Agenda Document Pack - Corporate Committee - 10/06/2025
Moray Council · 10 June 2025
Back to Corporate Committee — 10 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Corporate Committee Tuesday, 10 June 2025 NOTICE IS HEREBY GIVEN that a Meeting of the Corporate Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 10 June 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 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 of 22 April 2025 7 - 10 5. Written Questions ** 6. Best Value Action Plan Review Report by Depute Chief Executive (Education, Communities and Organisational Development) 11 - 36 7. Corporate Risk Register April 2025 Update Report by Depute Chief Executive (Education, Communities and Organisational Development) 37 - 64 Page 1
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8. Transformation Strategy Development Report by Depute Chief Executive (Education, Communities and Organisational Development) 65 - 84 9. Performance Report (Financial Services) - Period to March 2025 Report by the Depute Chief Executive (Economy, Environment and Finance) 85 - 92 10. Financial Services Service Plan 2025-28 Report by the Depute Chief Executive (Economy, Environment and Finance) 93 - 102 11. Performance Report (Governance Strategy and Performance) - Period to March 2025 Report by Depute Chief Executive (Education, Communities and Organisational Development) 103 - 110 12. Performance Report (HR ICT OD) - Period to March 2025 Report by Depute Chief Executive (Education, Communities and Organisational Development) 111 - 120 13. HR ICT and Organisational Development and Governance Strategy and Performance Service Plans 2025-28 Report by Depute Chief Executive (Education, Communities and Organisational Development) 121 - 146 14. Succession Planning Report by Depute Chief Executive (Education, Communities and Organisational Development) 147 - 178 15. Information Reports - if called in 16. Amendment to Out of Hours Business Case [Para 1 and 6] • 1. Information relating to staffing matters; • 6. Information relating to the financial or business affairs of any particular person(s); Page 2
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Item(s) which the Committee may wish to consider with the Press and Public excluded 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. Information Report - Community Asset Transfers Annual Report Report by the Depute Chief Executive (Economy, Environment and Finance) 179 - 194 Information Report - Community Rental Support Annual Review Report Report by the Depute Chief Executive (Economy, Environment and Finance) 195 - 204 Summary of Corporate Services Committee functions: To regulate, manage and monitor the finances of the Council both capital and revenue; to deal with staffing policies and practices other than for teaching staff; to deal with equal opportunities policies and practices; to deal with procurement policies and priorities; to deal with all matters relating to the Council’s duty to initiate, maintain and facilitate Community Planning; to ensure that the organisation, administrative and management processes of the Council are designed to make the most effective contribution to achieving the Council’s objectives; to provide all central support services; to exercise the functions of the Council in connection with the Registration of Births, Deaths and Marriages; to deal with valuation and electoral registration matters. Page 3
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Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 4
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 5
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MORAY COUNCIL Corporate Committee SEDERUNT Councillor Bridget Mustard (Chair) Councillor Kathleen Robertson (Depute Chair) Councillor Peter Bloomfield (Member) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Amber Dunbar (Member) Councillor Jérémie Fernandes (Member) Councillor Sandy Keith (Member) Councillor Scott Lawrence (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor Derek Ross (Member) Councillor Draeyk van der Horn (Member) Clerk Name: Tracey Sutherland Clerk Telephone: 07971 879268 Clerk Email: committee.services@moray.gov.uk Page 6
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MORAY COUNCIL Minute of Meeting of the Corporate Committee Tuesday, 22 April 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Peter Bloomfield, Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Sandy Keith, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor Draeyk van der Horn IN ATTENDANCE The Chief Executive, Depute Chief Executive (Economy, Environment and Finance), Chief Financial Officer, Head of Governance, Strategy and Performance, Head of HR, ICT and Organisational Development, Acting Principal Trading Standards Officer and the Democratic Services Manager. 1. Chair The meeting was chaired by Councillor Bridget Mustard. 2. Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 and The Councillors' Code of conduct the Council noted that there were no declarations for Group Leaders or Spokesperson in regard to any prior decisions taken on how members will vote on any item on the agenda or any declarations of Member's interests in respect of any item on the agenda. 3. Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for 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 13 Para 1 Information relating to staffing matters 4. Minutes of meeting of 28 January 2025 The minute of the meeting of 28 January 2025 was submitted and approved. 5. Written Questions Item 4. Page 7
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The Committee noted that no written questions had been submitted. 6. Procurement Strategy Annual Review 2024-25 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of the 2024/25 annual review of the Council's Procurement Strategy 2023-2026. Following lengthy consideration the Committee unanimously agreed to: i) note the changes to the Strategy as set out in section 5 of this report; and ii) approve the Procurement Strategy for 2023-2026 as amended following the review. 7. Regulation of Investigatory Powers (Scotland) Act 2000 (RIPSA) Annual Report and Revised Authorisation Policy and Procedure The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking the Committee to note the use made of covert surveillance and the acquisition of communications data by Council employees in the course of their duties over the reporting period and to also seek approval of the Revised RIPSA Authorisation Policy and Procedures. Following consideration the Committee unanimously agreed to: i) note the use of covert surveillance by Council employees in the course of their duties from 1 January to 31 December 2024; ii) note the acquisition of communications data by Council employees in the course of their duties from 1 January to 31 December 2024; and iii) approve the revised RIPSA Authorisation Policy and Procedure at Appendix 1. 8. Workforce Working Group Concluding Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of the progress made by the Workforce Working Group and its recommendations to Committee. Following consideration the Committee unanimously agreed: i) to note the progress made by the Workforce Working Group; and ii) that the remit from Corporate Committee has been discharged and that the Group be brought to a close. 9. Interim Workforce Planning Report Page 8
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The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of the progress made against the production of data and plans to support effective workforce planning across the council. The interim report, as requested by the Short Life Workforce Working Group, is being presented mid-year, ahead of the annual workforce report in August 2025 to ensure that Committee remain sighted on the key issues arising from the data collated. This will enable and support effective decision making and additionally provide assurance of the progress being made. Following consideration, the Committee unanimously agreed to note: i) the main elements of the workforce planning process and progress made; and ii) the main elements of the Equalities and Mainstreaming Report. 10. Employment Policy Framework 2024-2025 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking the Committee to consider and approve the updated on the employment policy framework for 2024-25. Following consideration the Committee unanimously agreed to: i) approve the changes to the Fire Safety Policy. This policy has been updated to enhance its use, application and effectiveness in outlining the responsibilities as regards Fire Safety and to align with best practice; ii) Approve the change to the Politically Restricted Posts policy. This policy has been updated to make more user friendly with regards to language used, adding of hyperlinks which ease navigation, clarified the maintenance arrangements of the Politically Restricted register and clarified arrangements for those standing for election; and iii) Approve the additions to the Maternity Leave Policy, Maternity Leave (Teachers) Policy, Adoption, Surrogacy and Kinship Care Policy and Paternity/Maternity/ Adoption Support Policy to accommodate the day one right to 12 weeks leave and any pay, if eligible, if a child is receiving neonatal care. 11. Health and Safety Annual Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking the Committee to consider and note the annual Health and Safety Report along with progress outlined and approve proposed future actions. Following consideration the Committee unanimously agreed to: i) note the content of the annual health and safety report, as outlined in Appendix 1 and the progress towards the outcomes established in the last report; and Page 9
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ii) approve the proposed future actions. 12. Local Government Benchmarking Framework 2023-24 Results The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) presenting a corporate overview of benchmarking performance data for the period 2023-24. Following consideration, the Committee unanimously agreed to note the Council's performance in terms of a corporate overview of benchmarking results. 13. Future Workforce Report [Para 11] The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking Committee support for the proposed approach for modernising conditions of service and seek approval in principle for further development including preparation for implementation of the first strand. Following lengthy consideration, the Committee unanimously agreed to: i) note the context within which the proposals have been developed; and ii) approve in principle the recommended approach. Page 10
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Report to: Corporate Committee Meeting Date: 10 June 2025 Report by: Depute Chief Executive (Education Communities and Organisational Development Report No: DCE(ECOD)002/25 Author: Denise Whitworth Contact Email: Denise.whitworth@moray.gov.uk Subject: Best Value Action Plan Progress Reporting 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of progress against the actions set out in the Council’s Best Value Action Plan since the last quarterly update on 28 January 2025. 1.2 This report is submitted to Committee in terms of paragraph III B (41) of the Council’s Scheme of Administration, Best Value being a cross-cutting issue that does not fall within the remit of a particular committee. 2. SUMMARY 2.1 This report outlines the progress made against the actions in the Council's Best Value Action Plan since the last update. It highlights the key areas of progress and the actions that require monitoring, emphasizing the importance of continuous improvement in governance and resource management. The report notes that from a total of 64 actions within the Action Plan, 30 are completed, 19 are on target, 14 require monitoring, and 1 has yet to commence. 2.2 Key Highlights include improvements in collaborative leadership and ongoing transformation strategies where there has been significant progress. However, 14 areas are identified for close monitoring, including leadership development, partnership working, and ICT developments, to ensure timely progress. Item 6. Page 11
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3. RECOMMENDATIONS – 3.1 It is recommended that the Committee reviews and notes the progress made against the actions in the Council’s Best Value Action Plan (Appendix 1). Denise Whitworth Depute Chief Executive (Education Communities and Organisational Development) 4. BACKGROUND AND CONTEXT 4.1 Councils in Scotland have a statutory duty to demonstrate Best Value, introduced in the Local Government (Scotland) Act 2003. Statutory Guidance defines Best Value as: Ensuring that there is good governance and effective management of resources, with a focus on continuous improvement, to deliver the best possible outcomes for the public. 4.2 In March 2020 the Scottish Government published refreshed Best Value guidance requiring councils to demonstrate a focus on continuous improvement in performance around seven themes: • Vision and leadership • Governance and accountability • Effective use of resources • Partnerships and collaborative working • Working with communities • Sustainability • Fairness and equality 4.3 The Corporate Committee on 23 April 2024 agreed a new Best Value Action Plan that set outs the Council’s priorities for the next 3 years to enable it to meet its Best Value duty (paragraph 6 of the minute refers). The Plan takes account of and supersedes the consolidated list of improvement actions which bring together recommendations from a number of sources in relation to the Council’s progress in achieving its Best Value duty and the output from the Council-Wide Strategic Self-Assessment of Performance by both Councillors and officers. 4.4 The Committee also agreed that the Best Value Action plan will be monitored on a quarterly basis and Appendix 1 provides the quarterly monitoring of the actions in the Plan for January to March 2025. As well as reporting to Committee, arrangements are in place to ensure that the Corporate Leadership Team has regular oversight of performance monitoring of progress on the actions in the plan to ensure that work is prioritised and early remedial action can be taken if required. 4.5 Progress is on target in implementing the actions in the Best Value Action plan with more of the planned actions being concluded. Overall, there 64 actions in total, of which 30 are black (completed) actions, 19 green (on target), 14 amber (require monitoring), no reds and 1 action that has yet to commence. Key highlights in progress as noted as follows: Page 12
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I. Vision and Leadership: work on collaborative leadership has concluded and the survey results in Appendix 2 to this report evidence improvement in this area. Work continues in this area including joint workshops and events which build relationships and joint working across political groups and with officers and members and ensure a whole council perspective on key issues such as best value and transformation. II. Public communication and engagement: the Council engagement strategy has been implemented in relation to the general budget position as well as decisions of the council on financial planning, including libraries consultation and was reported to the council in February 2025. Relevant progress is reflected in Appendix 1 against the Vision and Leadership, Effective Use of Resources and Working with Communities themes. III. Transformation Strategy work is progressing with the depots project due for reporting and a workshop with members and senior officers in March to inform and influence the next stage of future council transformation. 4.6 The Best Value Action Plan sets out an ambitious programme of work and it is important to maintain pace to ensure that targets are delivered. As indicated in the appendix, while overall progress is positive with 30 actions now completed, there are a small number (14) areas that have been identified for close monitoring: I. Leadership development – action is being taken to progress a short term programme of development and to ensure that individual development needs are identified. A draft strategic position has been prepared and the opportunity is now being taken for the new Chief Executive to provide direction on some of the cultural aspects that need to be part of this work. II. Partnership working – the absence of specific resource has been a barrier to progress. This is an issue across partners and recent discussions have identified some options to provide capacity which is being explored further in anticipation of proposals coming forward in the New Year that will enable this work to come back on track. III. ICT developments – there are a few amber actions relating to the demand for ICT resources. A recent decision by the Council to allocate additional resources will improve this once recruitment to the positions is concluded. Meantime, the service is prioritising work across various requirements to ensure priorities are addressed. 4.7 Many of the actions in the report are coming to a conclusion with a number due for completion over the next few weeks. Some actions are identified for “Carry Forward” where work will not be complete by June 2025 and some have been noted as “Continuing Work” where planned actions have been concluded but the activity will continue as business as usual and be reported in the normal way e.g. community engagement, performance management (including PSIF). Highlights of actions due for this reporting period are noted as follows: Page 13
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Vision and Leadership I. Leadership development – approach for leadership development to be finalised to support the new management structure and plans put in place for the employee engagement programme. Effective Use of Resources II. Transformation strategy – delivery or workshops to inform the next stage of the development of the future council transformation programme. 4.8 There are amendments to three planned target dates proposed within the update as follows: BV 1: Vision and Leadership i) the BV self assessment report is rescheduled from June to September to follow on from the June workshop; and ii) the revised BV action plan will be reported in September (moved from April). Both have been adjusted to take dates away from the busy budget setting calendar commitments BV3: Resources iii) the completion date for capital planning has been changed from 30 June 2025 to March 2026 to take account of the developing approach to capital planning 4.9 Work has begun on the development of a refreshed Best Value Action Plan to continue the Council’s improvement journey, which will be reported for approval in September 2025. This will take account of: i) recommendations from external audit work during 2024/25; ii) remaining actions from the current BV Action plan, taking forward those that are identified in Appendix 1 as “Carry Forward”; iii) the outcome from the workshop held on 3 June 2025 with Councillors and senior officers to undertake a self-assessment against the best value themes. 5. PROPOSALS 5.1 It is proposed that the committee review and note the progress on the Best Value Action Plan in Appendix 1. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) √ Policy and Legal X Financial X Risk X Staffing X Page 14
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Best Value and Transformation √ Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. The Best Value Action Plan supports the Council to deliver the priorities in the corporate plan and supports the council values of Improving: drive improvement; Ambitious: ensure sustainable and efficient services; and Responsive: promote community participation and involvement and involve our communities. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Best Value Action Plan supports the Council to fulfil its statutory duty to demonstrate Best Value, introduced in the Local Government (Scotland) Act 2003. 6.4 Financial There are no specific financial implications, however, the Best Value Action Plan supports the Council in its duty to make best use of resources and there are a number of specific actions that relate to financial management that are moving forward. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments - - - - - - Annually Recurring Costs: Page 15
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Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments - - - - - - 6.5 Risk There are risks associated with not making adequate progress on the actions set out in the Best Value Action Plan. The Council has had feedback from a number of external stakeholders that identified areas for improvement and failure to address these through the planned actions is likely to lead to adverse reporting and implications for the Council. Several of the Best Value themes feature on the Council’s Corporate Risk Register including leadership, financial sustainability and workforce development. Progressing the actions in the Plan will also secure improvements in the management of these risks. 6.6 Staffing There are no specific staffing implications arising from this report. 6.7 Best Value and Transformation The implications are as set out in the report 6.8 Property None. 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact This is covered in the Best Value inspection regime itself and the Council’s duty to deliver best value. 6.11 Climate Change and Biodiversity Impacts None 7. CONSULTATION 7.1 This report has been prepared in consultation with Extended CMT (E/CMT) have contributed to the progress monitoring set out in Appendix 1 and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Corporate Committee report on Best Value Action plan 23 April 2024 (item 5a) 8.2 Corporate Committee report on 27August 2024 Best Value Action Plan (item 11) 8.3 Corporate Committee report on 5 November 2024 Best Value Action Plan (item 8) 8.4 Corporate Committee report on 28 January 2025 Best Value Action Plan (item 7) Page 16
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Appendix 1 Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Completed RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Lead Officer Priority Delivery Date Schedule % Complete BEST VALUE ACTION PLAN Aug-26 GREEN 70% Mar-26 GREEN 82% CEx/Council (CL) 1 Dec-24 AMBER 99% DCE (ECOD) 3 Jun-25 GREEN 82% H HR,ICT & OD 1 Dec-24 AMBER 90% CEx / DCE (ECOD) 2 Mar-26 GREEN 42% DCE (ECOD) 3 Jun-24 Complete 100% Jan-25 GREEN 76% HoGSP 3 Oct-24 Complete 100% Cex 1 Jan-25 AMBER 80% HoGSP E April 24 / 25* AMBER 78% H HR,ICT & OD E Sept 25* AMBER 45% 1. Vision and Leadership 2. Governance and Accountability 1.1 Collaborative Leadership - ensuring members and officers work effectively to secure key 1.2 Community and Partner Engagement on Council priorities 1.3 Leadership Development Action 1.4 Continuous Improvement – implement self-evaluation. 2.1 Effective Scrutiny 1.5 Performance Reporting 2.3 Risk Management 2.4 Digital Resilience Management Summary: Planned engagement and communication activity has been completed and reported as intended with reports to the council in February 2025. The next stage of community engagement work is in development. The outcome of the collaborative leadership survey is being reported in June with the BV update. Other work in this theme continues to progress well. There are revised dates proposed for the BV self-assessment to move away from the budget and year end timing and some work has been scheduled to enable input from the new Chief Executive. Work progressed as planned on collaborative leadership with a survey that was concluded on 14 February and a report is scheduled to Council in May (now corporate committee for June). Community Planning Board considered community engagement at a development session in October and identified opportunities for development to be taken forward in the new year as part of the approach to the LOIP. The proposals for Phase 1 of the corporate management structure have been approved by Council and formal consultation is in progress and now being led by the new Chief Executive who started in March. A programme for the delivery of leadership development will now be finalised and implemented from late August 2025 once the new Team is in place. Implementation of self-evaluation to deliver continuous improvement is progressing with the re-activation of the PSIF process moving forward and planned work with the Improvement Service to support delivery. The Council engagement strategy for financial planning has been implemented with information and engagement activity through October, November and December for reporting to the council to inform and influence financial planning in the new year . All actions within this BV theme are currently on target. Conclusion: The majority of actions in theme BV1 are completed or well progressed and will be concluded by June 2025 as planned. The actions relating to leadership development and performance score cards for services will be carried forward to the next action plan. Continuing work will be required on PSIF to support the council's self-assessment and continuous improvement activity and Community Engagement will also feature as an ongoing area of development. 2.2 Sound Governance Summary: The 6 month review of scrutiny training is not yet due. Under the Risk Management project, the annual review of departmental risk registers that feed wider risks into Corporate Risk Register is complete as is the work on the corporate overview of business continuity and resilience which was reported to committee in April 2024.Work on business continuity is progressing as planned. Work on digital resilience is progressing with the first stage of the Board level desktop exercise completed and preparation for the next phase of workforce training and awareness in the final stages of preparation. Conclusion: Good progress has been made in strengthening governance with considerable improvement on the arrangements relating to financial planning with the MIJB leading to a more sustainable budget position for both MIJB and the Council. Actions relating to business continuity and resilience assessment and planning and cyber resilience will be carried forward. Page 17
