirements (OIR) from the information purposes, which will in turn provide the framework for developing the templates for the Council’s project information requirements (PIR), asset information requirements (AIR), and exchange information requirements (EIR), to be included in future tender packs for capital projects. Deliver digital IM handbook – In addition to the information requirement documentation established in the previous activity, BIM Academy would work with the Council to create a suite of digital IM documents and processes. These would be aligned to ISO 19650 and would provide consistency in the delivery of BIM documentation, standards and procedures that is aligned to industry best practice. This would include but not limited to the following resources: • CDE and file naming protocols • Supply chain assessment forms • Classification / data schema for asset data requirements • Template tender return resources, e.g., Pre- and Post-Appointment BEP, IM Risk Register, Mobilisation Plan, etc. • Audit / Quality Assurance Protocol • Information Protocol • Level of Information Need Framework • Process Map • Internal IM/BIM Protocols • Soft Landings Strategy Workstream 3: Enablement – CDE Implementation 4.19 Workstream 3 involves reviewing the current utilisation of SharePoint as an EDMS solution, with a view to either reconfiguring the system to be compliant with ISO 19650, or the scoping, procurement, and establishment of another Council-wide CDE system, which would act as a single source of truth for its data. 4.20 BIM Academy would support the Moray Council in the following capacity: Review current Electronic Document Management System (EDMS) platforms – We would work with the Moray Council to conduct a review into the implementation and utilisation of SharePoint as an organisational-wide EDMS. This could also extend to BIM360 where this has been used previously. This would provide insight into how the current EDMS platforms are being used across the different departments to provide baseline metrics against which to assess any future interventions. Audit and review EDMS implementation – Regardless of whether a new system is adopted or not, they would also support the Moray Council in auditing and reviewing the EDMS platform to ensure it is fulfilling the needs of the Council by monitoring usage and uptake throughout the organisation. This would be presented in the form of a dashboard and report, which is fed back to each department to highlight how information is being interacted with. Page 86
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4.21 Depending on the outcome of the review, BIM Academy can also support the Moray Council in either reconfiguring the current EDMS platforms or scoping, tendering for, and establishing a new platform. BIM Academy can also support the linking of additional systems once the platforms are established. Please note that these activities are not included within this scope. Workstream 9: Measurement – Continued Improvement 4.22 The ninth and final Workstream involves the development of metrics and Key Performance Indicators (KPIs) to continuously measure and report on the initiatives introduced within the rollout of this strategy. This workstream would underpin all other Workstreams and be used to form the business case further development and rollout of the strategy. 4.23 BIM Academy would support the Moray Council in the following capacity: Develop organisational metrics – BIM Academy would develop a series of organisational metrics based on previous experience and established metrics in industry and academia, which would be contextualised to the Moray Council. This may include meetings with key stakeholders to ensure the metrics are representative and relevant to the Council. Develop project KPIs – We would work with the Council to collect and record the organisational metrics at regular intervals and at points surround key decision-making. Regular collection of these metrics will allow for continuous assessment of ROIs, to ensure measures being implemented as part of the strategy rollout are providing a quantifiable benefit to the Council. These would be communicated regularly to the wider organisation to increase awareness and employee buy-in. Collect and record organisational metrics – BIM Academy can support the Council in collecting and recording the metrics to allow for continuous assessment of ROIs, at regular points throughout the year. We would utilise dashboarding and reporting techniques to ensure clear understanding of the metrics used. Capture lessons learnt – BIM Academy would facilitate workshops with key stakeholders and relevant parties at key points throughout projects and beyond into handover to ensure all appropriate lessons have been captured. Lessons learnt would be recorded in a central repository and shared with relevant Council employees for future projects. Regularly review strategy rollout – BIM Academy would host workshops with key stakeholders to evaluate the strategy after a year of implementation, utilising the lessons learnt and organisational metrics to build a comprehensive picture of the effectiveness of the strategy implementation. We will support the Council in producing a revised roadmap in line with the recommendations outlined in the strategy report following the workshops. Page 87
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5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) This project forms part of the Improvement and Modernisation Programme of Work that supports the Council priority of a financially stable Council. (b) Policy and Legal None (c) Financial Implications The Financial implications are outlined within the FBC. The primary costs for this project are training and support costs provided by a professional advisor of £74k. The proposal is that if the project is accepted then the majority of the costs would occur in 2024/25 and these would be £64k with a balance of £10k allowed for workstream 9 in 2025/26. If approved, the £74k revenue spend will facilitate greater efficiency within capital programmes and repairs and maintenance spend over time. (d) Risk Implications The Project Management support and leadership arrangements envisioned for the IMP workstreams has not been in place during the first two phases of the project, which has contributed to a delayed programme. There is no bespoke project resource for ongoing rollout of the approach, which will instead be facilitated within existing teams – this is deemed proportionate but does present a degree of risk in term of capacity should other priorities emerge. The BIM approach will reduce risk within future capital programmes, by coordination and use of better-quality building data. (e) Staffing Implications There are no direct staffing implications arising from this report. Resources to support the rollout will be externally procured and ongoing management will be absorbed within the Housing and Property Service. (f) Property The property implications are as detailed in this report and the attached FBC. (g) Equalities/Socio Economic Impact There are no equalities or socio-economic issues arising from this report. However, these will be appraised within the full business case. Page 88
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(h) Climate Change and Biodiversity Impacts No climate change or biodiversity implications have been identified relating to the recommendations of this report. However, any decisions on the future of property assets will be heavily influenced by the Council’s strategy. (i) Consultations The Head of Housing and Property Services, Chief Financial Officer, Legal Services Manager, the Head of Environmental and Commercial Services, the Equal Opportunities Officer and Lissa Rowan Committee Services Officer have been consulted and their comments incorporated in this report as appropriate. 6. CONCLUSIONS 6.1 Council approves the Full Business Case for Building Information Modelling (BIM); 6.2 Council agrees to the request for funding of £74k to proceed with the proposed rollout; and 6.3 Council notes that periodic updates on progress will be provided to the Economic Development and Infrastructure Services Committee to monitor and scrutinise progress. Author of Report: Moray MacLeod, Design and Construction Manager Background Papers: Held by author Ref: SPMAN-1285234812-1594 Page 89
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Full Business Case Version Number: 0.1(Draft) Created: 18/06/2024 17:46 Saved: 19/06/2024 08:09 c:\program files (x86)\neevia.com\docconverterpro\temp\nvdc\05b25bc1-8a19-49aa-972a- eedc08d4e259\ac543380-7a79-4a1a-bd08-18380e5b4e82.docx Page 1 of 51 The following is to be completed by Gateway Review Board Approved By/Date Group or Officer Name Full Moray Council Meeting Date of meeting/decision 12/05/21 Approval (choose from drop down menu) Approved awaiting scheduling Comments Any relevant comments from the approving authority should be documented here. This project was approved as part of the Improvement and Modernisation Programme (IMP) priority projects. A three-phase approach to the implementation of BIM was approved by the Moray Council on 12 May 2021 as follows: Phase 1 – Awareness • To ensure key council officers are aware of BIM policies, processes and technologies and the value of their application across council activities and services. This would be through meetings and VC presentations to all level of management and officers involved in asset management. Phase 2 – Enablement • Identify the current systems and processes that the council uses and match these to the current progress being made in asset PROJECT REF/NAME Building Information Modelling (BIM) Implementation Across Council PROJECT SPONSOR Edward Thomas COMPLETED BY Moray Macleod DATE 20 November 2023 Project Category Intermediate Appendix I Item 11 Page 91
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Full Business Case management strategies for schools, depots, offices and leisure buildings. This will identify opportunities for integration of systems and processes across the organisation. • This will allow a roadmap to be produced to fill any gaps in software that are required or additional processes to support the adoption of BIM to meet corporate strategies and investment. • Review typical capital and refurbishment projects as well as facilities management processes, to gain an understanding of current management processes, technologies used and identifying best practice and aspects requiring improvement. Phase 3 – Overseeing Implementation Duration: The timescales for this phase will be informed by the outcomes of phase 1 and 2. Purpose and outcomes • Productivity improvement targets achieved • Embedding of business improvement culture and BIM techniques • A cohort of trained staff at all levels of the organisation • A BIM capability demonstrable against UK Government Level 2 The Project Management support and leadership arrangements envisioned for the IMP workstreams has not been in place during the first two phases of the project. Reporting of the project was transferred to the Transform the Economy Board. To bring the project into standard PMO procedures a Full Business Case has been produced following completion of the External Consultants research and reports as part of phases 1 and 2. Page 92
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Full Business Case Contents 1. Background ............................................................................................... 5 1.1 Executive summary ........................................................................... 5 2. The Strategic Case (Pg. 30) ..................................................................... 6 2.1 The Strategic Context (Pg. 31) .......................................................... 6 2.2 Business Strategies (Pg. 31) ............................................................. 8 2.3 Investment Objectives (Pg. 33) ........................................................ 10 2.4 Existing Arrangements (Pg. 33) ....................................................... 11 2.4.1 Existing Arrangements ............................................................. 11 2.5 Business Needs (Pg. 33) ................................................................. 18 2.6 Potential Business Scope and Key Service Requirements (Pg. 34) 21 2.7 Main Benefits Criteria (Pg. 35) Explain the main outcomes and benefits associated with the implementation of the potential scope in relation to business needs .......................................................................... 24 2.8 Main Risks (Pg. 36) ......................................................................... 27 2.9 Constraints (Pg. 36) ......................................................................... 30 2.10 Dependencies (Pg. 36) .................................................................... 30 Summary of Section ............................................................................. 30 3. The Economic Case (Pg. 38) .................................................................. 31 3.1 Critical Success Factors (Pg. 39) .................................................... 31 3.2 The Long Listed Options (Pg. 40) .................................................... 31 3.3 Short-Listed Options (Pg. 42) .......................................................... 33 3.3.1 Preferred Option (Pg. 67) ......................................................... 35 4. Commercial Case (Pg. 73) ...................................................................... 35 4.1 The Procurement Process ............................................................... 36 4.1.1 Long List Criteria ...................................................................... 36 4.1.2 Long List ................................................................................... 36 4.1.3 Short List Criteria ...................................................................... 36 4.1.4 Short List .................................................................................. 36 4.2 Economic Appraisal (Pg. 79) ........................................................... 37 4.2.1 Description, Sources and Assumptions (Pg. 79) ...................... 37 4.2.2 Estimating Costs ....................................................................... 38 4.2.3 Net Present Cost Findings (Pg. 83) .......................................... 40 4.2.4 Option Ranking (Pg. 79) ........................................................... 41 4.2.5 Option Appraisal Conclusions .................................................. 41 4.3 Qualitative Benefits Appraisal (Pg. 80) ............................................ 41 4.3.1 Qualitative Benefits Criteria (Pg. 80) ........................................ 41 4.3.2 Qualitative Benefits Scoring (Pg. 80) ........................................ 42 4.3.3 Analysis of Key Results (Pg. 79) .............................................. 42 4.4 Risk Appraisal – Unquantifiable (Pg. 80) ......................................... 42 4.4.1 Methodology (Pg. 80) ............................................................... 42 4.4.2 Risk Scores .............................................................................. 42 4.5 The preferred option – selected supplier (Pg. 81) ............................ 42 4.6 Agreed Risk Transfer (Pg. 80) ......................................................... 43 4.7 Agreed Charging Mechanisms (Pg. 79) ........................................... 43 Page 93
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Full Business Case 4.8 Agreed Contract Length (Pg. 79) ..................................................... 43 4.9 Key Contractual Clauses (Pg. 79) ................................................... 43 4.10 Personnel Implications (Pg. 74) ....................................................... 43 4.11 Procurement Route and Implementation Timescales (Pg. 82) ........ 43 5. The Financial Case (Pg. 87) ................................................................... 43 5.1 Financial Impact on the Organisation (Pg. 89) ................................. 44 5.2 Impact on the Balance Sheet (Pg. 91) ............................................. 44 5.3 Overall Affordability (Pg. 92) ............................................................ 44 6. The Management Case .......................................................................... 44 6.1 Programme Management Arrangements (Pg. 96) ........................... 45 6.2 Project Management Arrangements (Pg. 96) .................................. 45 6.3 Project Reporting Structure (Pg. 97) ................................................ 45 6.4 Project Roles and Responsibilities (Pg. 97) ..................................... 45 6.5 Project Plan (Pg. 97)........................................................................ 46 6.6 Use of Special Advisors (Pg. 98) ..................................................... 47 6.7 Arrangements for Change Management (Pg. 98) ............................ 47 6.8 Arrangement for Benefits Realisation (Pg. 99) ................................ 47 6.9 Arrangements for Risk Management (Pg. 100) ............................... 49 6.10 Arrangements for Contract Management (Pg. 100) ......................... 49 6.11 Arrangements for Post Project Evaluation (Pg. 103) ....................... 49 6.11.1 Post Implementation Review (PIR) (Pg. 103) ........................... 49 6.11.2 Project Evaluation Review (PER) (Pg. 103) ............................. 50 6.12 OGC Gateway Review Arrangements (Pg. 103) ............................. 50 7. Contingency Plans .................................................................................. 50 8. Version History ....................................................................................... 51 Page 94
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Full Business Case 1. Background 1.1 Executive summary Give a concise and comprehensive overview of the document’s content, key conclusions and principal recommendations. This FBC seeks approval to invest £74,000 in a programme to develop BIM for the next 10 years across building construction projects with a value greater than £2m for the following services in Educational Resources, Housing & Property and Finance. The Council has a draft 10-year capital plan to invest £386m in construction projects which has the potential to save £40m over the lifetime of those buildings. The savings which will be made during the construction phase are based around reducing risk and contingency along with reducing risk of budget overspend. These findings are based on industry findings and the Scottish Futures Trust Return on Investment Tool. (https://bimportal.scottishfuturestrust.org.uk/page/roi-calculator) The Business Case recommends that the Moray Council adopts an overarching digital vision, which should be communicated both internally and externally to provide the impetus needed to drive the adoption process. The digital vision is: “Through integrated digital information management systems and processes, the Moray Council can become a digitally enabled client and improve the performance of their estate throughout its lifecycle.” The Council has shown a strong interest in implementing digital IM (Information Management) enabled processes, including using BIM, in all aspects of the estate rather than just on new capital projects. However, there is currently a knowledge gap within the Council regarding the intricacies of digital IM and BIM that must be addressed to bring the Moray Council in line with the Scottish Government mandate, before looking to employ further digital interventions. Therefore, it is important for the Council to manage its expectations of digital IM and identify a holistic strategy for working with digital asset information. The strategy in this Business Case should position the Council as an informed client to achieve more and better value out of future projects. Page 95
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Full Business Case 2. The Strategic Case (Pg. 30) The purpose of this section is to explain and revisit how the scope of the proposed project or scheme fits within the existing business strategies of the organisation and provides a compelling case for change, in terms of existing and future operational needs. 2.1 The Strategic Context (Pg. 31) Please summarise the strategic drivers for this investment, with particular reference to supporting strategies, programmes and plans. What is BIM? As an acronym BIM stands for Building Information Modelling. As specified in the ISO 19650 and 12006 series of standards, Building Information Modelling is “the process of designing, constructing or operating a building or infrastructure asset using electronic object-oriented information.” BIM involves the development of data rich digital 3D models of a building or facility throughout its lifecycle, from briefing to operation and ultimately to disposal or reuse. BIM adoption has grown rapidly around the world over the last ten years and represents a major change in the way we deliver and manage buildings and assets. It has been mandated by many governments including UK and Scotland as well as large client bodies and is actively being used on projects in all sectors, both buildings and infrastructure. The Government Construction Strategy was a policy paper issued by the UK Government that set the target of reducing the cost of government construction projects by 15-20 percent. One of the key initiatives is to mandate "fully collaborative 3d BIM [Building Information Modelling] by 2016." The Scottish Government has published a Scottish Procurement Policy Note 1/17 (SPPN) on the Implementation of Building Information Modelling within Construction Projects, setting out how BIM should be adopted within public sector procurement from 6 April 2017. Properly implemented, it can vastly improve visual communication of the design intent and user understanding. It can help deliver major improvements in programme efficiency, design quality, health and safety, environmental Page 96
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Full Business Case performance, operational efficiency and cost management. It can be equally effective on new build or refurbishment projects, regardless of scale. It is important to note that BIM is a broad term which covers many different but linked uses of digital technology and collaborative working practice and not a single proprietary solution. These BIM uses include 3D design and coordination, construction simulation (4D), digital cost management (5D) and BIM enabled asset and facilities management (6D). For an organisation like Moray Council, which delivers property services and owns or operates 200 Corporate buildings and 6000 houses spread across the region, the utilisation of BIM processes and technology could hugely improve the efficiency and quality of their estate. Based on the council’s key strategic assets and future development plans, BIM can help inform the development of a business plan and create a strategy and roadmap for implementing BIM processes and technology. Projects where significant construction capital expenditure has been planned within the Capital Plan are within the school estate programme at Forres Academy and Buckie High School. The Forres Academy project was successful in securing LEIP (Learning Estate Improvement Programme) funding. The award conditions require the appointment of an Information Manager and the use of the Scottish Futures Trust (SFT) Standard Information Management Plan (SIMP) as set out on its BIM Guidance Portal. Buckie High School was unsuccessful in its LEIP funding bid, however as a significant construction project above £2m it is legally mandated by the UK and Scottish Governments to adopt the use of BIM during construction and operation. Should the Council adopt a “do nothing“ option for BIM it would expose itself to the potential of loss of funding, financial and audit risks with its major investment projects. Should these risks materialise, it could expose the council to reputational risk. The SFT Building Information Modelling return on investment calculator indicates that the adoption of BIM will have a ROI of between £4,802,000 and £7,204,000 based on construction cost £79,000,000. Page 97
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Full Business Case 2.2 Business Strategies (Pg. 31) Please reference the business strategy for the organisation, and any related national or regional strategies, and how this project may help in the achievement of those, noting any changes since agreement of the Outline Business Case. The Moray Council’s aim is to provide Best Value for Moray, which is governed by its corporate plan, the current version of which sets out the priorities for the Council up until 2024. Its vision is: The corporate plan reflects the need to continue constructing and maintaining high quality buildings, with specific reference to its schools and education facilities, which is reinforced in the Moray Learning Estate Strategy. The Strategy was approved in 2020 and sets out the Council’s vision of providing a sustainable education service aiming for excellence. This focuses on the occupancy, suitability, and condition of the schools with the aim to build a more efficient and fit-for-purpose learning estate. The Moray Council have recognised the need to undergo process improvements and are currently undergoing a significant change management piece, in part in response to the change of working habits following the COVID- 19 pandemic and in line with their corporate plan. This strategy aims to complement this ongoing work. This strategy piece has focused on the following service departments: Design and Construction The Moray Council have an in-house design and construction team, which are currently engaged with the Standard Information Management Plan (SIMP) process through the LEIP funding mechanism for the Findrassie Primary School project. The Findrassie Primary school project has been paused however future construction projects are planned at Forres Academy and Elgin High School. The department is therefore engaged with the development of asset information during the delivery phase of projects. “A life of opportunity for all where people can thrive in vibrant communities and we work together to enrich our future” Page 98
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Full Business Case Corporate Asset Management Asset management is a key area for the Moray Council’s transformation programme within its corporate plan. Its Corporate Asset Management team has overall responsibility for managing the delivery of capital projects and the maintenances of assets and facilities across the Council’s estate. The Corporate Asset Management department is therefore concerned with receiving quality asset information at handover and having reliable asset information during operation. The department also has a keen interest in understanding health and safety information, particularly concerning whether they are complying or not with statutory regulations, such as those around asbestos and legionella. Housing and Property The Housing and Property Service is responsible for ensuring all homes continue to meet the Scottish Housing Quality Standard which is achieved by homes being compliant with the tolerable standard, free from serious disrepair, energy efficient, supplied with modern facilities and services and being healthy, safe and secure. Furthermore, over £13 million will be spent in the 2022/23 period on the upkeep and improvement of Moray homes, including expenditure under their major cyclical and planned maintenance programmes. Therefore, the Housing and Property service is keen to better understand how their assets are utilised and maintained, and to ensure the digital information is accurate and well-managed for reporting purposes. Education The education estate within the Moray Council comprises of eight secondary schools and 46 primary schools. Some school buildings are used for other activities during out-of-hours, which crosses over with the remit of other service departments, such as Sports and Leisure. The Education Service is interested in how asset information is maintained in operation, particularly surrounding room and space utilisation. Sports and Leisure The Sports and Leisure Service deals with leisure centres, community centres, and libraries. One of the key drivers for the department is to reduce their environmental impact as one of the highest services for energy use. Therefore, understanding how assets and equipment are contributing to performance is an interest for the department. Sports and Leisure are also interested in understanding more about space utilisation and energy use for their portions of shared facilities. Page 99
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Full Business Case Climate Change A key focus of the Moray Council is their journey to net zero by reducing its own emissions and supporting the wider Moray community to do the same. As part of their Climate Change Strategy 2020-2030, the Council are committed to improving the energy efficiency of existing buildings and ensuring that new builds have minimal carbon impact. This includes actions to decarbonise their public housing and learning estates. As such, the Climate Change department are interested in asset information which can be used to assess progress towards achieving these targets. Information and Communications Technology (ICT) ICT is responsible for infrastructure systems, which includes equipment and hardware within the Council and schools, cyber security and resilience, and information systems, which includes the business systems and digital services. Whilst ICT won’t deal directly with asset information, ICT will be a critical component of realising a digital IM solution. Procurement and Finance As a public body, it is important that the Council is fair, open, and transparent in the way they do business with their suppliers to ensure there is proper use of public money, they comply within legislation and financial regulations, and meet a statutory duty to achieve best value through the procurement process. The Procurement and Finance department are interested in asset information which can better inform decision-making regarding procurement activities. 2.3 Investment Objectives (Pg. 33) The investment objectives for this project are as follows: Return on Investment (ROI) The Council’s Capex budget is £386m over the next 10 years, and the consultant has identified there is a potential opportunity of overall savings of around £40m over the lifetime of those buildings where capital investment will be carried out. The savings which will be made during the construction phase are based around reducing risk and contingency and reducing the risk of going over budget. Based on SFT assumptions utilising their ROI tool, two of the Council’s school projects, Buckie High and Forres Academy are demonstrating potential Page 100
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Full Business Case savings of 11% and 9% respectively over their lifecycles against the Council’s assigned budget for each within the 10 Year Capital Plan. Looking at the capital phase of Buckie and Forres alone, the use of information management using BIM has a ROI of £3.76 million and £3.14 million respectively. Furthermore, based on the investment into IM (Information Management) on both projects as set out in the SFT ROI calculations and based on further industry findings Moray Council could also secure between £2.06m to £2.42m in productivity gains, and save between £2.79m and £2.99m in direct costs from reductions in delivery time, labour time and materials. The investment objectives are: 1. Reduce financial and programme risks for construction projects within the 10-year capital plan. 2. Improved procurement environment for Contractors with greater understanding of Moray Council delivery requirements. 3. Increased confidence in accuracy and quality of tender documents returned. 4. Effectively managed building assets matching service delivery 2.4 Existing Arrangements (Pg. 33) This section should describe the existing situation with regard to the service/project and associated investment. 2.4.1 Existing Arrangements The Council carried out a series of workshops with Departments within the Council with the goal of Review and Discovery. The results of these workshops are summarised in the paragraphs below with further supporting information available should it be required. Page 101