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Appendix 1 Aug-26 GREEN 85% CEx / DCE (ECOD) 1 Aug-26 GREEN 64% CEx 2 Sep-24 Complete 100% CEx / DCE (EEF) / CFO 1 Dec-24 GREEN 91% Oct-25 #REF! 32% DCE (EEF / ECOD) 2 Oct-25 #REF! 32% Jun-25 GREEN 55% DCE (EEF / ECOD) 2 Jun-25 GREEN 55% Sep-24 GREEN 60% DCE (EEF) 3 Sep-24 GREEN 60% 3. Effective Use of Resources 4. Partnerships and Collaborative Working 3.3 Financial Management 3.2 Workforce Planning 3.1 Transformation and Sustainable Services Summary: Community engagement is being considered that will advance the use of PB approaches in influencing across the whole of the council's financial planning and plans for transformation. Guide to mainstream PB developed by CSU and circulated to all services. Consideration is being given to the use of online tools and website enhancement to support engagement. Work to review the operation of the Community Engagement Group has been completed and considered by the Group and was considered at the CPB development session in October 2024 where future approaches were identified. These are being taken into account in the proposals being developed for the CPB for the development of locality working. £109,000 via UK shared prosperity fund was allocated via PB to eligible arts, culture and heritage groups (July 24). Progress is being made in mainstreaming PB principles into the council's approach to financial planning. Event scheduled for November 2024 as part of engagement work to encourage community influence was cancelled due to low sign up. Consideration is being given to how best to address this for future. Draft list of current PB type activity circulated to Heads of Service and will be used to guide future activity. Conclusions: The Council has well developed arrangements ion place for communication and engagement that have been followed through in relation to financial planning. The next stage of community engagement will aim to take forward the council's approach to mainstreaming PB to give community impact across its financial planning and services. Summary: A report has been considered on locality planning to embed this further into the work of the CPP based on the outcomes of CPP development sessions. However, there is limited progress in other areas of work on this theme as work is managed by officers alongside their substantive remit with no specific CPP resource. This remains a risk due to managing conflicting priorities. Work with community planning partners is moving forward to develop shared priorities for the LOIP and there is early indicative support to develop a single Moray plan. Locality plans are well developed and ongoing and consideration is now planned of learning across partners and service areas to identify opportunities for learning and greater impact from partners working more closely. There has been limited progress for Nov/Dec due to other priorities, however, work continues on building on the positive work within the partnership in the approach to locality working. Discussions are also taking place between partners on options to dedicate resources to partnership work to enable more focussed action on Partnership Working for Moray in 2025 and it is hoped this will assist in taking forward planned developments. Conclusions: There have been challenges in developing partnership working as while community planning partners have been willing and supportive, constraints on resourcing across all agencies has meant that it has not been possible to allocate specific resources and conflicting priorities have made steady progress challenging. This work is identified for carry forward with the exception of where the single agency work has concluded and the CPP has been unable to resource progress in relation to the development of an approach to locality planning. Summary: The review of the transformation boards has been completed and a single Council Transformation Board is now in place to ensure oversight of the whole Transformation programme of work. Projects continue to progress and the depots full business case is being finalised for reporting. The planned workforce and community engagement/consultation was completed and reported to the Council in February 2025. Community engagement to involve the community and enable influence on the design of the future council transformation is under development. The refresh and refocus of the Transformation Strategy is complete and was approved by the Council in April 2024. Further updates were presented to the Council in August 2024, with further definition of the strategy and including development of new projects and in October and November with a new project agreed by Council on 22/10 and an update to corporate committee on 5/11. Work is also well progressed on developing planned projects which following a member workshop are nearing readiness for reporting and progress continues on active projects. On workforce, the workforce working group has completed its planned work to update workforce strategy and this was reported in August. The 10 year capital plan has been reviewed by officers under the Financial Management project with the cap mechanism agreed in October 2024 and the review having progressed in November/December for reporting in January 2025. The Revised Short to Medium Term Financial Strategy is complete and was reported to Council on 26 June 2024. The medium to long term financial plan was reported to Council on 4 December. Revenue estimated actuals reported in December and corrective action planned. Significant strategic service reviews completed. Further work is underway for the remaining actions and to continue to develop the short to medium term financial position taking account of the budget settlement. Corporate Workforce Strategy and Plan agreed at Corporate Committee on 27 August and is now being implemented as part of normal HR-OD work. Conclusions: The majority of actions planned for completion have been achieved on time. Actions with longer timescales are noted to be carry forward. 4.1 Partnership Working for Moray 5.1 Community Budget Engagement ensuring local communities are more in Participatory 6.1 Sustainable Development 5. Working With Communities 6. Sustainable Development Page 18
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Appendix 1 Summary: Progress has been made in mapping the Council Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. It is planned to bring this forward for wider consultation and involvement on the sustainability statement. April 25: Good progress is being made on delivery of the actions. Dec 2024: The Statement was agreed at committee on 4.11.24. This included a small number of actions for completion by the end of 2025. As the action plan is now agreed, the end date for actions has been adjusted to December 2025 with progress on these ongoing including a report to council on 4.12 and a paper to the next meeting of the Community Planning Board on 3.12.24 on collective action on sustainable development and climate change. Conclusions: The actions in the Sustainable Development theme have been delivered as planned and the final action due for completion in December will be carried forward. Page 19
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Appendix 1 Normal business GREEN 100% HoGSP 2 Normal business GREEN 100% Summary: This workstream is well advanced and the planned actions are complete for: equality and socio-economic duty actions and consideration of these within committee reports; Integrated Impact Assessments were carried out on budget proposals and the views of equality groups were sought where appropriate. The remaining action is for staff training on equalities and the council equalities as an employer and this is underway and on target. Dec 2024: Further refinement of the paper on sponsored eLearning has been carried out and is with DCE prior to going to CMT for final sign off. Conclusions: All actions in the Fairness and Equality theme are complete 7.1 Equalities Action 7. Fairness & Equality Page 20
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Completed RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 82% Schedule Complete AMBER 99% Actions: Lead Schedule Start Date End Date % Complete i Best value relationships project successfully concluded (May 24). JWM Complete 28/03/24 20/08/24 100% ii. Review undertaken to assess the level to which relationships have improved across Members/ snr officers and clarity regarding roles and responsibilities. (Dec 24). JWM Complete 01/08/24 24/12/24 100% iii. Collaborative leadership programme established drawing on best practice (Oct 24). JWM Complete 01/08/24 31/10/24 100% iv. Joint political leadership continues to develop so members work effectively on key decisions including financial sustainability. JWM GREEN 01/08/24 24/12/24 95% Schedule Complete GREEN 82% Actions: Lead Schedule Start Date End Date % Complete I Build Council vision, priorities and values into employee engagement programme work. FG GREEN 01/07/24 30/06/25 90% Hyperlink to documentIssues, Risks, Changes (I/R/C) 1.1 Collaborative Leadership - ensuring members and officers work effectively to secure key decisions Lead: CEx/Council (CL) PRIORITY 1 External consultant completed this phase of work by 31 May 2024 and the findings were reported to Corporate Committee on 27 August 2024. This action is complete and the Report recommendations are being progressed and tracked as part of other actions identified in the BV Action Plan April 2025; Positive progress continues with further progress in collaborative working as evidenced with the decision making processes for the 2025/26 Budget. The collaborative working survey closed on 14 February. It consisted of16 questions answered by all groups and 8 distinct questions for Chief Officers and another eight only answered by Councillors, each group answered 24 questions in total. There were a total of 26 respondents from the previous participants in the external advisor's work (8 Chief Officers, 10 Elected Members Without Special Responsibility and 8 Elected Members With Special Responsibility). The results confirm positive progress.. Dec 2024: In compliance with the previous decisions on the report relating to progress on Collaborative Leadership Development Work considered by the Corporate Committee on 27 August, a further update report on progress was presented by the Interim Chief Executive to Council on 4 December 2024 in lieu of the external consultant returning to conduct a review. Positive progress was reported with more work required and being progressed to embed the relationship changes necessary to enhance the Council's culture. A progress review is planned for December 24. April 2025;The results of the collaborative working survey will be reported to Corporate Committee in June. Dec 2024: A 'pulse' survey will be issued to elected members and chief officers in January to establish a revised baseline in advance of the new Chief Executive starting in post in March 2025. The analysis of the results will be completed in February and subsequently reported to Council. Sessions with groups previously established by the external consultant to be organised for November to ensure progress with Collaborative Leadership development work continues. Dec 2024:The Collaborative Leadership Programme was established with a progress update on delivery provided in a report to Moray Council on 4 December 2024. The Leader & Interim Chief Executive continue to work collaboratively to develop positive working relationships internally and with external partners and local organisations to promote the Council's work. Members' Lounge option agreed. The Leader and Interim Chief Executive continue to work collaboratively and develop positive working relationships with external partners and local organisations to promote the Council's work. Members' Lounge option agreed. Future reports on progress with collaborative leadership will continue to be monitored through regular reporting in the Corporate Best Value Action Plan updates to Council. A corporate management structure review is now scheduled to be progressed by February. Therefore, it is appropriate to align the implementation of the Leadership Dev. Prog. after the structural work and start date of the new Chief Executive. A corp. management structure review is now scheduled for completion by February. Therefore, it is appropriate to align the implementation of the Leadership Dev. Prog. after structure work. Next StepsProgress Update Dec 2024: Further training on Code of Conduct and budget decision making to be scheduled for early 2025 1.2 Community and Partner Engagement on Council priorities PRIORITY 3Lead: DCE (ECOD) Hyperlink to document April 2025; Further Member training was implemented and good joint political leadership working continues to progress positively and needs to be maintained or enhanced wherever possible on an ongoing basis. Therefore progress is marked as 95%. Good progress has been achieved with collaborative working as evidenced by the development of the 2025/26 Budget which resulted in achieving balance without the use of non-earmarked reserves and with foundation work for the 2026/27 Budget progressed. Additional Member training on the Code of Conduct was delivered. Progress Update Next Steps April 2025; TTD analysis completed; awareness of need to embed vision, priorities and values in engagement work going forward and proposal on overall approach developed; suggested programme to be discussed with new CX at end of April and will be taken forward once direction provided. Dec 2024: TTD issued 14/11. Reference to vision, priorities as appropriate in public and staff communications. 05-11-24 Detailed delivery plan developed and agreed at council along with engagement strategy on 25-09-24 Detailed plan being developed with OD and Comms teams to ensure a planned and co-ordinated approach to deliver outcomes required across all areas of the employee engagement programme, public communications and engagement and social media ensuring appropriate alignment and co-ordination of public and workforce messaging. April 2025; agree approach going forward; deliver programme for remainder of year and consider longer term work required around the engagement agenda. Dec 2024: Detailed work on overall approach to employee engagement continuing with proposals for review and updating being developed further. 5-11-24: Information to be issued to provide update and shared understanding on current position to workforce and community. Will include feedback on previous work on vision, values and priorities, response to feedback and action since Summary: Planned engagement and communication activity has been completed and reported as intended with reports to the council in February 2025. The next stage of community engagement work is in development. The outcome of the collaborative leadership survey is being reported in June with the BV update. Other work in this theme continues to progress well. There are revised dates proposed for the BV self-assessment to move away from the budget and year end timing and some work has been scheduled to enable input from the new Chief Executive. Work progressed as planned on collaborative leadership with a survey that was concluded on 14 February and a report is scheduled to Council in May (now corporate committee for June). Community Planning Board considered community engagement at a development session in October and identified opportunities for development to be taken forward in the new year as part of the approach to the LOIP. The proposals for Phase 1 of the corporate management structure have been approved by Council and formal consultation is in progress and now being led by the new Chief Executive who started in March. A programme for the delivery of leadership development will now be finalised and implemented from late August 2025 once the new Team is in place. Implementation of self-evaluation to deliver continuous improvement is progressing with the re-activation of the PSIF process moving forward and planned work with the Improvement Service to support delivery. The Council engagement strategy for financial planning has been implemented with information and engagement activity through October, November and December for reporting to the council to inform and influence financial planning in the new year . All actions within this BV theme are currently on target. Conclusion: The majority of actions in theme BV1 are completed or well progressed and will be concluded by June 2025 as planned. The actions relating to leadership development and performance score cards for services will be carried forward to the next action plan. Continuing work will be required on PSIF to support the council's self-assessment and continuous improvement activity and Community Engagement will also feature as an ongoing area of development. DELIVERY DATE: Dec 24 DELIVERY DATE: Jun 25 1. Vision and Leadership 19 December 2024 Code of Conduct Issues, Risks, Changes (I/R/C) Page 21
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ii. Promote vision and priorities in public communication and engagement and social media. DW/FG GREEN 01/07/24 30/06/25 75% Council report 25/09/24 (item9) - savings plan - engagement strategy appendix Council report 21/01/2025 (Item 5) - savings plan - engagement strategy appendix iii. Working with Community Planning Partners (CPP) to develop shared engagement. DW AMBER 01/07/24 30/06/25 35% CPP feedback report and presentations from development session 24/10 iv. Take forward engagement and consultation on service specific proposals e.g. for libraries and leisure. DW Complete 01/08/24 30/06/25 100% Library Council report (22/10/2024 item 10 *confidential* Teamtalk dialogue and Cex email Survey (lib and general) Public information links v. Establish Community survey/panel, jointly with partners if agreed DW AMBER 01/08/24 30/06/25 10% vi. Staff survey – add questions on priorities. FG Complete 01/08/24 30/06/25 100% Schedule Complete AMBER 90% Actions: Lead Schedule Start Date End Date % Complete Hyperlink to document Resourcing of community planning is an ongoing risk to the work of the CPP partnership which partners are aware of and considering Issues, Risks, Changes (I/R/C) Dec 2024: Approval for updated survey questions required then work taken forward to launch March 2025 Progress Update Next Steps April 2025; Survey launched following detailed comms and engagement work in effort to increase response rate, including development and agreement of joint approach with Trade Unions. Open from 10 March to 4 April. Analysis is underway supported as far as is possible with digital/technical approach. ACTION COMPLETE. Dec 2024: Questions drafted and added to survey due March 25 for approval. 05-11-24 Suggestions for additional questions survey being drafted and survey refreshed for 2025. Adding questions on priorities to employee survey is being picked up as part of the plan referred to in lines 18 and 19 above. 1.3 Leadership Development Action PRIORITY 1Lead: H HR,ICT & OD April 2025; Communication and engagement on budget proposals from December completed with workforce and public. Development of proposals on the next stage of community engagement underway, discussion has taken place at Strategic Leadership Forum for guidance. Workshop held with councillors and senior leadership team on 18/3/25 on future council transformation as first stage of new engagement programme. TTD analysis completed; supporting work to take forward implementation of digital engagement tool. Dec 2024: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: > Teamtalk dialogue to be cascaded (Oct - Nov) > Public information issued (Nov) > Public/staff survey open on general financial planning (Nov/Dec) > Public engagement session planned for Nov was postponed due to low take up and feedback that more specific topics would be of more interest. Plan to re-organise when specific topics are agreed by the council for discussion. > Specific consultation and engagement on libraries proposal took place (Nov) 05-11-24: Council engagement strategy agreed at Council on 25-09-24 to take forward engagement on priorities and financial planning. Delivery plan for strategy also approved and planning in place to begin delivery in October. Workforce engagement plans discussed with trade unions at TU/Officer meeting and JCC (18/09/24) to build on previous experience and develop next engagement in light of that. Teamtalk dialogue approach to be used across workforce with parallel engagement to community work on council priorities and financial planning run in October. Detailed plan being developed with OD and Comms teams to ensure a planned and co-ordinated approach to deliver outcomes required for communication and engagement activity. A summary of planned engagement work has been prepared and is being shared with/CMT for awareness and oversight Bid submitted for investment in online engagement tool. Report back to Council (Jan) Continue development of sourcing online tool (once budget secured) 5-11-24: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: Teamtalk dialogue to be cascaded (Oct - Nov) Public information issued (Oct) Public/staff survey on general financial planning (Oct/Nov) Public engagement session (Nov) Report back to council (Dec/Jan) Continue development of sourcing online tool (once budget secured) April 2025: Council proposal for wider community engagement to be shared at Community Planning Officer Group (CPOG) in May . However, resourcing across the Partnership remains to be resolved which impacts on the work that can be taken forward at strategic level for the CPP. Dec 2024: CPP considered feedback from report outcomes of engagement review work at October development session (24/10) and identified opportunities to develop Further work on locality partnership working to inform future Loip (Mar 2025). It is planned to advance this in the new year. 05-11-24 - the CPP development session on 24/10 will include consideration of the findings from the SCDC work below relating to localities work and the outcome of this will be used to contribute to the self-evaluation that the CPP will be carrying out as part of the national programme being led by the Improvement Services. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Development sessions been held with community planning partners to consider priorities and how can take forward collectively. This will inform engagement Work ongoing to review the role of the Community Engagement Group and define moving forward. Work also taking place through the Scottish Community Development Centre (SCDC) to review and learn from current practice Further work on locality partnership working to inform future Loip (Mar 2025) June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities Report outcomes of engagement review work (Oct/Nov) Further work on locality partnership working to inform future Loip (Mar 2025) DELIVERY DATE: Dec 24 April 2025; the next stage of community engagement is being considered, which includes a citizens panel approach. Discussion will be held with CPP partners on the possibility of this being a partnership approach at CPOG. This action is behind the planned timescales and new target dates need to be considered. Dec 2024: Work is at very early stages to consider options and how these would contribute to the council's engagement strategy. CONTINUING WORK Mar 24 - proposal to be developed April 2025; Consultation on library proposals completed and reported to council in February 2025. Library user groups established and first meetings were held in April. Work underway to establish Leisure user groups which will provide an opportunity for input to the next stage of that review due to report later in 2025. There are no further current service proposals to be taken forward for consultation with communities, therefore, it is proposed to close this action and that the next stage of engagement will be set out in a report to Council and monitored as a new action. Dec 2024: Council approved library proposals for consultation on 22/10. Public and workforce communications were issued per stage 2 of the engagement strategy and a survey issued to facilitate responses. Over 2000 responses were received to the Library survey and these have been analysed and will be reported to the council in the new year. The Council also approved savings on 4 December 2024, however, there are limited specific requirements for public consultation on these. 05-11-24 - Engagement strategy approved on 25/09/24 sets foundation and plan to take this forward for libraries following council decision on 22/10/14 after the 7/11 by election April 2025; establish leisure user groups and take forward leisure review work as part of next stage of engagement later in 2025/26. This will be part of the next stage of engagement and reported as part of the leisure review later in 2025/26. Subject to council decision on 22/10 - library consultation under Stage 2 of the engagement strategy Page 22