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Full Business Case Existing Estate Data The storage, exchange and maintenance of existing asset information has room for improvement. With regards to information on the existing estate, interviewees identified that there is a lack of accurate, consistent data, with the last update to building plan layouts being conducted in 2005. Floor plans and drawings are generally out of date, having undergone many alterations over the years. Where more up-to-date information exists (e.g., extensions), it is not fed back into the asset management drawing, which means multiple points of reference are required and oftentimes rely on knowledge of what project has since occurred on the facility since the drawings were originally created. Furthermore, when employees need to find a piece of information relating to an existing facility, there tends be lots of investigative work required to source information, or at least ascertain the right person to source this information from, and this often takes more time than is available. Additionally, there is no guarantee that the information provided will be accurate or up to date, due to a lack of version control. However, workshop participants understood the value of having accessible information, with one stating that it is “vital to effective property asset management”. Information Production Through its Design and Construction department, the Moray Council produce much of its project information for capital works. Most of the team regularly use AutoCAD to produce design information, however, it is felt that not enough people are exposed to Revit (AutoCAD software that uses intelligent data in 3D format) and understand its role in projects. Office-wide training would be beneficial and was previously mooted, but training budgets have Example: Following the National requirement for Local Authorities to review the potential of RAAC within school buildings it was not a straightforward process to retrieve information on the construction type of our school buildings. Response times to provide information to the Scottish Government were elongated as information had to be collected from a number of sources to allow the desktop exercise to complete. The process is now ongoing for a review of the housing estate as existing drawings and files are sourced and reviewed to build up a clear picture of the extent of RAAC. “The crux of this is getting us a central point to be able to access all the information on a particular property.” Corporate Asset Management Page 102
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Full Business Case since been centralised, requiring staff to bid to access funding. There is interest in undergoing a Revit training programme, with the ideal outcome to achieve 80% of staff regularly using Revit in their project work. Support for transitioning from AutoCAD to Revit by way of documented procedures would also be beneficial. Information Formats Information is currently procured and received in a variety of formats, which are generally not consistent due to a lack of information requirements being established during procurement. This runs the risk of the Council either not receiving the information they need to run their assets or receiving information which is buried within vast amounts of other information, such as within O&M manuals. Currently, Corporate Asset Management deal with a lot of unstructured O&M information, which can make finding critical information, such as that involving health and safety concerns, arduous and slow, which is an issue shared by those concerned with environmental analysis and embodied carbon calculations. As such, the Council have expressed a desire to receive digital O&M manuals and are looking forward to seeing this be included as part of the SIMP requirements for the Findrassie Primary School project. It is felt that the Contractor should record demonstrations for equipment and so on rather than just providing janitors with product catalogues and data sheets which can be overwhelming and unhelpful. VR content is also thought to be something that could add value, such as a time lapse of construction progress where the Council can gain a better understanding of what is within their walls. (the example given is time lapse construction progress for seeing within walls etc., a service that Robertson provides). Page 103
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Full Business Case Information Storage Currently, information storage is unregulated and disparate across the Council. While SharePoint was rolled out as the preferred storage solution to move away from shared folders, it appears to not be widely used, and where it is used, it is unstandardised. Some were not aware that a cloud- based solution was available. Furthermore, due to SharePoint appearing not to support DWG files (AutoCAD drawing format) and other specialist file formats, native files are being stored on servers whilst their PDF counterparts are stored on the cloud, resulting in split use and high risk for divergence in information content and quality. ICT were not aware that the inability to host DWGs was an issue. Much of the Council still store information on internal servers, and particularly in personal areas. Whilst this was felt to be acceptable for work in progress, some raised concerns surrounding the potential loss of information should an employee be away for a period or leave the Council. On previous BIM-enabled projects, information was stored predominantly on contractor-hosted platforms, such as Viewpoint for Projects and Asite, which allowed the Council to experience how an Electronic Document Management System (EDMS) could serve as a Common Data Environment (CDE.) However, employees shared concerns about the retention of this information post-handover and the lack of protocol surrounding how information was to be transferred over from the contractor-hosted platforms to the Council’s own systems. Recent project information has also become unstandardised across the Council through a lack of clear, client-driven information requirements, often relying on the delivery teams to define the information standards, such as naming conventions and exchange file formats. Current folder structures also make navigation around systems difficult. One issue cited is that due to the current hierarchy, users need to know the relevant project number(s) to identify the right folders, which, given the number of projects undertaken across the Council, makes it difficult to find relevant information, particularly for those who have not been involved on those projects. Information Exchange Information sharing within the Council is critical to business operations, as several departments rely on other departments for information to enable them to do their job. However, there are no overarching policies in place governing “It doesn't really work when you've got some documents on one system and others on servers or in another system.” Design and Construction Page 104
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Full Business Case how information is exchanged, although ICT did highlight that a file naming standard was rolled out as part of the implementation of SharePoint. This is not well implemented corporately, nor compliant with ISO 19650. From the interview process, it was established that the main method of sharing information internally within the Council and externally was via email. This poses many issues, such as a lack of document control, audit trail, and a reliance on the sender to be providing the most recent, accurate information. Some participants also highlighted issues with sharing information via SharePoint, predominantly citing incorrect permissions which hinder interdepartmental sharing. Interviewees felt there is a need to have an open access standard across the Council when sharing information internally, whereas currently, departments only have access to their own SharePoint sites. Space Management It has been identified that space management processes appear to differ by department or service, which causes complications, particularly where facilities are shared by departments. Some assets (particularly schools) are operated by Education during the day and by Sports and Leisure outside of school hours. Both use different methods for space management. For example, paper diaries are used by Sports and Leisure to organise room bookings which has inherent risks such as potential damage or loss of information, as well as being difficult to share. The result is siloed information with no consistency or interoperability, leading to less accurate and reliable reporting of space utilisation, particularly between the Education and Sports and Leisure departments. Staff Competency Interviewees generally agreed that employees across the Council would need training to understand the role of digital IM in their daily work and to effectively use the systems being prescribed, for example whether that is SharePoint or Example: Design, Construction and Maintenance is one SharePoint site, which has been opened to Housing and Property colleagues but not to Education and Corporate colleagues. This increases reliance on email- based sharing between certain departments but not others, potentially resulting in poor version control and gatekeeping of datasets. Page 105
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Full Business Case another EDMS. It was flagged that there might be some resistance to this from perceived technophobes or those who are reticent to change, so effort to mitigate these risks will likely be required. This could be facilitated with clear communication, initial awareness training, and the measurement and demonstration of benefits. Tacit Knowledge Interviews suggest that there is a significant reliance on tacit knowledge within the Council. This includes the capability and capacity of function spaces, some minor projects and information on heritage buildings within the Council’s estate. If information is not correctly recorded and shared lessons learnt are missed, this will potentially incur unnecessary time and budget each time a project is initiated. For example, this suggests that the Council could be generating a substantial amount of duplicate information and thus an unnecessary waste in resource. There is the potential that knowledge within the Council may be lost when people retire or leave. Better systems and processes should be implemented to ensure that key information is not lost with an individual, for services/teams that are classed as ‘business as usual’. Change Management The Moray Council recognises that the implementation of a digital information strategy will require change management, due to current cultural issues surrounding how people work within the organisation. For example, there may be many Council employees who have worked there for several years, and they have certain ways of doing things, particularly surrounding information management. Conversely, there also are a lot of new people who don’t know the existing systems. There may also be a computer literacy issue, which is further compounded when people think of BIM and its connotations of complex geometry and processes. Some computer literacy issues may also be localised to individual software packages or platforms, such as SharePoint, which means that the opportunity to input information digitally in line with standards can be missed out. This can be improved through adequate training, the use of intuitive tools, and clear guidance. 2.4.2 Aspirations As part of the workshops, participants were asked about what they wanted to achieve from implementing a digital IM strategy, following the delivery of the Page 106
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Full Business Case awareness workshop and infographic. These have been categorised into themes below: • Improved Accessibility The main theme emerging from the exercise was around the accessibility of information, particularly surrounding the ability to quickly call up and evidence statutory compliance, in addition to O&M manuals and maintenance records. • Improved Reliability Utilising a single source of truth by way of a CDE and structured workflows with clear audit trails and version control allows information to be inherently more reliable. • Improved Collaboration and Communication Currently, the Council relies on a siloed working approach to managing information which has resulted in a culture of perceived gatekeeping. Utilising a CDE will provide a collaborative platform on which to share structured data in an organised manner, thereby encouraging an open, communicative environment. • Informed Decision-Making Through quicker access to more reliable information, the Council can achieve a better understanding of the current state and condition of their assets and be able to make more informed decisions about where resources are allocated based on evidencable data. • Time, Cost and Environmental Savings The Council’s objectives are primarily related to achieving a reduction in emissions and to becoming more efficient with how it uses its resources. Through digital IM-enabled processes and high-quality asset information, these targets can be better understood and tracked. Closing Vision The Moray Council have expressed a desire to improve their existing processes, with those interviewed demonstrating that they are keen to see change within the organisation. The workshops which were held were engaging and illustrated a willingness to contribute to new processes; however, it should be acknowledged that the results presented in this strategy may suffer from self-selection bias and not necessarily representative of the whole staff body. Page 107
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Full Business Case Furthermore, much of the information is already held digitally, which will reduce the need to invest in the digital capture of hard copies. Much of the change required is related to processes and technology, and ensuring future information is captured in a standardised format. 2.5 Business Needs (Pg. 33) Provide a detailed account of the problems, difficulties and service gaps associated with the existing arrangements in relation to future needs and highlight any changes since approval of the OBC. The Council has identified a heavy reliance on email-based sharing, which is inefficient and error-prone. This Strategy recommends the implementation of a CDE to facilitate the sharing of information. The two methods of sharing information are illustrated below. Figure 4 – Traditional email-based sharing versus CDE sharing There are many advantages for implementing a CDE. During design and construction, these include: • Greater reliability of data and reduced risk • Support more efficient processes in the creation and management of information • Reducing the time and effort required to check, version and reissue information • Reducing the time and cost of producing coordinated information • Enable to improve collaboration and improved outcomes The benefits of a CDE during operation include: • Saving time in transferring accurate and complete information from construction to operational stages • Easy access to relevant and reliable information in the event of failure Page 108
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Full Business Case • Enable improved estate planning, procurement, and maintenance • Support improved analysis across portfolio of built assets. The application of the SIMP on the Findrassie Primary School project will provide the Council with an insight into how information is managed within an ISO 19650-compliant CDE. A suggested information container hierarchy (or folder structure) for a CDE solution is provided as part of the SIMP template package, which can be found here. Some suggested activities to realise the implementation of a CDE are illustrated in the figure below. It is suggested the Council first focuses on the implementation of an EDMS as the central CDE solution, before looking to linking with additional systems. Figure 5 – Workstream 3 Activities Review current EDMS platforms – An initial step within this workstream would be to conduct a review into the implementation and utilisation of SharePoint as an organisational-wide EDMS. This could also extend to BIM360 where this has been used previously. This would provide insight into how the current EDMS platforms are being used across the different departments to provide baseline metrics against which to assess any future interventions. Reconfigure current EDMS platforms – If the Moray Council choose to proceed with their existing systems, there would need to be reconfiguration required to ensure it is compliant as a CDE solution. This would likely include implementing a standardised folder structure such as that prescribed by the SFT (see Template 2: Appointing Party Information Container Hierarchy here), consistent naming procedures (for example, the project naming convention suggested by the SFT as found here), structured workflows, metadata requirements, and access permissions. Should the Moray Council choose to proceed with a SharePoint-based system, they will need to consider how much information there is likely to be held on this system, whether additional storage is needed, and the budget Page 109
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Full Business Case required. Based on the information available to BIM Academy, it is believed that the Council currently subscribes to Microsoft 365 E3 which provides one terabyte of storage for the organisation. This assumes that the Council has SharePoint Plan 2 as described in the Microsoft subscription comparison guide provided in Appendix D. Therefore, it is estimated that the Council would need to have over 100 projects before requiring the purchase of additional storage space. This is assuming that each project holds an average of 10 gigabytes of data, based on experience with other school projects utilising the SIMP, and that the SharePoint system is used exclusively as an EDMS for built environment data. BIM Academy can support the Council in reviewing the setup of school sites on SharePoint, and can undertake an annual audit and review, providing the Council with an overview of information health and any recommendations on information maintenance. This would include reviewing the setup of the information container hierarchy in each applicable site and compliance of the files within those hierarchies. Our fee for the initial setup review would be £1,980. Our fee for each annual review would be £1,980. Scope and tender EDMS platform – If the Moray Council choose to procure a new EDMS platform, it will have to be scoped in line with the requirements of the Council. The SFT has provided a template scoping document, which can be found on their website. Once this scope is in place, this can be put out to market and tendered. Establish EDMS platform – The next activity would be to set up and test the EDMS platform to suit the requirements of the Council, such as setting up the folder structure, setting up access permissions, and implementing security protocols for sharing information internally and externally. It is also suggested that a policy is written to highlight how the EDMS should be used appropriately as a CDE within digital IM-enabled projects and across the organisation. Audit and review EDMS implementation – To ensure the EDMS platform is fulfilling the needs of the Council, the EDMS platform could be audited and reviewed regularly to monitor usage and uptake throughout the organisation. This could be presented in the form of a dashboard or report, which is fed back to each department to highlight how information is being interacted with. Page 110
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Full Business Case Link with additional systems – A CDE can comprise several software solutions, providing they are linked (e.g., by an Application Programming Interface (API)) and there is no double-handling of data. Examples of other applications are Geographic Information System (GIS) geospatial databases and the delivery team’s own EDMS system on a project level. This workstream activity would therefore look to map out other software uses and develop protocols surrounding workflows, interfaces, and security, to realise a full CDE solution. 2.6 Potential Business Scope and Key Service Requirements (Pg. 34) Describe the potential scope for the project in relation to the above business needs and any changes since approval of the OBC. Workstream 1: Enablement – Capability Building Workstream 1 focuses on upskilling employees within the Council, combining a general awareness package, which would be rolled out to all staff, with tailored, in-depth training provided to those who require it in their job role. Workstream 1 also looks to update IT policies and information security protocols in line with standards and data regulations. BIM Academy would support the Moray Council in the following capacity: Review and promote IM/BIM vision – BIM Academy would work with leadership to review the IM / BIM vision set out in the strategy, and host virtual workshops with the different departments across the Council to promote the vision and answer any questions departments and staff may have. Ensure correct IT infrastructure and policy – We would support the Moray Council in assessing its systems capabilities to ensure it is not only fit for purpose but is able to perform as the Council become more digitally enabled. This may take the form of a department-wide IT roadmap which integrates management processes and software, to identify purpose and value. We would align the roadmap to the strategy recommendations. Develop and rollout training plan – BIM Academy would support the Council in creating a training plan that is tailored to meet the needs of the organisation and its different departments. This would include management and technical training is needed for specific departments, such as software training for Design and Construction. BIM Fundamentals training should be rolled out for all staff to provide information on the strategy and wider context to digital IM processes. Page 111
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Full Business Case Workstream 2: Enablement – Framework Development The second workstream involves the development of an organisational information management framework, which would comprise a package of resources to support the implementation of IM using BIM within the Council. This will include documentation to support capital and maintenance programmes. BIM Academy would support the Moray Council in the following capacity: Define information purposes and aspirational digital IM uses – We would work with the Moray Council to develop an understanding of their information purposes and aspirational digital IM uses through a series of interdepartmental workshops. This will inform the development of the information requirements and digital IM framework. Develop information requirements – BIM Academy would develop the Council’s organisational information requirements (OIR) from the information purposes, which will in turn provide the framework for developing the templates for the Council’s project information requirements (PIR), asset information requirements (AIR), and exchange information requirements (EIR), to be included in future tender packs for capital projects. Deliver digital IM handbook – In addition to the information requirement documentation established in the previous activity, BIM Academy would work with the Council to create a suite of digital IM documents and processes. These would be aligned to ISO 19650 and would provide consistency in the delivery of BIM documentation, standards and procedures that is aligned to industry best practice. This would include but not limited to the following resources: • CDE and file naming protocols • Supply chain assessment forms • Classification / data schema for asset data requirements • Template tender return resources, e.g., Pre- and Post- Appointment BEP, IM Risk Register, Mobilisation Plan, etc. • Audit / Quality Assurance Protocol • Information Protocol • Level of Information Need Framework • Process Map • Internal IM/BIM Protocols • Soft Landings Strategy Workstream 3: Enablement – CDE Implementation Workstream 3 involves reviewing the current utilisation of SharePoint as an EDMS solution, with a view to either reconfiguring the system to be compliant with ISO 19650, or the scoping, procurement, and establishment of another Page 112
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Full Business Case Council-wide CDE system, which would act as a single source of truth for its data. BIM Academy would support the Moray Council in the following capacity: Review current EDMS platforms – We would work with the Moray Council to conduct a review into the implementation and utilisation of SharePoint as an organisational-wide EDMS. This could also extend to BIM360 where this has been used previously. This would provide insight into how the current EDMS platforms are being used across the different departments to provide baseline metrics against which to assess any future interventions. Audit and review EDMS implementation – Regardless of whether a new system is adopted or not, we would also support the Moray Council in auditing and reviewing the EDMS platform to ensure it is fulfilling the needs of the Council by monitoring usage and uptake throughout the organisation. This would be presented in the form of a dashboard and report, which is fed back to each department to highlight how information is being interacted with. Depending on the outcome of the review, BIM Academy can also support the Moray Council in either reconfiguring the current EDMS platforms or scoping, tendering for, and establishing a new platform. BIM Academy can also support the linking of additional systems once the platforms are established. Please note that these activities are not included within this scope. Workstream 9: Measurement – Continued Improvement The ninth and final Workstream involves the development of metrics and Key Performance Indicators (KPIs) to continuously measure and report on the initiatives introduced within the rollout of this strategy. This workstream would underpin all other Workstreams and be used to form the business case further development and rollout of the strategy. BIM Academy would support the Moray Council in the following capacity: Develop organisational metrics – BIM Academy would develop a series of organisational metrics based on previous experience and established metrics in industry and academia, which would be contextualised to the Moray Council. This may include meetings with key stakeholders to ensure the metrics are representative and relevant to the Council. Develop project KPIs – We would work with the Council to collect and record the organisational metrics at regular intervals and at points surround key decision-making. Regular collection of these metrics will allow for continuous assessment of ROIs, to ensure measures being implemented as part of the strategy rollout are providing a quantifiable benefit to the Council. These would be communicated regularly to the wider organisation to increase awareness and employee buy-in. Page 113
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Full Business Case Collect and record organisational metrics – BIM Academy can support the Council in collecting and recording the metrics to allow for continuous assessment of ROIs, at regular points throughout the year. We would utilise dashboarding and reporting techniques to ensure clear understanding of the metrics used. Capture lessons learnt – BIM Academy would facilitate workshops with key stakeholders and relevant parties at key points throughout projects and beyond into handover to ensure all appropriate lessons have been captured. Lessons learnt would be recorded in a central repository and shared with relevant Council employees for future projects. Regularly review strategy rollout – BIM Academy would host workshops with key stakeholders to evaluate the strategy after a year of implementation, utilising the lessons learnt and organisational metrics to build a comprehensive picture of the effectiveness of the strategy implementation. We will support the Council in producing a revised roadmap in line with the recommendations outlined in the strategy report following the workshops. 2.7 Main Benefits Criteria (Pg. 35) Explain the main outcomes and benefits associated with the implementation of the potential scope in relation to business needs Asset Management (Using PAS 55) Page 114
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Full Business Case The above figure introduces content from Publicly Available Specification (PAS) 55-1:2008 and PAS 55-2:2008. Part 1 sets a standard for asset management. Part 2 provides guidelines for the application of PAS 55-1. The Moray Council will find it useful to introduce awareness of these documents into their training programmes. This diagram from PAS 55:1 identifies the hierarchy of asset management. At the apex of the triangle, it shows the key objective of supporting the purpose of the business. It introduces the layers of managing a diverse portfolio of assets and of managing asset systems that have an indefinite horizon of required usage and each contribute to the overall goals of the organisation. As well as the layers dealing with strategic direction the diagram shows the day-to-day activities and realities of managing assets – Create/acquire, Use, Maintain and Renew/Dispose. The diagram goes some way to showing that over the long-term of asset management, the activities of Create/Acquire and Renew/Dispose might occur relatively infrequently. It is these Create/Acquire and Renew/Dispose activities which require the information management approach identified in PAS 1192-2 whereas the Organisational Information Requirements Asset Information Requirements Employers Information Requirements Page 115
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Full Business Case information management approach identified in PAS 1192-3 applies to the much longer term of whole life asset management. Table 2 sets out the investment objectives and benefits of adopting BIM as they would be applied to new constructions projects and then if successful applied cross the whole asset estate. New construction projects using BIM will set out SMART objectives, risks, benefits and KPIs appropriate for the building type and user. Table 2: Investment objectives and benefits. Page 116
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Full Business Case Investment Objectives Main benefits criteria by stakeholder group Improved Accessibility The main theme emerging from the workshops was around the accessibility of information, particularly surrounding the ability to quickly call up and evidence statutory compliance, in addition to O&M manuals and maintenance records. Improved Reliability Utilising a single source of truth by way of a CDE and structured workflows with clear audit trails and version control allows information to be inherently more reliable. Improved Collaboration and Communication Currently, the Council relies on a siloed working approach to managing information which has resulted in a culture of perceived gatekeeping. Utilising a CDE will provide a collaborative platform on which to share structured data in an organised manner, thereby encouraging an open, communicative environment. Informed Decision-Making Through quicker access to more reliable information, the Council can achieve a better understanding of the current state and condition of their assets and be able to make more informed decisions about where resources are allocated based on evidencable data. Time, Cost and Environmental Savings The Council’s objectives are primarily related to achieving a reduction in emissions and to become more efficient with how it uses its resources. Through digital IM- enabled processes and high- quality asset information, these targets can be better understood and tracked. 2.8 Main Risks (Pg. 36) Table 3: Main risks and counter measures Page 117
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Full Business Case Red Risk Mitigation Design The work undertaken by BIM Academy as consultants has set out a workstream, training needs and programme for implementing BIM, therefore the design is complete. Development • supplier • specification • timescale • change management and project management • There are suppliers who support the adoption of BIM • The specification of BIM is set out by international standards, with the main risk in this area the adoption of a suitable Common Data Environment (CDE). The consultant has recommended that SharePoint is used for operational assets and that the contractor hosts a CDE for live projects with data being transferred to SharePoint at stages in the project. There are currently LA’s that are exploring this option, however others have adopted a single CDE solution. • A programme for implementation has been produced, however it is recognised that the adoption of this standard will require staff to undertake this while doing their day job. • Feedback received during the workshops was that staff were keen to adopt and change the current ways of working. • Project Management - The responsibility for the strategic use of data and the processes of governance will need to be vested in a senior appointee whose role will be to ensure that the data available is to the agreed standards of accuracy and currency and that report writing tools are extracting the correct data to deliver the organisation information requirements and answer the business questions of the organisation executive team. Page 118
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Full Business Case Implementation risks • supplier • timescale • specification and data transfer • cost risks • change management and project management • training and user • There are suppliers who support the adoption of BIM. • A programme for implementation has been produced, however it is recognised that the adoption of this standard will require staff to undertake this while doing their day job. • The specification of BIM is set out by international standards, with the main risk in this area the adoption of a suitable Common Data Environment (CDE). The consultant has recommended that SharePoint is used for operational assets and that the contractor hosts a CDE for live projects with data being transferred to SharePoint at stages in the project. There are currently LA’s that are exploring this option, however others have adopted a single CDE solution. • The main costs risks are in the training requirements, when finally procured. • Feedback received during the workshops was that staff were keen to adopt and change the current ways of working. • Project Management - The responsibility for the strategic use of data and the processes of governance will need to be vested in a senior appointee whose role will be to ensure that the data available is to the agreed standards of accuracy and currency and that report writing tools are extracting the correct data to deliver the organisation information requirements and answer the business questions of the organisation executive team. • A costed training plan has been produced. Page 119
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Full Business Case Operational risks • supplier • availability • performance • operating cost • project management • There are suppliers who support the adoption of BIM. • Currently there are four main consultancies in Scotland that provide Information Management Support. • Performance can be reviewed independently annually to ensure the project is meeting its goals. Termination risks The project would run while the Council owned and maintained built assets. 2.9 Constraints (Pg. 36) Provide details of any constraints that the project may be subject to. The project would only be constrained by the vision and commitment of the Council to adopt BIM. Technology in this area continues to develop with Virtual Reality headsets and technology being deployed by contractors on sites. The Council is currently reviewing it hosted SharePoint document management system and this will not constrain the development of the SharePoint 365 option for the BIM project. A test of migrating data from the hosted SharePoint site to the SharePoint 365 BIM site has successful carried out by the ICT team. 2.10 Dependencies (Pg. 36) Provide details of any dependencies that they project may be subject to, and how these will be monitored and managed throughout the project lifecycle. There are no other dependencies other than those already set out in the Full Business Case and the BIM Academy reports Summary of Section At the end of this Strategic Case you should now have: • Clear SMART spending objectives for the project • A clear understanding of the existing arrangements Page 120
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Full Business Case • A clear exposition of the business needs • A clear understanding of the potential scope for the project and/or procurement • A clear statement of the associated benefits, risks, constraints and dependencies for the project. 3. The Economic Case (Pg. 38) The main purpose of the Economic Case is to demonstrate that the spending proposal optimises public value. It explains how this is achieved by, identifying and appraising a wide range of realistic and achievable options, known as the “long list”, in terms of how well they meet the spending objectives and critical success factors agreed for the project; and subjecting a reduced number of options, known as “the shortlist”, to cost benefit analysis (CBA). 3.1 Critical Success Factors (Pg. 39) Please provide the critical success factors (CSFs) as highlighted within the OBC. The critical success factors for this proposal are: 1. Legal and funding compliance – new major construction projects (normally in excess of £2m) undertaken by the council should be BIM complaint. 2. Achievability – the adoption and development of BIM should be achievable for new construction projects. 3. Value – the adoption of BIM should demonstrate savings during the design, construction and operation of new construction projects. 4. Suitability – the operation building meets the user needs and the service delivery requirements. 3.2 The Long Listed Options (Pg. 40) The long list evaluated within the OBC was as follows: Table 4: long list – summary of inclusions, exclusions and possible options: Category of Choice Brief Description Scoping Options Page 121
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Full Business Case 1.1 Do nothing BIM is a legal requirement and non- compliance would entail reputational risk. 1.2 Minimum scope BIM could be implemented on new build projects with a value greater than £2m. This would provide compliance with the legislation. The Common Data Environment (CDE) for the construction phase of projects would be provided by the main contractor. For the operational phase of the building asset the CDE would be through the development of SharePoint 365 by the Council ICT team. The data being transferred to SharePoint 365 in stages during the construction period. Existing internal resource would be used by individual teams to support the delivery of BIM. This option would incorporate Workstreams 1-3 & 9 within the proposals which have been developed by BIM Academy and present the opportunity for future expansion/development. 1.3 Intermediate scope BIM could be implemented on all new build projects and a phased approach to collecting asset information on the existing built assets could be undertaken in line with available resource or where investment was being carried out on that asset. The Common Data Environment (CDE) for the construction phase of projects would be provided by the main contractor. For the operational phase of the building asset the CDE would be through the development of SharePoint 365 by the Council ICT team. The data being transferred to SharePoint 365 in stages during the construction period. Existing post job descriptions within the Property Asset Management team would be developed to include responsibility for BIM where a recruitment opportunity arose. 1.4 Maximum scope BIM could be implemented on all new build projects and a focused approach to collecting asset information on the existing built assets could be undertaken. A focused approach would involve the collection of data and the updating of drawings for all the existing built assets. This would be undertaken by a dedicated resource over a Page 122
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Full Business Case two-year period for approximately 200 Corporate built assets and 6000 council houses. External consultants would be required to support the survey and creation of data for each asset in order to deliver this in a 2-year period. A bespoke CDE software package would be purchased and managed by the Council for the construction and operation stages of all building assets. A new dedicated BIM Manager post would be established to manage every asset and project. This would see the expansion of the rollout to Workstreams 5-8, in addition to the minimum scope option. Service solution options • Service solutions developed by internal staff resources with the support of external professionals. • Service solutions sourced directly from external professionals. Service delivery options • Service delivery developed by internal staff resources with the support of external professionals. • Service delivery sourced directly from external professionals. Implementation options Implementation options developed by internal staff resources with the support of external professionals. Funding options • Training and support can be funded Corporately through a revenue stream of funding for both new build projects and existing assets. • Training and support can be funded as part of the Capital project allocation for new build projects where the appointment of an Information Manager is a requirement of funding conditions. 3.3 Short-Listed Options (Pg. 42) The short-listed options shown within the OBC for the Common Data Environment (CDE) were as follows: Page 123
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Full Business Case The proposal of this FBC is that BIM is adopted progressively through the minimum scope option and then progresses through the intermediate scope and finally the maximum scope. Progression through each of the scopes would be conditional on a review and demonstration of the benefits of BIM for Council projects. The proposal is that the minimum scope option is adopted over a two-year period to allow internal training, construction of the SharePoint CDE, progress through a major project and the completion of the condition surveys of the council Corporate estate. The typical timescale for a major project is 4 years from inception to occupation, therefore the two-year period has been selected on the basis that the benefits will have had time to begin to realise. The governance for the implementation of BIM would be through the Transform the Economy Board and any future request for additional resource to further develop BIM through to the next stage would be through the Project Management Office (PMO) process. The options around implementing the minimum scope proposal relate to the adoption of a Common Data Environment. Following consultation between the consultant and the Council ICT team the following options have been assessed: • Option 1 – The initial OBC proposal was that there would be a single Common Data Environment (CDE). Single CDE’s are propriety software systems that are purchased on an annual subscription. A propriety software system with unlimited storage and licences would be £18,000 per annum. This is the option that Highland Council have adopted and feedback from them is that they feel the full functionality of a proprietary system is what is required for them to deliver their BIM requirements and they would not choose to use SharePoint as a CDE. • Option 2 - Following the study undertaken by BIM Academy their proposal is that SharePoint is developed as an operational CDE and that for live projects the CDE is hosted by the contractor. Page 124
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Full Business Case Following the consultation with ICT a test SharePoint site using SFT metrics has been built and is capable of storing and sharing information both internally and externally with contractors and consultants. SharePoint does not recognise CAD file formats used by the council, AutoCAD and REVIT, however a third-party software patch is being researched with an indicative cost of £450 per licence. There would be no development costs for ICT to develop SharePoint as the CDE. For live projects the contractor would host the CDE and as part of the contractual conditions would be required to download data from their system to SharePoint at appropriate stages. BIM Academy have indicated that contractors are reluctant to use Client hosted CDE’s because they do not wish to share cost and tender information in a Common Data Environment. The cost of hosting the CDE for live projects is a cost that becomes part of the overall capital cost of the project being constructed. To give an indication of cost BIM Academy who provide CDE hosting services have quoted £6000 per annum for a typical school project. Currently East Lothian Council are seeking to develop SharePoint as their CDE solution with the support of BIM Academy. 3.3.1 Preferred Option (Pg. 67) Provide the preferred and agreed option along with any explanations if this has changed to the preferred option that was given at OBC stage. Option 2 is recommended on the basis that the initial setup cost is the least of the two options and that internally council officers are familiar with the operation of SharePoint and are therefore more likely to use it. Proceeding with option 2 would not preclude the purchase of a propriety CDE software system in the future if the hosting of live projects by the contractor proved not to be successful in practice. 4. Commercial Case (Pg. 73) Note: This section to be completed with procurement specialists and in accordance with council policy. Page 125
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Full Business Case The Commercial Case demonstrates that the “preferred option” will result in a viable procurement and well-structured Deal and should include details of the planning and management of the procurement. It requires the spending authority to set how the “preferred option” for spend will be procured competitively. 4.1 The Procurement Process Under the current proposals the training and set up requirements would be the only elements that would require a procurement requirement. Currently if all the training and support requirements were taken up this is estimated at £74k. The original procurement process covered the appointment of BIM Academy for the three stages as set out on pages one and two of this FBC. Further procurement activity would only be required should the project move to the maximum scope option, but this would only occur after a further FBC. 4.1.1 Long List Criteria Note: Please see page 77 of the Green Book Guideline (Green Book Guidance) for more information on criteria and selection. The long list criteria were as follows: There are four companies who currently provide the majority of this type of service to Local Authorities in Scotland. This is expected to grow as the Scottish Government have attached specific requirements for their LEIP funded awards. 4.1.2 Long List As a result of applying these criteria, the evaluation list was as follows: A long list is not appropriate for such a restricted market. 4.1.3 Short List Criteria The short list criteria were as follows: The specific requirements of BIM effectively create a short list of four companies who could carry out this type of training and support work. 4.1.4 Short List As a result of applying this criteria, please explain what the agreed evaluation list was. Note: the short list generally comprises the successful suppliers following BAFOs. Page 126
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Full Business Case In instances where a ‘preferred bidder’ is appointed, the short list should be made up of the selected service provider; the second choice, or standby service provider, (if applicable); and the adjusted public sector comparator (PSC). The PSC is predicated upon the ‘in-house’, or some alternative method, of service provision. It should not be a hypothetical solution; but rather an alternative method of service provision which is capable of implementation, if required. 4.2 Economic Appraisal (Pg. 79) This section should provide a detailed overview of the costs and benefits associated with each of the selected service providers. This is similar to the economic appraisals carried out in the Outline Business Case, however, in this instance it is applied to each procurement option. 4.2.1 Description, Sources and Assumptions (Pg. 79) Give details of the benefits and the main categories that they fall under (see table below). In each case, provide the sources and assumptions that are core to their use. Reference should be made to the more detailed explanations given in the economic case section of the OBC. Note: please note that as before (when preparing the OBC) benefits fall into different categories which require different treatment within the FBC appraisals supporting the economic and financial cases. Table 5: main benefits: Quantitative Return on Investment (ROI) Based on SFT assumptions utilising their ROI tool, two of the Council’s school projects, Buckie High and Forres Academy are demonstrating potential savings of 11% and 9% respectively over their lifecycles against the Council’s assigned budget for each within the 10 Year Capital Plan. The Council’s Capex budget is £386m over the next 10 years, so there us a potential over all saving of ~£40m over the lifetime of those buildings. The savings which will be made during the Capital phase are based around reducing risk and contingency and reducing the risk of going over budget. Also, based on the 2023/24 revenue budget, the council has agreed savings of £4.415 million in 2023/24. Looking at the capital phase of Buckie and Page 127
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Full Business Case Forres alone, the use of information management using BIM has a ROI of £3.76 million and £3.14 million retrospectively. Furthermore, based on the investment into IM on both projects as set out in the SFT ROI calculations and based on further industry findings Moray Council could also secure between £2.06m to £2.42m in productivity gains, and save between £2.79m and £2.99m in direct costs from reductions in delivery time, labour time and materials. Qualitative The benefits that are most applicable to the Moray Council are those associated with efficiency, sustainability, and improved decision-making surrounding maintenance activities. The BIM process can affect these as ultimately if the process is done correctly, it is about collating and coordinating information more efficiently in a collaborative manner. The main benefits are as follows: • Enhanced communication and decision making • Effective resource utilisation and coordination of activities • Improved collective understanding of design intent • Improved client engagement • Increased investor confidence • Improved design reliability • Improved spatial coordination • Improved productivity • Improved risk identification • Reduced waste • Improved planning and programme reduction 4.2.2 Estimating Costs BIM Academy have provided costs for the training and support activities required to implement the adoption of BIM by the Council. Based on the number of sessions required the budget requirement is £69k. Allowing an optimism bias for additional training sessions where staff may be absent, committed on other workload or new starts within the organisation a contingency of an additional £5k is suggested bringing the total to £74k. A breakdown of the training and support costs are given in the table below: Page 128
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Full Business Case • Fees Our fee for supporting the activities for Workstream 1 is £4,290. Workstream 1 Activity Suggested Frequency Days Costs Review and promote IM / BIM vision One-off 1 £660 Ensure correct IT infrastructure and policy Annually 5 £3,300 Develop and implement training plan * One-off 0.5 £330 Total: £4,290 * Indicative training costs are provided separately Our fee for supporting the activities for Workstream 2 is £10,560. Workstream 2 Activity Suggested Frequency Days Costs Define information purposes One-off 1 £660 Define aspirational digital IM uses One-off Develop information requirements One-off 5 £3,300 Develop digital IM handbook One-off 10 £6,600 Total: £10,560 Our fee for supporting the activities for Workstream 3 is £9,900. Note that this does not cover the costs associated with procuring and establishing a new EDMS, or reconfiguring existing systems. Workstream 3 Activity Suggested Frequency Days Costs Review current EDMS platforms One-off 3 £1,980 Audit and review EDMS platform Quarterly 12 £7,920 Total: £9,900 Our fee for supporting the activities for Workstream 9 is £8,580. Workstream 9 Activity Suggested Frequency Days Costs Develop organisational metrics One-off 3 £1,980 Define project Key Performance Indicators One-off 3 £1,980 Collect and record organisational metrics Quarterly 4 £2,640 Capture lessons learnt Annually 1 £660 Regularly review strategy rollout Annually 2 £1,320 Total: £8,580 Page 129
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Full Business Case 4.2.3 Net Present Cost Findings (Pg. 83) The development of SharePoint as the Common Data Environment (CDE) is cost neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. The fees for BIM Academy training delivery, as aligned to the strategy recommendations, is listed below. Course details and numbers of delegates per group are provided in Appendix A. Training Activity Delivery Mode Days Cost Target Audience Software Revit Architecture Essentials Self-led 3 £150 / person Design & Construction Navisworks - Manage Self-led 3 £150 / person Design & Construction Knowledge BIM Fundamentals Instructor-led 1 £1,398 / group All BIM Project Delivery Instructor-led 1 £1,398 / group Design & Construction BIM for Operations Instructor-led 1 £1,398 / group Asset Management Understanding COBie Instructor-led 0.5 £699 / group All The courses provided above are an example of what BIM Academy can provide to the Moray Council, based on the outcomes identified in the strategy. Additional training recommendations, including an indicative ‘train the mentor’ course if the Moray Council wish to self-train new starters, are provided in the table below. The Virtual Project would also be an opportunity for members of Council staff to experience BIM and information management in a real-life collaborative environment, using the latest and most popular software to provide hands-on experience. Training Activity Delivery Mode Days Cost Target Audience Knowledge BIM for Health & Safety Instructor-led 0.5 £699 / group All Virtual Project Instructor-led 5 £6,600 / group All Train the Mentor course Scope to be defined. • Expenses All out of pocket expenses, including national travel, accommodation and subsistence are not included within the fee above. It is believed that this role can be delivered remotely. • Time rates Should the need arise, any additional services can be charged on a time basis, agreed in advance and in writing. The following day rates will apply: Director £1100.00 Associate £880.00 Senior Digital Consultant £660.00 Digital Consultant £550.00 Technologist £440.00 Page 130
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Full Business Case Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.2.4 Option Ranking (Pg. 79) The development of SharePoint as the Common Data Environment (CDE) is cost neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.2.5 Option Appraisal Conclusions The development of SharePoint as the Common Data Environment (CDE) is cost neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.3 Qualitative Benefits Appraisal (Pg. 80) The development of SharePoint as the Common Data Environment (CDE) is cost neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Meetings between ICT, BIM Academy and Housing & Property with the further development of a test SharePoint site have confirmed that the qualitative benefits of developing an in house CDE can be achieved. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.3.1 Qualitative Benefits Criteria (Pg. 80) The development of SharePoint as the Common Data Environment (CDE) is cost neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. Page 131
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Full Business Case 4.3.2 Qualitative Benefits Scoring (Pg. 80) Meetings between ICT, BIM Academy and Housing & Property with the further development of a test SharePoint site have confirmed that the qualitative benefits of developing an in house CDE can be achieved. 4.3.3 Analysis of Key Results (Pg. 79) Meetings between ICT, BIM Academy and Housing & Property with the further development of a test SharePoint site have confirmed that the qualitative benefits of developing an in house CDE can be achieved. 4.4 Risk Appraisal – Unquantifiable (Pg. 80) The development of SharePoint as the Common Data Environment (CDE) is risk neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.4.1 Methodology (Pg. 80) Meetings between ICT, BIM Academy and Housing & Property with the further development of a test SharePoint site have confirmed that the qualitative benefits of developing an in house CDE can be achieved. 4.4.2 Risk Scores The development of SharePoint as the Common Data Environment (CDE) is risk neutral because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. 4.5 The preferred option – selected supplier (Pg. 81) The development of SharePoint as the Common Data Environment (CDE) is the preferred option because SharePoint 365 has been rolled out across the Council and any development requirements can be carried out by ICT with existing resources. Should there be a requirement in the future for a propriety CDE software package this section would be completed in full for the procurement options. Page 132
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Full Business Case 4.6 Agreed Risk Transfer (Pg. 80) The development of SharePoint as the CDE option internally does not transfer any risk externally 4.7 Agreed Charging Mechanisms (Pg. 79) The development of SharePoint as the CDE option internally does not require any charging mechanism. 4.8 Agreed Contract Length (Pg. 79) ICT would provide support for SharePoint for as long as this remains the Corporate document management system. 4.9 Key Contractual Clauses (Pg. 79) None 4.10 Personnel Implications (Pg. 74) None 4.11 Procurement Route and Implementation Timescales (Pg. 82) The development of SharePoint as the CDE option internally does not require a procurement route. 5. The Financial Case (Pg. 87) Please Note: This section should be completed with the finance department. The Financial Case demonstrates that the “preferred option” will result in a fundable and affordable Deal. Page 133
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Full Business Case This section of the business case requires the spending authority to set out the capital and revenue requirement for the spending proposal over the expected life span of the service, together with an assessment of how the Deal will impact upon the balance sheet, income and expenditure account and pricing (if applicable) of the public sector organisation. 5.1 Financial Impact on the Organisation (Pg. 89) Provide specifics of the payment stream for the scheme over the intended lifespan of the project is as follows: The primary costs for this project are training and support costs provided by a professional advisor of £74k. The proposal is that if the project is accepted then the majority of the costs would occur in 2024/25 and these would be £64k with a balance of £10k allowed for workstream 9 in 2025/26. The current assumption is that these would be revenue costs, however there is the option to support this development through capital funding for the projects to be undertaken in the draft 10-year capital plan. The draft 10-year capital plan indicates construction projects that would fall within scope of BIM having a value of £348m.A £74k setup cost represents a 0.02% allocation from the capital investment budget in BIM to realise a potential saving of £40m on a 10-year programme of work. 5.2 Impact on the Balance Sheet (Pg. 91) A saving on the 10-year Capital Plan can either fund additional projects to a potential value of £40m or reduce the Capital Plan borrowing costs and thereby the revenue pressure on the council. 5.3 Overall Affordability (Pg. 92) A £74k investment in set up support costs for a potential £40m saving is affordable. 6. The Management Case This section addresses the ‘achievability’ of the scheme. Its purpose, therefore, is to build on the Mandate by setting out in more detail the actions that will be required to ensure the successful delivery of the scheme in accordance with best practice. Page 134
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Full Business Case 6.1 Programme Management Arrangements (Pg. 96) This implementation of BIM is a legal and funding requirement of LEIP funded projects and the information requirements for these would tie in with the implementation of BIM across all council building projects. 6.2 Project Management Arrangements (Pg. 96) The project is part of the Transformation Strategy and will follow that approval process for resources and strategy. The implementation and monitoring will be carried out by the Transforming the Economy Board. The project will be managed by Housing and Property and implemented in the 9 workstreams identified by BIM Academy. 6.3 Project Reporting Structure (Pg. 97) This project was part of the Improvement and Modernisation Programme developed and resourced by the Council. Currently the Head of Service post for the IMP programme remains unfilled, therefore reporting of this project has currently fallen to the Transforming Economy Board. This project is transformational and requires a philosophical change to the approach of how information relating to assets is handled and managed and the preference would be that it reported to a properly resourced IMP team and Board. However, the current assumption is that the project would continue to report to Transforming Economy Board. 6.4 Project Roles and Responsibilities (Pg. 97) Project Sponsor – Edward Thomas Educational Resources ICT Housing and Property Services Finance Moray Macleod (Project Manager) Edward Thomas (Project Sponsor) Transforming the Economy Board Page 135
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Full Business Case Project Manager – Moray Macleod Participant Departments – Educational Resources, Housing and Property Services, Finance Support Departments – ICT Professional support for training and implementation – BIM Academy 6.5 Project Plan (Pg. 97) Please provide a copy of the project plan. The implementation of BIM is seen as a journey and not a destination that can bought off the shelf and project programme reflects the journey the Council would take. The project plan is proposed to be aligned with the development of the replacement for Forres Academy. Workstreams 1 to 4 will be undertaken over a two-year period and the outcomes reviewed to establish the benefits set out in the Business Case have begun to be realised. Currently the site options for Forres Academy are being explored and it is expected that a decision on this will allow their project programme to be fixed. The workstreams will then be aligned with the Forres Academy project programme. Page 136
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Full Business Case 6.6 Use of Special Advisors (Pg. 98) Special advisers will be used as follows: Table 17: special advisers Specialist Area Adviser Technical BIM Academy 6.7 Arrangements for Change Management (Pg. 98) Provide specific details pertaining to the strategy, framework and plan for dealing with change management. Change Management The Moray Council recognises that the implementation of a digital information strategy will require change management, due to current cultural issues surrounding how people work within the organisation. For example, there may be many Council employees who have worked there for several years, and they have certain ways of doing things, particularly surrounding information management. Conversely, there also are a lot of new people who don’t know the existing systems. There may also be a computer literacy issue, which is further compounded when people think of BIM and its connotations of complex geometry and processes. Some computer literacy issues may also be localised to individual software packages or platforms, such as SharePoint, which means that the opportunity to input information digitally in line with standards can be missed out. This can be improved through adequate training, the use of intuitive tools, and clear guidance. 6.8 Arrangement for Benefits Realisation (Pg. 99) Provide details of the proposed method for dealing with the management and delivery of benefits; provide a copy of the project benefits register if applicable, this sets out who is responsible for the delivery of specific benefits, how and when they will be delivered and the required counter measures. Page 137
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Full Business Case Workstream 9: Continued Improvement The ninth and final Workstream involves the development of metrics and Key Performance Indicators (KPIs) to continuously measure and report on the initiatives introduced within the rollout of this strategy. This workstream would underpin all other Workstreams and be used to form the business case for further development and rollout of the strategy. Page 138
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Full Business Case 6.9 Arrangements for Risk Management (Pg. 100) Set out the strategy, framework and plan for dealing with the management of risk and include a copy of the risk register that will be used. This should set out who is responsible for the management of risks and the required counter measures. A risk register has been developed, there are three main areas of risk that have been identified: • Training and Support delivery is of poor quality and does not support staff in the organisational transition. • Integration of BIM within sections as business as usual is not established and a specialist post is required within the structure to co- ordinate and manage BIM. The skills for such a post would align with a salary Grade 10 post. • SharePoint does not provide the functionality and automation of a propriety software solution. 6.10 Arrangements for Contract Management (Pg. 100) The contract management of the training contract will be managed by Housing and Property Services. 6.11 Arrangements for Post Project Evaluation (Pg. 103) Provide details on the arrangements for post implementation review (PIR) and project evaluation reviews (PER) as laid out below: 6.11.1 Post Implementation Review (PIR) (Pg. 103) This review ascertains whether the anticipated benefits have been delivered. The review is timed to take place annually as part of workstream 9. Activity, frequency and costs are given in the table below and are based on information provided by BIM Academy. This review could be carried out by other consultants and a decision whether to use BIM Academy or a separate company will be made ahead of the review. Workstream 9 Activity Suggested Frequency Days Costs Develop organisational metrics One-off 3 £1,980 Page 139