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i. Establish leadership development programme to address corporate and individual leadership needs FG AMBER 01/07/24 24/12/24 90% Schedule Complete GREEN 42% Actions: Lead Schedule Start Date End Date % Complete i Re-establish Public Service Improvement Framework (PSIF) as service continuous improvement tool. AMcE GREEN 01/07/24 31/03/26 60% ii. Align other improvement tools to PSIF. AMcE GREEN 01/07/24 31/03/26 80% iii. Put in place measure to address gap. AMcE GREEN 01/07/24 31/03/26 60% iv. Continue corporate BV self-assessment for yearly. DW/AMcE GREEN 01/08/24 31/03/26 30% v. Agree updated BV action plan for continuous improvement. DW/AMcE Not Started 01/08/24 31/03/26 0% vi. Consider and establish service score cards to provide overview to develop and track service improvement corporately. DW/AMcE GREEN 01/08/24 31/03/26 20% Schedule Complete Complete 100% Actions: Lead Schedule Start Date End Date % Complete i. Finalise the performance and delivery framework for the new Corporate Plan. DW Complete 28/03/24 28/06/24 100% Service Plans (ECOD) ECLS 20 June 2024 Item 04 ii. Publish Public Performance Report (PPR). FG Complete 28/03/24 28/06/24 100% Hyperlink to document Hyperlink to documentIssues, Risks, Changes (I/R/C) Corporate Plan Full Council 28 June 2024 Item 4 April 2025; Change - revert to monitoring as part of corporate workforce plan in August 2025. 05-11-2024 Risk of not meeting BV deadline if not agreed at Corporate Committee in January. Issues, Risks, Changes (I/R/C) April 2025; Work completed to compare various improvement tools and reported to ECMT to give assurance of coverage. Survey of services complete. 10 Oct 3mb due to CMT to agree methodology. Dec 2024: no update Progress Update Next Steps change of date change of date April 2025; PSIF being re-activated with a planned programme across services where PSIF is not currently active and there is no other self- evaluation improvement tool in place Survey of services complete. 10 Oct 3mb due to CMT to agree methodology. Dec 2024: no update April 2025; A workshop is scheduled for 3 June 2025 to undertake the annual self-assessment. Preparation is well underway, with consultation with the Chair/Depute of ECLS and work with ECMT ahead of the workshop session. It was decided to plan for a June session to move this work away from the busy budget and financial year end periods and so while not following the planned date, this was moved to enable council business and so the date is shown as amended and the RAG has been set at green. Dec 2024: Plan to undertake 2nd self-assessment in March 2025 Completed Apr 24 Due March 2025 June 2025 - amended date to move from budget time April 2025; This will be taken forward after the recess so that the self-assessment and Audit outcomes can be taken into account. The due date has been changed to take account of this Agreed April 24 Due April 2025 Sept 2025 - amended date Corporate Plan agreed by Full Council on 28/02/24 Service plans agreed in May/June committee cycles PPR agreed at Full Council on 26/06/2024 and published on the Council's website on 28/06/2024. April 2025; Work to develop Pentana ongoing, initial work to present performance overview on landing page for one sample service complete, progress is slow as individual queries to be written. Dec 2024: No Update Confirm whether Pentana work meets Scorecard expectation CARRY FORWARD 1.5 Performance Reporting PRIORITY 3 Progress Update Next Steps Lead: DCE (ECOD) DELIVERY DATE: Mar 26 DELIVERY DATE: Jun 24 April 2025; Draft programme to re-activate PSIF has been agreed by ECMT for services that do not currently use PSIF or an alternative improvement too. The first service (HR, ICT&OD) is being supported by the Improvement Service with council officers attending to learn from the process to support further roll out. Planned programme will be reviewed and refined as experience builds. Dec 2024: Agreed to adopt a 33 question psif l for all services apart from those who have their own regulatory or professional assessment model such as "how good is our school". Further work requested to evaluate which services have suitable alternative continuous improvement models. Survey of services complete. 3mb went to CMT in October to agree methodology. April 2025; PSIF programme being re-activated. HR, ICT&OD to complete in May/June. Planned programme to be reviewed following experience of completing initial services CONTINUING WORK Agree review schedule with services. Incorporate improvements into service plans/team plans/ERDP where appropriate. April 2025;Indicative strategy and Plan agreed at Corporate Committee on 25 January 2025 . Details of interim soft launch being worked on but timing needs careful consideration given the corporate management restructure proposals and taking views of new Chief Executive in to account. Agreed at special full council on 15/4 that leadership development programme will be externally sourced to support the implementation and embedding of the corporate management restructure proposals. Dec 2024: Papers reviewed and further developed following feedback from CMT and ECMT. To progress with implementation of operational aspects within budget and underlying strategy to be considered with new CEx but ready to be reported to Full Council as required. Timescales reviewed to enable reporting to Full Council in 2025. 05-11-2024 Strategy and plan drafted, scheduled for CMT and circulated to ECMT for comments and on agenda for Corporate Committee for January 2025 Work undertaken during early part of 23/24 being reviewed and refreshed taking account of feedback from CMT. Project plan drafted with detailed actions, milestones, allocation of work to ensure adherence to timescales, supporting development of Leadership Development strategy. Focus as a matter of priority on Senior Leadership Development (1st and 2nd Tier) with phased approach planned to ensure that agreed approach filters through 3rd and 4th tier and further. Papers being prepared with a view to reporting to CMT in August and Full Council in Sept/Oct April 2025; work to date and future approach to be discussed with new Chief Executive at end of April in accordance with information outlined in the corporate management restructure. Ensure the themes and approach in the leadership development programme that supports the implementation of the management restructure is reflected in any substantive longer term leadership development programme, CARRY FORWARD Dec 2024: Timescales and phased approach to be considered given work on corporate management review, due to report in February 2025 and the appointment of new, permanent Chief Executive, due to take up post in Spring 2025. 1.4 Continuous Improvement – implement self-evaluation. PRIORITY 2 Page 23
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 76% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete Undertake a 6-month review of the impact of training, AMcE Complete 01/07/24 31/10/24 100% Schedule Complete AMBER 80% Project Titles: Lead Schedule Start Date End Date % Complete i. Review effectiveness of monitoring and scrutiny for Health and Social Care Moray (HSCM) established at Council 24/01/24. JP GREEN 01/08/24 31/01/25 50% Links to recent Council Committee report from the IJB and also briefings from the CSWO Link to most recent Full Council report in 04/12/2024 Item 7) ii. Develop arrangements for additional assurance, in particular on financial management. LP GREEN 01/08/24 31/01/25 80% iii. Ensure effective ongoing partnership and collaborative working arrangements for Council/Moray Integrated Joint Board (MIJB) management/ leadership. JP JWM GREEN 01/08/24 31/01/25 75% 2. Governance and Accountability 2.1 Effective Scrutiny PRIORITY 3Lead: HoGSP Lead: CEx Issues, Risks, Changes (I/R/C) Issues, Risks, Changes (I/R/C) Progress Update Next Steps DELIVERY DATE: Jan 25 Summary: The 6 month review of scrutiny training is not yet due. Under the Risk Management project, the annual review of departmental risk registers that feed wider risks into Corporate Risk Register is complete as is the work on the corporate overview of business continuity and resilience which was reported to committee in April 2024.Work on business continuity is progressing as planned. Work on digital resilience is progressing with the first stage of the Board level desktop exercise completed and preparation for the next phase of workforce training and awareness in the final stages of preparation. Conclusion: Good progress has been made in strengthening governance with considerable improvement on the arrangements relating to financial planning with the MIJB leading to a more sustainable budget position for both MIJB and the Council. Actions relating to business continuity and resilience assessment and planning and cyber resilience will be carried forward. DELIVERY DATE: Oct 24 Progress Update Next Steps Dec 2024: Survey completed in October 2024 identified that members of the committee were generally satisfied with training received, were clear around the role of the committee and recognised the benefits of a rolling training schedule for AS cttee members. Further training on scrutiny tools to be undertaken and survey issued 02 October to members of Audit and Scrutiny to reflect on value of training in relation to their role, determine how well equipped they feel with the role and on any changes to committee remit they think are appropriate. Dec 2024: Training for AS members built into the regular meetings with the Chair. 2.2 Sound Governance PRIORITY 1 April 2025: Dec 2024: Meeting has also taken place between TMC and the Chair and Executive Team from NHS Grampian in relation to financial pressures and plans for 2025/26. Regular meetings are in place with the Chief Executives of TMC and NHS Grampian as partners with the Chief Officer to the MIJB and the Chief Officer is a member of both the Council and NHS Executive Leadership Teams. Regular meetings also in place in relation to the budget and budget setting process with finance teams across TMC and NHSG. The Chief Officer and Senior Management Team meet on a weekly basis with the IJB Chair and Vice Chair and also reports regularly into both TMC and the NHS Grampian Board. April 2025: Dec 2024: As per previous Meetings in place and reporting into Council in relation to statutory delivery as above. . Issue is to ensure positive strategic and operational relationships across the partnership and that there are appropriate forums to discuss risks, pressures and actions required Can share link to September NHS Board meeting on IJB report and also most recent Full Council IJB report from December. April 2025: Dec 2024: Report to full Council on matters relating to the HSCP is ongoing and report now includes the regular Chief Officer report to the IJB in addition to the most recent minutes of the IJB meeting. Work being undertaken to continue to adapt and develop this to reflect services delegated by the Moray Council. HSCM provides a regular report to Full Council in relation to the activities and operational performance of those services delegated by TMC for which they remain statutorily responsible. The report aims to provide information on those services as well as inform TMC on the strategic decisions being made by the MIJB. The effectiveness of this will be considered over the course of the calendar year through ongoing engagement with elected members and the Corporate Management Team. Dec 2024: As above - reporting has been developed to include the Chief Officer's report with intent to develop this further to include key performance information in the first three months of the new year. Regular reporting through Council in place with most recent report discussed at Council on 13/08/24. Ongoing consideration of report formal and inclusion of matters relating to the council's statutory duties. Regular reporting and briefing by the Chief Social Work Officer in this period in relation to current Joint Adult Support and Protection follow up inspection. April 2025: Dec 2024: Regular review meetings with MIJB CFO have now resumed. This included a review of the estimated actual for 24/25. Access to confidential MIJB reports has also been provided to s95 and DCE who are now consultees on key financial reports for MIJB. MIJB oversight of the recovery plan is through the Budget Savings Oversight Group and any issues arising between meetings are fed back to s95 by MIJB CFO Regular review meetings with MIJB CFO. Hyperlink to document Dec 2024: Agreed that updated papers will be provided as far as possible for all joint meetings to support greater scrutiny of ongoing budget monitoring and progress with the Recovery Plan, together with action logs. Meetings to be programmed 8 weekly. Review estimated actual. Hyperlink to document Risks are that there is insufficient awareness of the operational delivery of social care services which are the statutory responsibility of the council as one of the partners to the integration scheme. Risks are (a) dynamic environment with changing patterns of need but a general upwards trajectory from ageing population and increased high costs packages and (b) most recovery plan actions are cost reduction rather than budget savings so methodology for monitoring different from standard practice in council Page 24
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Schedule Complete AMBER 78% Project Titles: Lead Schedule Start Date End Date % Complete i. Risk management is undertaken. AMcE Complete 28/03/24 30/04/24 100% ii. Corporate overview of business continuity and resilience. AMcE Complete 28/03/24 30/04/24 100% iii. Business Continuity Plans to be in place for all critical services. AMcE AMBER 28/03/24 31/03/25 40% iv. *Business impact assessments (resilience) completed for all services. AMcE AMBER 28/03/24 31/03/25 70% Schedule Complete AMBER 45% Project Titles: Lead Schedule Start Date End Date % Complete i Complete implementation of Cyber Resilience Plan. FG AMBER 28/03/24 01/07/26 40% ii Complete Business Continuity Plans/work for corporate and service cyber resilience. FG AMBER 28/03/24 31/12/25 50% Hyperlink to document A summary outline of the challenges to progress has been provided to senior management in a 3 minute briefing report. Risk that volume of work arising through threat exploration and fixing detracts from progress through actions. FG report on capacity to be drafted. Progress Update Next Steps Lead: HoGSP Lack of capacity for service manager and Information Security Officer to properly address. Issues, Risks, Changes (I/R/C) Hyperlink to document The imperative is to match available resources to agreed corporate and service plans that deliver optimum services and secure best value. As this becomes more challenging, decisions on business continuity are applied on a daily basis as scarce resources are assigned to priority need. With limited capacity or resource to invest in business continuity the updating of formal plans is lower priority and this position is unlikely to change in the current financial climate. Issues, Risks, Changes (I/R/C) April 2025: BC plan under review. CARRY FORWARD Dec 2024: Not progressed due to demands previously above. 05-11-24 Work progressing, further information being considered by service. Initial review of previous BC plan begun. April 2025: BC plan to be moved to next stage of review (draft final version). Dec 2024: HoS to progress review of BC plan. 05-11-24 BC plan to be reviewed with first draft to be completed Oct 25, confirm feasible timescale, should progress with additional resource noted above. April 2025: the work carried out in the previous paragraph helps identify the relative risks across services so BC plans can be targeted to higher risk areas. CARRY FORWARD Business Impact Assessments are a precursor to development of business continuity plans and the constraints outlined above apply equally here. Risk Management reviews are identifying business impacts as a consequence of wider challenges all councils are facing, these challenges are difficult to fully mitigate against in a period of rapid change. April 2025: as above As above 2.4 Digital Resilience Management PRIORITY E Progress Update Next Steps DELIVERY DATE: ?Lead: H HR,ICT & OD April 2025: Further phishing exercise undertaken, results being analysed. 3rd training module underway. Resourcing plan drafted. Development of second desktop exercise on cyber incident response begun. CARRY FORWARD Dec 2024: Resourcing option delayed due to time required on other critical demands i.e. Education connectivity issues and cyber threats. 05-11-24 First stage of desktop exercise undertaken at Board level on 03-10-24. Resourcing option to create capacity identified, change management exercise being planned. Progress made on cyber awareness training, arrangements for desktop exercise for CMT-SMT for cyber incident response, deployment of fixes for live threats as notified by CRU/NCSC. April 2025: Resourcing plan to be implemented. Second desktop exercise to be scheduled. Dec 2024: HoS to progress resourcing plan. 05-11-24 Change management plan and delegated authority report to be drafted. Timescales in plan to be reviewed with respect to anticipated implementation of creation of resource.. Timescales in plan to be defined more clearly, resource to be addressed to create capacity required to ensure completion within timeframe. April 2025: 3 minute brief prepared for CMT identified that capacity is an issue for some services to progress business continuity plans. Critical services have been identified and prioritised to focus on areas of higher risk. The brief also identifies that an increased risk appetite may be required. CARRY FORWARD This work continues with services committed to maintaining business continuity while in some cases finding it challenging to create capacity to update formal plans. This particularly where day to day business decisions are essentially focused on continuity, where in house resources are constrained and innovative solutions are required to maintain service delivery. April 2025: continue to progress this work with acceptance of an increased risk appetite. A review is being undertaken of the scope and coverage of plans in the current operating environment. This will ensure those which add most value continue to be prioritised, it being recognised in progressing this work that some services are experiencing unmet need or are meeting that need only through securing external support. The target delivery date for critical services was 31 March 2025, this target may need to be extended and is dependent on service priorities. 2.3 Risk Management PRIORITY E DELIVERY DATE: April 24 / 25* Annual review of departmental risk registers feed wider risks into Corporate Risk Register Moved to quarterly review of Corporate Risk Register. Strategies approved in April 24 Page 25
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 85% Schedule Complete GREEN 64% Project Titles: Lead Schedule Start Date End Date % Complete i. Stage 1: Refresh and refocus - new developing transformation strategy agreed, financial projects, new areas and acceleration / expansion (May 24). DW Complete 28/03/24 30/04/24 100% ii. Stage 2: Further develop and define strategy, specifying projects and savings (Aug 24). DW Complete 28/03/24 30/08/24 100% Council report 13/8/2024 Transformation Strategy (item 6a) iii. Stage 3: Future council programme (normal business). DW GREEN 01/08/24 28/08/26 30% Smarter working phase 2 update report to council 4/12/2024 (item 19) Libraries report council 22/10/2024 (item 10 - confidential) Review of OOH report 22/10/2024 council (Item 12 - confidential) Corp cttee update on 5/11/2024 (item 16) Accts comm overview report iv. Establish corporate oversight to ensure pace, prioritisation, new opportunities, ongoing development and delivery of benefits. DW GREEN 01/08/24 30/01/26 50% v. Build in engagement with communities and staff about the need for change and impact any mitigation of proposed changes. DW GREEN 01/08/24 30/01/26 40% Schedule Complete Summary: The review of the transformation boards has been completed and a single Council Transformation Board is now in place to ensure oversight of the whole Transformation programme of work. Projects continue to progress and the depots full business case is being finalised for reporting. The planned workforce and community engagement/consultation was completed and reported to the Council in February 2025. Community engagement to involve the community and enable influence on the design of the future council transformation is under development. The refresh and refocus of the Transformation Strategy is complete and was approved by the Council in April 2024. Further updates were presented to the Council in August 2024, with further definition of the strategy and including development of new projects and in October and November with a new project agreed by Council on 22/10 and an update to corporate committee on 5/11. Work is also well progressed on developing planned projects which following a member workshop are nearing readiness for reporting and progress continues on active projects. On workforce, the workforce working group has completed its planned work to update workforce strategy and this was reported in August. The 10 year capital plan has been reviewed by officers under the Financial Management project with the cap mechanism agreed in October 2024 and the review having progressed in November/December for reporting in January 2025. The Revised Short to Medium Term Financial Strategy is complete and was reported to Council on 26 June 2024. The medium to long term financial plan was reported to Council on 4 December. Revenue estimated actuals reported in December and corrective action planned. Significant strategic service reviews completed. Further work is underway for the remaining actions and to continue to develop the short to medium term financial position taking account of the budget settlement. Corporate Workforce Strategy and Plan agreed at Corporate Committee on 27 August and is now being implemented as part of normal HR-OD work. Conclusions: The majority of actions planned for completion have been achieved on time. Actions with longer timescales are noted to be carry forward. 3.1 Transformation and Sustainable Services Lead: CEx / DCE (ECOD) PRIORITY 1 Progress Update Next Steps Issues, Risks, Changes (I/R/C) Hyperlink to document April 2025: ECMT continue to take oversight and consider project initiation. Following the review of the transformation boards, the 3 boards have been merged and the Council Transformation Board is now operating as a single portfolio level programme board with oversight of all of the Transformation Strategy work. Work is also planned to revamp and project governance arrangements for consideration by the Board. Regular reporting to Corporate Committee is also giving oversight of the Transformation work to enable review and challenge by members. Carry Forward Dec 2024: ECMT have reviewed and supported new mandates for projects on the replacement of Care First and the use of Pool Cars. Further work is being completed to enable these to move to the next stage and be reported to committee/MIJB as appropriate. Review of the operation of the Transform programme boards has been identified for action early in 2025. 05-11-24 - quarterly reporting to CMT and Corporate committee established to ensure oversight, prioritisation and pace April 2025 - work on revamp of project governance arrangements Feb 2025 Review of Transform Boards Issues, Risks, Changes (I/R/C) Hyperlink to document Transformation Strategy Appendix 1 – Strategy and Projects Appendix 2 – Design Principles Resources will require to be considered to ensure and enable progress. Transformation makes a medium to long term change, risk focus on short term places risk on longer term results Challenge that expectation of high financial return may not be achievable Governance becomes less effective because it is more onerous than can be supported by the current arrangements - review of Boards aims to mitigate this Low engagement, especially on general issues and financial planning. Public fatigue from volume and frequency. Mitigation of improved tools and wider approaches being considered April 2025: Report on depot review; Review of aim, vision and design principles Confirm projects for inclusion in programme: reporting on Leisure, Workforce, Learning Estate, Customer Contact service and Pool cars as part of next iteration of transformation strategy Identify future developments and direction April 2025: Communication and engagement on budget proposals from December completed with workforce and public and was reported to council in February 2025. Early feedback from the employee survey is showing awareness of the need for change. Proposals for the development of the next stage of community engagement on the future of the council and its services to inform transformation plans and financial planning in the medium to long term have been informed by discussion at Strategic Leadership Forum and are under consideration. A Workshop was held with councillors and senior leadership team on 18/3/25 on future council transformation . Carry Forward Dec 2024: Council approved library proposals for consultation on 22/10. Public and workforce communications were issued per stage 2 of the engagement strategy and a survey issued to facilitate responses. Over 200 responses were received to the Library survey and these have been analysed and will be reported to the council in the new year. The Council also approved savings on 4 December 2024, however, there are limited specific requirements for public consultation on these. 05-11-24 - implementation of agreed council financial engagement strategy underway to ensure awareness of the need for change and to ensure influence in proposed changes. Jan 2025 - report to council on feedback from library consultation Feb 2025 - Leisure engagement to follow on from council decision re the future service 3.2 Workforce Planning Lead: Cex PRIORITY 2 3. Effective Use of Resources DELIVERY DATE: Aug 26 DELIVERY DATE: Sept 24 05-11-24: Report to council in August noted progress and new projects for progress. Member workshop on 21-08 used to inform next iteration of programme of work, including direction for leisure, libraries and learning estate. Work continues to develop areas identified and out of hours, learning estate acceleration and workforce terms and conditions projects are all advancing to be reported to the council by January 2025 Projects mandates have been developed for new projects to assess merits and progress continues on active projects. Workshop on 3/7 to explore potential of digital and outcomes being considered for future. Report to Council 13/8 on progress April 2025: The quarterly update report was presented to Corporate Committee on 28 January 2025. Projects are progressing well and the depot review is ready to report the full business case. Libraries future service model was agreed by the Council on 19 February 2025 and work is underway with user groups on future opening hours. A workshop was held on 18/3 with councillors and senior officers to give direction for the future council transformation and future community engagement work is under development Carry Forward Dec 2024: Further work has been completed to confirm projects for inclusion in programme and continue the development of existing projects with update for Smarter Working Phase 2 reported to council on 4/12 and the Out of Hours project approved at Corporate Committee on 22/10 and the r Libraries, Learning Centres and Heritage service redesign approved for consultation on 22/10 05-11-24 - work is continuing to develop and define projects and to ensure projects ae specified to clarify the savings that can be expected. A number of projects are nearing reporting stage and will be included in the update scheduled for January 2025. The new Transformation Strategy and programme of projects was agreed by the Council on 24 April 2024. This included a refresh of the strategy and refocus on projects to ensure that they were aligned. New projects and opportunities were also identified for development. Page 26