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Full Business Case Define project Key Performance Indicators One-off 3 £1,980 Collect and record organisational metrics Quarterly 4 £2,640 Capture lessons learnt Annually 1 £660 Regularly review strategy rollout Annually 2 £1,320 Total: £8,580 6.11.2 Project Evaluation Review (PER) (Pg. 103) This review appraises how well the project was managed and whether or not it delivered to expectations. It is timed to take place as part of the regular review of the strategy rollout. 6.12 OGC Gateway Review Arrangements (Pg. 103) Please give details on the Gateway Review process, a copy of the Moray Gateway Process can be found here: PMG – Moray Gateway Process It is proposed that this paper allows the project to proceed to the Delivery Phase under the “Basic Project” arrangements under the PMG. The project has been approved by the Transforming Economy Board at its meeting of 18 June 2024, in advance of which CMT/SMT were consulted on its contents. Summary of Section There should now be clear understanding of: • The project management arrangements. • The change management arrangements. • The benefits realisation arrangements, including attached benefits register. • The risk management arrangements, including an attached risk register. • The post project evaluation arrangements. 7. Contingency Plans In the event that this project fails, the following arrangements are in place to guarantee the continued delivery of the required services and outputs. During the construction phase of new projects, the CDE will be hosted by the Contractor to allow a portion of the delivery savings to be obtained, however the final output from the construction phase will be documentation in pdf format. Page 140
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Full Business Case 8. Version History Version Date Details 0.1 23/11/23 Moray Macleod: Transform the Economy Board 7/12/23 0.2 16/04/24 Moray Macleod: Transform the Economy Board 23/04/24 1.0 10/06/24 Moray Macleod: Transform the Economy Board 18/06/24 Appendices 1. IMP Investment Proposal Template 2. BIM Academy Digital Asset Information Strategy Executive Summary 3. BIM Academy Digital Asset Information Strategy Part 1: Introductory Note 4. BIM Academy Digital Asset Information Strategy Part 2: Review and Discovery 5. BIM Academy Digital Asset Information Strategy Part 3: Recommendations 6. BIM Academy Digital Asset Information Strategy: Enablement Proposal for External Support 7. BIM Fundamentals Moray Executive Summary – Slide presentation for Councillors Page 141
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: MORAY SPORT AND LEISURE ASSET REVIEW BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform the Council of the engagement work to date regarding the sport and leisure service connected to budget savings and service redesign and to approve funding to undertake an asset review to provide the evidence base for future service delivery. 1.2 This report is submitted to Council in terms of Section III (D) (13) of the Council's Scheme of Administration relating to exercise of the Council’s statutory functions to provide facilities and support activities related to the development of recreation, sport, culture and social activities. 2. RECOMMENDATION 2.1 It is recommended that Council:- i) notes the work undertaken to date regarding budgets savings and service redesign connected to the sport and leisure service; ii) agree to allocate £28,000 from the transformation reserve fund to undertake a Sport and Leisure asset review to provide further evidence base that will contribute to the design of our future leisure estate; and iii) notes that if funding agreed, a report will be presented back to Council within 6mths detailing the findings of the asset review. 3. BACKGROUND 3.1 At the meeting of Moray Council on 25 October, the Council considered the short to medium term financial strategy for the Council (para 14 of the Minute refers). In relation to Leisure and Library services as part of the overall savings, in order to advance the work to reduce the remaining budget gap, with savings options being brought forward at the earliest opportunity, the Council agreed to commence public and workforce engagement on the possible future remodelling of Libraries and Sport and Culture Services (Pools Item 12 Page 143
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and dry facilities) and report back to the Council on lower cost services options for future consideration, including income generation. 3.2 To progress the Council decision, officers have been exploring options regarding the approach to budget savings – transformation (spend to save), increase income and service reduction. 3.3 Since September 2023, different methods of engagement have taken place to explore budget savings/service redesign. These have included drop-in sessions at leisure facilities and a public survey as well as a staff engagement session and a stakeholder workshop. A summary of the key findings is as follows: i) (public survey) 80% travelled 15 minutes or less to access their most frequently visited leisure facility; ii) (public survey) 75% of respondees were willing to accept at least a 5% increase in charges. Respondees stated they were more willing to bear cost increases to protect service provision; iii) (public/staff/stakeholder) Several responses indicated a revised pricing structure, the need to increase promotion of facilities and activities, potential of sponsorship/crowd funding campaigns; iv) (public/stakeholder) The least favourable options were closing facilities and reducing opening hours; v) (stakeholder) There was a strong consensus that if charges were to increase significantly as well as reducing opening hours then this would have a double impact on an individual/family and therefore be unfavourable; vi) (stakeholder) Public transport provision was a recurring important factor to consider in regards to future service changes; vii) (staff) Improved marketing and promotion of activities and programmes; viii)(staff) Energy efficiency measures for facilities; ix) (staff) Digital technology advancement opportunities. 3.4 In order to support the review of leisure services across the Moray area, it is proposed that external expertise is sought to conduct a comprehensive Leisure Assets Review for Moray. The intent is to establish a robust evidence base to guide strategic planning, investment decisions and management practices concerning leisure assets, including Moray Leisure Centre. Over recent years Alliance Leisure have undertaken various leisure related work in both Scotland and the Moray area which has resulted in them building a significant knowledge and data evidence base of the area. Therefore, early discussions have been held with Alliance Leisure to ascertain what support they could offer and details of their proposal for a leisure asset review are contained in Appendix I. 3.5 Procurement have advised that Alliance Leisure have been assessed on a framework previously for another project therefore a direct award for this work would meet procurement policy and procedures. Page 144
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4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) i) In relation to the LOIP, this report supports developing a diverse, inclusive and sustainable economy and improving the wellbeing of our population. A leisure facility supports the local economy through provision of employment and is a factor in individuals choosing to reside in an area, as well as supporting the overall wellbeing of residents through physical, psychological and social wellbeing. ii) In relation to the Corporate Plan, this report contributes to two of the three main priority areas which are tackling poverty and inequality and building thriving, resilient and empowered communities. (b) Policy and Legal i) National Policy: The report links to the Scottish Government’s Active Scotland Outcomes Framework, which aims to improve our active infrastructure – people and places. It also links to the aspiration of everyone having access to a network of quality places where they can get involved in sport, as identified as a key objective in Sportscotland’s Corporate Strategy “Sport for Life”. ii) Service Statutory Requirements: Local Authorities have a legal duty to ensure adequate provision of facilities for recreational, sporting, cultural and social activities. Improving the health and wellbeing of the Moray community through sport, leisure and recreation is not only an integral part of the local vision, but it is also a national priority. iii) Local Policy: The Moray Sport and Leisure Capital Investment Plan continues to be developed as the overarching development plan for leisure assets. The network of quality places and the level of adequate provision still requires to be determined at a local level. The level of quality and adequate provision will be dependent on available funding. This review would provide a further evidence base to populate this investment plan. (c) Financial implications Budget of £28,000 from the transformation reserve fund is being requested to undertake this leisure asset review which will provide an evidence base to input into the design of the future leisure estate in Moray from both a capital and revenue perspective. Page 145
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(d) Risk Implications Age and the deteriorating condition of Moray’s leisure estate alongside rising operational costs are contributory factors in the sustainability of Moray’s leisure estate/service for the future. The risk to the Council by not undertaking this review could result in continued rising capital and revenue costs annually associated to the sport and leisure service. (e) Staffing Implications There are no staffing implications connected to this report. (f) Property There are no property implications directly connected to this report. (g) Equalities/Socio Economic Impact An equalities impact assessment has not been identified as being required for this report. (h) Climate Change and Biodiversity Impacts No climate change or biodiversity implications have been determined for this report; however, the review will identify environmental impacts of current and future opportunities. (i) Consultations In p reparing this report, consultations have been undertaken with the Chief Financial Officer and Committee Services Officer whose comments have been incorporated in the report. 5. CONCLUSION 5.1 That the Committee notes the work undertaken in regards to budget savings and service redesign connected to the sport and leisure service, agree to allocate £28,000 from the transformation reserve fund for a leisure asset review to further contribute to the design of the future leisure estate and that a report will be taken back to Council within 6 months on the findings. Author of Report: Kim Slater, Sport and Culture Service Manager Background Papers: Ref: Page 146
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Moray Council Leisure Assets Review Proposal 2024 Appendix I Item 12 Page 147
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Contents 1. Introduction and Background 2 2. Our Approach 5 3. Methodology 7 4. Project Constraints 9 5. Project Investment 11 6. Project Team 12 Page 148
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1. Introduction and Background 1.1 Introduction Moray Council is committed to ensuring the effective and sustainable provision of leisure assets for the benefit of its diverse communities. The Council believe that high-quality, accessible leisure facilities play a crucial role in promoting public health, fostering community engagement, and enhancing the quality of life for all residents. 1.2 Background In response to evolving demographics, lifestyle trends, community needs and financial challenges, Moray Council recognises the pressing need for a detailed review of their leisure assets. The Council are also mindful of the broader context of environmental sustainability, social equity, and financial viability that underpins their responsibility towards the public estate. The Council’s leisure portfolio includes a diverse range of assets from parks and sports facilities to community centres and schools. Moray also has sports and leisure assets operated by other non-Council organisations. All of these facilities serve as vital social infrastructure in Moray , enhancing the physical and mental well-being of our residents, stimulating local economies, and defining the character of our communities. The Council is now seeking external expertise to conduct a comprehensive Leisure Assets Review. The intent is to establish a robust evidence base to guide their strategic planning, investment decisions, and management practices concerning leisure assets. The review will encompass several crucial areas, including but not limited to: inventory and condition assessment, usage and demand analysis, financial performance, socioeconomic and environmental impacts, user satisfaction and needs, benchmarking against similar provision elsewhere, asset accessibility, gap analysis, technological opportunities, and strategic prioritisation. The Council have invited consultants to approach this review with a spirit of innovation, embracing new ideas, and emerging trends in leisure asset management. The insights and recommendations generated through the project will be instrumental in shaping the future direction of leisure asset provision in Moray , aligning with Council broader goals of health, well-being, social inclusion, and environmental sustainability. Page 149
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The review's dependencies include the national, local and sporting strategy and policy context. This review's scope encompasses: • Assets managed and operated by Moray Council • Schools, including primary, secondary and school/community hubs • Private Sector and other provision • Community centres/halls • Club Facilities Through this review, the Council aim to ensure the optimal utilisation of its resources and provide a strategic direction for future service needs, balancing aspirations with affordability and sustainability. 1.3 Project Description and Scope The core aim of this project is to conduct a thorough review of the existing leisure estate operated by Moray Council and other providers. The goal is to ensure that these facilities are being optimally utilised and align seamlessly with future service needs. The primary output of this review will be a robust leisure asset plan. This plan will incorporate recommendations for strategic investments and disinvestments, and broader improvements to the leisure facilities operated by the Council. The scope of the review will include the following considerations: • An examination of future service needs based on current usage data, wider market conditions, and customer trends. • An exploration of current and prospective resource constraints, as well as opportunities for enhancing business efficiency and improvement. This includes potential disinvestment, property rationalisation, and community asset transfer. • Exploration of wider opportunities to optimise the use of other parts of the public estate to meet service needs and align with Moray Council’s wider corporate priorities. This may involve co-location with other services and facilities. • Analysis of other relevant leisure facilities provided by private entities, third parties, or others. Page 150
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Upon completion of the review, we will deliver: • Recommendations for the future use of leisure facilities and wider property assets. These recommendations will be geared towards meeting future service needs and supporting wider corporate priorities. This project will provide a comprehensive, data-driven approach to strategically manage Moray Council's leisure assets, ensuring they deliver maximum benefit to the community both now and in the future. 1.4 Key Project Deliverables The key output of the Review will be a leisure asset plan with: • Clear recommendations about future sports and leisure facility provision 1.5 Proposal Structure The remainder of the proposal has been structured as follows: • Section 2 provides a summary of our approach to the project • Section 3 presents our proposed study methodology. • Section 4 summarises the potential constraints and limitations for the project and how these will be managed. • Section 5 provides details of our costs for undertaking the project. • Section 6 provides details of the project team. Page 151
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2. Our Approach We are guided by a deep understanding of the unique context of Moray and the specific requirements laid out by the Council. We believe that our approach to this Leisure Assets Review will provide a comprehensive, insightful, and actionable analysis to inform the Council's future decisions on sports and leisure provision. Holistic Analysis: Our approach will encapsulate both the public and private sector provision, considering facilities operated by the Council, school/community hubs, secondary and primary schools, clubs, community centres and halls. This will provide a complete picture of the current provision of leisure assets in Moray . Regional Perspective: We recognise the importance of understanding the regional dynamics in sports and leisure provision. We will therefore also account for the provision in neighbouring local authorities, which could influence the demand and usage patterns in Moray . Future-Oriented: We are committed to helping the Council envision the future of sports and leisure provision. Our review will aim to answer crucial questions about where and how to meet future needs and demand. We will focus on providing practical, proportionate, and affordable recommendations for delivery. Innovation and Best Practices: We will apply innovative thinking and best practices in leisure asset management. This includes consideration of environmental impacts, technological opportunities, and novel approaches to asset utilisation and management. Inclusivity and Accessibility: Ensuring that leisure assets are accessible to all, including the most deprived and vulnerable communities, will be a key principle guiding our review. We will assess accessibility using different modes of transport, travel times, and the concept of 20-minute communities. Evidence-Based Decision Making: We will build a robust data model in Power BI to support our review. This will provide a strong evidence base to inform our analysis and recommendations, and can serve as a valuable tool for the Council's ongoing management of leisure assets. Collaboration and Communication: Throughout the review, we will maintain close communication with the Council and other stakeholders. We believe in the power of collaboration to ensure that our review aligns with the Council's goals and the community's needs. Page 152
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We are confident that this approach will deliver a comprehensive, insightful, and actionable Leisure Assets Review to help Moray Council shape the future of sports and leisure provision in a way that best serves the community. Page 153
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3. Methodology 3.1 Introduction Our methodology is designed to provide a comprehensive, insightful, and actionable analysis of the Council's leisure assets. The project can be broken down into six key stages which represent the overall workflow and progression of the project. Stage Description 1. Project Inception and Initiation • Understand the project objectives, scope, and deliverables. • Develop the project charter and get approval from key stakeholders. • Assemble the project team and define roles and responsibilities. • Set up project management tools and processes. 2. Data Collection • Quantitative Data: Utilise existing databases to extract relevant statistical data on demographics, current facility usage, health metrics, and economic factors. • Qualitative Data: Gather insights through structured interviews, community workshops, online Surveys to understand local perceptions, needs, and expectations. 3. Analysis and Assessment • Statistical Analysis: Employ statistical tools to analyse quantitative data, identifying trends and patterns that influence facility needs and usage. • Thematic Analysis: Analyse qualitative data to extract themes and narratives that provide depth to the statistical findings. Stage 1. Project Inception and Initiation Stage 2. Data Collection Stage 3. Analysis and Assessment Stage 4. Benchmarking Stage 5. Forecasting Stage 6. Report Writing and Presentation Page 154
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Stage Description • Performance Metrics: Use Key Performance Indicators (KPIs) such as user satisfaction, utilisation rates, and operational costs to assess current facilities. • Community Feedback: Integrate community feedback to gauge the effectiveness and satisfaction with existing facilities. 4. Benchmarking • Comparative Analysis: Benchmark against similar local authorities that have recently developed sports and leisure facilities. Identify best practices and lessons learned that can inform the project. • Service Gap Analysis: Analyse current provisions within Moray to identify service gaps and areas for improvement. 5. Forecasting • Demographic and Market Trends: Project changes in population demographics and market trends using forecasting models to predict future demand for sports and leisure facilities. • Financial Projections: Develop financial models to estimate the cost implications and economic viability of proposed facilities. 6. Report Writing and Presentation • Clear and Structured Reports: Deliver comprehensive reports that outline findings, supported by data visualisations and executive summaries to aid decision- making. • Recommendations: Provide strategic recommendations based on the analysis, focusing on feasibility, sustainability, and community impact. This structure provides a comprehensive, systematic, and organised approach to the project, ensuring all key aspects are thoroughly addressed. Page 155
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4. Project Constraints In the course of this project, we anticipate encountering several constraints and limitations that could impact the depth and breadth of our analysis. Most notably, these constraints pertain to the potential lack of comprehensive data for some leisure assets. These limitations span across various categories such as demand, usage, financial performance, condition, customer satisfaction, and environmental impact. These constraints, however, do not invalidate the review process. Rather, they highlight the need for a flexible, adaptable, and innovative approach to data collection and analysis. Our team plans to mitigate these limitations through the following strategies: • Sampling Approach: In situations where comprehensive data collection for all assets is not feasible due to time or resource constraints, we will employ a sampling approach. This will involve selecting a representative sample of assets for detailed study. The findings from this sample will then be extrapolated to the broader asset portfolio. • External Benchmarks: Where internal data is unavailable or insufficient, we will refer to external benchmarks. These benchmarks, derived from similar authorities elsewhere or industry standards, will provide valuable reference points for our analysis. • Estimation and Assumptions: Some degree of estimation and assumption- making is inevitable in a project of this nature. These will be based on best practices, expert judgement, and available data. All estimates and assumptions will be clearly stated in our reports to ensure transparency in our methodology. • Stakeholder Engagement: We will work closely with stakeholders to gather as much data and information as possible. This will include interviews, surveys, and workshops. Where data gaps exist, stakeholder insights can often provide valuable context and qualitative information. • Iterative Approach: We will adopt an iterative approach to the review process. This means that as data becomes available or more reliable data is procured, we can refine our analysis and recommendations. • Investing in Data Collection: Recognising the importance of data to this review, we will advise the council on strategic investments in data collection Page 156
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where necessary and feasible. This might include installation of usage counters, customer surveys, or condition assessments. In acknowledging these limitations from the outset, we can proactively plan to address them and ensure the most robust review possible within the constraints. Our experience and expertise equip us to navigate these challenges and deliver a comprehensive, insightful, and strategic leisure assets review. Page 157
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5. Project Investment We have outlined our professional fees broken down by workstream in the table below. Project Stage Total % of Project Stage Costs Project Inception and Initiation 1.25 3% £550 Data Collection 7 13% £2,900 Analysis and Assessment 10 22% £4,700 Benchmarking 5 11% £2,350 Forecasting 10 21% £4,650 Reporting 14 30% £6,550 Total Days 47.25 Total Fees £21,700 ALS Opportunity Analysis £3,000 Contingency Fee £2,000 UK Leisure Framework Fee £250 Travel and Subsistence £1,000 Total £27,950 It should be noted that this project would necessitate a degree of travel to and from Moray . These charges would be made at cost. Page 158
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6. Project Team Neil Ross, Director, Integratis Consulting Neil is a sport and leisure professional, qualified with an MBA, a postgraduate diploma in Corporate Governance, a degree in Sports Management and is also a qualified PRINCE 2 Project Manager. He has an excellent track record gained over 25 years of leading and managing organisations in the public, private and third sectors through transformational change. He has expertise across a broad spectrum of areas including sports and leisure facility and service development, community and stakeholder engagement and capacity building, business planning and organisational governance, financial management and commercial business development. In a sports context, Neil’s expertise lies in developing sport and building capacity at a national level, with governing bodies and at a local level with local authorities, sport and leisure trusts, and community clubs and organisations. He also has extensive experience in developing strategy and policy within local authorities and evaluating the impact that sport and leisure services have on individuals, families and communities. Prior to working as a consultant, Neil held senior leadership roles in North Lanarkshire Council/Leisure and West Lothian Leisure. Neil will be the Project Director/Project Lead and manage all stages of the research. Graeme Atkinson, Associate, Integratis Consulting Graeme is an experienced leisure and sport professional and data analyst, qualified with a BSc Hons: Sports Science and Recreation Management. He is also a qualified and current club athletics coach. His main skills involve complex data capture, modelling, and forecasting, creating meaningful and actionable insights for clients in support of new facility development and transformational change programmes. Graeme will primarily be involved in the data analytic elements of this project and in particular will focus on geospatial/demographic analysis, supply and demand modelling and forecasting. Page 159
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Susie Malcolm, Associate, Integratis Consulting. Susie is a seasoned professional with a rich experience in the Leisure sector, particularly in operational excellence, commercial development and customer satisfaction across large multi-site organisations. She holds a BSc (Hons) 2:1 in Sport & Exercise Science with Leisure Management and is a qualified PRINCE2 Practitioner. With a career spanning multiple years, Susie has proven herself as an effective strategic leader, adept in devising and implementing strategy, financial planning, and change management. She has held various roles, including an Interim Project Management Consultant at Kyowa Kirin, Interim Operations Director at The Lens, Head of Families at David Lloyd Leisure, and General Manager at David Lloyd Leisure, Aberdeen. In addition to her leadership capabilities, Susie is skilled in customer excellence, people management, employee engagement, stakeholder management, public speaking, and project management. Susie will be primarily involved in stakeholder engagement and asset review elements of the project. Andy Bain Associate, Integratis Consulting Andy is a distinguished sport and leisure leader with over 30 years of robust experience, including 17 years in pivotal roles as CEO and Company Secretary. His career is characterised by his strategic leadership in driving transformational change across the public, private, and third sectors. Andy's comprehensive expertise encompasses the development of sports and leisure facilities and services, community and stakeholder engagement, capacity building, strategic development, business planning, organisational governance, financial management, and commercial business development. In addition to his operational leadership, Andy is a seasoned non-executive Director, having made significant contributions to Community Leisure UK, where he also served as the Chair of the Scottish Region. More recently, he has taken on the role of a Board member for sportscotland, the national agency for sport, further cementing his influence in the national sports landscape. Andy’s profound understanding of organisational development is evident in his track record with local authorities, sports and leisure trusts, and community clubs/organisations. He is adept at developing strategy and policy that foster Page 160
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meaningful impacts on individuals, families, and communities. His extensive experience in evaluating the social value of sports and leisure services makes him a key asset in assessing their broader societal impacts. Andy will also be primarily involved in stakeholder engagement and asset review elements of the project. Page 161
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: PUBLIC PERFORMANCE REPORT 2023-24 BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 The Council is asked to consider the Public Performance Report (PPR) 2023- 24 which reports progress and performances of council services against Corporate Plan 2019-24 priorities. 1.2 This report is submitted to Council in terms of Section III (A) (4) of the Council's Scheme of Administration relating to contributing to public performance reporting. 2. RECOMMENDATION 2.1 The Council is asked to consider and approve the Public Performance Report 2023-24 which reports Council performance and progress against Corporate Plan2019-24 priorities and to agree the PPR for publication on the council website. 3. BACKGROUND 3.1 The Accounts Commission has a statutory power to define the performance information that councils must publish for performance comparison and benchmarking purposes. The Commission issues a Statutory Performance Information (SPI) Direction to councils which sets out the performance information that councils require to publish. This must include progress against improving local services and outcomes and demonstrating best value and is to be presented in an accessible style for citizens and communities. 3.2 The Council’s Performance Management Framework sets out the arrangements to report on progress against the strategic objectives, including those in the council Corporate Plan and local government benchmarking information from appropriate sources (e.g. Local Government Benchmarking Framework). These elements of public performance reporting throughout the Item 13 Page 163
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year (as noted below) are drawn into an annual public performance report presented in a more user friendly format that is published online each year. • Corporate plan annual progress monitoring (also on council agenda for this meeting) • Local Outcomes Improvement plan monitoring • Reporting on partnership plans and strategies (e.g. Children’s Services Plan, CLD Strategy) • Service plan 6 monthly reporting • LGBF annual reporting 3.3 Throughout 2023-24 the Council has continued to respond to the Accounts Commission’s Best Value Assurance progress report of 2022 with an update within the Annual Audit Report considered at a Special Moray Council meeting on 25 October 2023 (para 5 of the Minute refers) and a further Best Value Report published in March 2024 which collected evidence from the annual audit from October 2023. The Accounts Commission findings have been considered and accepted by the Council at its meeting on 11 June 2024 and the Council agreed a Best Value action plan to respond to the findings on 28 April 2024. . 3.4 The key findings show that financial sustainability remains a key challenge; while there have been improvements the pace of change and transformation is slow; performance timescales need improved, relating directly to the publication of the Council’s Public Performance Reports. The Accounts Commission acknowledged that there is a long-standing challenge of recruiting senior staff, the Council has used external support to develop leadership, scrutiny and officer/member relations and that there is a marked improvement in cross-party working and positive engagement with communities on the budget. 3.5 The Annual Public Performance Report 2023-24 set out in Appendix 1 provides an overall appraisal of performance of council services, drawing on the above and summarises actions that have been taken to progress corporate plan priorities with a focus on outcomes. The PPR report attached highlights positive performance and some areas for development as identified below. 3.6 The information within the Public Performance Report shows a number of areas where local services are improving, including the following: Our People: - Continuing developing new approaches to Learning Estate and sport and leisure facilities - Poverty related attainment gap reduced - Improvement in key attainment measures for our children and young people - Increase in positive leaver destinations for young people - Increase in education and employment participation in young people Our Place: - Launched m.connect bus service Page 164
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- Began engagement on Local Development Plan 2027 - New council houses came on-stream - Mosstodloch Masterplan started - Draft Community Wealth Building Strategy agreed - Town Centre regeneration progressed Our Future: - Smarter Working plans approved - Armed Forces Employer Gold Award achieved - Commitment to housing tenants reaffirmed - Pregnancy Loss and Menopause support for staff enhanced - Cultural Quarter projects progressed - New Corporate Plan approved Sustainability: - Active Travel projects progressed in Keith and Buckie - Housing Mix Delivery project progressed in Dufftown and Forres - Successful Meet the Buyer events hosted - Recycling performance the best in Scotland - Joint Energy from Waste facility fully operational 3.7 In addition to the improvements required as noted in paragraph 3.4, service specific areas reported within the PPR that are identified for improvement include: - Further improvement in attainment - Continued progress in improving outcomes for children and young people and families - Ongoing reduction in the number and length of time people are delayed in hospital - Reduction in the gender pay gap - Expansion in community support and participation - Progress with actions to protect and enhance the environment in a sustainable way There are a number of areas where the LGBF performance results were not available when the year end reported were preprared. These areas will be included in the next report covering 2024-25. 3.8 The format of this year’s report follows that of previous years due to resourcing and capacity issues within the small central Communications team, however a review of the format will be undertaken before commencement of the 2024-25 report. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The Corporate Plan sets out the council contribution towards the 10 Year Plan (Local Outcomes Improvement Plan). Page 165
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(b) Policy and Legal The council publishes an annual Public Performance Report to stakeholders. “Public Performance Reporting should give stakeholders information that allows them to make informed judgements about public services, to contribute to decisions about what standards of service should be pursued, and to challenge performance in the interests of future service development. To be productive PPR has to involve the right information going in the right way to the right people at the right time.” Source: Statutory guidance (The Local Government in Scotland Act 2003 Best Value Guidance) (c) Financial implications None from this report. (d) Risk Implications None from this report. (e) Staffing Implications None from this report. (f) Property None from this report. (g) Equalities/Socio Economic Impact None from this report. (h) Climate Change and Biodiversity Impacts None from this report. (i) Consultations The Corporate Management Team has been consulted and are in agreement with the content of this report. Heads of Service have reviewed and contributed to the content of the public performance report in respect of their services. 5. CONCLUSION 5.1 The Public Performance Report 2023-24 reports on progress against Corporate Plan Priorities. With the agreement of the Council, the report will be published on the council’s website. Page 166
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Author of Report: Frances Garrow, Head of HR, ICT & Organisational Development Background Papers: The PPR draws information from service performance reports and the progress report on the 2019-24 Corporate Plan. Ref: SPMAN-1656699058-200 / SPMAN-1656699058-201 Page 167
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Public Performance Report 2023-24 Item 13 Page 169
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Contents Our corporate plan 01 More about us 03 Successes in 2023/24 05 Our people 06 Our place 12 Our future 14 Sustainability 16 Risks and opportunities 18 ii Page 170
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X Bow Fiddle Rock Our corporate plan Our 2019-24 corporate plan sets out our aims for Moray, and our vision, which is “a life of opportunity for all where people can thrive in vibrant communities and we work together to enrich our future.” It details our four priorities: our people, our place, our future, and working towards creating a financially sustainable council. Within this public performance report, these priorities will be broken down into outcomes, actions, measures of success and next steps, to demonstrate progress towards achieving these. Underpinning all of this are our values, which are the driver of everything we do. We are: • Fair in tackling inequalities and tailoring services • Ambitious promoting Moray making it better for the most vulnerable • Improving driving improvement and investing in the future • Responsive involving and listening to communities 01 Page 171
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More about us Moray is a largely rural area covering a land mass of 2,238km2. It has a long coastline on the Moray Firth with harbours, fishing villages and world- class beaches. The area’s population in 2022 was projected to be 95,780. Moray Council was established in 1996 following local government reorganisation and the demise of regional councils. Elections are held every five years to appoint the 26 councillors who form the membership of the Council. Following the May 2022 election, the Council was led by a minority Conservative administration. There are three groups of councillors: Conservative (eleven councillors reduced to nine following one member becoming an Independent and another being non-aligned), SNP (nine councillors following a by-election reduced to eight following one member becoming an Independent), Labour (three councillors). There is one Scottish Green Party councillor, and four independent councillors. The council continued throughout 2023/24 to respond to the Accounts Commission’s Best Value Assurance progress report of 2022. A further Best Value Report was published in March 2024, which collected evidence from the annual audit from October 2023. The Commission indicated it will monitor progress but does not need to conduct a follow-up report. March 2022 Progress Report www.moray.gov.uk/downloads/file152703.pdf Key findings showed financial sustainability remains a key challenge; while there have been improvements the pace of change and transformation is slow; performance reporting timescales need improved. Acknowledgement was made that there is a long-standing challenge of recruiting senior staff; the council has used external support to develop leadership, scrutiny and officer/member relations. A marked improvement in cross-party working and positive engagement with communities on the budget were also noted. 03 Page 173
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Successes in 2023/24 Our future • Smarter Working plans approved • Armed Forces Employer Gold Award achieved • Commitment to housing tenants reaffirmed • Pregnancy Loss and Menopause support for staff enhanced • Cultural Quarter projects progressed • New Corporate Plan approved Sustainability • Active Travel projects progressed in Keith and Buckie • Housing Mix Delivery project progressed in Dufftown and Forres • Successful Meet the Buyer events hosted • Recycling performance the best in Scotland • Joint Energy from Waste facility fully operational Our people • Continuing developing new approaches to Learning Estate and sport and leisure facilities • Poverty related attainment gap reduced • Sustained improvement in key attainment measures for our children and young people • Increase in positive leaver destinations for young people • Increase in education and employment participation in young people Our place • Launched m.connect bus service • Began engagement on Local Development Plan 2027 • New council houses came on-stream • Mosstodloch Masterplan started • Draft Community Wealth Building Strategy agreed • Town Centre regeneration progressed 05 Page 175
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Our people Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination. Corporate Plan priority 1. Children and families: Provide opportunities where young people can achieve their potential and be the best they can be. What we want to see: The attainment gap between most and least disadvantaged children will reduce. To achieve this, we’ve worked to reduce the impact of poverty: • By continuing work with schools on curriculum choice and innovation • By having a clear focus on learning, teaching and assessment so that our children and young people benefit from quality learning experiences across all establishments • Reviewing our Additional Support Needs resources and provision • Working in identified Early Learning and Childcare establishments regarding our offer for 2 year olds and their families • Working with our attainment advisor to ensure that Pupil Equity - Funding is targeted and has a key focus on improvement for learners • Continuing projects using Strategic Equity Funding with additional focus on attendance and engagement • Extended curriculum and accreditation opportunities for young people in line with ongoing work around curriculum innovation • By supporting opportunities for Early Learning and Childcare families in Buckie and Forres to receive targeted support through Equity and Excellence Leads • Five key projects delivering Strategic Equity Funding with additional focus on attendance and engagement 06 Page 176
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How can we tell it’s working? We are seeing positive trends in Curriculum for Excellence levels for children and young people in P1, P4, P7 and S3. School leaver attainment data for 2022/23 (published March 2024) shows Moray remains above the national benchmark comparator in literacy and numeracy at SCQF level 4 and level 5 for the second year in a row. The number of school leavers who moved on to a positive destination remains in line with the national benchmark, with 95% of pupils entering employment or going on to Further and Higher Education. Young people in the areas of highest deprivation are performing in-line with or slightly above the national comparators. What’s next? Schools continue to develop approaches to wellbeing and family engagement, strengthening knowledge and developing interventions and continue on the improvement path for attainment. Continue to reflect on our stretch aims set for all secondary schools as a measure to focus improvement activities, following review of the Framework for Recovery and Accelerating Progress by Scottish Government and Education Scotland. What we want to see: Improved literacy and numeracy attainment at both the Broad General Education and Senior Phase. To achieve this, we’ve taken action to improve attainment including: • Developing our approaches to moderation with training offered across all schools. • Implementing AnalyseM tool to improve data literacy and provide opportunities for staff to interrogate learner progress and attendance. • Continuing collaborative working across the Northern Alliance Partnership. • Continuing partnership with UHI Moray to open up pathways and extend course opportunities. How can we tell it’s working? Data only available for 2022/23. BGE - ACEL 2023/24 data released Dec 2024. Senior Phase 2023/24 - Cohort data Sept. 2024 / School Leavers March 2025. What’s next? Schools continue to be supported to improve attainment through a strategic approach set out by the Curriculum Strategy Group and Moray Improvement Groups with priorities identified including early years transition; primary-secondary transition; numeracy and literacy; skills and learning pathways. 07 Page 177
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What we want to see: Young people are better prepared for life beyond school and for the workplace. To achieve this, we’ve targeted action to improve employability skills and sustain positive school leaver destinations for all people: • Overall sustained improvement in initial positive school leaver destinations • Moray Pathways Employability and Training Hub at the Inkwell programme continued • Continued partnership with Developing the Young Workforce Moray • Extend opportunities for young people to access Foundation Apprenticeships and work based learning opportunities. How can we tell it’s working? Follow Up leaver destination 2022/23 figures due June 2024. Initial leaver destination 2023/24 figures due March 2025. What we want to see: A plan for an affordable, sustainable Learning Estate. To achieve this, we’ve progressed our review and transformation of the learning estate: • Progressing community engagement on raising awareness of the Moray Learning estate strategy. • Launched the first phase of engagement with the Forres Academy Associated School Group (ASG) stakeholders. • Site options for a new Forres Academy explored. • Launched the first phase of engagement with the Buckie High School ASG stakeholders. • Elgin High School future capacity project started. Temporary modular accommodation provided to add capacity until mid-2027. How can we tell it’s working? Decisions are being made on the future of Moray’s learning estate in-line with the approved strategy. Elgin High School temporary accommodation completed on time and within budget. What’s next? Launch the first phase of engagement for the Sustainable Learning Estate review in the Elgin ASG and remaining ASGs. Select a site for the new Forres Academy building with a planned 2028 completion date. Implement 15 year existing school B condition upgrade and maintenance programme. Complete detailed design and start construction of Elgin High School capacity extension. Confirm project approach for future Buckie High School. 08 Page 178
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What we want to see: More children live with their families and are cared for in strong, safe communities in Moray. To achieve this, we’ve worked with families as partners to give their children the kind of lives they want them to lead so that their children grow up to be strong and resilient: • Continuing to review individual situations by incorporating the young person’s feedback • Continuing a whole system approach to intensive family support • Additional marketing campaign to recruit more foster carers How can we tell it’s working? The percentage of children in community-based care was 82% in 2023/24, meeting our target and maintaining the same level as 2022/23. The number of looked after children in Moray as at March 2024 was 173, a slight increase from 2023. There is evidence of social workers finding creative solutions to support families to stay together and keep children remaining within their families which resulted in an overall decrease in numbers at the end of March 2024. What’s next? Continuation of support for families to stay together. Corporate parenting strategic group and virtual school head teacher working with multi-agency colleagues in support of improving outcomes for care experienced children and young people. What we want to see: Improve life chances and outcomes for care experienced children and young people To achieve this, we’ve improved identification and monitoring in the youth and criminal justice systems and worked to reduce over representation of care leavers and care experienced young people: • Further training for justice staff in relation to criminal exploitation of young people • Continued use of multi-agency solution oriented practice How can we tell it’s working? As at March 2024, 8% of care experienced young people were in the youth and criminal justice systems, a reduction from 10.63% in 2023 and below the local acceptable target level of 15%. National evidence shows there is a higher proportion of care experienced young people, per capita, in the Criminal and Youth Justice systems in comparison with mainstream young people, and the aim is to reduce this. What’s next? Development of Youth Pod within throughcare and youth justice services. 09 Page 179
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Corporate Plan priority 2. Improve health and wellbeing for the people of Moray. What we want to see: Improved outcomes for our more vulnerable young people and families. To achieve this, we’ve made improvements in children and young people’s health and wellbeing with continued engagement around this. • Integration of Children and Families and Justice Social Work Services with the MIJB. • NSPCC Graded Care Profile training rolled out – 31 members of staff are licensed practitioners with 18 members of staff becoming trainers • Safe and Together Model training continuing to be delivered – increase of 54% of staff members trained • Our Family Story training rolled out – increase of 17% of families trained How do we know if it’s working? The Young People’s Champions Board has become embedded in practice with young people being involved in recruitment, tendering process and representation on relevant groups. What’s next? Complete the integration of Children and Families and Justice Social Work Services with the MIJB. Corporate Plan priority 3. Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB What we want to see: People will be able to look after and improve their own health and well-being and live in good health for longer in home environments that support independent living. To achieve this we’ve: • Introduced a new two-monthly induction training programme • Seen staff retention rates remaining high at 79% in the Care at Home service • Continued to progress the Home First approach (Hospital Without Walls) to support people to avoid unnecessary hospital admission and to return home, wherever possible, without delay How can we tell it’s working? 92% of adults are able to look after their health very well or quite well; this is higher than the national figure at 91%. (Scottish Health and Care Experience survey). 61% of adults felt supported to live as independently as possible, slightly below the national rating of 64%. 10 Page 180
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What we want to see: People are able to live independently at home or in a homely setting in their community. To achieve this, we’ve ensured that people are supported at home or in a homely setting as far as possible. How can we tell it’s working? 49% of adults were aware of the help, care and support options available to them. Similar to the Scottish figure of 51%. 50% of adults believed they had a say in how my help, care or support was provided, slightly below the Scotland-wide figure of 53%.l over decisions affecting their care. What we want to see: People who use health and social care services have positive experiences of those services, and have their dignity respected To achieve this, the draft Workforce Plan 2022-2025 was implemented to help provide support to give services users choices and control over decisions affecting their care. How can we tell it’s working? 80% of adults rated services in Moray as good or very good, compared to the Scottish average of 75.8%. 69% of adults had positive experiences at the GP in Moray, an increase of 9% from the previous year. Adults are 57% positive that they have a say in how help, care or support is provided to them in Moray. This is slightly below the national figure of 63%. What’s next? Reducing the number and length of time people are delayed in hospital remains a priority. 11 Page 181
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Our place Corporate Plan Priority 1. Empower and support communities to build capacity by becoming more informed, involved and influential in service design and delivery What we want to see: Our communities’ ability to address their own needs and aspirations is improved. To achieve this, we’ve enhanced community participation in service delivery: • Community Led Action Plans produced in partnership with key community anchor organisations in Forres, Keith and Lossiemouth • Agreed an updated volunteering policy • Drafted Community Wealth Building Strategy How can we tell it’s working? • Completed eight Community Asset Transfers. • Three new Community Action Plans in place. What’s next? Continued support to community led groups as outlined in the Partnership CLD Plan 2021-24. What we want to see: 1% of council budget allocated through Participatory Budgeting (PB) by April 2027 To achieve this, we’ve made a start on developing and implementing PB: • Mannachie Playpark in Forres supported to upgrade via community-led steering group • Distributed funding through the Pupil Equity Fund to four schools • Buckie and Keith Active Travel projects supported to delivery • Forres Developer Obligations steering group supported How can we tell it’s working? The Scottish Government set a target of 1% of a local authority’s budget to be allocated by Participatory Budgeting (PB). Our target is to achieve 100% of the Scottish Government target. In 2023/24 PB allocated spend was 23% of the 1% target. • We’ve reported a £476,000 spend against the £2.06m target. • £91,000 from the UK Shared Prosperity Fund distributed to eight arts and culture projects. What’s next? Develop revised PB guidance for services and skills development approach to support. Continue working with youth groups in Forres and Buckie to distribute grants programme. Complete development of Letterfourie play park. 12 Page 182
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Corporate Plan priority 2. Improve our understanding of the issues in our communities based on the experience of local people What we want to see: More of our activities, services and plans are influenced by the communities they serve. To achieve this, we’ve developed engagement with the public on the future of council services: • Carried out extensive consultation and engagement on the future of council services in the context of the 2024/25 budget • Ran housing needs; rent setting; and allocations surveys for tenants • Active Travel spend decisions made by the communities in Buckie and Keith • Invited communities to register local place plans • Town centre opinion survey completed How can we tell it’s working? Over 2,300 consultation responses to the initial budget survey received. Follow up service-specific proposals received over 1,500 responses and Culture and Leisure services engagement included around 60 stakeholders. What’s next? Continue to engage with communities on financial planning and local priorities. What we want to see: We are more successful in developing a shared understanding between the council and communities that helps us to design the future together To achieve this, we’ve developed locality engagement to ensure solutions are influenced by the experience of local people: • Roll out of engagement for the Local Development Plan 2027 • Approved Town Centre Improvement Plans for Aberlour, Buckie, Dufftown, Forres, Keith and Lossiemouth. • Mosstodloch Masterplan engagement began • Findrassie Masterplan consulted on How can we tell it’s working? Providing a more accessible option for young people to petition the council, increasing opportunities to engage with the local authority. £1.5m of external funding allocated to regeneration and business grant schemes. What’s next? Develop approaches to wider PB i.e. Participatory Democracy. 13 Page 183
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Our future Corporate Plan priority: 1. Create a step change in the regional economy to enable inclusive economic growth What we want to see: Increased economic impact of tourism in Moray, and an increase in the level of 16-29 years living and working in Moray. To achieve this, we’ve: • Started consideration of the Local Visitor Levy concept • Continued partnership between Skills Development Scotland, Moray College UHI, Moray Education, DYW Moray, Moray Pathways and CLD Youth Work to improve participation. How can we tell it’s working? The latest mid-year statistics from 2022 show the 16-19 year old population in Moray reducing slightly from the previous year to 14.4%. What we want to see: Better employment, skills and earnings, increase in higher-skilled jobs and wage levels through a reduction in the gender pay gap, and increasing apprenticeships in key sectors. To achieve this, we’ve: • Four Moray Growth Deal projects in delivery How can we tell it’s working? Living Wage data is expected to be available by early 2025. Corporate plan priority: 2. Work to protect and enhance our environment, creating a more resilient and sustainable future What we want to see: Achievement of targets, indicators and outcomes identified in climate change action plan. To achieve this, we’ve: • Implemented Aberlour flood protection plans • Developed Coastal Change Adaptation Plans • Coastal protections for Kingston agreed • Jointly organised a hydrogen stakeholder workshop in Elgin How can we tell it’s working? Reduction in waste sent to landfill at Nether Dallachy What’s next? Aim to reduce remaining residual waste emissions through the waste hierarchy Development of a suitable natural capital enhancement delivery model for carbon offsetting which will create jobs and opportunities in Moray 14 Page 184
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What we want to see: Increased provision and use of electric vehicles and plant, with supporting infrastructure. To achieve this, we’ve promoted and developed active and green travel: • Updated Electric Vehicle Charging plan • Ran the Speyside Challenge encouraging people to walk or cycle on the Speyside Way when commuting or shopping for the second year How can we tell it’s working? Increased number of electric vehicles within council fleet by 13% in 2023/24, and during the year a draft Zero-Emission Fleet Strategy was developed for approval and implementation in 2024/25. The council adopted an Electric Vehicle strategy focussed on provision of charging infrastructure for public use, and is participating in a pathfinder project for the procurement of additional electric vehicle chargers for public use. What’s next? Continue to progress the aims of the Climate Change Strategy and the hydrogen plan opportunities for Moray. What we want to see: Implement surface water infrastructure improvements in vulnerable flood risk areas To achieve this, we’ve: • Implemented Aberlour flood protection plans • Developed Coastal Change Adaptation Plans • Coastal protections for Kingston agreed How can we tell it’s working? Offered flood protection products to residents at cost price alongside advice and guidance to protect property. Coastal Change Adaptation Plans developed to give a clearer process for managing coastal assets and decision making based on evidence from coastal monitoring. Engaged the local community at drop-in flooding events in Aberlour. What’s next? Surface Water Management Plans for Forres and Findhorn will be developed in 2024/25, along with delivery of a Coastal Adaptation Plan in the first half of 2024/25 to support management of Moray’s coastline in a sustainable way. 15 Page 185
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Sustainability Create a sustainable council that provides valued services to our communities. Corporate Plan priority: 1. Council’s Financial strategy What we want to see: Development of sustainable financial plans, removing reliance on use of reserves. To achieve this, we’ve reviewed and further developed the council’s financial strategy alongside our medium to long-term planning. How can we tell it’s working? When the Council set its budget for 2022/23 it included savings of £1.576m – £0.068 million were one off savings with recurring savings of £1.508 million, £0.204 million from increased income, £0.293 million from efficiencies, £0.8 million from Children’s Service review of practice and £0.211 million other savings. The bulk of the savings were achieved. The indicative savings from the Improvement and Modernisation Programme (£0.293 million) were not realised, though progress is being made with the work streams. However, additional savings identified after the budget was approved more than covered the shortfall and in all a total of £3.318 million savings were removed for the budget, with £2.032 million of these recurring. What’s next? • Develop a Savings Plan • Revise Short to Medium Term Financial Strategy • Revise Medium to Long Term Financial Strategy • Revise approach to capital planning including Capital Strategy and Asset Management Plan • Improve financial forecasting and monitoring • Review Reserves Policy Corporate Plan priority: 2. Transformation to achieve through our modernisation and improvement programme. What we want to see: Our modernisation and improvement transformation delivering an ICT strategy taking account of council priorities and requirements; implementation of online services for staff and services users for improved outcomes; a single service point of contact; and cultural change in customer service which delivers an enabling approach for most, with support for those who need it. An expanded digital approach improved further with 105 services now available online, ranging from schools and nursery registrations, benefits applications and corporate complaint forms. How can we tell it’s working: By the end of March 2024, 149,000 logins had been recorded to online services. The upward trend is expected to continue as digital services are further promoted and developed. Uptake of council tax e-billing is now 9.3% against a target of 7.2%. What’s Next? Work continues to identify opportunities to increase the number of online services available even further and all will be widely promoted. 16 Page 186
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What we want to see: Development of our workforce, including workforce planning taking account of council priorities and requirements, and effective and timely employee relations associated with change management at service and corporate level. To achieve this, we’ve implemented actions to empower and enable the workforce to support develop skills for change; conduct budget related conversations and feedback; and increased Health and Work and Mental Health First Aid training for staff. How can we tell it’s working: Support for the Smarter Working Project is complete with 81% of staff that use ICT now using mobile devices. Connectivity across council facilities have increased and wifi access in schools extended. 17 Page 187