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Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete Workforce Working Group established DW Complete 28/03/24 27/09/24 100% I. Improve use of workforce data in ensuring effective workforce planning. FG Complete 28/03/24 27/09/24 100% ii. Update Workforce Plan to reflect new models of service delivery and ways of working, including how the Council is: • Identifying and addressing skills gaps, at operational and leadership levels. • Making best use of existing workforce by collaborating with partners to overcome recruitment challenges. FG Complete 28/03/24 27/09/24 100% iii. Develop actions to support workforce culture aligned to Transformation Strategy and to support the issues identified from employee survey results. FG Complete 28/03/24 27/09/24 100% Schedule Complete GREEN 91% Project Titles: Lead Schedule Start Date End Date % Complete i. The Council will keep the affordability of its capital plan and related revenue implications under review, LP Complete 01/07/24 Fri 27/09/24 100% Report to Council January 2025 Capital Strategy 04/12/2024 Corporate Asset Mgmt Plan 04/12/2024 including review of the Capital Strategy and Corporate Asset Management Plan. LP Complete 01/07/24 Fri 27/09/24 100% ii. The Council will strengthen monitoring of the delivery of the Capital Plan and take action to address any slippage. Ongoing quarterly LP GREEN 01/07/24 30/06/2025 March 2026 30% Officers use only: Guidance for Budget Monitoring to Committee Capital Plan 2024/2025 04/12/2024 iii. The Council will review its Asset Management Strategy to ensure optimum arrangements are in place and the property portfolio is reduced wherever possible. Phase 1 01/09/2024 DW Complete 01/08/24 Fri 27/09/24 100% Issues, Risks, Changes (I/R/C) Hyperlink to document change of date Learning estate - high risk. Risks of acceptability of approach, national policy and community reaction Affordability major risk and condition of buildings and ongoing viability Dec 2024: Power BI expanded further and circulated to all 3rd tier managers. Planned work is completed although further improvements will continue to be worked on. 05-11-24 Work progressing to ensure full suite of data available for annual WFP discussions which are due Nov 24/Jan 25. Power BI developed and circulated to managers. Dec 2024: Plan with actions, milestones, timescales to be finalised. Data Protection issues to be resolved. 05-11-24 Refreshed approach to discussions with HoS and DMTs to ensure full engagement and participation in identifying issues and actions required to increase effectiveness. Further elements of data to be included, schedule of HR metrics refresh to be reviewed per 2024 Workforce Audit actions. 05-11-24: WFWG reviewed and supported the revise workforce strategy and plan which was approved by the Corporate Committee on 27-08-24 Agreed the draft terms of reference Workforce Working Group established and due to meet for 3rd time on 15/8. WFWG to be asked to consider Terms and Conditions proposals associated with financial planning as new area of work Progress Update Next Steps Workforce Working Group 23/04/2024 (item 12) 3.2 Workforce Planning Lead: Cex PRIORITY 2 April 2025: Proposed to amend completion date to take account of developing approach to capital planning. Carry Forward Dec 2024: Prior to entering new structure to fms, discussed at Finance Development Group to scope ICT support needed. Significant slippage reported at project level, moderated at programme level for report to Council. Monitoring report guidance issues to budget managers Outline project plan for improved capital monitoring to budget managers developed. No further development as resource directed towards annual audit April 2025: Pilot by Sept 2025, complete by March 2026 Dec 2024: Pilot budget profile for major projects in a project management style analysis of project phases Restructure capital on fms. Trial revised budget monitoring statements with budget managers - awaiting structure input following discussion with ICT and this will be a lengthy task, prep work done Progress Update Next Steps Review commenced May 2024, looking at approach to applying cap on capital expenditure. Recommended approach developed during September and reported to Council on 22 October 2024. Following Council decision the Capital Strategy and CAMP has been updated to incorporate the agreed approach and approved by Council. N/A - complete 05-11-24 Sept date was noted as first stage of review. Phase 1 complete Beyond that, further work has progressed to develop a longer term sustainable asset base. Project on rationalisation of learning estate considered at members workshop in Aug 24. ECLS committee on 17/9 agreed to establishes a working group to consider further and first meeting has been scheduled for 24/10. Learning estate is a significant council asset and will have a considerable impact on the capital plan and has been prioritised for that reason, however, the challenges will be significant. Work is also under development in relation to the Leisure Estate, including MLC where buildings are also at risk of failure and not being fit for the future. An update report was provided to the council in October re MLC and the work commissioned on the future of leisure services is due to report in October following which a holistic report will come forward to the council, likely early 2025 due to complexities Review planned to commence after the Council recess (overarching status of LES, Leisure, smarter working etc reviews) Report on learning estate targeted for early 2025 Report on leisure estate targeted for early 2025 Capping mechanism for capital plan approved October 2024. 10 year plan updated during November and officer review in December. Cap applied. Loans pool estimates updated for current rate of interest for affordability PI DELIVERY DATE: Sept 24 DELIVERY DATE: Dec 24 05-11-24 Revised Workforce Strategy and Plan agreed at Corporate Committee on 28-08-24. Workforce Strategy and Plan updated with revised draft incorporating feedback and actions from the Workforce Working Group. 05-11-24 Planned work now business as usual across HR and OD teams and monitored through normal performance management framework. Workforce Strategy and Plan scheduled for Corporate Committee on 27/8/2024. 05-11-24 Planned work now business as usual across HR and OD teams and monitored through normal performance management framework. Workforce Strategy and Plan scheduled for Corporate Committee on 27/8/2024. 3.3 Financial Management Lead: Cex / DCE (EEF) / CFO PRIORITY 1 05-11-24 Revised Workforce Strategy and Plan agreed at Corporate Committee on 28-08-24. Actions to support issues identified from employee survey results are included in the workforce strategy and plan, specifically developing the workforce to be prepared for change as well as actions for broad cross cutting themes e.g. Communication. Page 27
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iv. The Council will review its forecasting process to ensure the most accurate projections. Dec 24 LP GREEN 01/08/24 31/12/24 90% v. The Council will review its Reserves Policy to ensure alignment with financial planning including investment in Transformation. Sept 24 LP Complete 01/07/24 Fri 27/09/24 100% Financial Reserves Policy 25/09/2024 (item 8) vi. The Council will review its Short to Medium Term Financial Strategy. Jun 24 LP Complete 28/03/24 Fri 28/06/24 100% vii. The Council will review its Medium to Long Term Financial Strategy. Oct 24 LP Complete 01/08/24 31/10/24 100% viii. The Council will develop a Savings Plan for the short to medium term. Aug 24 LP Complete 28/03/24 Fri 30/08/24 100% April 2025: No further action until year end results available in June Dec 2024: Detailed forecast of centrally held provisions. Corrective action identified by services re projected overspend. Capital plan spend forecast used programme level risk based modification of individual budget managers line by line forecast Reviewed last year's actual to estimated actuals to identify if there are any clear problem areas. Main issue is around accurate forecasting of central contingency April 2025: Compare estimated out-turn with actuals when available (June) Dec 2024: Complete review of loans pool spreadsheet, Set up template for capturing use of ear-marked reserves Calculate estimated actuals and incorporate risk factor High level savings options identified at budget workshop on 19 June 2024. Updated Savings Plan developed in August and approved by Council Sept 2024 Need for further ear-marked reserves identified and implemented for 2023/24. Metrics for assessing risk for free general reserve updated and reported to Council September 2024.Level of free general reserves approved. Revised Short to Medium Term Financial Strategy reported to Council on 26 June 2024 Dec 2024: Reported to Council 4 December 2024 Review almost complete, bar update on capital Dec 2024: Complete - no further action planned unless significant change in circumstances Update to reflect position re capital plan and finalise covering report. Page 28
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 32% Lead: DCE (EEF / ECOD) Schedule Complete AMBER 32% Project Titles: Lead Schedule Start Date End Date % Complete i. Work with Community Planning Partners (CPP) to develop shared priorities for incorporation into Local Outcome Improvement Plan (LOIP). DW AMBER 28/03/24 30/10/25 30% ii. Investigate and develop potential single Moray Plan. DW AMBER 28/03/24 30/10/25 12% iii. Identify opportunities to maximise the impact of resources and budgets through alignment of activity. 2 Oct 25 CEx / DCE (ECOD) BV CRITERIA Ref Best Value Improvement Outcome Proposed Action E= existing 1 = High Priority Date Delivery Lead CMT/SMT DW AMBER 28/03/24 30/10/25 10% April 2025: This work has not progressed this quarter due to the focus on council priorities (e.g. budget) and the pressure on partner resources across the partnership. It has not been possible to identify a partnership solution at this point Carry Forward Dec 2024: It has not been possible to make progress in the weeks since the last update due to focus on preparing council budget. However, there has been work to identify partner resources to support this action and it is hoped this can be advanced in the first quarter of 2025 05-11-24: meeting taken place with partners re locality work. Identified scope for development and this will be taken forward Small development group has discussed approach based on output from development sessions. Work to take place with partner reps involved in locality work to identify opportunities There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks April 2025: This work has not progressed this quarter due to the focus on council priorities (e.g. budget) and the pressure on partner resources across the partnership Carry Forward Dec 2024: The most recent development session on 24/10 considered opportunities to further develop community engagement in the delivery of priorities. Development sessions been held with community planning partners to consider priorities and how can take forward collectively. Agreement reached on focus and main priorities for LOIP. This will inform the updating of the LOIP and development of approach to delivery Summary of what other councils do to be written up. Pace and consistency of progress are at risk as no specific resource to develop this work. CP partners to consider how to address this, however, to date it has not been possible to identify budget due to financial pressures April 2025: This work has not progressed this quarter due to the focus on council priorities (e.g. budget) and the pressure on partner resources across the partnership. The CPP have recently participated in a National Self Assessment session and the improvement plan will assist in progressing a way forward. Carry Forward Dec 2024: It has not been possible to make progress in the weeks since the last update due to focus on preparing council budget. However, there has been work to identify partner resources to support this action and it is hoped this can be advanced in the first quarter of 2025. 05-11-24: Research completed of other councils established that 2 have single plans (noted below). Discussion taken place with Improvement Service for support on this area. Potential for IS to undertake element of work if funded. This has been raised at the development sessions with the CP Board and there has been general support for the approach. To be considered further as the LOIP is re-developed. Currently 2 of 13 family group authorities have a single plan, Midlothian and Fife. Clackmannanshire also have a variation which is being looked at. Summary of what other councils do to be written up. There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks 4. Partnerships and Collaborative Working Summary: A report has been considered on locality planning to embed this further into the work of the CPP based on the outcomes of CPP development sessions. However, there is limited progress in other areas of work on this theme as work is managed by officers alongside their substantive remit with no specific CPP resource. This remains a risk due to managing conflicting priorities. Work with community planning partners is moving forward to develop shared priorities for the LOIP and there is early indicative support to develop a single Moray plan. Locality plans are well developed and ongoing and consideration is now planned of learning across partners and service areas to identify opportunities for learning and greater impact from partners working more closely. There has been limited progress for Nov/Dec due to other priorities, however, work continues on building on the positive work within the partnership in the approach to locality working. Discussions are also taking place between partners on options to dedicate resources to partnership work to enable more focussed action on Partnership Working for Moray in 2025 and it is hoped this will assist in taking forward planned developments. Conclusions: There have been challenges in developing partnership working as while community planning partners have been willing and supportive, constraints on resourcing across all agencies has meant that it has not been possible to allocate specific resources and conflicting priorities have made steady progress challenging. This work is identified for carry forward with the exception of where the single agency work has concluded and the CPP has been unable to resource progress in relation to the development of an approach to locality planning. 4.1 Partnership Working for Moray PRIORITY 2 DELIVERY DATE: Oct 25 Issues, Risks, Changes (I/R/C) Hyperlink to document Progress Update Next Steps Page 29
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iv. Continue development and delivery of Locality Plans, involving service users and local communities in the design of services. DW AMBER 28/03/24 30/10/25 75% April 2025: The work ion development of Locality Plans for the areas agreed by the Council and CPP is well developed and will be ongoing work. The Council is also considering how to secure community influence on services and priorities through the next stage of its community engagement approach. In considering the future of a locality approach as a CPP, a report was considered by (Community Planning Officers Group (CPOG) on 12 February and 14 May 2025 on embedding a localities approach within the LOIP and the CPP work. The general approach was supported and a number of areas were identified to be considered to develop the work. MIJB is currently undertaking work in relation to children and HSCM locality models in specific locality areas over the next few months and officers will aim to build on this from a partnership perspective to connect more directly with a Moray wide CPP approach.. This work is noted as 75% complete as the final stages are to be refined by the CPP. Carry Forward Dec 2024: Work continues with the working group to consider the CPP approach to locality work and it is planned to report progress to the CPB in the first half of 2025. 05-11-24 - the CPP development session on 24/10 will include consideration of the findings from the SCDC work below relating to localities work and the outcome of this will be used to contribute to the self-evaluation that the CPP will be carrying out as part of the national programme being led by the Improvement Services. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Practice in this area is well developed and ongoing. Consideration is now planned of learning across partners and service areas to identify opportunities for learning and greater impact from partners working more closely April 2025 - consider how can capitalise by linking with MIJB planned work June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities - Not currently proposed as at April 2025 There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks Page 30
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 55% Lead: Schedule Complete DCE (EEF / ECOD) GREEN 55% Project Titles: Lead Schedule Start Date End Date % Complete i. Progress arrangements to mainstream Participatory Budgeting (PB)– develop guidance for services and establish skills development approach. RG LP GREEN 28/03/24 30/06/25 75% ii. Continue to build on approach to date of involving communities across its financial planning and service/policy change processes and undertake reviews as applicable. DW AMBER 28/03/24 30/06/25 50% iii. Engage key stakeholders (e.g. Community Engagement Group, Community Councils) on progress and feedback for PB approaches and local priorities. DW AMBER 28/03/24 30/06/25 35% iv. Deliver specific traditional PB exercises for appropriate funding. RG LP GREEN 28/03/24 30/06/25 75% 5. Working With Communities Issues, Risks, Changes (I/R/C) Hyperlink to document Summary: Community engagement is being considered that will advance the use of PB approaches in influencing across the whole of the council's financial planning and plans for transformation. Guide to mainstream PB developed by CSU and circulated to all services. Consideration is being given to the use of online tools and website enhancement to support engagement. Work to review the operation of the Community Engagement Group has been completed and considered by the Group and was considered at the CPB development session in October 2024 where future approaches were identified. These are being taken into account in the proposals being developed for the CPB for the development of locality working. £109,000 via UK shared prosperity fund was allocated via PB to eligible arts, culture and heritage groups (July 24). Progress is being made in mainstreaming PB principles into the council's approach to financial planning. Event scheduled for November 2024 as part of engagement work to encourage community influence was cancelled due to low sign up. Consideration is being given to how best to address this for future. Draft list of current PB type activity circulated to Heads of Service and will be used to guide future activity. Conclusions: The Council has well developed arrangements ion place for communication and engagement that have been followed through in relation to financial planning. The next stage of community engagement will aim to take forward the council's approach to mainstreaming PB to give community impact across its financial planning and services. Dec 2024: One further appropriate funding identified to date and Head of Service asked to consider PB approach £109K via UK shared prosperity fund allocated via PB to eligible arts, culture and heritage groups (July 24) April 2025: Dec 2024: discuss if funding can be used for PB within SG time constraints 5.1 Community Budget Engagement ensuring local communities are more in Participatory Budgeting DELIVERY DATE: Jun 25PRIORITY 2 Progress Update Next Steps April 2025: Information for 2024/25 collated; services contacted for update Dec 2024: Drafted list of current activity and identified further areas to progress, circulated to Heads of Service Guide to mainstream PB developed by CSU and circulated to all services. Commenced discussions with Heads of Service about capturing current activity April 2025: Dec 2024: arrange meeting to discuss with budget managers following feedback from Heads of Service April 2025: Communication and engagement on budget proposals from December completed with workforce and public and was reported to council in February 2025. Early feedback from the employee survey is showing awareness of the need for change. Proposals for the development of the next stage of community engagement on the future of the council and its services to inform transformation plans and financial planning in the medium to long term have been informed by discussion at Strategic Leadership Forum and are under consideration. A Workshop was held with councillors and senior leadership team on 18/3/25 on future council transformation. Continuing Work Dec 2024: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: > Teamtalk dialogue to be cascaded (Oct - Nov) > Public information issued (Nov) > Public/staff survey open on general financial planning (Nov/Dec) > Public engagement session planned for Nov was postponed due to low take up and feedback that more specific topics would be of more interest. Plan to re-organise when specific topics are agreed by the council for discussion. > Specific consultation and engagement on libraries proposal took place (Nov) 05-11-24: Council engagement strategy agreed at Council on 25-09-24 to take forward engagement on priorities and financial planning. Delivery plan for strategy also approved and planning in place to begin delivery in October. Workforce engagement plans discussed with trade unions at TU/Officer meeting and JCC (18/09/24) to build on previous experience and develop next engagement in light of that. Teamtalk dialogue approach to be used across workforce with parallel engagement to community work on council priorities and financial planning run in October. Bid submitted for engagement tool to enhance options and capacity for engagement. Report back to council on public engagement (Jan) Continue development of sourcing online tool (once budget secured) April 2025: proposals are under development to connect with community councils Continuing Work Dec 2024: CPP considered feedback from report outcomes of engagement review work at October development session (24/10) and identified opportunities to develop Further work on locality partnership working to inform future Loip (Mar 2025). It is planned to advance this in the new year. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Work has been completed to review the operation of the Community Engagement Group (CEG) and reported back at the CEG meeting on the 16th July. This work was carried out to engage CEG members about the purpose/format of the proposed event and also to get feedback on the role of the CEG itself. Further work on locality partnership working to inform future Loip (Mar 2025) June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities Page 31
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v. Develop approaches to wider PB i.e. participatory democracy. DW AMBER 01/08/24 30/06/25 40% resourcing is a risk to the progress that can be made in this developmental work April 2025: embedding a PB approach into mainstream service and financial planning is being considered through the community engagement that is under development. Work on the digital engagement platform is well progressed, and subject to securing the proposed temporary resource, this will also progress this action in terms of a PB based approach. Continuing Work Dec 2024: capturing current activity to establish areas to build on 05-11-24: public engagement planned under the engagement strategy approved by the council on 17-09 is using PB principles in the design of the engagement work to enable community influence on council budget. Event planned for November 2024 will incorporate as well as opinion survey April 2025: Finalise procurement for digital engagement platform and begin implementation Dec 2024: agree areas to build on Public event in November to enable community influence in council financial planning decisions Page 32
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 60% Schedule Complete GREEN 60% Project Titles: Lead Schedule Start Date End Date % Complete Develop a Sustainability Statement that draws together the range of work the Council has in place to deliver sustainability. RG Complete 28/03/24 27/09/24 100% Identify any gaps that require consideration and action. RG GREEN 28/03/24 31.12.25 20% Climate Change Overview - CPB 03/12/2024 (item 2) Climate Change Strategy / updated Routemap to Net Zero - FC 4/12/2024 (item 15) 6.1 Sustainable Development PRIORITY 3Lead: DCE (EEF) Progress Update Next Steps Dec 2024: Statement approved at committee on 4.11.24. 05-11-24: Draft Statement framed, reviewed via SLF and a group of interested members with final review at SLF 30.9.24; next step is reporting to Corporate Committee on 4.11.24 Dec 2024: Statement complete, close action. Map TMC Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. April 2025: Actions are progressing in line with deadlines in Action Plan. Carry Forward Dec 2024: Work has begun on the actions set out in the Statement with the end date for this action adjusted to reflect the agreed action plan timings. 05-11-24: Action Plan created and part of Statement; will address current gaps pending wider review as part of Climate Strategy review. April 2025: Interim guidance for the Summary of Implications is now in place, to be reviewed when the IIA process approach has been agreed. A paper will be taken to MEP before the recess on the actions around area wide emissions. Dec 2024: Work has begun on the review of the Summary of Implications in reports in light of the Statement and actions linked to the Climate Change Strategy review have begun with a paper to council on 4.12 and a report to the Community Planning Board on 3.12.24. Issues, Risks, Changes (I/R/C) Hyperlink to document Summary: Progress has been made in mapping the Council Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. It is planned to bring this forward for wider consultation and involvement on the sustainability statement. April 25: Good progress is being made on delivery of the actions. Dec 2024: The Statement was agreed at committee on 4.11.24. This included a small number of actions for completion by the end of 2025. As the action plan is now agreed, the end date for actions has been adjusted to December 2025 with progress on these ongoing including a report to council on 4.12 and a paper to the next meeting of the Community Planning Board on 3.12.24 on collective action on sustainable development and climate change. Conclusions: The actions in the Sustainable Development theme have been delivered as planned and the final action due for completion in December will be carried forward. Sustainable Development Framework 05/11/2024 (item 15) 6. Sustainable Development DELIVERY DATE: Sep 24 Page 33