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Risks and opportunities Future risks We expect to need to make savings over the next two years with the ultimate goal of balancing our budget without relying on reserves. However, there is considerable lack of clarity about our future financial position. Our main risks are: • Risks arising from recent higher inflation and increased interest rates, with impact on pay claims and general increases in prices across the board; • Future funding, with Scottish Government finances under pressure and being targeted to specific priorities; • Significant funding at UK and Scottish Government level coming from bid funds, requiring expertise and effort to access and with considerable monitoring requirements; • Demographic pressures and emerging social needs; • Significant difficulties in recruiting staff ; • Moray Integration Joint Board (MIJB) is overcommitted against its budget and we will have to fund our share of any overspend. The long-term impact of the pandemic on MIJB services is as yet unknown; • Our school estate requires significant investment to bring facilities up to the Scottish Government’s recommended ‘B-B’ standard; • Meeting our target of carbon neutral by 2030 will be a financial and technical challenge. • Continuing to find budget savings after a prolonged period of making increasingly challenging savings will be difficult. How we are managing these risks • Financial planning, monitoring and review, including planning in the short to medium and medium to long term; • Working within Moray Economic Partnership to support the local economy; • Developing Community Wealth Building; • Creating teams with expertise in bidding for funds; • Workforce planning; • Reviewing our capital programme for areas of increased risk of slippage and / or costs increase and further developing a mechanism to prioritise our capital spend; • Joint monitoring reviews with MIJB officers and officers and Board members from NHS Grampian; • We are carrying out a comprehensive Learning Estate Review; • We have mapped out a high-level route map to net zero. 18 Page 188
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Opportunities and potential opportunities • The Moray Growth Deal, which is starting to see significant investment in Moray’s economy; • Our Community Wealth Building Strategy also looking to strengthen Moray’s economy; • Our Transformation Strategy, redesigning how we deliver services in today’s world to deliver efficiencies, building on our investment in ICT for flexible working and a range of • Our Learning Estate Review, looking at how we can improve the learning experience by enhancing the environment in which it takes place; • Our Leisure Estate Review, looking to develop a strategic network of good quality leisure facilities across Moray; • Our Climate Change Strategy, looking to become carbon neutral by 2030. What’s next? Indicative budgets for 2025/26 and 2026/27 show the need to make further significant savings in early course. Although our level of funding from Scottish Government will not be confirmed for some months, we expect the need to make savings to continue. 19 Page 189
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£30.4m Invested in Moray during the year – main items summarised below. £2.4m Harbour improvements £1.0m Other economic development £0.5m Flood alleviation and coastal protection £5.2m Vehicles and electric car chargers £4.9m New schools, improvements to existing schools and facilities for early learning and childcare £3.1m Moray Growth Deal £2.9m Waste management facilities and equipment, including a joint project with Aberdeen City and Aberdeenshire councils to build an energy from waste plant. What we invested in: 20 Page 190
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May 2023 m.connect services launch Local Development Plan 2027 engagement begins 33 new council houses accepted in Keith Showcasing our progress Despite the challenges the year brought, we were able to demonstrate the achievements of our colleagues, partners and communities against our corporate plan priorities. April 2023 Rollout of infohub services Dallas Dhu Housing Mix Delivery team appointed Elgin High School extension agreed 21 Page 191
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Moray hosts hydrogen forum June 2023 Mosstodloch Masterplan engagement begins Aberlour Nursery refurbished Aberlour flood protection improvements announced Local Plans Plans registered Poverty related attainment gap reduces 22 Page 192
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New playpark upgrade funding allocated Active travel projects consulted on in Keith and Buckie Dallas Dhu housing mix concepts exhibited Draft Community Wealth Building Strategy agreed Coastal adaptation plans consulted on Coastal community fund support Smarter Working plans approved 23 Page 193
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Sports club accreditation scheme established July 2023 Elgin allotments handed over to community Elgin Town Hall design team tender August 2023 Dufftown housing masterplan drop-in events held MOD Gold Employer recognition awarded Aberlour flooding community events held 24 Page 194
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Findrassie Masterplan consulted on Mannachie playpark design consultation Speyside Challenge returns to the Speyside Way Meet the buyer event hosted successfully September 2023 Increase in education and employment participation in young people Local visitor levy concept supported Housing allocations policy consulted on 25 Page 195
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2024/25 budget engagement launched Council reaffirms commitment to tenants Plans for new secondary schools in Forres and Buckie progress Engagement on Forres school estate launched October 2023 50 years of Community Councils celebrated Moray is top of Scotland’s recycling performance charts Conservation area consultation opens 26 Page 196
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£1.5m allocated to town centre regeneration 2024/25 budget proposals announced November 2023 Elgin Town Hall design team appointed Levelling up bid success for Moray Future of leisure and libraries consulted on Moray outperforms on key housing indicators 27 Page 197
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Tenant participation feedback requested UK Shared Prosperity Fund grant scheme opens Town centre opinion survey launched December 2023 Climate change grant scheme opens for young people South Street vision comes to life Budget consultation feedback published 28 Page 198
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Energy from Waste facility fully operational Former MoD homes become council houses Government praise for Moray planning performance Keith Green Energy Framework approved Countryside protections from development agreed January 2024 Dallas Dhu housing includes student accommodation 29 Page 199
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Petitions process simplified for young people Capital spend of £50m agreed Coastal erosion funding bid successful New electric charging tariff comes into operation 100% additional council tax premium on second homes to be introduced February 2023 Coastal protection works approved for Kingston £18m to be invested in affordable housing 30 Page 200
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Housing allocations policy updated t Simplified rent setting policy approved Chief Executive retiring Grant Lodge design team tender launched Buckie ASG consultation launched Improvement in curriculum for excellence levels ASN services review progresses Playpark upgrades on track 31 Page 201
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Cross party budget set Council tax frozen New corporate plan adopted Engagement for m.connect phase 2 begins March 2024 UK Shared Prosperity Fund grants awarded Interim Chief Executive announced Forres Academy site consultation launched 32 Page 202
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Best Value Report 2024 published 33 Page 203
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REPORT TO: MORAY COUNCIL ON 26 JUNE 2024 SUBJECT: CORPORATE PLAN – PROGRESS UPDATE 2023-24 BY: DEPUTE CHIEF EXECUTIVE (EDUCATION COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform Committee of progress made during 2023-24 on this, the final year of the 2019-24 Corporate Plan. 1.2 This report is submitted to Committee 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. RECOMMENDATION It is recommended that the Council considers and notes progress made during 2023-24 on the Corporate Plan 2019-24. 3. BACKGROUND 3.1 The Corporate Plan is an important document that is intended to provide clarity and direction on the Council’s priorities, values and plans for the future. Its publication assists in communicating these to the public, the workforce and partners. 3.2 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 plans and the Council’s own plans and priorities so that these can be cascaded into actions and delivery within service plans. 3.3 While the Corporate Plan provides focus, it is not intended to encompass each and every Council service that contributes directly or indirectly to the priorities or indeed those aspects of services which are less of a priority. Item 14 Page 207
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3.4 The Corporate Plan 2019-2024 and Delivery Framework were approved by the Council on 3 March 2020 (para 6 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. • Our People: Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination • Our Place: Empower and support communities to build capacity • Our Future: Drive economic development to create a vibrant economy for the future • Sustainable: Work towards a financially stable council that provides valued services to our 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. Any work outstanding is either incorporated within refreshed actions or completed at a departmental level. 3.5 Progress against actions incorporated within Service Plans are monitored and reported through service committees, as described in the Council’s Performance Management Framework. 3.6 Delivery of the Corporate Plan 2019-24 has been presented in annual progress updates over the last three years, links are provided as background papers. 3.7 This report brings together reporting on all Corporate Plan actions during the reporting period across three levels; • A high level overview of progress against actions and key performance indicators (para 3.9 below) with supporting narrative in (para 3.10 below). • More detailed analysis in Appendix 1. This identifies key performance indicators for each Corporate Plan action with a RAG table and donut chart giving a snapshot of progress of underlying actions and performance indicators. Overall RAG assessments of actions and key indicators, albeit subjective are based upon an appraisal of the cumulative impact of individual action lines and indicator updates • Backing tables provide the line by line detail for all - Actions - what we said we were going to do (Appendix 2) - Performance Indicators - the evidence of change (Appendix 3) 3.8 The reporting period for this report is from April 2023. Considerations from national and local planning, successes to date, challenges for the future, Moray data and evidence, community engagement and monitoring arrangements have provided context for the new Corporate Plan approved at a meeting of this Committee on 28 February 2024 (para 5 of the Minute refers). Page 208
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3.9 High Level Overview of Actions and Performance Indicators: The following charts and tables provide a streamlined set of data that reflects performance against strategic priorities in the Corporate Plan. Overall activities have completed as planned and in some cases impact is evident in key indicator results but in others the effect will be longer term and it is too soon to see impacts in indicator results. Actions – percentage progress against each priority and overall based on updates to the Council’s performance management software, Pentana. Overall RAG assessments of actions, albeit subjective are based upon an appraisal of the cumulative impact of individual action updates. CORPORATE PLAN PRIORITY - ACTIONS RAG Our People: Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination 90% Our Place: Empower and support communities to build capacity 86% Our Future: Drive economic development to create a vibrant economy for the future 86% Sustainable: Work towards a financially stable council that provides valued services to our communities 90% Overall 89% Performance Indicators – indicative rating based on the latest available key performance indicator results drawn from those included in the Corporate Plan Delivery Framework for each priority and overall. Overall RAG assessments of key indicators, albeit subjective, are based upon an appraisal of the cumulative impact of individual key performance indicator updates. CORPORATE PLAN PRIORITY – KPIs RAG Our People: Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination Our Place: Empower and support communities to build capacity Our Future: Drive economic development to create a vibrant economy for the future Sustainable: Work towards a financially stable council that provides valued services to our communities Overall 3.10 Highlight of Achievements – summarised from action updates and related reports to service committees through the reporting period Our People: Children and Families – Provide opportunities where young people can achieve their potential and be the best they can be throughout their lives with a strong and sustained focus on those individual and groups in our society who experience the most disadvantage and discrimination Page 209
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• Welfare benefits support mapped and promoted across Moray • Financial Inclusion Pathway training completed by Health Visitors and used extensively by Midwifery services • Online Poverty Toolkit distributed amongst Locality Network and training delivered to support its use • Revised Cost of the School Day guidance shared with schools • Child Poverty officer in post focussed on the interface between the Child Poverty Plan and Local Employability Partnership, referral system ensured around 400 young people and 140 parents in receipt of support • Stretch Aims reviewed and monitored within Scottish Attainment Challenge reporting arrangements • Significant activity around data intelligence, tracking and collaboration in Education completed • Baseline assessment of Additional Support Needs (ASN) across Moray well progressed and training programme covering staged intervention and mandatory training created for Education staff • Extensive Learning Estate ASG level options development consultations launched • Increase in the number of foster / kinship carers following marketing campaign • Moray Children’s Services Plan launched in October 2023, incorporating the Promise Plan, Child Poverty Plan and Corporate Parenting Plan Our People: Adults – Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivery through the IJB • On average, around 4,700 hours of planned weekly care was provided • Locally devised Care at Home self-assessment tool highly commended by inspectors • Health and Social Care Moray confirmed as a Getting it Right for Everyone (GIRFE) Pathfinder Project Our Place: Empower and support communities to build capacity • Lossiemouth Community Development Trust assisted with community asset transfer for Station Park and Forres in Bloom supported with asset transfer lease • Mid-term review of Community Learning and Development (CLD) Plan completed and reported • Locality planning groups in New Elgin and Buckie operating effectively; shop front community hub in New Elgin approved and Buckie community lunches continuing to provide opportunities for wider engagement between the community and interest groups / organisations Page 210
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Our Future: Drive economic development to create a vibrant economy of the future • Full Business Case for development and delivery of Housing Mix Delivery Project submitted to Scottish Government policy team. Dallas Dhu and Elgin site on programme • Council operating 67 (13%) EV vehicles within its fleet, slightly short of meeting target at this stage of 15% • Level 2 Bikeability, Bikeability Scotland Instructor Training , All Ability and adapted bike Sessions and Park Smart initiative delivered to a number of schools as planned Sustainability: Create a sustainable council that provides valued services to our communities • Expansion of digital approach developed across several online application processes including Short Term Let, Early Learning Centre and Primary 1 registrations, benefits and direct debits with e-forms introduced for Complaints and Burials. Parental Portal uptake at 83%, an increase from 67% in the previous year 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The Corporate Plan sets out the council contribution towards the 10 Year Plan (Local Outcomes Improvement Plan). (b) 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. (c) Financial implications 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. (d) Risk Implications 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. (e) Staffing Implications None directly arising, however, the realignment of resources as the Council’s business is reviewed may lead to workforce implications in future which will be reported when relevant. Page 211
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(f) Property None. (g) Equalities/Socio Economic Impact The Council’s ongoing commitment to equalities is reflected in the Corporate Plan. (h) Consultations The Corporate Management Team and Senior Management Team have been consulted previously as part of performance reporting processes that inform the content of this report. 5. CONCLUSION 5.1 The Council has made progress against planned work in the four priority areas set out in the 2019-24 Corporate Plan. Strategic Service Plan activity aligned to existing Corporate Plan priorities has ensured focus is maintained in the final year of the Plan. Author of Report: Louise Marshall, Strategy and Performance Manager Background Papers: Corporate Plan – Progress Update 2020-21, Appendix Corporate Plan – Progress Update 2021-22, Appendix Corporate Plan – Progress Update 2022-23, Appendix Ref: Page 212
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APPENDIX 1 Corporate Plan > 2024: Progress Update 2023/24 1. INTRODUCTION 1.1 The Council’s Corporate Plan is the primary statement of what we aim to achieve for the area and the resources that we require to do this. 1.2 Our Plan sets out our vision: A life of opportunity for all where people can thrive in vibrant communities and we work together to enrich our future’. 1.3 It sets out our values: Fair in tackling inequalities and tailoring services; Ambitious - promoting Moray making it better for the most vulnerable; Improving - driving improvement and investing in the future; Responsive - involving and listening to communities. And our priorities: • Our People: Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination • Our Place: Empower and support communities to build capacity • Our Future: Drive economic development to create a vibrant economy for the future • Work towards creating a financially stable council that provides valued services to our communities 1.4 Any continuing activity relating to Covid has been incorporated within Service Plans. 1.5 Service Plan updates, reported to Service Committees, have been used to provide the progress updates which in some cases relate to longer term due dates. 1.6 Assessment of RAG status in tables is subjective, albeit based upon an appraisal of the cumulative impact of individual action lines and indicator updates. 1.7 Backing tables provide the line-by-line detail for all - Actions - what we said we were going to do (Appendix 2) Performance Indicators - the evidence of change (Appendix 3) Item 14 Page 213
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2. PROGRESS PRIORITY 1: Our People: Children and Families – Provide opportunities where young people can achieve their potential and be the best they can be throughout their lives with a strong and sustained focus on those individual and groups in our society who experience the most disadvantage and discrimination Our People: Adults – Optimise outcomes for adults and older people by enhancing choice and control in the context of home first approach Children & Families Target Benchmarking Comparator Averages 2023/24 2022/23 2021/22 Short term trend Percentage of leavers achieving 1+ awards at SCQF level 4 or above 96.1% 96.1% Virtual March 2025 96.2% 97.7% Proportion of pupils entering positive destinations 95.6% 95.3% Family Group March 2025 95.1% 96.2% Percentage of Looked After Children cared for in a community setting 82.5% 84.8% Family Group 82% 82% 81.5% Percentage of Looked after leavers achieving 1+ awards at SCQF level 4 or above 77% 88.3% Virtual March 2025 75% 81.8% Child Protection – Rate of registration (per 1,000 0-15 population) 2.7 2.15 Family Group 4.5 1.5 2.3 Adults Target Benchmarking Comparator Averages 2023/24 2022/23 2021/22 Short term trend Percentage of adults able to look after their health very well or quite well 91% 91% National 92% N/A 93% Emergency admission rate (per 100,000 population) 11,636 N/A July 2024 8,255 (2022) 9,241 Percentage of adults supported at home who agreed they felt safe 80% 66% National 60% N/A 72% Corporate Plan Priority – progress against actions RAG Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 94% Children and Families – Improve health and well- being for people of Moray 95% Adults – Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IHB 71% Overall 90% 1 1 2 7 0 OUR PEOPLE PI'S Above Target Within Target Below Target Data Only Data not available 38 Page 214
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PRIORITY 2: Our Place: Empower and support communities to build capacity Target Benchmarking Comparator Averages 2023/24 2022/23 2021/22 Short term trend Number of Community Asset Transfers completed (cumulative) 8 N/A 5 5 3 Percentage of Participatory Budgeting (PB) expenditure achieved 100% N/A 27% 23.99% 2.8% Number of new Community Action Plans in place 3 N/A 3 3 1 Corporate Plan Priority – progress against actions RAG Empower communities to build capacity by becoming more informed, involved and influential in service delivery 75% Improve our understanding of the issues in our communities based on the experience of local people 92% Overall 86% 1 02 00 OUR PLACE PI'S Above Target Within Target Below Target Data Only Data not available 3 Page 215
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PRIORITY 3: Our Future: Drive economic development to create a vibrant economy of the future Target Benchmarking Comparator Averages 2023/24 2022/23 2021/22 Short term trend Economic impact of tourism, in Moray Increase N/A N/A £147.99m £103.71m Proportion of 16-29 year old in Moray population (NRS mid- year) Increase N/A 14.4% (Mid- 2022) 15.3% (Mid-2021) 15.3% (Mid-2020) Proportion of people earning less than living wage (ASHE) Reduce 10.1% National 14.6% 13.8% 19.5% Median gross weekly earnings (excluding overtime) (ONS – ASHE Full-time by place of residence 2023 provisional data. Previous result updated from refresh) Increase £681.00 National N/A £603.70 £541.10 Median gross weekly earnings – pay gap (excluding overtime) (ONS – ASHE Full-time by place of residence. Previous result updated from refresh) Improve £31.90* National – provisional result N/A £20.40 Provisional result £142.60 Modern Apprenticeship – achievement rate 76% N/A 84% 71.2% 69.6% * Gender pay Gap in Moray 2022 was 25.6% provisional figure for 2023 shows the gap having reduced to 2.8% with note stating ‘Estimates are considered lower quality’. Moray was a major outlier in 2022 being almost 8% higher than the next nearest result. Corporate Plan Priority – progress against actions RAG Create a step change in the regional economy to enable inclusive economic growth 97% Work to protect and enhance our environment, creating a more resilient and sustainable future 80% Overall 86% 1 1 2 7 0 OUR FUTURE PI'S Above Target Within Target Below Target Data Only 11 Page 216
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PRIORITY 4: Sustainability: Create a sustainable council that provides valued services to our communities Target Benchmarking Comparator Averages 2023/24 2022/23 2021/22 Short term trend Financial Planning: recurring expenditure funded from free general reserves Decrease N/A 5.5% 0.7% 0% Online Services: Percentage of pupils match on parent portal Increase N/A 83% 67% 53% Change Management: Percentage of employees experiencing change stating they were satisfied with the way the change management process was handled Increase N/A N/A N/A 34% 2019/20 Corporate Plan Priority RAG Council’s Financial Strategy 80% Modernisation and Improvement: transformation to achieve 88% Developing Workforce 100% Developing Workforce: transformation and change 100% Overall 90% Page 217
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1 2019-24 Corporate Plan Actions Action Status Cancelled Overdue Unassigned; Check Progress In Progress; Assigned Completed Action linked to Recovery and Renewal 1 CORPORATE PLAN 2019-24 OVERALL PROGRESS Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon CORPORATE PLAN - Overall Progress 31-Mar-2024 89% 1 CORPORATE PLAN 2019-24; A OUR PEOPLE 1 OVERALL PROGRESS - OUR PEOPLE; OVERALL PROGRESS Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon Item 14 Page 219
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2 OUR PEOPLE Overall Progress 31-Mar-2024 90% 1 CORPORATE PLAN 2019-24; B OUR PLACE 1 OVERALL PROGRESS - OUR PLACE; OVERALL PROGRESS Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon OUR PLACE - Overall Progress 31-Mar-2024 86% 1 CORPORATE PLAN 2019-24; C OUR FUTURE 1 OVERALL PROGRESS - OUR FUTURE; OVERALL PROGRESS Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon OUR FUTURE - Overall Progress 31-Mar-2024 86% 1 CORPORATE PLAN 2019-24; D SUSTAINABILITY 1 OVERALL PROGRESS - SUSTAINABILITY; OVERALL PROGRESS Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon SUSTAINABILITY - Overall Progress 31-Mar-2024 90% A OUR PEOPLE 1 OVERALL PROGRESS - OUR PEOPLE Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon Children & Families - Provide opportunities where young people can achieve their potential to be the best they can be 31-Mar-2024 94% Improve health and well-being for people of Moray 31-Mar-2024 95% Page 220
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3 Adults – Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 31-Mar-2024 71% A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.1 The attainment gap between most and least disadvantaged children will reduce Title Due Date Latest Note Progress Status Icon Reducing the impact of poverty (CP) (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 Welfare benefits support have been mapped and promoted across Moray with information distributed to all households by the Fairer Moray Forum Action Group. Training on the Financial Inclusion Pathway was provided to Health Visitors. An Infant Feeding in Crisis Pathway has been developed to allow parents to gain help with formula, breastfeeding support, food insecurity and income maximisation. Midwifery services use the Pathway as part of their routine discussion with prospective parents with referrals made to Baby Bank, Food Bank and Income Maximisation Service and where appropriate they support application to Best Start Maternity Grants and Vouchers. A poverty toolkit guidance for practitioners has been distributed throughout East and West Locality Networks with training delivered demonstrating how to use the online toolkit and highlighted the locality specific support listed. Revised Cost of the School Guidance completed and shared with schools. Improvements have been made in joint working between the Child Poverty Group and Housing Services with actions on energy efficiency and fuel poverty included in the Housing Strategy. The Employability Team recruited to a Child Poverty post that will focus on the interface between the child poverty plan and local employability partnership, referral systems are in place with around 400 young people and 140 parents either in receipt of first time or continuing support. 85% A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.2 Improved attainment at both the Broad General Education and Senior Phase Title Due Date Latest Note Progress Status Icon Finalise Stretch Aims following interrogation and review of key attainment measures from SQA, SCQF and BGE ACEL, initiating revised support and scrutiny framework (2023-24 Educ SP EDU IOFA 2.1) 30-Jun-2023 Stretch aims have been reviewed in line with ongoing data analysis and reporting as covered in Scottish Attainment Challenge Reporting (Triannual Report 1-3). Triannual Report 2 reported to Education, Children’s and Leisure Services Committee in June 2023 highlighting progress and next steps in relation to Stretch Aims and Progress. Revised Framework for Recovery and Accelerating Progress has been received and work is underway in reviewing and streamlining Stretch Aims previously set in line with revised guidance. Recent meeting with Education Scotland in relation to this for support/challenge around Stretch Aims. School visit programme continues to inform progress along with wider data analysis (e.g. ACEL 2023 census overview). 100% Page 221
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4 Implement iMpact Moray Strategy across our system in collaboration with Education Scotland, Insight, SQA and SCQF improving outcomes for all (2023-24 Educ SP EDU IOFA 2.2) 30-Jun-2023 Year one of iMpact Moray strategy complete with range of priorities progressed to milestone completion including curriculum, SCQF ambassadors, SQA developments, Curriculum Innovation and collaboration (resulting in Moray Improvement Groups and Curriculum Strategy group moving forwards), enhanced partnership links. Subject group networks re- established and renewed focus on assessment and moderation in the BGE supported by May Inset refocus on moderation. ASG plans developed and reviewing impact and progress. Now ready to review QIF and move to year 2 planning. 100% Further enhance approaches to data tracking, monitoring, interrogation and literacy across our system (2023-24 Educ SP EDU IOFA 2.3) 30-Jun-2023 BGE Progress and Achievement roll-out complete. Working with the ES Attainment Advisor to plan data literacy sessions. Data analysis tool based on other SAC Local Authority good practice under development. Year one actions completed. 100% Through data intelligence, targeted focus on supporting the teaching of Literacy (Writing) and Numeracy in the BGE (2023-24 Educ SP EDU IOFA 2.4) 30-Jun-2023 May inset successfully supported system-wide collaboration, subject/curriculum area and ASG working together. Increased rigour in moderation and understanding standards, supporting more evidence informed ACEL census data focus. Considerable work undertaken in ASGs on moderation with plans in place for new session. 100% Through data intelligence, task Secondary School Subject Groups with key improvement actions in order to add value to curriculum offer, uptake and attainment (2023-24 Educ SP EDU IOFA 2.5) 30-Jun-2023 Secondary Subject Groups have met (term 4) with new chairpersons and supporting SLT from each secondary school identified. Moray Improvement Group 10 will focus on Subject/Curriculum group structures and processes with draft outline for meetings to be issued along with key focus areas. Positive feedback received across subject groups with key actions identified for session 2023/2024 100% Extend and seek opportunities to continue and enhance partnership working to implement key legislative requirements (2023-24 Educ SP EDU IOFA 2.6) 30-Jun-2023 Partnership working continues, most recently with work across partnership on Annual Participation Measure, initial positive leaver destinations, Moray Improvement Group/Curriculum Strategy planning and membership and wider developments in light of emerging national reform/reviews and actions. Key actions identified for moving forwards, session 2023/2024 100% Rejuvenate system-wide buy-in and contribution to improvement at all levels (2023-24 Educ SP EDU IOFA 2.7) 30-Jun-2023 Through all activities during the session including ADES-ES Collaborative Improvement, Curriculum Innovation, Partnership Working and Inset activities (multi-tier collaboration and moderation activities, subject group meetings), system wide collaboration has been extended, with a wide range of self-evaluation for service improvement gathered. Key actions derived from self-evaluation informing service direction and next steps in relation to collaboration across Moray 100% Review of approach to supporting children & young people with additional support needs (ASN) (2023-24 ER&C SP STRAT ERC 3.2 23-27 Educ SP EDU ASN 1.1, 1.2, 1.7, 1.9, 1.10) 30-Jun-2024 Baseline assessment of need across Moray progressed, new allocation model created and actioned. High level of information shared at Education Strategic Meetings and Briefings and with each ELC and school setting. Review of central ASN team structures complete for MSEBN and MAS teams. Change management in process. Ongoing partnership work with Education Scotland/ADES colleagues to support inclusive practice at Universal level and effective ASN practice at Universal with Support and Targeted levels. ASN focus, activities and training delivered at Education Strategic Meetings and HT Briefings. Core Training 81% Page 222