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Report Date April 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started carry forward - actiont to be added to next plan Continuing work - carry on as business as usual Overall Schedule % Complete GREEN 100% Schedule Complete GREEN 100% Project Titles: Lead Schedule Start Date End Date % Complete i. Equality and socio-economic duty addressed in our Corporate Plan and Local Outcome Improvement Plan (LOIP). AMcE Complete 28/03/24 19/07/24 100% ii. Integrated Impact Assessments (IIAs) carried out for strategic decisions and budget decisions. AMcE Complete 28/03/24 19/07/24 100% iii. Equality and socio-economic impact considered in every committee decision. AMcE Complete 28/03/24 19/07/24 100% iv. Equality outcomes are set and reviewed. AMcE Complete 28/03/24 19/07/24 100% v. Views of equality groups sought during consultation. AMcE Complete 28/03/24 19/07/24 100% vi. Staff are trained in equalities and the Council equalities as an employer. FG Complete 28/03/24 30/11/24 100% 7. Fairness & Equality Issues, Risks, Changes (I/R/C) Hyperlink to document Summary: This workstream is well advanced and the planned actions are complete for: equality and socio-economic duty actions and consideration of these within committee reports; Integrated Impact Assessments were carried out on budget proposals and the views of equality groups were sought where appropriate. The remaining action is for staff training on equalities and the council equalities as an employer and this is underway and on target. Dec 2024: Further refinement of the paper on sponsored eLearning has been carried out and is with DCE prior to going to CMT for final sign off. Conclusions: All actions in the Fairness and Equality theme are complete 7.1 Equalities Action PRIORITY 2Lead: HoGSP Progress Update Next Steps Continue current practice DELIVERY DATE: Normal business Now to include children's rights under UNCRC Continue current practice April 2025: sign off for core mandatory eLearning, including equalities given in March 2025. Dec 2024: Sponsored eLearning proposal sets out planned approach to mandatory e-Learning including equalities. 05-11-24 Further work undertaken responding to feedback. Equalities training is in place through a section on the Moray Management Methods training and there is an Equalities and Diversity eLearning module. April 2025: all core mandatory modules, including equalities, to be uploaded to updated LMS, due to be launched in May. (although is already available on existing platform) Dec 2024: CMT sign off In summary section of reports Continue current practice Monitored and reported to committee. Need reviewed in 2025 Continue current practice Page 34
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Appendix 2 Collaborative Leadership and Working Relationships 2025 Survey – Brief Summary Overview The survey opened on Thursday 30 January and closed on Friday 14 February. It was analysed by the following groupings - 1. Overall (All participants who gave a response to individual questions) 2. Chief Officers 3. Elected Member with Special Responsibility Allowance 4. Elected Member without Special Responsibility Allowance Each respondent had the opportunity of answering 25 questions. A total of 26 respondents answered all 25 questions (8 Chief Officers, 8 Elected Members with Special Responsibility allowance and 10 Elected Members without Special Responsibility Allowance). Analysis and detailed source tables highlighting key points have been considered by members at the Best Value workshop held on 3 June. Key Finding summary Positives • Improving picture in the level of trust and mutual respect between Chief Officers and Councillors • Evidence of more effective collaboration: – Increase in regular meetings and communications channels – Councillors feeling they are kept informed – Recognition of benefits of strategic leadership forum Challenges: • Chief Officers and Councillors need to work on an organisational culture is conducive to innovation and improvement. • Councillors without senior responsibility are less likely to say that Chief Officers and Senior Councillors collaborate effectively • Non administration Councillors can feel marginialised • Mixed views on optimal sizes for committee • Keeping reports succinct and avoiding jargon Page 35
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Key Findings – All respondents combined • The following questions showed positive responses, of particular note: o “Regular meetings and communication channels with Committee Chairs and Vice Chairs foster effective collaboration in decision-making processes.” (75%) (Elected Members question set only) o “The Corporate Management Team actively seeks input from both Chief Officers and Councillors when making important decisions.” (75%) (Elected Members question set only) o “The Strategic Leadership Forum is effective in securing cross party-political input to assist with policy development.” (100%) (Elected Members question set only) o “Regular meetings and communication channels with Chief Officers help foster effective collaboration in decision-making processes.” (72%) (Chief Officers question set only) o “I am regularly kept informed about key decisions made, including input from both Chief Officers and Councillors.” (58%) (All respondents) o “I feel confident in raising concerns or challenges with either Chief Officers or Senior Councillors.” (77%) (All respondents) o “Positive progress has been made in improving collaborative working relationships between Chief Officers and Councillors.” (65%) (All respondents) o “I am confident that Councillors and the Chief Officers will continue to improve collaboration and effectiveness in the future.” (58%) (All respondents) Page 36
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Report to: Meeting Date: Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) GSP031/25/AS Author: Atholl Scott Contact Email: atholl.scott@moray.gov.uk Subject: Corporate Risk Register - April 2025 update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide the Committee with the latest updated version of the Council’s Corporate Risk Register. 1.2 This report is submitted to Committee in terms of Section III (B) (36) of the Council’s Scheme of Administration relating to council wide or corporate risk assessment and the mitigation and management of these risks. 2. SUMMARY 2.1 A key element of good governance is the effective management of risk. Risk is routinely managed in many forms in the delivery of council services, and specific risk issues are considered in all reports requiring a decision that are submitted to council or its committees. 2.2 The updating of the Corporate Risk Register provides the opportunity for senior leaders to reflect on the principal risks affecting the organisation, to consider how these risks are being managed, and to ensure the measures in place to mitigate them remain both appropriate and proportionate. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the updated Corporate Risk Register dated April 2025 attached as Appendix 1 to this report. Author: Atholl Scott Job Title: Business Continuity/Risk Management Officer Item 7. Page 37
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4. BACKGROUND AND CONTEXT 4.1 Managing risk is a continuous process necessary to ensure that appropriate governance standards are met in the use of public money and in the delivery of council priorities. Risk informs day to day decisions at all levels of the organisation. The council has a risk management policy and guidance to aid its risk management practice. This includes a requirement for the periodic consideration of an updated corporate risk register summarising the principal risks facing the council. 4.2 This Committee last considered the full corporate risk register at its meeting on 23 April 2024 (paragraph 9 of the minute refers) and subsequently received updates on ongoing actions being taken to manage higher scoring risks at its meetings in August and November 2024. The frequency of reviewing the register and its reporting to this Committee remains under consideration by the newly formed Corporate Leadership Team alongside proposals for amendments to the Committee meeting diary. 4.3 4.4 4.5 4.6 It will be appreciated that while managing all risks in a proportionate manner is essential to the effective functioning of the organisation, risk mitigation measures will not in all cases materially reduce the risk but simply contain it to the extent possible. By way of example, the council has multiple measures in place to effectively manage its financial affairs, notwithstanding these, the financial challenges the council faces going forward are considerable. Associated risks are difficult to manage down. HR (staffing) and IT (technological) risks likewise continue to have high residual risk scores notwithstanding control measures in place. Other strategic risk areas have seen the risk scores reduce, because of actions being taken in mitigation. Where scores are reduced this does not mean that no further work is required to manage these risks. Rather it reflects a positive assessment by management that the risks are being managed as intended, having regard to council policy and practice and any other relevant influences both internally and external to the organisation. It is also of note that not all risk is bad or should be avoided. Traditionally councils with responsibility for public funds have been seen to be risk averse, however, there is now broad acceptance that informed and managed risk taking is both appropriate and necessary to support delivery of Best Value. A recent report by the Accounts Commission on Transformation in Councils noted, ‘there is a low appetite for risk in some councils where transformational activity is held back by fear of failure. Not every transformational change will succeed but not progressing radical transformation is a greater risk.’ The Corporate Risk Register currently references the concept of risk appetite for each of the nine risk themes, but the council has not yet developed a formal Risk Appetite Statement. Such a statement would be informed by both elected members and senior management considering typical ‘levels’ of risk they would be willing to take in pursuit of the council’s objectives. A workshop session to progress this is being scheduled for after the summer recess. 5. PROPOSALS Page 38
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5.1 The Committee is asked to consider and approve the latest iteration of the Corporate Risk Register dated April 2025. 5.2 The Committee is asked to note the intention to develop a formal risk appetite statement informed by a workshop session to be held after the summer recess. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population. 6.3 Policy and Legal The Council is required to have effective arrangements in place to manage risk as an element of good governance practice. 6.4 Financial There are no financial implications arising directly from this report. One off Costs: Page 39
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Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 6.5 Risk This report is about the management of risk. 6.6 Staffing There are no staffing implications arising directly from this report. 6.7 Best Value and Transformation Effective and responsible management of risk is essential to ensuring the council optimises its use of resources in securing Best Value. Measured risk taking is an essential element of service transformation. 6.8 Property There are no property implications arising directly from this report. 6.9 Information Communications/Technology/Digital There are no ICT/Digital implications arising directly from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no Equalities, Social Inclusion or Economic Impacts arising directly from this report. 6.11 Climate Change and Biodiversity Impacts There are no Climate Change and Biodiversity Impacts arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Leadership Team and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None Page 40
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Appendix 1 MORAY COUNCIL CORPORATE RISK REGISTER AS AT APRIL 2025 Page 41
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Appendix 1 SUMMARY OF PRINCIPAL RISKS Nature of Risk Main issues Risk Score Risk Movement 1. Collaborative Leadership Work to consolidate the benefits of collaborative working has continued with reports taken forward to the council on actions forming part of the best value action plan. Engagement with elected members has improved and closer cross-party working has been achieved, and work continues to build on progress to date. Proposed changes to senior management roles and structures are on-going and the risk impacts of these are uncertain. The risk score (see matrix at foot of this summary) was reduced when the risk register was last reviewed; no change is proposed at the present time with the score remaining at 12. (likelihood 3 x impact 4). 12 2. Financial Financial constraints across the public sector continue to impact on the council in terms how it resources service provision. This is being managed using short, medium, and long-term financial plans, notwithstanding financial settlements from Scottish Government are for one year only. The setting of a balanced budget for 2025/26 has been achieved without use of reserves through a combination of an improved financial settlement from Scottish Government, an increase in Council Tax, and savings generated through measures developed in line with the council’s transformation plan. A number of unknowns including impacts of inflation and from future pay awards have been highlighted during the budget setting process, as have continuing pressures in respect of the council’s funding obligations to the Moray Integration Joint Board. Longer-term financial planning projections note that further Council Tax rises and additional savings will be required going forward. In terms of both likelihood and impact the risk remains at the highest level the combined risk score remaining at 25. (likelihood 5 x impact 5). 25 3. HR (Staffing) Inability to recruit and retain well qualified or experienced staff across several service areas remains an issue, staff workloads in these areas are unsustainable. A workforce plan is in place designed to enhance leadership capacity, provide development opportunities to equip staff for change; aid staff health and well-being; and promote the council as an employer of choice. Innovative choices are being made where possible; where this proves impracticable work is outsourced albeit this can have cost implications. A plan to progress a review of all staffing structures following any agreed changes to senior management structures is scheduled for later in 2025/26; this should align resources more closely to agreed council priorities. The 20 Page 42
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Appendix 1 risk remains that the council will be unable to recruit to some posts as a consequence of market forces, this in turn will impact on service continuity and performance. (see also risk 7 below). The assessed risk score remains high at 20. (likelihood 5 x impact 4). 4. Regulatory Council operates in a heavily regulated environment and delivers a broad range of statutory services. Policies and guidance aid delivery of these services and the performance management framework monitors progress internally. Oversight comes from regulators and inspectors both external and internal to the organisation. Recommendations made are used as learning points and applied, subject to resource constraints, to secure compliance and continuous improvement. Senior leaders have an improved understanding of the capacity challenges facing the organisation and the elevated risk impacts should there be non-compliance with regulations. The risk was previously given a neutral rating (likelihood 3 x impact 3); upon review this risk scoring continues to be appropriate with senior officers confident that existing regulatory obligations can be met. 9 5. Environmental Council’s commitment to addressing climate change remains undiminished. A number of initiatives have been taken forward aimed at mitigating adverse impacts. These include work on promoting active travel, improved biodiversity, high waste recycling rates and decarbonisation of council buildings, alongside policy developments linked to the forthcoming Local Development Plan. Work with others is also taking place on future use of hydrogen to fuel vehicles and to secure external funding and expand the number of charging points for electric vehicles. The previously reported risks of ability to drive forward change and the costs of doing so still apply, with Scottish Government climate targets extended and availability of capital funding having the potential to limit what can be achieved. The council’s approach overall is assessed as proportionate. The risk score has accordingly been reduced from 9 (likelihood 3 x impact 3) to 6 (likelihood 3 x impact 2). 6 6. Reputational Reputation depends on consistent application of the Standards in Public Life. The council is committed to meeting these standards, notably in promoting Codes of Conduct for both Members and Officers, in being open and transparent around its decision-making processes, and in adopting effective consultation with citizens and service users. Equality Impact Assessments are used to inform policy decisions as appropriate. While reputational issues occur from time to time, these are managed through engagement and action as appropriate. Given 10 Page 43
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Appendix 1 the breadth and scale of services delivered and expectations of service users; the likelihood of reputational issues arising from time to time is probable albeit with the impact typically localised. This risk score remains unchanged at 10 (likelihood 5 x impact 2). 7. Operational Continuity and Performance Council performance falls below targeted levels for sustained period; performance reporting is delayed. Transformational change does not proceed as intended due to capacity issues. Council has been advised during budget setting that a reduction in capacity, without a reduction in council activities and duties, can result in a less resilient organisation. This has the potential to impact on partnership and cross service working, capacity to respond to emergencies, and on capacity to support and develop staff. While significant adverse cumulative impacts are not inevitable this risk will require careful monitoring. Previously, the risk score was assessed as very high scoring likelihood 4 and impact 4; upon review likelihood is unchanged with impact reduced to moderate (Score 3), careful consideration being given to impacts on services of any operational changes proposed. 12 8. IT (Technological) Major disruption in continuity of ICT operations; changes to systems and processes and new ways of working create added pressures for ICT staff; data security is compromised. With ICT systems integral to the effective delivery of most if not all services, the impact from disruption to services is at the highest level and notwithstanding risk mitigation measures in place, the potential for disruption, including from external threats, cannot be discounted. The service has reviewed and updated its ICT and Digital Strategy and Plan to guide service activity and development for the next three years. The risk level here is unchanged with a risk score of 20, (likelihood 4 and impact 5). 20 9. Economic Sustainability The Corporate Plan has as one of its three objectives the building of a stronger, greener, vibrant economy. This links to separate policies on climate change, biodiversity, and community wealth building, and aligns with the Moray Economic Strategy developed on a multi-agency partnership basis. The Strategy sets out an ambitious vision and programme of work designed to support economic development in Moray over a ten-year period and will be complemented by the Local Development Plan currently in preparation. The Moray Growth Deal is being taken forward alongside other projects being delivered through the levelling up fund and the future plan for Elgin. A significant volume of work is being taken forward and alongside the risks being managed by the council, there are risks in 6 Page 44
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Appendix 1 partnership working with dependencies on both UK and Scottish Governments and other agencies involved. Given the clarity of vision and purpose, and the progress with the Growth Deal thus far the overall risk scoring from a council perspective has been reduced from 8 (likelihood 2 x impact 4) to 6 (likelihood 2 x impact 3). Page 45
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Appendix 1 RISK CLASSIFICATION RISK RATING LOW MEDIUM HIGH VERY HIGH RISK MOVEMENT DECREASE ↓ NO CHANGE ↔ INCREASE ↑ The process for managing risk is documented separately in the council’s risk policy and guidance notes. The risk rating is calculated by reference to assessed likelihood and impact (on a scale of 1 to 5) for each identified risk. The minimum score (lowest risk) being 1x1=1, the maximum (highest risk) 5x5 =25. Scores of 3 and below are ranked low, green; between 4 and 6 medium, yellow; between 8 and 12 high, amber; and 15 and above very high, red, as per the table below. LIKELIHOOD Almost certain 5 5 10 15 20 25 Likely 4 4 8 12 16 20 Possible 3 3 6 9 12 15 Unlikely 2 2 4 6 8 10 Remote 1 1 2 3 4 5 1 2 3 4 5 Minimal Minor Moderate Major Catastrophic IMPACT Page 46
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Appendix 1 1. Description of Risk: Collaborative Leadership. A lack of collaborative working between councillors/councillors and councillors/officers creates the risk that: • The Council’s strategic priorities are not fully achieved. • The Council’s decision-making processes are less effective with decisions being delayed or avoided. • Staff time resources are not optimised on council priorities. • Partnership working is not as effective as it could be. Lead: Elected Members / Council Administration / Chief Executive / Corporate Management Team Risk Rating: low/medium/high/very high HIGH Likelihood 3 x Impact 4 = Score 12 Rationale for Risk Rating: Leadership risk has been a theme running through council Best Value Assurance Reports for some time. The council has secured external expertise to support improvements in strategic leadership and decision-making processes. This has been evident in the development of the current Corporate Plan and in the setting of the budget for 2025/26. There is also closer working across political groups and with non-aligned members to build better working relationships and secure consensus where possible. The direction of travel has been positive enabling progress. Work continues to fully implement the agreed revised senior management structure, and until this is fully bedded in the risk rating remains unchanged. Risk Movement: increase/decrease/no change Risk Appetite: There is a strong appetite for the council to be successful in delivering best value services for its citizens against a challenging background of increasing demand and diminishing resources and a need to identify service priorities. Political stability is key to this success. Note: the risk appetite evaluation will be re-assessed following the planned development of a formal risk appetite statement. Page 47
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Appendix 1 Controls: Current and Proposed Mitigating Actions: Suite of governance documents in place and regularly updated. Cycle of Council and Committee meetings established to discharge leadership functions. Ten-year strategic plan - Moray 2027 (the Local Outcomes Improvement Plan) being delivered jointly by the council and its community planning partners. Corporate Plan for 2024/26 implemented identifying council priorities and aligning these to the budget setting process. Best Value Action plan addresses collaborative leadership, with external support secured. Additional measures adopted to support inclusive cross party working. Committee report format updated to ensure decision making processes have regard to all relevant policy implications. Collaborative working/ leadership survey planned for 2025 to assess the impact of changes. Approach to developing updated Local Outcomes Improvement Plan – including community engagement – being considered in conjunction with the partners in the Community Planning Board. Plans in train to promote leadership development following new appointment to the post of Chief Executive. Evaluation of scrutiny function of elected members in the context of how scrutiny activity complements the role Elected Members currently exercise in meetings of the Council and in policy/service committees. Risk appetite being formalised to guide policy approach to planned transformation and change. Consideration to be given to providing dedicated resources to partnership working to enable more focused action to be taken on joint initiatives. Page 48