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5 programme created all contributing to looking outwards to seek good practice and learning. In gathering good practice from across the Moray Education System in meeting additional support needs, moderation data analysed, ASN Funding Model amended and change management plans progressing. Training needs identified and incorporated into core training programme, aligned with NQT professional development programme and agreed in line with the Moray Staged Intervention model. Refresh and development of ASN Handbook ongoing and existing ASN entries updated and uploaded on to Glow. An initial review of ASN training across staged intervention levels and mandatory training and development programme created for all Education staff. Training and development options matched to ‘Universal with Support’ and ‘Targeted’ levels identified and resourced to allow ELC and schools to select training in line with their school improvement journey. Visioning exercises to road map new provision and delivery model progressed with Central ASN team PTs and priorities for future service delivery identified. A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.3 Young people are better prepared for life beyond school and for the workplace Title Due Date Latest Note Progress Status Icon Improvement in employability skills and sustained, positive leaver destinations for all people (CP) (2021-22 SP) 31-Mar-2024 Local Employability Delivery Plan approved and implemented. 100% A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.4 A plan will be developed for an affordable, sustainable Learning Estate Title Due Date Latest Note Progress Status Icon Tackle the affordability and standard of our schools and the buildings they operate from, deal with changing demographics and demands (CP) (2023-24 ERC SP STRAT ERC 3.1 23-27) 31-Mar-2027 Long-term plan with milestone completion dates ranging from May 2022 to December 2027, therefore percentage complete is based on average of last 3 years reporting, action updates reflect progress through 2023-24. Estate Sustainability Crossroads PS - Community engagement completed in Nov 23. Due to resourcing issues in both ERC and Education the action to complete the Options Appraisal on future of school and report to ECLS in Feb 24 will not be met. Unable to provide reset target date until resource issues addressed. 57% Page 223
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6 Design and Construction Review Findrassie Primary School. - Update report supporting further deferment to ECLS on 20 Feb 24. Next review Jan 25. Elgin High School Extension Build - Update report to ELCS 20 Feb 24 - approval to move to next stage of detailed design and engage Hub North Scotland Limited to deliver project. New Project Request (NPR) drafted for approval by Programme Senior Responsible Owner. Target operational date as planned - Aug 26. Future Forres Academy Operational. Hub North have completed RIBA Stage 0-1 design stage – an issued report. Site investigation completed. Currently two site options considered viable (Applegrove/Roysvale and Lochyhill sites). Agreed at Special ECLS (27 Mar) to undertake public engagement on site selection. Survey live and engagement sessions planned late Apr. Update report to full Council on 22 May on engagement outcome and preferred site recommendation. Next steps dependent on site selection although Hub North appointed to complete next stage – Concept Design (May 24-Oct 24). Target operational date now reporting Dec 27 (March date not achievable due to site investigation and selection) – progress to meet Dec 27 as planned. Future Buckie HS Operational. - LEIP3 bid was unsuccessful – due to affordability issues the project completion date now reverted to end 2029 – although RIBA Stage 0-1 work will complete and brief and cost update provided (Mar 24). Planned report to ECLS in May 24 on project options and affordability (Expect delay earliest operational date) Engagement and Consultation ASG Level Options Development. Forres ASG phase 1 stakeholder engagement completed – Phase 2 (Focus Group meeting) completed Feb. Update report to ECLS May 24. Buckie ASG engagement in progress and Elgin engagement planned May-Jun 24. All ASGs due to complete by Jun 2025 as planned Strategy Programme Definition Document (Learning Estate Strategic Plan) - update to be drafted and submitted to Programme Board for Q2 24-25. Update report on Strategic Delivery Programme planned for ECLS 14 May 24 Resource Planning - Updated resourcing plan submitted to Programme Board (Feb 24). Agreed to highlight in Programme Update report to ECLS on 14 May for approval. DAR raised for additional Project Manager for capital projects. Learning Estate Annual Report - to Committee for revised date of 14 May 2024 Learning Estate Asset Management Plan – no formal progression due to resourcing. Plan for 3 year appointment (funding from capital budget) developed with Property and awaiting Programme Board approval. Asset Management Working group is determining medium term asset plan (out to 5years) that will inform the over AMP. Page 224
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7 A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.5 More of our children live with their families and are cared for in strong, safe communities in Moray Title Due Date Latest Note Progress Status Icon Children and young people looked after in kinship and foster care and care at home increases (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 An inspection of Fostering, Adoption and Adult Placements was undertaken in July 2023 resulting in an improved grading of Good. The Fostering Service experienced an increase in the number of foster carers from 34 to 37 (9%) and followed increased activity with the Marketing Plan and a focus placed on recruitment within the Carer Recruitment Campaign. The Fostering Team has developed a new training calendar issued to carers. As at March 2024, 45 (26%) Looked after Children were in Fostering Care, a slightly decreasing year on year trend. The number of kinship households moved from 28 to 30 and the number of kinship placements formalised via a legal order from 38 to 36 during the year, with both placements ending as the young people returned to parental care. As at March 2024, 47 (27%) Looked after Children were in Kinship Care, a slightly increasing year on year trend. A successful bid for funding was secured to support the development of a local maintaining relationships project and an Improvement Officer appointed with the project driven forward by the creation of a new subgroup overseen by the Corporate Parenting Strategic Group and linked to strategic groups. 80% Time taken and number of placements a young person experiences before achieving permanence reduces (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 Permanence and Care Excellence meetings have been restarted and the process has been reviewed alongside the permanence tracking meeting as a linked project to avoid duplication. The Permanence Tracking Meeting and the Placement Oversight Meeting are embedding the ability to track placements. They apply a level of scrutiny which is anticipated to ensure that the number of placements and placement moves are reduced. Ensuring that there is quality assurance process in place to support best practice in this area. 100% Children and young people feel secure and supported in their relationships (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 The Champions Board was refreshed, and continues to thrive and in the last year has been the driving force behind events which have enabled young people to connect with their peers, develop new and valuable skills and be involved in the co-production and decision making of services. Ten young people are active members of the Champions Board attending weekly sessions and have been supported by four multiagency facilitators. The Group has also been supported regularly by seven Corporate Parents from across the Partnership. Moray’s Children’s Services Plan was launched in October 2023 which incorporated the Promise Plan for Moray, Child Poverty Plan and the Corporate Parenting Plan and a new structure to support the priorities of the plan will ensure continued progress. 100% A OUR PEOPLE 1A Children and Families – Provide opportunities where young people can achieve their potential to be the best they can be 1.6 Improve life chances and outcomes for care experienced children and young people Page 225
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8 Title Due Date Latest Note Progress Status Icon Improve the identification and monitoring of care leavers and care experienced young people in the youth and criminal justice systems (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 A monthly report is generated by Business Intelligence which identifies all care experienced young people open to youth justice and criminal justice. This has been in place since February 2021. The information is circulated to the relevant workers within the teams who ensures the young person either has a case management plan that is responsive to their needs and risks (Criminal Justice), or, a Start AV assessment and plan (Youth Justice). These plans will ensure that work is targeting to support young people whilst they are open to the service. On closure any onward referral to relevant agencies will be made. 100% Reduce any over representation of care leavers and care experienced young people in the youth and criminal justice systems (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 There have been 467 referrals into Youth Justice over the last year, with 45 young people actively engaging with the team. These numbers have remained consistent throughout the reporting year. At the time of reporting 8% of open cases within Justice Social Work and Youth Justice are care experienced young people, this related to 31% within Youth Justice and 6% in Justice Social Work. There remains a continued commitment to reducing the number of care experienced young people open to Justice Services and the early identification of individuals so that appropriate supports and early interventions can be offered. It continues to be that young males require the highest level of support in respect of conflicting with the law. The most common offence reported is vandalism with threatening or abusive behaviour next highest. Targeted interventions have been used to address these types of behaviour working with the young people and their care givers. Youth Justice staff have undertaken training relating to criminal exploitation and young people enhancing their knowledge around contextual safeguarding and particular risks faced by young people within the community. Further training was completed in completing risk assessments for young people displaying sexually harmful behaviour ensuring young people are provided with the right care and support alongside addressing concerning behaviours. A working Group has been established to finalise the draft Safer Working Guidance, it is anticipated that Safer Working Procedures will be launched across Health and Social Care in June 2024. 100% A OUR PEOPLE 2A Children and Families – Improve health and well-being for people of Moray 2.1 Improved outcomes for our most vulnerable young people and families Title Due Date Latest Note Progress Status Icon Intervene at the earliest opportunity to minimise the impact of neglect on children and young people (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 In 2023/24, there were 624 Child Protection referrals, a 14% decrease in referrals from the previous year. West and East Teams had an average of 18% child protection cases open across the services with both teams tested with similar staffing challenges putting teams under additional pressure. Solution Orientated Child Protection Planning Meetings (CPPMs) are conducted, and quality assurance process established with a specific criteria assessing if solution orientated processes have been followed. There have been 6 training sessions held with 72 attendees for this theme. As at March 2024, 22% of children registered on the Child Protection Register was because of neglect, 100% Page 226
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9 a decreasing year on year trend. Intervene at the earliest opportunity to minimise the impact of parental substance use on family wellbeing (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 As at March 2024, 13% and 21% of children registered on the Child Protection Register was because of parental alcohol or drug misuse respectively, both results decreasing decreasing year on year. The children services partnership are actively developing a whole system approach to intensive family support for children and young people impacted by drug and alcohol use. A pilot of this project is underway and is a key priority within the children services plan 2023/26. This involves focused work being carried out with families ensure the support of parents to reduce their use and help them to recognise the impact of their use on their children. The Moray Drug and Alcohol partnership continue to work in partnership with the social work department. 100% Intervene at the earliest opportunity to minimise the impact of domestic abuse on children, young people and parents (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 31-Mar-2024 As at March 2024, 33% of children registered on the Child Protection Register was because of domestic abuse, a decreasing year on year trend. In the year to March 2024, there was a decrease of 26 referrals (7%) relating to domestic abuse. The multi-agency roll out of Safe & Together has been ongoing during the year with over 60 staff members attending the four day CORE sessions. In total, 82% of staff members are licensed to use the tool with the remainder scheduled to be trained over summer 2024. Safe and Together training continues, retrospective file audit undertaken to evaluate difference to practice and impact on children and families. Quality assurance on CPPMs looking at evidence of safe and together practices being used and an evaluation report being prepared. There remains little control over the nature of or volume of referrals that come into the department but work continues to ensure that children and young people are protected and supported with the impact of this. The Safe and Together approach is used to assess risk when children are living in environments where gender-based violence is a risk. 100% Take action to ensure the wellbeing of children and young people is improved (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24, 2023-24 CSP Q4 updates) 30-Sep-2024 Mapping of existing mental wellbeing provision continues; Moray Parent Project had 235 referrals, majority through self-referral and delivered 66 workshops; 125 parents utilised session with 90% reporting increased knowledge and confidence to support their child’s wellbeing. Work has been undertaken by School Nursing Temas to improve the use of the Strengths and Difficulties questionnaires as a screening tool for identifying and monitoring mental well being needs. In the last year there has been an increase in the number of care experienced young people referred to and receiving counselling. A social prescribing model has been designed and is being tested with young people in Forres and Lossiemouth. To date 30 young people were referred to the pilot with 17 completing social prescribing and 21 community activity-based goals achieved. Tier 2 services are at capacity with waiting lists of around 6 weeks, counselling referrals increased by 10% and community mental health and wellbeing referrals by 39% while CAMHS referrals dropped by 7%. 80% Page 227
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10 Short-term funded, temporary nature of the contract of the Improvement Officer that supports the Mental Wellbeing Partnership Group and takes the lead on development remains a risk to overall progress in driving improvement. Also, capacity issues in taking forward the early years system change work remains challenging. A OUR PEOPLE 3A Adults - Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.1 People will be able to look after and improve their own health and well-being and live in good health for longer in home environments that support independent living Title Due Date Latest Note Progress Status Icon Enable people to have greater opportunity to remain independent within their communities by working with partners to deliver appropriate housing, adaptations and technology enabled care options (CP) (Analogue to Digital Telecare Transition Report MIJB 30/05/24) 31-Mar-2024 Following the intention to upgrade all existing copper-based analogue phone lines to digital fibre lines across the UK, by December 2025. Digital Office for Scotland was set up to oversee and support local authorities with transition to digital Telecare (A2DT). A hiatus in progressing the transition in Moray was experienced during the pandemic but the project restarted in late 2023, planning is underway to procure a digital Alarm Receiving Centre and replace around 1,200 analogue community alarms. 60% A OUR PEOPLE 3A Adults - Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.2 People are able to live independently at home or in a homely setting in their community Title Due Date Latest Note Progress Status Icon Ensure that people are supported at home or in a homely setting as far as possible (CP) (Extract from Annual Report by Chief Social Work Officer 2023-24 MIJB 30/05/24 / Care at Home Service in Moray MIJB 28/03/24) 31-Mar-2024 Need in the community continues as the age of the population rises with reducing resources across the board. The Care at Home Service provides practical support and personal care to people with an assessed need. As of February 2024, there were 4,752 hours of planned weekly care, a 5% reduction from the same period last year. Internal Care at Home underwent an unannounced inspection in November 2023, the first inspection since 2020, achieving an award grad of very good in four quality indicator categories. In the year to March 2024, 58 new staff have started in the service, leading to the development of a new induction training programme, which has had excellent feedback and is contributing to improving workforce retention. Care at Home devised a self-assessment tool based on the Care Inspectorate framework, highly commended as part of the inspection process which is kept under continual review. The Care at Home Practice Governance Forum was established early in 2023 for internal services to ensure consistency, best practice, staff development, manages risk and supports legislative requirements. Despite the person-centred, outcome focussed approach taken, there are those not yet receiving their assessed package of care. A workshop was held in March 2024 to review the delivery of Care at Home, one of the emerging themes was around better planning for the future to mitigate the rising future demand by upstream working and earlier engagement with 65% Page 228
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11 communities. A OUR PEOPLE 3A Adults - Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.3 People who use health and social care services have positive experiences of those services, and have their dignity respected Title Due Date Latest Note Progress Status Icon Provide choices and control for service users over decisions affecting their care and support (CP) (Extract from Locality Planning Update 2023- 24 MIJB 25/01/24) 31-Mar-2024 All 4 locality plans utilise community engagement and consultation info to inform the setting of priorities and the monitoring of action plans are now embedded within locality-based discussion groups and Operational Management Team meetings. Locality plans are progressing at differing paces, but the model allows the opportunity to facilitate ‘tests of change’ within one locality that can be scaled up to the other localities, promoting a learning and development culture. Health and Social Care Moray was confirmed as a Getting it Right for Everyone (GIRFE) Pathfinder Project in November 2023. Good work in Moray was discussed with Scottish Government colleagues, was well received and acknowledged at a national level. A Locality Planning Update report was submitted to the Moray Integration Joint Board on 25 January 2024 (para 10 of the Minute refers). 60% A OUR PEOPLE 3A Adults - Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.4 Assess and respond to the housing needs of older people in partnership with IJB Title Due Date Latest Note Progress Status Icon Assess and respond to the housing needs of older people in partnership with IJB (CP) (2021-22 Hsg) 31-Mar-2023 Integration Joint Board (IJB) are a valued partner in the development of the Housing Need and Demand Assessment (HNDA). A review of the Council’s sheltered housing is scheduled thereafter to ensure alignment with Health and Social Care Partnership (HSCP) priorities. 100% B OUR PLACE 1 OVERALL PROGRESS - OUR PLACE Title Due Date Latest Note Progress Status Icon Empower communities to build capacity by becoming more informed, involved and influential in service delivery 31-Mar-2024 75% Improve our understanding of the issues in our communities based on the experience of local people 31-Mar-2024 92% B OUR PLACE Page 229
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12 1B Empower communities to build capacity by becoming more informed, involved and influential in service delivery 4.1 Our communities’ ability to address their own needs and aspirations is improved Title Due Date Latest Note Progress Status Icon Supporting groups through the asset transfer process from initial interest to transfer (2023-24 ERC SP STRAT ERC 1.1 23-27) 31-Mar-2025 Capacity building support has continued generally but specifically relating to CAT, with assistance provided to Lossiemouth Community Development Trust for Station Park CAT and to Forres in Bloom around setting up CAT lease. 50% B OUR PLACE 1B Empower communities to build capacity by becoming more informed, involved and influential in service delivery 4.2 Develop and implement Participatory Budgeting Title Due Date Latest Note Progress Status Icon Work with Council Services to deliver PB exercises (2023-24 ERC SP STRAT ERC 1.2 23-27) 31-Mar-2024 PB support positions agreed as budget savings therefore PB is no longer a function of the CSU. Work was done this quarter to close off existing processes. 91K of UK Shared Prosperity Funding was allocated to eight arts projects ----Forres Heritage Trust and Forres Area Community Trust - £20,000 ; Moray Concert Brass - £9,275; The Cabrach Trust - £13,000; Frozen Charlotte Productions - £10,000; Riff Raff Producing CIC - £11,500; forWORDS - The Forres Writing Group - £3,320; Speyside Children's Arts Festival - £7,000; Moray Arts Development Engagement (M:ADE) - £17,020.92. A further grants round has been announced and will be managed directly by services. 100% B OUR PLACE 2B Improve our understanding of the issues in our communities based on the experience of local people 5.1 More of our activities, services and plans are influenced by the communities they serve Title Due Date Latest Note Progress Status Icon The CLD Strategic Partnership monitors the delivery of the Partnership CLD Plan (2023-24 ERC SP STRAT ERC 1.3 23-27) 31-Mar-2025 Following on from a self-evaluation session, using the How Good Is Our Community Learning and Development 4 framework, Monitoring of the Partnership Community Learning and Development (CLD) Plan was completed during the first half of 2023/24 with a mid-term review undertaken by the strategic partnership and reported to ECSLS committee on 19 April 2023 (para 19 of minute refers) and the Community Planning Partnership Board on 17 May 2023 (para 4 of minute refers). 100% B OUR PLACE 2B Improve our understanding of the issues in our communities based on the experience of local people 5.2 We are more successful in developing a shared understanding between the council and communities that helps us to design the future together Title Due Date Latest Note Progress Status Icon Page 230
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13 Locality Planning supported in New Elgin and Buckie (2023-24 ERC SP STRAT ERC 2.1 23-27) 31-Mar-2024 Both groups are operating effectively and achieving outcomes with regular events well attended and sustainable. New Elgin Locality Plan - Better Community Group - The council approved utilising Moray Pathways funding to pilot a shop front community hub in New Elgin – a long-standing need identified by the community. Better Place Group – A consultation has taken place around Improvement Priorities for play parks and recreational spaces with a local resident steering group formed. Better Health Group – The group have been working with Active Schools to develop a programme of street football sessions to be delivered in April 2024. The Strategic Equity Funded project in New Elgin primary school continues to deliver a well-attended weekly youth club. Buckie Locality Plan - Community lunch provision in Buckie served 564 lunches by an average of 15 volunteers during the second half of 2023/24. With people attending from Ark Housing, Coastal connections and Moray Reach Out and stalls including the Learning Event Consultation, these lunches remain a significant tool to meet local need and promote wider engagement. Monitoring Group – 3 meetings of the group took place – with the main business item being the options appraisal for a new Community Hub site. 100% Community Action Plans developed in partnership with anchor organisations in Lossiemouth, Forres and Keith (2023-24 ERC SP STRAT ERC 2.2 23-27) 31-Mar-2025 Forres Community Plan – The Forres Action Plan was being refreshed and has led to a final update to identify which actions have already been progressed or are in the remit of others. This approach had previously been used very successfully in the Lossiemouth Process. The report will be launched in the next quarter. Keith Community Plan -launch was postponed for unavoidable reasons but is being acted on by KSRP. Lossiemouth – Work in Lossiemouth continues – capacity building support has covered issues such as the Station Park CAT, supporting democracy matters event linking to Coastal GP consultation. 66% Develop engagement with the public on the future of council services (2023-24 ERC SP STRAT ERC 2.2 23-27) 31-Mar-2024 CSU staff supported the Sport and Culture Service Manager in facilitating two stakeholder focus groups exploring the modernisation of Sport and Culture services on the back of the recent budget consultations. A stakeholder Reference Group workshop took place in Forres Town Hall to discuss the findings of the ASG Learning Estate survey and to begin to look at potential options as a result of that. Open sessions were held in various locations in the Buckie ASG to launch the consultation proces 100% C OUR FUTURE 1 OVERALL PROGRESS - OUR FUTURE Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon Create a step change in the regional economy to enable inclusive economic growth 31-Mar-2024 97% Page 231
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14 Work to protect and enhance our environment, creating a more resilient and sustainable future 31-Mar-2024 80% C OUR FUTURE 1C Create a step change in the regional economy to enable inclusive economic growth 6.1 Increase economic impact of tourism in Moray & Increase the level of 16-29 years living and working in Moray Title Due Date Latest Note Progress Status Icon We will pursue the Cultural Quarter and other Moray Growth Deal projects led by the council (CP) (2023-24 EGD SP EGD24-4.1a) 31-Mar-2024 Full Business Case for development and delivery of Housing Mix Delivery Project progressing through Government policy teams and awaiting feedback, progress of Dallas Dhu and Elgin site on programme. Final draft of Full Business Case final expected by June 2024, 2 months behind original schedule but not impacting on overall project timescales, design team appointed for Grant Lodge, RIBA stage 2 completed for Town Hall. 90% C OUR FUTURE 1C Create a step change in the regional economy to enable inclusive economic growth 6.2 Better employment, skills and earnings - increase in higher skilled jobs and wage levels Title Due Date Latest Note Progress Status Icon We will progress the Moray skills investment plan and complete review the current plan (2021-22 EGD SP) (CP) 31-Mar-2022 Moray Skills Investment Plan replaced by Local Employability Delivery Plan with all planned actions completed. 100% C OUR FUTURE 1C Create a step change in the regional economy to enable inclusive economic growth 6.3 Reduction in the gender pay gap & Apprenticeships in key sectors are increased Title Due Date Latest Note Progress Status Icon Apprenticeship Strategy produced (2022-23 EGD SP, HR&OD SP HR&OD23-24.Strat 4.4) 31-Aug-2022 Complete. Partnership Apprenticeship Strategy was reported to Community Planning Partnership September 2022. Officers preparing Moray Council Apprenticeship Strategy, albeit development of trainee and apprentice programmes was paused temporarily following decision to prioritise budget work. 100% C OUR FUTURE 2C Work to protect and enhance our environment, creating a more resilient and sustainable future Page 232
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15 7.1 Achievement of targets, indicators and outcomes identified in Climate Change Action Plan Title Due Date Latest Note Progress Status Icon Prepare an investment strategy and make progress to decarbonise the council fleet (2023-24 ECS SP ECS23-24 Section 4a ii) 31-Mar-2024 As of March 2024, the Council has 67 EV vehicles within its fleet. With a total of 520 council vehicles this takes EV provision to 13%, just short of the 15% target. An update on the Zero Emissions Fleet Replacement Strategy, including the options to ensure net zero targets are met, was provided to ED&I on 30 April 2024. This report noted further decarbonisation of the council fleet will continue but is reliant on improved infrastructure provision and recommended a depot review as part of the smarter working project. 90% C OUR FUTURE 2C Work to protect and enhance our environment, creating a more resilient and sustainable future 7.2 Increased provision and use of electric vehicles and plant with supporting infrastructure Title Due Date Latest Note Progress Status Icon Promote & develop active & green travel plans (CP) (2023-24 ECS SP ECS23-24 Section 5g i) 31-Mar-2024 Planned work for 2023/24 is complete. During quarter 4 an additional 7 schools have delivered L2 Bikeability bringing pupil engagement since August 2023 to 630. Further sessions are planned between April and June 2024 with completion rates expected to be higher due to the better weather. Other cycling activities undertaken include 2 x Bikeability Scotland Instructor Training Courses (10 trained) and 1 x Cycle Trainer Course (7 trained). 38 schools delivered All Ability sessions while adapted bike Cycling Sessions were undertaken in 9 schools. Keith Primary completed the Park Smart initiative during March with a due shortly covering the outcomes achieved with plans in place for Bishopmill and Mortlach Primaries for April and May. 19 primary schools are also currently registered and tracking journeys to school through the WOW travel tracker programme. 100% Undertake a pilot participatory budget project to plan and delivery additional cycle parking across Moray (2023-24 ECS SP ECS23-24 Section 5g ii) 31-Mar-2024 Both projects in Buckie and Keith are now complete with cycle parking and repair stations installed. Total cost for both projects confirmed as £33,512. This covered - 1 bright yellow Brightpost for up to 8 bikes, 21 Sheffield stands, 5 bike repair stations and pump and cycle parking signage. 100% Prepare a strategy for public use of On and Off Street (Car Parks) Charging Infrastructure (2023-24 ECS SP ECS23-24 Section 4b) 30-Sep-2023 Work to identify private operators for publicly available charging points through the Pathfinder Project continues. Delays around funding led to Tender documents not being issued in the Autumn as originally planned however publication is expected shortly and a revised completion timescale of December 2024 applied. 50% C OUR FUTURE 2C Work to protect and enhance our environment, creating a more resilient and sustainable future 7.3 Implement surface water infrastructure improvements in vulnerable flood risk areas Title Due Date Latest Note Progress Status Icon Page 233
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16 Develop Surface Water Management Plans (CP) (2023-24 ECS SP ECS23- 24 Section 4c) 31-Mar-2025 Progress with this action has been slow with no further information received regarding funding. Any scheme is unlikely to progress before 2026. 60% D SUSTAINABILITY 1 OVERALL PROGRESS - SUSTAINABILITY Cannot group these rows by Objective Title Due Date Latest Note Progress Status Icon Workforce planning set in context to take account of council priorities and requirements 31-Mar-2024 100% Employee relations aspects of managing change at service and corporate level undertaken effectively and in good time 31-Mar-2024 100% Council's Financial Strategy 31-Mar-2024 80% Modernisation and Improvement: Transformation to Achieve 31-Mar-2024 88% D SUSTAINABILITY 1D Council’s Financial Strategy 8.1 Financial planning set in longer term context & Capital projects have a longer agreed lead-in period so can preparatory work can be done without the risk of being abortive Title Due Date Latest Note Progress Status Icon Further develop the council’s medium to long term financial strategy (CP) (2023-24 Finance SP FIN23-24.Strat4.1) 30-Sept-2023 The medium to long term financial strategy was approved at a special council meeting on 25 October (item 9 of the agenda refers). Following the recent approval of the new Corporate Plan at a meeting of Moray Council on 28 February 2024 (item 4a of the Agenda refers), work is ongoing to ensure the medium to long term financial strategy reflects agreed priorities and incorporates the Transformation Strategy. 80% D SUSTAINABILITY 2D Modernisation and Improvement: Transformation to achieve 9.1 ICT strategy set in context to take account of council priorities and requirements Title Due Date Latest Note Progress Status Icon Page 234