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Appendix 1 2. Description of Risk: Financial: Notwithstanding the statutory requirement for the council to set a balanced budget annually, there is an on- going risk of financial failure with demand for services outstripping available budget. While a budget has been agreed for 2025/26, risks highlighted previously by the Chief Financial Officer remain, including uncertain levels of government funding in future years, price inflation, the potential for increases in interest rates leading to higher borrowing costs, and pay award settlements unknown. Uncertainties around the council’s current and future funding obligations to the Moray Integration Joint Board add to this risk. Savings targets for future financial years have been identified as part of the council’s short term financial plan through to 2027/28 year, to be achieved through efficiencies, increased revenue generation and changes to service provision through the council’s continuing transformation programme. The risks in doing so are significant having the potential to impact on all sectors of the community, particularly so on those who are most disadvantaged. The council recognises its duty to minimise inequality by targeting support towards those who need it most. Financial risk is being actively managed with financial monitoring and reporting undertaken throughout the year. Lead: Corporate Management Team/ Senior Management Team/ Chief Financial Officer (Section 95 Officer) Risk Rating: low/medium/high/very high VERY HIGH Likelihood 5 x Impact 5 = Score 25 Rationale for Risk Rating: The Council has consistently delivered significant savings in recent years but the need to make further savings remains, and the challenge of continuing to do so while meeting service demands will be increased given the factors outlined above. Likelihood and impact risk remain unchanged given the anticipated level of savings required in future years. Risk Movement: increase/decrease/no change Risk Appetite: The council has no risk appetite for financial failure given its statutory requirement to manage its resources in a responsible and prudent manner and to continue to deliver statutory services. However, it recognises, as a consequence of financial constraints, that services being curtailed have the potential to result in a diminution of performance. Expectations of service users will require to be managed. It is also of note that public finances generally are constrained with uncertainty around future financial settlements that will be allocated to Local Government. Page 49
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Appendix 1 Controls: Financial plan in place with budget projections in place for current and next two financial years. Financial pressures identified. Ten-year capital plan reviewed for affordability; cap mechanism agreed. Short/ medium/ long term financial plans developed. Regular budget monitoring reports (on capital and revenue) presented to council. Financial Reserves policy reviewed and updated. Financial regulations in place and regularly reviewed. Treasury Management strategy agreed and monitored. Procurement Policies and Practice. Energy Monitoring and Reporting. Internal Auditing; External Audit and Inspection Annual pricing review on charges for services. Current and Proposed Mitigating Actions: Ongoing financial plan monitoring and reporting to ensure council oversight and visibility of progress to address budget challenges. Work of the ‘Transforming the Council’ and Programme Boards including the BVAR and the Transformation Strategy to inform cost reductions aligned to potential redesign of services. Working closely with and seeking assurances from the Moray Integration Joint Board to ensure, so far as is practicable, that the financial contribution to be made from Council resources does not exceed budget projections. Asset base requires sustainable rationalisation with the Depot Review project to be concluded. School estate engagement across area school groups (ASGs) in progress. Continue development of participatory budgeting processes through community engagement and involvement as appropriate. Page 50
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Appendix 1 3. Description of Risk: Human Resources (People): Effect of planned staffing reductions on services, both on staff directly affected and on workloads of staff in teams where staff numbers are reduced. The flexible working policy has in part alleviated service pressures but with small teams, competing demands and a need to develop capacity for change, staff morale can be affected. High staff turnover and resultant vacancies also increases the risk of being unable to meet service demands, resulting in a focus on short term requirements to the detriment of planning for longer term service improvement. Inability to recruit and retain well qualified or experienced staff, staff unprepared for change, lack of staff engagement, inadequate health and safety arrangements. With staff the council’s most important resource, there is a need to ensure employees are equipped to embrace change and deliver services in different and innovative ways that as far as possible are sustainable at a time when resources are reducing. This will prove challenging given that further budget reductions are required, with potential workforce implications. There is also an increased risk that corporate and service plan targets will not be met, leading to reduced service quality and performance, a failure to deliver Best Value and less than satisfactory reports from inspectorates and other agencies. Lead: Depute Chief Executive (Education, Communities and OD); Head of HR, ICT and OD. Risk Rating: low/medium/high/very high VERY HIGH Likelihood 5 x Impact 4 = Score 20 Rationale for Risk Rating: Reduced ability of smaller teams to deal with competing and complex demands and to forward plan across a wider Council agenda and be ready with a strategic response. Difficult to recruit in a range of areas including certain subject teachers; vehicle technicians; specialist professional posts; senior management; clerical and administrative roles; temporary and relief staff; and community care employees. Staff turnover leads to loss of expertise and ‘corporate memory’. Workforce planning is used to offset this, especially for key roles. Inability to meet service demands and secure continuous improvement. Staff morale and productivity is affected as a consequence of smarter working arrangements. Given the foregoing issues the risk rating remains at a very high level with current staffing challenges almost certain to continue, leading to a likelihood score of 5 with consequential moderate to high impacts in service areas directly affected. Page 51
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Appendix 1 Risk Movement: increase/decrease/no change Risk Appetite: The council as a responsible employer has a duty to provide a safe, attractive, and rewarding place to work, with employees central to the successful delivery of the council’s strategic and service priorities. Accordingly, while acknowledging challenges in aspects of public sector recruitment and changes to working practice to secure efficiencies, there remains a strong appetite to ensure staff morale and motivation is maintained at a high level and that the council is seen as an attractive place to work. Controls: Corporate Workforce Strategy in place. Leadership Development Programme established. Employee Communications & Engagement Framework (including Interchange bulletins, senior manager visits and manager forums) Health and Work Policy Health and Safety Policies and Annual Report. Absence Management Policy Living Wage Employer accreditation secured to support recruitment strategies. Flexible working policy refreshed and rolled out as part of Smarter Working Initiative. Fire risk assessments completed in line with planned schedule. Mental health and wellbeing Pulse Survey results used to inform improvement actions. Current and Proposed Mitigating Actions: Progress senior management staffing restructure to conclusion. Planned review of staffing structures scheduled to ensure these are sustainable and sufficient to deliver service priorities to agreed standards. Annual Review of Workforce Strategy and Plan for 2024 to 2027 completed and activity to address the main themes of: Leadership capacity and development; ensuring leaders, managers and supervisors are equipped with skills and behaviours necessary for new ways of working. Supporting the workforce through a period of change including active management of vacancies and maintaining good employee relations. Organisational Development, with the workforce empowered and enabled to embrace change through a range of in-person and on-line training opportunities. Reviewing recruitment and retention strategies, continuing with apprenticeship and training programmes, and developing succession planning, where appropriate. Health and Wellbeing initiatives being taken forward to support staff in the workplace, with linked objectives of proactively supporting attendance at work and reducing incidents of violence and aggression against staff. Support consistent application of employee review and development programme to aid workforce development. Page 52
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Appendix 1 4. Description of Risk: Regulatory: Expected governance standards are unmet. Council is subject to censure. The council is heavily regulated by statute, by national guidance and through local policy and procedures and, within its systems, has established checks and balances to support delivery of intended outcomes. Adapting council priorities and plans to accommodate new duties is key to limiting the risk of regulatory failure with elected members, on the advice of senior officers, being responsible for creating capacity to accommodate changes to policy and service delivery revisions. Lead: Corporate Management Team/ Chief Financial Officer/ Monitoring Officer/ Heads of Service Risk Rating: low/medium/high/very high HIGH Likelihood 3 x Impact 3 = Score 9 Rationale for Risk Rating: Governance arrangements have been developed over many years and are subject to regular oversight and monitoring. Systems and processes are subject to on-going review and development within the council and its services. Corporate support and review in relation to performance, audit, and inspection. Change increases the risk of system breakdown and non-compliance with regulatory requirements. In the current economic climate and having regard to the challenges facing the wider public sector a neutral scoring has been allocated with a regulatory breach not likely but possible and the impact potentially in the range from significant to minor dependent on the circumstances presenting. Risk Movement: increase/decrease/no change Risk Appetite: The council has zero appetite for regulatory failure and takes seriously its responsibility to ensure all services are following statutory regulations and standards. A robust approach is taken to securing governance arrangements which includes suitable systems of internal control, albeit capacity issues can emerge where new duties are placed on the council. Page 53
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Appendix 1 Controls: Governance statement prepared annually in line with best practice guidance. Monitoring officer oversees governance processes. Constitutional documents available to direct good governance. External scrutiny and inspection programme. Internal and external audit arrangements. Suite of Governance and Scrutiny documents in place and regularly updated. Annual service planning process. Current and Proposed Mitigating Actions: Continue to monitor likely impacts from new policy initiatives that have the potential to require significant council resource inputs. Consider statutory duties and other directions, including Integrated Impact Assessments where applicable, when reviewing and updating strategic plans and council priorities. Ensure capacity to deliver new duties is fully considered and anticipate and report on any implications that have potential to lead to non-compliance. Complete delivery of actions in Best Value action plan. Pro-active management response to issues raised in inspection reports. Continued active participation in delivery of joint services with statutory and other partners as appropriate. Page 54
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Appendix 1 5. Description of Risk: Environmental: Ability of the council to respond to climate change emergency, to keep up with the pace of changing carbon reduction, waste, and environmental targets. Impact of climate change and severe weather events; ability to deal with unforeseen emergencies is compromised by inadequate resilience. The council continues to invest in projects to address climate change issues, to manage energy use and ensure it is well placed to respond to crisis situations in conjunction with the emergency services and other partners. Lead: Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Services Risk Rating: low/medium/high/very high MEDIUM Likelihood 3 x Impact 2 = Score 6 Rationale for Risk Rating: This risk, although multi-faceted and challenging, is being mitigated by progress made to reduce current and future threats through the development of clear action plans, noting that longer term achievement of climate targets will only be feasible if additional external funding is secured. Given this and wider economic challenges, Scottish government targets for achieving net zero have been extended. The situation remains under close review by the Climate Change team. Separately, it remains the case that any reduction in workforce from the budget balancing exercise could impact on the council’s ability to respond to emergency environmental situations arising from adverse weather events. The overall assessment is that the risk is being managed effectively and proportionately hence the risk score has been revised downwards. Risk Movement: increase/decrease/no change Risk Appetite: Proportionality is reflected in risk appetite such that the development and application of preventative measures mitigates risks to pre-determined and achievable levels for the council while recognising the collective societal effort that will be required to address environmental risks. Page 55
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Appendix 1 Controls: Climate Change Strategy for 2020-2030 in place Climate change route map to zero updated and subject to ongoing monitoring. Climate change and energy teams in place. Recycling awareness promoted and high rates achieved. Residual waste no longer sent to landfill but processed through energy from waste plant. Street light replacement programme completed to reduce carbon emissions and energy costs. Electric pool cars introduced as part of council fleet de-carbonisation together with cycling/walking initiatives. Housing investment programme which aims to achieve energy efficiency standards. Moray Local Development Plan considers climate change issues. Council part of North of Scotland Regional Resilience Partnership Council Co-ordination Centre established and operational; crisis communications secured. Energy efficiency measures built into new school building programmes. Emergency response co-ordinators and support staff identified and trained. Growth Deal – Bus Revolution being implemented to improve access to greener travel. Just Transition Funding secured to support feasibility studies aiding transition to a zero-carbon economy. Smarter working protocol established to reduce staff travel. Current and Proposed Mitigating Actions: Coastal erosion/ protection – strategy under development Depot Review being progressed– contributing to de- carbonisation through reduction in portfolio of buildings to service and maintain. Route map to zero monitoring and reporting. Supporting locally sourced procurement to limit environmental impacts. Investigation of hydrogen as a fuel for heavy vehicles and plant. Climate Change Strategy being refreshed. Climate change team considering adaptation measures: adjustments in response to observed and projected climate change impacts. Planning for emergency disruption from extreme weather events continues. Continue working with partners where appropriate to secure additional funding that will support climate change mitigation initiatives. Page 56
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Appendix 1 6. Description of Risk: Reputational: Not meeting agreed performance targets (e.g. on educational attainment); not delivering on transformation projects, overspending or failing on a school build; lack of progress on Best Value improvement plan; major adult or child protection failing, missing a major policy direction or funding opportunity because resources/capacity are limited. The council provides services to all sectors of the community and while committed to high service standards, the diversity of service provision and the expectations of the public may increase the risk that the council’s reputation could be called into question. This risk generally is considered to be managed through service planning, performance management, organisational development, the application of codes of conduct, complaints procedures and similar, however any reduction in services to any individual or group of individuals may justly or otherwise impact on the Council’s reputation. Lead: Corporate Management Team/ Heads of Service/ Risk Rating: low/medium/high/very high HIGH Likelihood 5 x Impact 2 = Score 10 Rationale for Risk Rating: The risk rating has regard to established systems, procedures and controls designed to prevent adverse reputational damage, and how updated policies increasingly reference the need for prioritisation of scarce resources. This recognises that with service reduction and curtailment, the likelihood of increased criticism of council services remains at the highest level while the potential impact is also unchanged at the present time. In part this is based on it being evident that service delivery challenges apply across the public sector, and through various mechanisms including community engagement, media reports nationally and locally, and complaints responses there is an increased understanding of the challenges faced. Risk Movement: increase/decrease/no change Risk Appetite: The council endeavours to avoid reputational risk and is committed to continuous improvement in the delivery of services either on its own or with partners. It seeks to deliver these services having regard to its equality duty and has set targets for doing so through a customer charter. However, it is accepted that reputational damage is a potential consequence of service reduction or cessation. Controls: A suite of policy, strategy, governance, organisational development, project management and performance management measures are in place to enable delivery of the services to a standard which mitigates the risk of significant damage to the council’s reputation. Consultation protocols established and range of consultation and engagement with public and workforce carried out over period of time. Customer charter in place and customer focus strategy developed to Current and Proposed Mitigating Actions: Ongoing review, redesign and implementation of policy, strategy governance, organisational development, project management and performance management. Regular meetings with officers and inspection agencies to support and challenge progress towards improvement. Means of communicating changes impacting service users to be monitored.Page 57
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Appendix 1 improve citizen engagements and provide a consistent experience across services. Formal complaints procedures in place. Performance management reporting framework updated. Corporate Management Team monitors external inspection processes and outcomes. Freedom of Information processes. Risks fully considered in committee reports requiring a decision. Suite of Governance and Scrutiny Documents in place and regularly updated. Improved outcome reporting of service delivery and linked performance indicator measures. Progress Transformation Programme to optimise service delivery arrangements. Page 58
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Appendix 1 7. Description of Risk: Operational Continuity and Performance: The council is unable to deliver services or performance falls below acceptable levels for a sustained period; insufficient business continuity planning; changes in working practices impact on service delivery. Going forward it is recognised that operational continuity and performance may be affected as a consequence of service re-design and changes in service delivery and challenges remain to ensure alignment of available resources to service delivery standards. Lead: Corporate Management Team/ Heads of Service Risk Rating: low/medium/high/very high HIGH Likelihood 4 x Impact 3 = Score 12 Rationale for Risk Rating: The risk rating is an aggregate of various factors, services continue work to remain resilient and minimise disruption; experience of adapting to new ways of working has increased service flexibility yet challenges remain. Performance is monitored but can be impacted in certain areas should services be scaled back due to changes in policy priorities; in such circumstances this risk requires continued active management. Overall, the position is improved since the prior review; likelihood remaining unchanged at score 4, with potential impact reduced from major (score 4) to moderate (score 3). Risk Movement: increase/decrease/no change Risk Appetite: The risk appetite acknowledges the responsibility the council has to maintain delivery of statutory services and ensure the needs of the vulnerable service users are met. Controls: List of critical functions agreed by Corporate Management Team Programme for updating business impact assessments/business continuity plans in place for critical services. Organisational Development Team promoting workforce and leadership development. Communication strategy for informing service users of impending changes to services developed. Current and Proposed Mitigating Actions: Review Performance Management Framework to ensure it aligns appropriately to revisions to service provision in the Corporate Plan. Progress reintroduction of the Public Service Improvement Framework to optimise delivery of continuing services. Review timetable for performance reporting aligning with reporting framework for data collected as statutory performance information as appropriate. Progress Transformation Programme.Page 59
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Appendix 1 8. Description of Risk: IT (Technological) Major disruption in continuity of ICT operations; data security is compromised. Changes in working practices post pandemic more reliant on ICT infrastructure, capacity, and support. The risk of cyber-attacks remains and cannot be eliminated, with attacks being nuanced over time and requiring the council to be constantly alert to new threats. The prevalence of working from home results in greater isolation and increases the risk of malicious emails and data breaches. Lead: Corporate Management Team/ Depute Chief Executive (Education, Communities and OD)/ Head of HR, ICT and OD Risk Rating: low/medium/high/very high VERY HIGH Likelihood 4 x Impact 5 = Score 20 Rationale for Risk Rating: A recurring theme from senior management relative to their experiences during the course of the pandemic is that the success of their services in many respects is predicated on the availability of robust and adaptable ICT systems. This creates an elevated risk that has been recognised centrally, albeit it brings with it a number of challenges in terms of resourcing changed ways of working both to infrastructure and in terms of staffing to support that change as required. Meanwhile cyber security continues to have a high profile, and the ICT service has a suite of controls in place to mitigate known risks in this area. Intelligence in relation to recent successful cyber- attacks has highlighted that the disruption to the affected organisations can be widespread, with any recovery process likely to take a significant amount of time to restore business operations fully. Risk Movement: increase/decrease/no change Risk Appetite: There is zero appetite for service interruption or data loss, as this has the potential for catastrophic impact on service delivery and the cost of system disruption or data protection breaches can be significant. The security and continuity of ICT services is therefore of vital importance, and this is reflected in the range of controls in place. Controls: Corporate Information Security Policy. Senior Information Risk Officer. External accreditation processes for Network Security (Public Services Network, Cyber Essentials Plus) Environmental Controls for Data Centre (cooling, fire, flood, and backup power) Boundary Firewalls and Internet Gateways (email and web filtering) Current and Proposed Mitigating Actions: Information Security Policy review /update underway Computer Use Policy to be refreshed. Assess controls as part of plans for continuing development of digital services. Penetration testing for applications implemented to deliver digital services.Page 60
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Appendix 1 Data control enhanced through network controls. Malware Protection Cyber resilience standards aligned to SG Cyber Resilience Framework Cyber Incident Response Plan Patch management (Applications and Infrastructure) Third Party Maintenance Agreements (Applications and Infrastructure) Main financial system supported in-house. Information Assurance Group Records Management Policy Data breach reporting arrangements Working from home policy/guidance Participation in the Scottish Government Cyber Resilience Programme Extend accreditation process to include the Education ICT network. Continue with implementation of programme of work to address awareness raising, e-learning and phishing campaigns to educate users of ICT systems– attempting to mitigate and reduce the ‘human error’ element. Complete the review of the ICT Business Continuity Plan Cyber Resilience – ongoing monitoring and application of emerging best practice Continue to monitor feasibility of insurance cover for cyber-attacks. Page 61