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17 Modernisation and Improvement: Developing digital services–review, develop and implement ICT and Digital Strategy (CP) (2023-24 ICT SP ICT23-24,Strat.4.1a-b)) 31-Mar-2025 Work to expand the digital approach has continued to develop in a number of areas: in starting to review the Short Term Lets application to incorporate renewals and several other enhancements. Parent portal uptake now 83%; up from 81% in Q3. The public-facing Complaints logging form is now live. For Education, an updated form was put live for ELC applications and attracted 1752 submissions. Online P1 registrations in this period came to 1284. For Revenues, work ongoing to develop the online benefits application and progress online direct debits. For Open Spaces, notice of burial e-forms have been developed and is waiting for service approval to go live. For Housing, a new form is being developed to provide tenants with a lookup for their Local Housing Officer. For Payments/Taxation, work is ongoing for public sign up to Direct Debits online. Previous work in Q3 covered m.connect dashboard and self-build registrations. NB: % progress for 2023/24 relates to the delivery of milestone 1. Progress moving services to the Cloud where there is a robust business case, the OD team have taken the decision not to proceed with the project to replace the current LearnPro system but instead to review their requirements and budget. Further discussions held with Verint to look at migration of Lagan application to hosted platform and a technical workshop arranged to develop the potential project scope. It should be noted that the rate of migration of services to the Cloud is very much dependent on the development plans of software vendors. 80% D SUSTAINABILITY 2D Modernisation and Improvement: Transformation to achieve 9.2 Implementation of online services for staff and service users to deliver improved outcomes Title Due Date Latest Note Progress Status Icon Encourage “digital first” interaction with customers where possible (CP) (2023-24 GSP SP GSP 2023-24 DTE 1.1 – 1.4) 31-Mar-2024 Further investigation into potential options and use of Artificial Intelligence has not been progressed due to the complexity and resourcing of any solution. Work to continue in 2024/25 as part of a new action to Increase Digital Solutions. Development of a Benefits / Money Advice e-form is reliant on the pace of progress in conjunction with other IT priorities, work will continue through 2024/25 and it is anticipated that the development will be complete by August 2024. Investigation of options for centralising financial assessments within the Benefits Team has progressed with a scoping exercise, surveying all other Scottish local authorities complete, with discussions and planning continuing with stakeholders. This area of work may move forward as a transformation project. 65% Support Education to increase uptake and usage to make the parents portal the standard solution (2023-24 ICT SP ICT23- 24.Strat.4.1a) 31-Mar-2024 Parent portal uptake now 83%, an increase from 67% recorded in March 2023. 83% Extend the availability of online 31-Mar-2023 Work to improve the Web presence of services is being progressed. Fostering and Adoption and Home 100% Page 235
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18 services available to Children’s Social Work Services and provide improved access to services via the council web site and customer portal (CP) (2022-23 ICT SP) Care pages have been modernised with the service providing new content for the remaining pages which will allow them to be updated. D SUSTAINABILITY 2D Modernisation and Improvement: Transformation to achieve 9.3 Culture change in customer service delivery towards enabling approach for most customers with supported service delivery for those who needed & Single service for first point of contact. Title Due Date Latest Note Progress Status Icon Modernisation and Improvement – Customer Services Redesign of customer contact/face to face (CP) (2022-23 GS&P SP) 31-Dec-2022 HQ Annexe reception area now fully operational and working successfully. Recruitment of the Customer Services change management plan now complete. Staff appointed and those that have started completing their training. 100% Use Forres access point as a model to review customer service provision in other access points (CP) (2022-23 GS&P SP) 31-Dec-2022 Customer Services and Libraries change management plan now delivered. Information Hubs have now been established across all Moray Libraries. Recording of footfall now in place to monitor the enquiries types. 100% D SUSTAINABILITY 3D Developing Workforce 10.1 Workforce planning set in context to take account of council priorities and requirements Title Due Date Latest Note Progress Status Icon Developing the Workforce – Review and develop the council’s workforce strategy and plan (CP) (2022-23 HR SP) 31-Mar-2023 The revised Workforce Strategy and Plan was agreed at Corporate Committee on 25 April 2023. 100% D SUSTAINABILITY 4D Developing Workforce: transformation and change 11.1 Employee relations aspects of managing change at service and corporate level undertaken effectively and in good time Title Due Date Latest Note Progress Status Icon Developing the Workforce:- Transformation and Change (CP) (2023-24 HR&OD SP HR&OD23- 31-Mar-2023 Planned work to review Transform approach to align with workforce implication of change complete with change management policies and guidance revised to accommodate the adoption of the No Compulsory Redundancies principle. Ensuring the workforce are empowered and able to embrace 100% Page 236
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19 24.Strat 4.2, 5.1.1, 5.1.2) changes, Skills for Change workshops have been delivered and employee survey outcomes and actions arising taken forward as recommended. The Health and Work Policy launched to deliver improvements in absence levels and proactively support attendance and wellbeing. Page 237
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2019-24 Corporate Plan Indicators PI Status Alert Warning OK Unknown Data Only Short Term Trends Improving No Change Getting Worse PIs cross referenced to Actions Due Date met In Progress Due Date not met 1. (CP Priority) Our People (Children and Families): Provide opportunities where young people can achieve their potential to be the best they can be 1.1.1 (CP Outcome) The attainment gap between most and least disadvantaged children will reduce Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value EdS099a Local % school leavers with 1 or more qualification at SCQF Level 4 or better 96.1% 97.7% 96.2% March 2025 Not measured for Quarters Moray – 96.2% Virtual comparator – 96.1% Northern Alliance – 96.3% Scotland - 96.5% EdS099b Local % Looked After school leavers with 1 or more qualification at SCQF Level 4 or better Data only 81.8% 75% March 2024 Not measured for Quarters Moray – 75.0% (8 of 12 LAC leavers achieved 1 or more awards @ SCQF Level 4) Virtual comparator – 88.3% Northern Alliance – 76.3% Scotland – 83.9% Item 14 Page 239
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CHN4 Nat(b) % of Pupils gaining 5+ awards at level 5 64% 65% 62% Dec 2024 Not measured for Quarters MORAY - 62% (Ranked 23rd) Scotland - 66% Comparator Local Authorities - Angus - 64% Argyll & Bute - 66% East Lothian - 61% Highland - 64% Midlothian - 61% Scottish Borders - 65% Stirling - 70% CHN12a Nat(b) Overall Average Total Tariff 877 882 830 Dec 2024 Not measured for Quarters Moray - 830 (Rank 27th) Scotland - 915 Comparator Benchmarking Authorities: Angus - 774 Argyll & Bute - 894 East Lothian - 952 Highland - 849 Midlothian - 838 Scottish Borders - 879 Stirling - 1,002 Benchmarking Family Average - 877 1. (CP Priority) Our People (Children and Families): Provide opportunities for people to be the best they can be 1.2.1 (CP Outcome) Improve attainment at both the Broad General Education and Senior Phase Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CHN13a Local Curriculum for Excellence Levels – % of pupils achieving expected level in Literacy P1, P4 & P7 Combined 67% 65.1% 67.9% Dec 2024 Not measured for Quarters Moray – 67.9% (Rank 28th) Scotland – 72.7% Comparator Benchmarking Authorities: Angus - 76.2% Argyll & Bute – 67.7% East Lothian – 66.3% Highland – 64.8% Midlothian – 71.6% Scottish Borders – 62.0% Stirling - 76.4% Benchmarking Family Average – 70.4% Core Stretch Aim indicator (2022-23 Target – 67%) Page 240
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value SSE003 Local Curriculum for Excellence Levels – % of pupils achieving Level 3 in Literacy S3 75% 72% 86% Dec 2024 Not measured for Quarters Moray - 86% Scotland - 88% Comparator Benchmarking Authorities: Angus - 94% Argyll & Bute - 86% East Lothian - 76% Highland - 87% Midlothian - 85% Scottish Borders - 86% Stirling - 92% Core Stretch Aim indicator (2022 -23 Target – 75%) SSE003a Local Curriculum for Excellence Levels – % of pupils achieving Level 4 in Literacy S3 Data only 36.8% 54.3% Dec 2024 Not measured for Quarters Moray – 54.3% Scotland – 56.1% Comparator Benchmarking Authorities: Angus – 76.5% Argyll & Bute – 48.9% East Lothian – 47.4% Highland – 47.7% Midlothian – 48.3% Scottish Borders – 52.2% Stirling – 62.9% CHN13b Local Curriculum for Excellence Levels – % of pupils achieving expect level in Numeracy P1, P4 & P7 Combined 73% 71.8% 75.5% Dec 2024 Not measured for Quarters Moray – 75.5 % (Rank 27th) Scotland – 79.6% Comparator Benchmarking Authorities: Angus - 81.6% Argyll & Bute – 76.4% East Lothian – 73.8% Highland – 72.2% Midlothian - 76. 8% Scottish Borders – 77.0% Stirling - 82.7% Benchmarking Family Average – 77.0% Core Stretch Aim indicator (2022 -23 Target – 73%) SSE004 Local Curriculum for Excellence Levels – % of pupils achieving Level 3 in Numeracy S3 89% 86% 87% Dec 2024 Not measured for Quarters Moray - 87% Scotland - 90% Comparator Benchmarking Authorities: Angus - 91% Argyll & Bute - 86 % East Lothian - 83 % Highland - 89% Midlothian - 91% Page 241
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Scottish Borders - 86% Stirling - 91% Core Stretch Aim indicator (2022 -23 Target – 89%) SSE004a Local Curriculum for Excellence Levels – % of pupils achieving Level 4 in Numeracy S3 Data only 54.9% 58.5% Dec 2024 Not measured for Quarters Moray – 58.5 % Scotland – 63.0% Comparator Benchmarking Authorities: Angus – 57.9% Argyll & Bute – 56.6% East Lothian – 62.1% Highland – 61.2% Midlothian – 62.8% Scottish Borders – 64.0% Stirling – 65.0% 1. (CP Priority) Our People (Children and Families): Provide opportunities for people to be the best they can be 1.3.1 (CP Outcome) Young people are better prepared for life beyond school and for the workplace Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value EdS413.01 Nat(b) Leaver results: % of leavers attaining Level 4 literacy and numeracy Data only 92.1% 89.4% March 2025 Not measured for Quarters Moray – 89.4% Virtual comparator – 87.9% Northern Alliance – 88.3% National result – 89.0% EdS413.01a Local(b) Leaver results: % of leavers attaining Level 4 literacy Data only 95.5% 94.9% March 2025 Not measured for Quarters Moray – 94.9% Virtual comparator – 93.1% Northern Alliance – 93.8% National – 93.9% EdS413.01b Local(b) Leaver results: % of leavers attaining Level 4 numeracy Data only 93.9% 91.0% March 2025 Not measured for Quarters Moray – 91.0% Virtual comparator – 90.2% Northern Alliance – 90.0% National – 90.9% CHN11 Nat(b) Proportion of Pupils entering initial Positive Destinations 95.6% 96.2% 95.1% March 2025 Not measured for Quarters Moray – 95.1% Virtual Comparator – 95.6% Northern Alliance – 95.1% Scotland – 95.7% EdS413.11 Local Leaver results: % of leavers achieving 1+ qualification at SCQF level 5 86.6% 90.1% 86.9% March 2025 Not measured for Quarters Moray – 86.9% Virtual comparator – 86.6% Northern Alliance – 88.7% Scotland – 87.9% Page 242
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value EdS413.12 Local Leaver results: % of leavers achieving 1+ qualification at SCQF level 6 59.9% 60.4% 56.6% March 2024 Not measured for Quarters Moray – 56.6% Virtual comparator – 59.9 % Northern Alliance – 61.7% Scotland – 65.6% 1. (CP Priority) Our People (Children and Families): Provide opportunities for people to be the best they can be 1.4.1 (CP Outcome) A plan will be in place for an affordable, sustainable Learning Estate Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Approach to Strategy approved N/A N/A N/A Not measured for Quarters See CP Action STRATEGIC ERC 3.1 Tackle the affordability and standard of our schools and the buildings they operate from, deal with changing demographics and demands Option appraisal on major investment priorities completed N/A N/A N/A Not measured for Quarters 1. (CP Priority) Our People (Children and Families): Provide opportunities for people to be the best they can be 1.5.1 (CP Outcome) More of our children live with their families and are cared for in strong safe communities in Moray Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CHN8b Nat(b) The Gross Cost of "Children Looked After" in a Community Setting per Child per Week £393 £474 £435 March 2025 Not measured for Quarters Ranked 18/32 Nationally and 6/8 in Comparator Authority Group, where 1st has lowest cost). Ranking change Moray 2012/13 - 2022-23 = -3 (Decline) 2021/22 - 2022/23 = +3 (Improvement) Comparator Benchmarking Authorities 2022/23: Angus - £527 Argyll & Bute - £298 East Lothian - £400 Highland - £359 Page 243
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Midlothian - £536 Scottish Borders - £402 Stirling - £189 Scotland - £422 Family Group Average - £393 CHN9 Nat(b) Balance of Care for looked after children: % of children being cared for in foster/family placements rather than residential accommodation 84.8% 80.6% 75.3% March 2025 Not measured for Quarters Ranked 31/32 nationally and 8/8 in comparator group, where 1st has highest proportion in community based placements rather than residential accommodation) Ranking change Moray 2012/13 - 2022/23 = -3 (Decline) 2021/22 - 2022/23 = -1 (Decline) Comparator Benchmarking Authorities: Angus - 83.8% Argyll & Bute - 85.4% East Lothian - 84.4% Highland - 87.5% Midlothian - 89.4% Scottish Borders - 77.6% Stirling - 94.7% Scotland - 89.2% Family Group Average - 84.8% CSCF101 Local(b) % of Looked After Children cared for in a Community Setting 82.5% 81.5% 82% 82% 82% 81.7% 82% 82% 82% Target set at Median of comparator Authorities: Angus 82.5% Argyll & Bute 81.9% East Lothian 81.6% Highland 83.8% Midlothian 92.4% Scottish Borders 82.0% Stirling 93.8% MEDIAN 82.5% SCOTLAND 89.8% 141/172 LAC009 Local Number of new Moray Council Foster Carer Households recruited during the period Data only 5 0 2 0 0 1 1 0 LAC010 Local Number of Moray Council Foster Carer Households leaving during the reporting period Data only 3 8 0 2 0 0 0 0 Page 244
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1. (CP Priority) Our People (Children and Families): Provide opportunities for people to be the best they can be 1.6.1 (CP Outcome) Improve life chances and outcomes for care experienced children and young people Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CHN8a Nat(b) The Gross Cost of "Children Looked After" in Residential Based Services per Child per Week £3,251 £4,403 £2,989 June 2025 Not measured for Quarters Ranked 9/32 Nationally and 4/8 in Comparator Authority Group, where 1st has lowest cost). Ranking change Moray 2012/13 - 2022-23 = +21 (Improvement) 2021/22 - 2022/23 = +10 (Improvement) Comparator Benchmarking Authorities 2022/23: Angus - £4,407 Argyll & Bute - £1,909 East Lothian - £3,748 Highland - £5,076 Midlothian - £2,199 Scottish Borders - £4,376 Stirling - £1,304 Scotland - £4,804 Family Group Average - £3,251 CSCF102 Local(b) % of Looked After Children cared for in Residential accommodation 17.5% 18% 18.1% 17.4% 18.1% 18.3% 18% 17.5% 17.4% CHN23 Nat(b) % LAC with more than 1 placement in the last year (Aug-July) 18.1% 14.5% 11.8% March 2025 Not measured for Quarters Ranked 6/32 Nationally and 3/8 with comparator group, where 1st has the lowest rate) Ranking Change Moray 2012/13 - 2022/23 = +3 (Improvement) 2021/22 - 2022/23 = +5 (Improvement) Comparator Benchmarking Authorities: Angus – 30.0 Argyll & Bute – 11.1% East Lothian – 13.1% Highland – 26.0% Midlothian – 22.5% Scottish Borders – 21.0% Stirling – 9.1% Page 245
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Scotland - 17.2% Family Group Average 18.1% CSCF104 Local(b) % of Looked After Children in Residential placement out with Moray 6% 6.7% 6.4% 5.8% 6.4% 6.7% 6.2% 6% 5.8% 10/172 LAC014 Local % of care experienced young people in the youth and criminal justice systems 15% 11.26% 10.93% 9.15% 10.4% 9.5% 9.2% 9.5% 8.4% Moray Youth Justice - 14/45 Adult Justice Services - 25/422 39/467 2. (CP Priority) Our People (Children and Families): Improve health and well-being for people of Moray 2.1.1 (CP Outcome) Improved outcomes for our most vulnerable young people and families Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CMS013a Nat(b) Child Protection -Rate of registration (per 1,000 0-15 population) 2.2 2.3 1.4 4.5 1.5 1.7 2.9 4.5 4.5 Ranked 26/32 Nationally and 7/8 with comparator group, where 1st has the lowest rate) Comparator Benchmarking Authorities: Angus – 3.23 Argyll & Bute – 1.68 East Lothian – 2.03 Highland – 2.50 Midlothian – 1.31 Scottish Borders – 2.15 Stirling – 2.37 Scotland - 2.28 Comparator Median - Scottish Borders 2.15 CMS006b Local Number of children and young people with child protection orders (per 1,000 0- 15 population) Data only 0 0 0 0 0 0 0 0 LAC003 Nat(b) Looked After Children Rate/1,000 0-17 population 9.3 9.8 9.6 9.7 9.5 9.2 10.0 10.3 9.7 CMS025a Local Number of children referred to children’s reporter – non-offence (per 1,000 0-17 population) Data only N/A N/A N/A N/A N/A N/A N/A N/A Due to the very small number referred, this indicator is currently not collected 3. (CP Priority) Our People (Adults): Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach Page 246
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delivered through the IJB 3.1.1 (CP Outcome) People will be able to look after and improve their own health and well-being and live in good health for longer in home environments that support independent living Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value NI - 1 NI Percentage of adults able to look after their health very well or quite well 91% 93% N/A May 2024 Not measured for Quarters Scotland 91% 3. (CP Priority) Our People (Adults): Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.2.1 (CP Outcome) People are able to live independently at home or in a homely setting in their community Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value NI - 12 NI Emergency admission rate (per 100,000 population 11,273 9,243 8,273 July 2024 Not measured for Quarters NI - 19 NI Number of days people spend in hospital when they are ready to be discharged (per 1,000 population) 902 755 1,061 980 Not measured for Quarters NI - 13 NI Emergency bed day rate (per 1,000 population) 119,806 87,110 98,741 Not measured for Quarters 3. (CP Priority) Our People (Adults): Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.3.1 (CP Outcome) People who use health and social care services have positive experiences of those services, and have their dignity respected Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value NI - 5 NI % of adults receiving any care or support who rate it as excellent or good 75% 68% N/A May 2024 Not measured for Quarters Scotland – bi-annual 75 p 3. (CP Priority) Our People (Adults): Optimise outcomes for adults and older people by enhancing choice in the context of a home first approach delivered through the IJB 3.4.1 (CP Outcome) More active older people that feel safe in their neighbourhood Page 247
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value NI - 9 NI Percentage of adults supported at home who agreed they felt safe 80% 72% N/A May 2024 Not measured for Quarters Scotland 80%. Indicator not comparable to previous years due to changes in survey wording and methodology. H1.9c Local Over a 5 year programme (from 2018/29) average percentage of completed social housing dwellings which is accessible (cumulative) 30% 31.2% 32.2% Not measured for Quarters 177 of 550 of completed social housing that are accessible New Local Number of adults attending Be Active Life Long Groups Data only 550 N/A 4. (CP Priority) Our Place: Empower communities to build capacity by becoming more informed, involved and influential in service design and delivery 4.1.1 (CP Outcome) Our communities’ ability to address their own needs and aspirations is improved Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ERC002 Local Number of CAT transfers complete 8 3 5 Not measured for Quarters 4. (CP Priority) Our Place: Empower communities to build capacity by becoming more informed, involved and influential in service design and delivery 4.2.1 (CP Outcome) 1% of council budget allocated through PB by April 2021 Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/22 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value FS215 Local Participatory budgeting activity – 1% target 100% 2.8% 23.99% 23.12% 23.99% 25.15% 26% 27% 23.12% % relates to funding allocated rather than actual spend. Allocated spending in Q4 has reduced by £80k to £476,00 due to the Letterfourie/Netherha play park now due to be installed by June 2024. 5. (CP Priority) Our Place: Improve our understanding of the issues in our communities based on the experience of local people 5.1.1 (CP Outcome) More of our activities, services and plans are influenced by the communities they serve Page 248
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Council Engagement Strategy established for 2020/21 and corporate plan engagement complete N/A N/A N/A Not measured for Quarters See CP Action STRATEGIC ERC 2.1 Develop engagement with the public on the future of council services 5. (CP Priority) Our Place: Improve our understanding of the issues in our communities based on the experience of local people 5.2.1 (CP Outcome) We are more successful in developing a shared understanding between the council and communities that helps us to design the future together Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ERC003 Local Number of new Community action plans in place 2 1 3 3 Not measured for Quarters Plans have been produced in Lossiemouth, Keith and Forres. Keith and Forres plans are in place and awaiting official launch. 6. (CP Priority) Our Future: Create a step change in the regional economy to enable inclusive economic growth 6.1.1 (CP Outcome) Increase economic impact of tourism in Moray Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value New Local Economic impact of tourism in Moray Data Only £103.71m £147.99m Not measured for Quarters 6. (CP Priority) Our Future: Create a step change in the regional economy to enable inclusive economic growth 6.1.2 (CP Outcome) Increase the level of 16-29 years living and working in Moray Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ENVDV500 Nat(b) Proportion of 16-29 year olds within Moray Population (NRS Mid-Year) Data only 15.3% 14.4% Not measured for Quarters Using the NRS 2022 mid-year population estimate. Page 249
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6. (CP Priority) Our Future: Create a step change in the regional economy to enable inclusive economic growth 6.2.1 (CP Outcome) Better employment, skills and earnings – increase in higher skilled jobs and wage levels Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ENVDV501 Nat(b) Proportion of people in Moray earning less than the living wage Data only 19.5% 13.8% 14.6% Not measured for Quarters ENVDV502 Nat(b) Moray median gross weekly earnings (excluding overtime) Data only £541.10 £603.70 Not measured for Quarters (ONS – ASHE Full-time by place of residence 2023 provisional data. Previous result updated from refresh) 6. (CP Priority) Our Future: Create a step change in the regional economy to enable inclusive economic growth 6.3.1 (CP Outcome) Reduction in gender pay gap Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ENVDV503 Nat(b) Median gross weekly earnings - Pay Gap Data only £142,60 N/A Not measured for Quarters 2022/23 Provisional results unreliable (ONS – ASHE Full-time by place of residence. Previous result updated from refresh) 6. (CP Priority) Our Future: Create a step change in the regional economy to enable inclusive economic growth 6.3.2 (CP Outcome) Apprenticeships in key sectors are increased Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value ENVDV504a Nat(b) Modern Apprenticeship – Moray starts 16-19 years olds 195 128 144 May 2024 Not measured for Quarters The number of Modern Apprenticeship starts in Moray has continued on an upward trend post-pandemic. However, the number of starts in Moray remains below the 427 who commenced a Modern Apprenticeship during 2018/19. This is reflected nationally, where apprenticeship numbers remain down on pre-pandemic levels. Changes in national funding ENVDV504b Nat(b) Modern Apprenticeship – Moray starts 20-24 years olds 116 72 71 May 2024 Not measured for Quarters ENVDV504c Nat(b) Modern Apprenticeship – Moray starts 25+ years olds 117 166 165 May 2024 Not measured for Quarters ENVDV505 Nat(b) Modern Apprenticeship – Moray achievement rate 76% 69.6% 71.2% May 2024 Not measured for Quarters Page 250
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value programme may be responsible for driving the rate of increase in apprenticeship starts among the 25+ age group. The Moray Employer Recruitment Incentive (MERI) assists people who find it harder to get a job providing employers with grants of up to £8,000. While the Scottish Government Apprenticeship Employer Grant, launched in December 2020, provided £5,000 for employers taking on or upskilling a 16 to 24-year through an apprenticeship, and £3,500 for employers taking on or upskilling an individual aged 25 and over through an apprenticeship. Overall modern apprenticeships in key sectors delivered by Moray College have increase by 38% Data only N/A N/A N/A Not measured for Quarters To be defined 7. (CP Priority) Our Future: Work to protect and enhance our environment, creating a more resilient and sustainable future 7.1.1 (CP Outcome) Achievement of targets, indicators and outcomes identified in Climate Change Action Plan Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Carbon Neutral by 2030 Data only N/A N/A N/A Not measured for Quarters To be defined 8. (CP Priority) Creating a Sustainable Council: Council’s Financial Strategy 8.1.1 (CP Outcome) Financial planning set in longer term context Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Financial Strategy approved by Council N/A N/A N/A Not measured for Quarters See CP Action FIN20-22.Strat-4.1 Further develop the council’s medium to long term financial strategy – Page 251
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value approved by Council 3 March 2021 and updated 19 January 2022 8. (CP Priority) Creating a Sustainable Council: Council’s Financial Strategy 8.1.2 (CP Outcome) Capital projects have a longer agreed lead-in period so preparatory work can be done without the risk of being abortive Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Balanced budget for each of three years with a sustainable budget at the end of the three year period N/A N/A N/A Not measured for Quarters See CP Action FIN20-22.Strat-4.1 Further develop the council’s medium to long term financial strategy 9. (CP Priority) Creating a Sustainable Council: Improvement and Modernisation – programme of transformation projects that will contribute to a financially stable council for the future 9.1.1 (CP Outcome) ICT strategy set in context to take account of council priorities and requirements Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Reviewed ICT strategy approved N/A N/A N/A Not measured for Quarters See CP Action ICT20-22.Strat-4.1 Modernisation and Improvement: Developing digital services–review, develop and implement ICT and Digital Strategy 9. (CP Priority) Creating a Sustainable Council: Improvement and Modernisation – programme of transformation projects that will contribute to a financially stable council for the future 9.2.1 (CP Outcome) Implementation of online services for staff and service users to deliver improved outcomes Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Demonstrate an increased use of online services for parents N/A N/A N/A Not measured for Quarters ICT20-22.Strat-4.2 Extend the availability of online services available to the parents of schoolchildren and Page 252
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Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value provide a single view of their transactions with the council via the customer portal For children’s services demonstrate a channel shift N/A N/A N/A Not measured for Quarters ICT20-22.Strat-4.3 Extend the availability of online services available to Children’s Social Work Services and provide improved access to services via the council web site and customer portal Reduce white mail N/A N/A N/A Not measured for Quarters See CP Actions GSP20-22.Strat-4.5b Encourage “digital first” interaction with customers where possible. See CP Actions GSP20-22.Strat-4.5a Modernisation and Improvement – Customer Services Redesign of customer contact/face to face. GSP20-22.Strat-4.5c Use Forres access point as a model to review customer service provision in other access points. Reduce staff travel costs N/A N/A N/A Not measured for Quarters 9. (CP Priority) Creating a Sustainable Council: Improvement and Modernisation – programme of transformation projects that will contribute to a financially stable council for the future 9.2.2 (CP Outcome) Single service for first point of contact Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Achieve the savings identified in the project mandate N/A N/A N/A Not measured for Quarters To be defined 9. (CP Priority) Creating a Sustainable Council: Improvement and Modernisation – programme of transformation projects that will contribute to a financially stable council for the future 9.3.1 (CP Outcome) Culture change in customer service delivery towards enabling approach for most customers with supported service delivery for those who needed Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Status Page 253
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Value Value Value Value Value Value Value Value Trend Arrow Further measures to be detailed when business case is advanced N/A N/A N/A Not measured for Quarters To be defined 10. (CP Priority) Creating a Sustainable Council: Developing the Workforce – Realigning the workforce to meet our future requirements and developing new skills 10.1.1 (CP Outcome) Workforce planning set in context to take account of council priorities and requirements Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value Reviewed workforce strategy approved N/A N/A N/A Not measured for Quarters CP Action HR&OD20-22.Strat-4.1 Developing workforce –review and develop the council’s workforce strategy and plan – Interim Workforce Plan 2020-22 agreed by ECOD November 2020 11. (CP Priority) Creating a Sustainable Council: Developing the Workforce - Transformation and Change 11.1.1 (CP Outcome) Employee relations aspects of managing change at service and corporate level undertaken effectively and in good time Code Cat Short Name Current Target 2021/22 2022/23 2023/24 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Latest Note Short Term Trend Arrow Status Value Value Value Value Value Value Value Value CS006 Local % of employees experiencing change that were satisfied with the way the change management process was handled Data only 34% N/A N/A Not measured for Quarters No employee survey undertaken this year Page 254
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Campbell Campbell Deanston Deanston A Type-MC A Type-MC Kerr Deanston Deanston Fraser Fraser Fraser A Type-MC 201 202 203 204 209- 212 213 215 216 217- 220 221 223 224 225 205- 208 214 222 226 227 228 229 230 231 Kickabout Existing Woodland Campbell Campbell C C C C C C NewAccess Potential Future Access SuDs A Type-MC CS Type A Type-MC Swale 1 2 3 4 5 6 7 8 10 11 12 13/14 15/16 17/18 19/20 21 22 25 26 27 28 38 37 36 31 F Type-MC CS Type E Type B Type 23 24 SuDs CS Type 9 29 30 B Type B Type K Type CS Type 39 Deanston Deanston Deanston Deanston Durness Durness Durness Durness Durness Durness Durness Durness 35 34 33 32 CS Type Deanston Deanston Substation Play Area Activetravel link Drain Cottages 2 Rannes 141.3m 1 Spey View Cottage Braehead 2 Wollburn Kinermony Cottages 1 Rosebank A 95 Sinks APPENDIX I Item 16 Page 255
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