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Appendix 1 9. Description of Risk: Economic Sustainability. Higher inflation and increases in interest rates have the potential to an impact on capital projects including the Moray Growth Deal. The cost of doing business and higher energy costs adversely impact on the business community. Increased strain on household incomes /budgets may impact on council tax revenues and income from council house rents; business failures may create similar pressures on business rates. Many of these are factors outside the control of the council but continue to have an influence on how it reacts and plans for the future. Lead: Corporate Management Team/ Depute Chief Executive (Economy, Environment and Finance) Risk Rating: low/medium/high/very high MEDIUM Likelihood 2 x Impact 3 = Score 6 Rationale for Risk Rating: The cost-of-living crisis, a reduction in the working age population, housing, and childcare remain as potential impediments to economic growth, with both the council and its partners actively working to address these issues. The Local Outcomes Improvement Plan and the Corporate Plan, underpinned by the ten-year Moray Economic Strategy, guide investment priorities and involve significant input from multiple council services including Planning, Housing and Education. While some of the initiatives being taken forward will take time to complete, the direction of travel is assessed as positive, allowing the risk score to be reduced. Risk Movement: increase/decrease/no change Risk Appetite: The need to maintain a vibrant economy is prominent in both community and council strategic plans and there is a strong appetite to create conditions that make Moray an attractive place to do business. Controls: Moray Growth Deal - Funding for Growth Deal being progressed bringing total investment to the area of over £100m. Growth deal governance arrangements in place and elements of programme being delivered in line with timetable. Moray Economic Strategy ten-year strategy developed with partners and aligned to council strategic plans. Current and Proposed Mitigating Actions: Progress Growth Deal projects in line with programme. Continue work with partners to develop and deliver support aligned to economic strategy objectives that include: Increasing employment levels and number of companies Ensuring alignment between skills provision and the changing economy Page 62
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Appendix 1 Partnership working with Highlands and Islands Enterprise, Moray College UHI, Skills Development Scotland and others. Oversight of programmes using ring fenced funding from the UK Shared Prosperity Fund, Just Transition Funding, and the Strategic Priorities Fund. Expansion of pre-school provision. Increased productivity leading to growing wages and contributing to closing the gender pay gap. A labour market that provides the required numbers of workers to take advantage of available opportunities-notably attraction and retention of those aged 16-29. Maximising the environmental, social, and economic benefits of the transition to net zero and Community Wealth Building. Page 63
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Report to: Meeting Date: Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) DCE(ECOD)001/25 Author: Denise Whitworth Contact Email: Denise.whitworth@moray.gov.uk Subject: Transformation Strategy Development 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To ask the Committee to consider and note progress on the delivery of the Council’s Transformation Strategy since the last report on 28 January 2025, as part of the ongoing monitoring of progress. 1.2 This report is submitted to the Committee in terms of Section III (A) 2 of the Council's Scheme of Administration relating to considering Capital and Revenue Budgets and long-term financial plans. 2. SUMMARY 2.1 This report outlines the progress of the Council’s Transformation Strategy since the last update in January 2025, outlining ongoing projects and future plans aimed at enhancing financial sustainability and service delivery. 2.2 The report seeks the Committee's consideration of the progress made with the projects in the Council's Transformation Strategy and notes projects that have encountered delays for various reasons, including resource allocation issues. 2.3 Moving forward, the next steps are to report on the further development of the transformation strategy by late autumn 2025. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee considers and notes progress on the delivery of the Council’s Transformation Strategy. Denise Whitworth Item 8. Page 65
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Depute Chief Executive (Education Communities and Organisational Development) 4. BACKGROUND AND CONTEXT 4.1 The Council at its meeting on 24 April 2024 agreed the first iteration of a new, developing Council Transformation Strategy to take forward a continued focus on delivering transformation projects already in progress, accelerate and expand where there is opportunity and develop new areas of work to support the Council’s financial sustainability, providing a sound foundation for future transformation work (para 9 of the minute refers) 4.2 The Strategy agreed in April 2024 is made up of a programme of projects to continue the council’s transformation journey. These are categorised as new, innovation, additional, expansion and current. An update to the Strategy, including the development of new projects was agreed by the Council on 13 August 2024 and this also shows the links between the projects and the council’s corporate priorities (para 10 of the minute refers). 4.3 The Transformation Strategy has developed to include the following projects which were agreed to commence as noted below: 13 August 2024: LED Lighting; Solar Panels 22 October 2024: Out of Hours Service 21 May 2025: Depots review 4.4 Appendix 1 gives an update of progress on specific project areas to show the development work that has taken place since the last update report in August. A summary of key points is given below. i. Leisure review – the workshop held with councillors on 18 February provided direction for the development of the review. Work is underway with Moray Leisure on options to provide Leisure services across Moray. Consideration is also being given to how best to manage assets and plan the capital programme of works in this context. It is planned to report on this in the autumn. ii. Libraries review – consultation feedback was reported to the Council on 19 February 2025 (para 21 of minute refers). Work is now underway with user groups that have been established and there will be a report back to ECLS committee on opening hours. iii. Learning estate –engagement within all ASGs (associated school groups) now underway, work on Forres Academy and future planning with the learning estate have progressed with options being considered for Elgin and Buckie High Schools in light of revised capital budget. The outcome of the member Working Group was reported to ECLS committee on 18 February. iv. Depot review – draft project plan was agreed by the project Board and work is underway on the full business case was reported to the Council in May 2025. v. Education HQ and Schools Business Support projects are now moving forward with a Project officer in place, having previously been reported as being on hold for some time. Page 66
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4.5 However, there are a small number of projects where progress has been less consistent and these are highlighted as red or amber on the schedule in Appendix 1. These are mainly due to issues of resourcing, either where arrangements are yet to be put in place or where limited specialist resources had to be diverted to operational priorities to ensure service continuity. These include: schools business administration (which will now move on as noted above), schools digital and service efficiency lean project. Resourced have also been allocated to address the pressures in ICT and so these projects are expected to move on once the arrangements are in place. The learning estate work remains amber for different reasons related to the challenges of budget pressures for capital projects of this nature and decisions that have affected the originally planned timescales, such as the timing for LEIP 3 decision. These latter points will be addressed through the affordability work noted and a review of project timescale to take account of the factors influencing progress, which has been reported to ECLS Committee. 4.6 It is recognised that Stage 3 of the development of the council’s transformation strategy will require further substantial work, including identifying approaches that could be considered for the Future Council. This will also take account of the enabling potential of transformation work that could underpin future change and efficiency and have indirect financial benefits, ensuring the sustainability and effectiveness of council services for the future. This has progressed with a workshop held with members and senior officers on 18 March and a further workshop with the Leadership Forum of Service Managers is being held on 11 June 2025. 4.7 The outcome of the workshop on 18 March has been circulated to members for information outside of the committee process because it is not a final outcome but will be considered alongside the feedback from the council Leadership Forum (made up of Service Managers) to influence the transformation proposals that are brought before council in the autumn. However, the workshop feedback was that the Council must balance 3 elements: empowered communities; sustainable places, and smarter internal systems. Elected members and senior managers envisioned a future where: Communities shape their services through strong local democracy. Infrastructure and planning decisions reflect long-term community well-being. Council staff and systems are responsive, tech-enabled, and human-centred. 4.8 The proposed next steps for the development of the transformation strategy are to consider the outcome of the workshops and to undertake further planning on the development of the strategy and plans and to report to the Council in late autumn 2025 on the way forward. 5. PROPOSALS 5.1 It is proposed that Committee considers and notes progress on the delivery of the Council’s Transformation Strategy 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 67
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) √ Policy and Legal √ Financial √ Risk √ Staffing √ Best Value and Transformation Property √ Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact √ Climate Change and Biodiversity Impact √ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. The new Transformation Strategy is the development of the Council commitment in the Corporate Plan to the values of Ambitious: ensuring sustainable and efficient services; and Improving: drive improvement, encourage innovation and invest in transforming to meeting future needs and forms the Transformation Strategy referred to in the Strategic Delivery Framework. The transformation strategy and projects contribute to the Council’s priorities of tackling poverty and inequality, building stronger greener vibrant economy and building thriving, resilience empowered communities. The projects also support the strategic delivery framework of the financial strategy workforce strategy and digital strategy. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None. 6.4 Financial The financial implications of the Transformation Strategy have been approved in previous reports. The table below has been updated to include the changes approved by the Council on 13 August 2024 and tracks the investment and savings generated Page 68
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since the programme was started in 2018 (as the Improvement and Modernisation Programme (IMP)). However, due to the short period of time and pending completion of year end financial position, there is no update to report on the financial implications since the report to this committee on 28 January 2025. Project Cost 2018 -2024 £000s Budget cost 2024/25 £000s Actual Savings 2018-2024 £000s Actual savings 2024/25 £000s Future projected savings £000s Total projected savings £000s IMP 1,104 1,279 1,279 BIM 11 - ASN Review 596 289 - - Just Transition 30 - - School Business Support 29 - Learning Estate ESO (Note 1) 22 Not quantified yet Smarter Working 72 54 68 122 Depot and Stores review 76 To be reported June LED lighting and solar panels 326 250 87 40 87 40 Note 1: the cost here is approved as additional to the core cost of the Learning Estate team One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s - - - - - - Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s - - - - - - 6.5 Risk Page 69
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The risks associated with the transformation programme are managed through the relevant programme boards and overseen by CMT/SMT. There are no changes to the current risk profile and it is noted that, with reporting of the first iteration of the new Transformation Strategy, progress is being made in maintaining pace which has previously been noted as a risk. However, the risks associated with change and the success of transformation remain and will continue to be monitored. In order to manage these risks, the Council will: i. Ensure that all projects meet a given standard of governance that is proportionate to the change. ii. Ensure there are adequate resources for the overall programme of work and for individual projects. iii. Manage the dependencies and interdependencies across the scope of the change and its implications for other areas of prioritised work. iv. Appoint appropriate project resources and failing which, review whether objectives are deliverable and review planned work accordingly. 6.6 Staffing There continue to be challenges in securing resources and service capacity to progress projects. However, the allocation of specific project resources to specific projects is showing impact with projects such as smarter working and learning estate showing good progress. This approach will be built upon as projects are identified and reach an appropriate stage. Resourcing at Council level including corporate programme management and oversight will be revisited as the next stages of the Transformation Strategy work and the council management structure emerges. 6.7 Best Value and Transformation The Transformation strategy aims to deliver council transformation 6.8 Property No direct implications from this report, although property is the subject of one of the workstreams and is impacted by the Energy projects. The issues arising from this will be reported in due course with activity on climate change being progressed as a stand- alone programme of activity. 6.9 Information Communications/Technology/Digital There are no Information Communications/Technology/Digital implications from this report. 6.10 Equalities, Social Inclusion and Economic Impact For the purposes of this report an Equality and a Socio Impact Assessment are not required, however it is acknowledged that various workstreams will identify change that will have an impact on equalities and socio economic considerations and will be reported in due course. 6.11 Climate Change and Biodiversity Impacts There are no immediate climate change implications directly arising from this report. However, the energy projects make a contribution to future environmental sustainability and climate change. This is reported in the report relating to these specific projects. Page 70
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7. CONSULTATION 7.1 This report has been prepared in consultation with the Extended Corporate Leadership team who have been involved in the ongoing development of the transformation programme, including as the project initiation board reviewing new mandates and driving forward specific project work. They have contributed to the project updates in Appendix 1 and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Reports updating on progress on Improvement and Modernisation Programme to: 12 May 2021 Full Council (Item 09 Report and Appendix A / B / C / D / E ) 8.2 15 September 2021 Full Council (Item 15 Report and Appendix 1 / 2 / 3) 8.3 15 March 2022 Corporate Committee (Item 13a Report and Appendix) 8.4 30 August 2022 Corporate Committee (Item 06 Report and Appendix ) 8.5 25 April 2023 Corporate Committee (Item 08 Report and Appendix) 8.6 7 November 2023 Corporate Committee (Item 07 Report and Appendix 1 / 2) 8.7 23 April 2024 Corporate Committee (item 06 Report ) and Appendix) 8.8 24 April 2024 Special Full Council (item 04 Report and Appendix 1 and Appendix 2) 8.9 13 August 2024 Full Council (item 6a Report and Appendix 1 and Appendix 2 8.10 5 November 2024 Corporate Committee (item 16 Report and Appendix) 8.11 28 January Corporate Committee 2025 (item 09 Report and Appendix) Page 71
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Appendix 1 Transformation Programme Update: to 30 April 2025 (Report to Corporate Committee June 2025) Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps TRANSFORM EDUCATION Leisure Review Definition Not yet developed Workshop held with members on future service 18/2 to consider way forward and issues from external report. Discussions progressing with MLC to explore options and facilitated workshops planned to develop relationships and consider Moray wide solutions. Planning also underway with Property Services on asset management and proposed capital works Members briefing on report held Jan 2025 Moray-Wide Leisure services external report was received. The report contains extensive information and date for consideration in relation to future service options. Transformation Workshop was held to consider future service design – Sept 24 – completed, Future service design was considered at Members Workshop on 21-08-24 Consideration of asset management and capital programme Report to Council on future options following workshop (date tbc) Page 72
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Libraries Review Definition Not yet developed Reported to council for decision on future service 19 Feb 25. No substantial change to service. Work with communities on opening hours and potential for future co-location of services. Public consultation on proposed future service design took place in Nov and to be reported to council in Feb 25 Council report considered at council on 22-10-24 and future service design approved for consultation Transformation Workshop to consider future service design – Sept 24 – completed, future service design considered at Members Workshop on 21-08-24 Update report to service committee (ECLS) on progress of user groups and opening hours Education HQ Business Admin Support Team Delivery AMBER GREEN GREEN 20 Following considerable delay due to lack of resources, a Project Officer was recruited and the project has moved on. Project moved from definition to delivery Savings have been achieved through vacancy management Work commenced on process review, however, stalled due to resourcing. Complete lean process review and design new procedures Page 73
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Raising Attainment: Well-being (ASN) D GREEN GREEN GREEN 80 SEBN Change Management: almost complete with posts being advertised to support the Flexible Learning Resource East and West. East End annexe flexible provision developing. Moray Adapted curriculum – there are currently 14 providers on the flexible framework with one awaiting approval. The providers will have a meeting with officers soon and this will also be an opportunity to meet head teachers. ASN Parent engagement: handover to back to the service to occur. A parent from the group is assisting with HT Inclusion, Wellbeing and Adapted Curriculum recruitment. Policy Guidance and review has not progressed due to capacity to deliver other progress updates CMPs for SES and EAL services have been completed CARE governance group continues to meet with close links with SW – a number of children and young people who were causing concern have been removed from the list due to positive interventions Once appointed set up outreach service for East and West Continue to encourage providers to come on to the framework HT post to be advertised and go through recruitment process Continue to engage with parents and consider move to Support group to include a range of parents across Moray Plan to be developed over summer Continue to monitor the work of this group including consideration of ELC children Page 74
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Service is moving from BSS to CALM to support behaviour where trainers have been trained and are now being trained as Associates so that they can deliver training locally. Parent Carer survey has been closed and is currently being analysed ASN forecasting tool is being developed and trialled Early years allocating model has been reviewed and is currently being piloted. Teacher Trainers to develop introduction to CALM to be rolled out with other mandatory training in August Report to be compiled and summary to be included in next update to ECLS To be included in next update to ECLS To be included in next update to ECLS Business Support for Schools (Schools Business Admin) Delivery RED AMBER AMBER 65 Following considerable delay due to lack of resources, a Project Officer was recruited and the project has moved on. A project plan is in place to take forward the actions agreed by ECLS and Council and to address feedback on both the Change Management Plan and Improvement Plan. It is planned to report the outcome of the project to ECLS in Sept/Nov. Report to ECLS Committee in Autumn 2025 Page 75
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Raising Attainment: Curriculum Breadth - Digital Inclusion Delivery RED GREEN GREEN 50 Apr 25: All iPads purchased since the change of MDM have been fully onboarded. ICT have broadened the target schools away from ASGs as some schools are unable to release their iPads due to installed Apps or files and photos that need to be removed. Overall Project Status RED: work delayed due to deployment of resources to management of pressure on network connections Dec 24 : All schools have been sent instructions to part enrol devices to allow internet access. All iPads ordered since enrolled as managed devices. The enrolment of devices as fully managed will not be a quick as first thought due to iPads iOS being so out of date and school bandwidths meaning ICT are unable to update on site. As well as some iPads being locked by users this has resulted in all devices having to come back to HQ to be updated and fixed prior to full enrolment. This was an unforeseen issue which will slow down the implementation of fully enrolled devices. Apr 25: Continue scheduling in the remaining schools for iPad collection and full enrolment. Some schools are being scheduled for the summer break. Rollout all iPads from ICT that have been purchased since the MDM change – Target Date Jan 25 - Complete the implementation of fully managed devices for Elgin ASGs – target date is Feb 25 - schedule in the remaining ASGs for iPad collection and full enrolment once Elgin ASGs are completed. Forres, Speyside, Milnes, Buckie & Keith Page 76
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Page 77
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Schools for Future - Learning Estate review AMBER AMBER GREEN 5% Schedule remains amber overall as there have been several factors influencing the originally planned timescales. o Findrassie – project continues to be on hold due to updated roll forecasts. Not a “named” project so currently no commitment of funding in the current 10 year capital plan. Current school Roll Forecast indicates that a smaller scale project (extension of current schools) but awaiting independent assessment of SRF methodology o Forres Academy – public consultation on common good in progress completed in Dec and reported to Council in Jan 25 recommending to progress legal process to use common good. KC appointed and awaiting dates for Court of Session. RIBA Stage 2 (Concept Design) updated costs are £2.5m over budget – working to reduce to affordability cap £87.5m. o Elgin High School Capacity Extension project paused for up to 12 months to determine the validity of the current requirement. Awaiting independent assessment of SRF methodology to inform recommendation for next steps o Buckie – Current new build and refurbishment options are affordability within capital plan. Considering number of actions to support affordable short, medium and long term sustainable options. Report to ECLS Committee 13-05-25 o B-B Upgrade work – timing to be adjusted for affordability extending programme to 15 years and developing a risk approach to works prioritisation across a minimum of Review of projects to take account of capital plan affordability and projected rolls (Nov 25) Page 78
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps o Crossroads – Following public consultation in Oct 24/25 report recommending closure of school to ECLS committee on 13-05-25 and Council 21-5-25 Reduction of 3-year capital budget by £32.4m – together with additional reduction across the current 10 year capital plan - adds to the ongoing affordability challenge with delivery of all Core projects (BB-Upgrade, Elgin N & S primary school capacity expansion and ASN infrastructure) ASG Engagement – All Associated school groups (ASG) – except Lossiemouth ASG completed (due end of May) underway. ASG reports in progress with planned full report to Committee in Nov 25 Working Group – concluded review of information and outcome reported to ECLS on 18 Feb 2025. Recommendation was no acceleration but to update relevant policies to support future review. Transformation Workshop held 21-08-24 to consider future of this project re whether to accelerate and extended to deliver fewer Schools operating at greater levels of occupancy and efficiency. Working group now agreed by ECLS Committee on 17/09/24 and work underway. Working group has concluded Page 79
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps and based on outcomes, necessary reporting will be to ECLS committee rather than council in February. TRANSFORM COUNCIL Page 80
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Digital Services Research Not yet developed Apr 25: The approach to the Digital Strategy is being reviewed to identify potential projects, quick wins, and future-focused initiatives to leverage digital advantages for Moray Council. This includes engaging with various providers to understand their offerings and narrow down suitable options. Microsoft's AI offering, Copilot for Microsoft 365, is currently being piloted with 75 users across the Council, including senior management. The goal is to evaluate the tool's value and make an informed decision about further investment. The pilot will run until the end of June and focuses on three specific use cases: meeting minutes, job application shortlisting, and consultation analysis. Several introductory sessions have been conducted to familiarise users with the tool's capabilities. Apr 25: Proposed approach to be finalised and mandate/OBC and report drafted. Report to Committee on proposed strategy Work has continued to evaluate the market in order to refresh the business case to replace the legacy CRM system. Efforts are also underway to procure a replacement for the CareFirst system. Digital strategy in draft and scheduled for CMT consideration and reporting to committee in 2025 Workshop facilitated by Digital Office and Socitm held on 3/7. Dec 24 Update: early approach drafted, needs further work. Development sessions planned for early 25 to inform thinking on themes and Council approach. Page 81
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Service Reviews Concept Not yet develo ped This area does not have resource allocated and is impacted by other workloads Early discussion paper prepared and further development required. May present methodology to advance emerging agendas such as digital, lean and sustainability Management consideration of concept and potential benefits Workforce Changes Concept Not yet develo ped Apr 25: Report to Corporate Committee on 22/4 agreed on proposed approach. Proposed negotiating strategy drafted and being further developed following political steer ahead of reporting to council. Further work to define benefits underway Outline business case being prepared to establish as project. Transformation Workshop to consider future of this project held on 21-08-24 Dec 24: further calculations developed and considered by CMT. Initial interaction with TUs for confidential soundings undertaken. Refinement of Council position underway for achievable actions. Way forward to be considered by CMT taking account of updated revenue budget position which enables a wider range of options and does not require to be reported in Feb 25. Apr 25: develop proposals and potential savings based on w/f data. Detailed project plan to be developed. Page 82
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Out of Hours Services Delivery Green Green Green 75% Business case finalised and approved at Council to progress in October 2024. Project mandate prepared and agreed by CMT/SMT as project initiation. Work well underway with expected completion on target in July 25 Finalise scripts with Aberdeenshire council and move across to new system. Customer Service and systems support Business green Amber green 20% Revised business case, seeking authority to tender for a new system to go through June committee cycle. To identify resource and major project timelines for completion by Aug 26 Report business case to Full Council on 25 June for approval. Asset Managem ent (was PAMA) Delivery N/A £83K £200K Rev. £250K Cap. saving 80% Page 83
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Report to: Meeting Date: Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environmental and Finance) FIN005/25/SW Author: Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Financial Services) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of September 2024 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2025, overall progress against the 2024/25 Service Plan was 72% complete with most actions to be carried forward for completion into the 2025-2028 Service Plan. Progress against current Service Plan Priorities and Indicators and operational Service Performance Indicators is presented in the table and charts below – Item 9. Page 85
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3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and notes actions being taken to improve performance where required Author Name Suzanne Wilson Job Title Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and Page 86
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data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 Following agreement at the Council meeting on 22 October 2024 for the operation of a cap on capital expenditure (para 9 of the Minute refers), the latest financial plans have been approved by Council; the Medium to Long Term Financial Strategy (4 December 2024, para 10 of the Minute refers) and the Capital Plan (21 January 2025, para 7 of the Minute refers). Financial Planning will continue as a Strategic action within the 2025-2028 Service Plan. (Strategic Level Action FIN24-25 Strat 4.1) 5.2 Partnership work to develop financial management arrangements with the Moray Integration Joint Board is complete with the Revenue Budget and Recovery Plan 2025/26 and a Medium Term Financial Plan approved by the Board on 27 March 2025 (items 7 and 8 of the agenda refers). The Recovery Plan included a proposed savings delivery plan developed with Moray Council input. (Strategic Level Action FIN24-25 Strat 4.2) 5.3 The Health at Work policy and revised absence management procedures are followed by all service managers. For any complex issues, a proactive approach has been taken including temporary changes to working arrangements if required. Absence will continue to be monitored as part of the 2025-28 Service Plan now baseline data has been established. (Service Level Action FIN24-25 Serv 5.9, Service Level PIs FS201 and FS201a) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.4 A new approach has been agreed for reporting Participatory Budgeting (PB) with Accountancy liaising directly with services to confirm activity and Page 87
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spend. During the reporting period, playparks have been installed at Tomnavoulin and Letterfourie with consultations undertaken for parks in Hopeman and Forres, however spend remains below target at £218,000; 10% of the total budget subject to PB activity. Work to further develop PB is included within the 2025-2028 Service Plan. (Strategic Level Action FIN24- 25 Strat 4.3, Strategic Level Pis FS215, FS214 and ERC006a) 5.5 Although both actions relating to Procurement are reported out with target timescales, good progress has been made with planned work nearing completion. The new Procurement support model for example has been well received with dedicated officers working with services to provide continuity and reduce backlogs. Work relating to the Procurement Strategic Action Plan will continue as part of the 2025-2028 Service Plan. (Service Level Action FIN24-25 Serv 5.2 and 5.5) 5.6 Implementing actions from the Annual Audit Report is 90% complete against a due date of September 2024. An update was provided by the External Auditor to Council on 22 October 2024 (para 6 of the Minute refers) with work planned to continue as part of the 2025-2028 Service Plan. (Service Level Action FIN24-25 Serv 5.3) 5.7 Due to resourcing issues, only one of the four actions assigned to Finance within the Corporate Asset Management Plan, is complete. Work will continue as part of the 2025-2028 Service Plan. (Service Level Action FIN24-25 Serv 5.4) 5.8 Work on the digitisation of Taxation processes is 90% complete. Direct Debit sign up, change of address and single person discount applications are now online and establishing best practice in relation to the automation of Non-Domestic Rates is complete. Work to complete the digital process will continue within the 2025-2028 Service Plan. (Service Level Action FIN24- 25 Serv 5.6) 5.9 Increasing efficiency and availability of digital processes for Accounts was originally planned as part of the Transformation Strategy Service Efficiency Lean reviews. With these reviews on hold to be reprioritised, this action will be carried forward in the 2025-2028 Service Plan. (Service Level Action FIN24-25 Serv 5.7) 5.10 Following improvement last year, latest LGBF data reports performance on the percentage of invoices sampled that were paid in 30 days remains at 89.4% for the year ended 31 March 2024. This moves Moray back into the lowest quartile and below the national average of 93.1%. Overdue invoices continue to be highlighted to Heads of Service via quarterly reports and faster processing times have been noted following the implementation of the Accounts Payable e-form. Local data for this should be available shortly. (Service Performance PI CORP8) 5.11 No change is reported in the affordability indicator Ratio of Financing Costs to Net Revenue Stream (General Fund), with Moray remaining in the lowest Page 88
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quartile at 8.7% and above the national average of 5.8%. Prudential Indicators were reported to Council on 26 February 2025 (item 5, Appendix 3 of the agenda refers) with the acknowledgment higher percentages over the next few years are factored into current financial planning and reflect the ongoing requirement to increase borrowing to fund capital expenditure in the capital plan, particularly in the Learning Estate and Moray Growth Deal. (Service Performance PI SFINSUS03) 5.12 Actual outturn as a percentage of budgeted expenditure has continued to improve however Moray Council remains in the lowest quartile at 97.1%; against a national average of 99.6%. The impact of the retrospective element of the service concession flexibility was not budgeted for. This is one-off purely accounting entry and has no effect on the cash position of the Council. (Service Performance PI SFINSUS05) Complaints and MP/MSP Enquiries 5.13 A total of eight complaints were received during the first half of 2024/25 while ten complaints were closed. Six complaints were resolved as Frontline with four at the Investigative stage. Four complaints were either upheld or partially upheld. Target timescales were met for Frontline complaints with an average of 4.5 days for a response. Investigative complaints were slightly above target at 22.25 days. For those complaints upheld or partially upheld, a payment error was rectified and staff reminded of correct procedures. Software has also been updated to ensure all options are available online in relation to council tax. 5.14 Financial Services received five MP/MSP enquiries during the second half of 2024/25. All five related to council tax issues. Other Performance (not included in the Service Plan) 5.15 Nothing to report. Case Studies 5.16 Nothing to report. Consultation and Engagement 5.17 As part of Financial Planning work, extensive community engagement was undertaken around budget proposals including potential increases in council tax and service charges. Responses received were considered as part of the budget setting process. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Page 89
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Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation Page 90
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How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Financial Services and relevant Service Managers and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 91
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Report to: Meeting Date:Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Financial) FIN004/25/LP/LM Author: Rhona Gunn/Lorraine Paisey Contact Email: lorraine.paisey@moray.gov.uk Subject: Financial Services Service Plan 2025-28 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider and approve the Financial Services Service Plan for 2025-28. 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 of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans have been prepared identifying the improvement targets for 2025-28. In preparing the plans, managers have taken account of risk, performance data, the Local Outcome Improvement Plan (LOIP), the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. The main items in the Financial Services Service Plan for 2025-2028 arise from the Best Value Action Plan (strengthening capital monitoring, improving revenue forecasting and further developing Participatory Budgeting) and from the requirement to implement International Financial Reporting Standard (IFRS) 16, regarding accounting for leases. Efficiencies from digital service improvements are also included, in line with the Transformation Strategy 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the Service Plan for Financial Services for the year ahead in Appendix 1.: Lorraine Paisey Chief Financial Officer Item 10. Page 93
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4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework and is undertaken annually to set out the strategic direction for services over the coming months. 4.2 It should be noted that actions from the Best Value Action Plan, agreed by the Corporate Committee on 23 April 2024 (para 6 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services are planning to support their improvement work with the Public Sector Improvement Framework (PSIF), which the Council is in the process of re-invigorating for relevant services. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for the services based on the performance monitoring carried out throughout the year by the service and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Report that is also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous service plans into the 2025/28 plans. 4.7 It should be noted that while there will be some re-organisation of teams and alignment of services as a result of the management restructure, service plans have been prepared taking account of council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the annual refresh of service plans to ensure that they continue to reflect the next iteration Page 94
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of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 The focus of the plan is for 2025-26 although the service has set high level priorities for a three-year period 2025-2028 with actions being reviewed annually. Financial Services 5.2 Progress on planned work for 2024/25 (success) Improved financial reporting for Moray Growth Deal with reports meeting target timescales. Workforce planning tasks complete including recruitment for new trainee position. 5.3 Progress on planned work (areas for development/not delivered) Service efficiency work in relation to Taxation and Accountancy has been slow to progress due to other priorities and reduced staff resources with the service and in supporting service areas. Participatory Budgeting has continued this year with projects for Open Spaces, Active Travel and Arts & Culture but expansion of the process is required. 5.4 Planned focus in new plan (reflecting above and challenges to come) Strengthening the financial planning and management process to ensure provision of clear, accurate and timely information and sustainability of future service provision in line with the Best Value Action Plan, focusing on capital monitoring and revenue forecasting. Implementation of IFRS 16 for financial year 2024/25 reporting. Further development of Participatory Budgeting. Implementing the Procurement Action Plan and assigned tasks from the Corporate Asset Management Plan. Further efficiency work in relation to the digital approach for Taxation and Accountancy. Tendering and contracting for a new financial management system. 5.5 The service plan is attached as Appendix 1. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal Financial Risk Staffing Best Value and Transformation Property Page 95
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Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. All services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: Building capacity and resilience Change management and a workforce culture to support and enable change Health and Well-being management (including absence management) Recruitment and retention 6.7 Best Value and Transformation The service plans support the Council to continue its Best Value journey. 6.8 Property None arising from this report. Page 96
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6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the service managers in Financial Services and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 97
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Master: SPMAN-851087866-214 APPENDIX 1 FINANCIAL SERVICES - SERVICE PLAN 2025-2028 1. Service Definition: FINANCIAL SERVICES: Financial Services provide support to services across the Council, to Grampian Valuation Joint Board and in partnership with NHS colleagues, contribute towards the support of Moray Integration Joint Board. Main functions are Accountancy, Accounts Payable and Accounts Receivable, Banking, Insurance, Procurement, Taxation (Council Tax and Non- Domestic Rates), Treasury Management and VAT. 2. Service Resources: FTE 59.96 Budget £1,741,630 3. What have we identified for improvement in 2025-2028? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Ensure financial sustainability by strengthening the financial planning process: - Strengthen capital monitoring - Review the revenue forecasting process to ensure accurate projections Work with communities to further develop Participatory Budgeting Identified as an area for improvement in the Best Value Audit Review 2024 Implement legislative / regulatory changes - IFRS 16 A requirement with which the council has no choice but to comply and which will involve significant work to ensure compliance Note: Progress against BV Actions will be monitored and reported out with Service Plan process Page 98
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Master: SPMAN-851087866-214 APPENDIX 1 FINANCIAL SERVICES - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high. 3 low, 4 for ongoing, 5 for on hold) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Financial Planning: Strengthen capital monitoring Review forecasting procedures for revenue budget Financial plans show how the local authority will align service provision with funding to ensure the sustainability of its services in the future: Automated monthly monitoring reports More accurate forecasts of capital spend More accurate estimated actual Financial planning improves in line with recommendations from the 2024/25 Annual Audit Review: Template for budget/target input Pilot complete (with Consultancy) and report to AMWG Reports generated per agreed timetable Lower level of slippage at year end Estimated out-turn v actual out-turn June 2025 Sept 2025 March 2026 June 2026 June 2025 JF JF JF LP LP 1 BV 3.3 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Further develop Participatory Budgeting Capture more information on community led decision making. Year on year increase in amount allocated until 1% of budget (as defined by COSLA) is allocated via PB process. July 2025 July 2026 July 2027 LP 1 BV 5.1 Page 99
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Master: SPMAN-851087866-214 APPENDIX 1 FINANCIAL SERVICES - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Implement legislative/regulatory change Implement requirements of IFRS 16 from 01 April 2024 Fully Compliant Accounts Audit opinion September 2025 JF 1 Implement the annual Procurement Action Plan (PSAP) Implement the actions identified as priorities in the Procurement Action Plan: - Review Procurement Policy - Review requirement for IIA for each contract - Review GDPR requirements - Implement actions for Community Wealth Building Strategy - C/f items from 2024/25 Strategic Action Plan targets achieved 80% of PSAP indicators achieving or exceeding target March 2026 LP 2 Implement recommendations from the Annual Audit Report Implement the actions agreed with the auditors: - Review GL journals and determine if authorisation can be proportionately introduced - Review reconciliation of Property, Plant, Equipment note to Fixed Asset Register - Review assets with nil Net Book Value (NBV) - Review classification of assets under construction Improved processes Amend process if considered proportionate Prepare reconciliation Determine if any amendments required Reclassify any assets which became operational during 2024/25 Auditor agreement that actions implemented in full Record review and any process amendments Working paper Audit trail for treatment of assets with nil NBV Amendments made Assets correctly disclosed April 2025 September 2025 1st review – June 2025 2nd review - June 2026 Annual Review: June 2025 June 2026 June 2027 LP 1 Page 100
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Master: SPMAN-851087866-214 APPENDIX 1 FINANCIAL SERVICES - SERVICE PLAN 2025-2028 Implement actions from the Corporate Asset Management Plan Implement the actions assigned to Financial Services: - Develop selection process for post project reviews - Agree timetable for Asset Management Plan review Improve the Asset Management Planning process Actions complete by assigned due dates (Still to be assigned per timetable agreed with services) June 2025 September 2025 LP 2 Increase Service Efficiency – Taxation Increase efficiency and availability of digital processes for Taxation: - Streamline Council Tax e-billing sign up Process - Non-Domestic Rates e-billing Streamline Council Tax e-billing sign up process Non-Domestic Rates e- billing - Introduce e- billing for NDR payers Increased uptake of e-billing Generate and maximise uptake of NDR e-billing March 2026 March 2026 JT 2 Increase Service Efficiency – Accounts Increase efficiency and availability of digital processes for Accounts; - Investigate workflow for authorisation database Introduction of workflow to facilitate management of task Database up to date Sept 2026 LP 2 Replace financial management system Contract comes to an end 2028 – re- tender Fully functional integrated financial management system Market Research Complete Tender Process Underway Tender Process Complete System Testing Underway System operational Sept 2025 Dec 2025 March 2027 April 2027 April 2028 LP 1 Health and Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively, and levels of absence are reduced efficiently and timeously Reduction in number of days absence per employee March 2026 LP and Service Managers 2 Page 101
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Report to: Meeting Date:Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) GSP030/25/AM/NS Author: Neil Stables Contact Email: performance@moray.gov.uk Subject: Performance Report (Governance, Strategy and Performance) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. 1.2 This report is submitted to the Committee in terms of section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 The report identifies the progress of Service Plan Actions and Performance Indicators highlighting areas of good progress and areas where there have been challenges. Mitigations and actions taken to address challenges are detailed within the body of the report. At the end of March 2025, overall progress against the 2024/25 Service Plan was 69% complete. Progress against Service Plan Priorities and Indicators and operational Service Performance Indicators is presented in the table and charts below – Item 11. Page 103
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RAG Strategy and Performance 85% Internal Audit 100% Digital Transformation and Efficiency 50% Improved Governance 75% Performance Management 60% 69% SERVICE PLAN PRIORITIES OVERALL PLAN PROGRESS SERVICE Service Plan: Overall progress at the end of March is 69%. All actions have progressed, with five actions complete. Actions around Self- Assessment, LOIP, Customer Services and Benefits have slipped planned target dates due to competing priorities and staffing pressures. The majority of these actions have been reviewed and are being carried forward to 2025/26 with revised completion dates. Performance Indicators: No strategic indicators Comment STRATEGIC SERVICE PI'S Achieving Target Within Target Below Target Data Only 0 3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. Neil Stables Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on Page 104
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whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and Red/Amber/Green (RAG) status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is Quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 A Corporate reporting regime has been established with timely reporting of performance across Best Value, Corporate Plan, Local Government Benchmarking Framework (LGBF) and Service Plans. (Action: GSP 2024-25 STRA 1.2) 5.2 Good progress has been made on the project to move the Out of Hours phone service from the Housing Team to an outsourced arrangement through the contact centre. Barring any delays due to the requirement to migrate digital telephony systems, it is expected that this project will complete on time in the first quarter of 2025/26. (Action: GSP 2024-25 DT&E 1.3) 5.3 The Burial Administration post has now formally been transferred to the Lands and Parks Service after a transition year where the post was line managed by the Senior Registrar. All future burial grounds administration duties will now be line managed through the Lands and Parks Service. (Action: GSP 2024-25 DT&E 1.6) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.4 Reestablishing a format and timetable for Public Sector Improvement Framework (PSIF) self-assessments has slipped due to competing demands within the Strategy and Performance Team. However, the first PSIF session is scheduled for May with Improvement Services supporting the process. An area on Interchange is still to be identified for publishing PSIF material, while resourcing around PSIF scheduling to be reviewed. The revised completion date for this is July 2025. (Action: GSP 2024-25 STRA 1.1) 5.5 Investigation of a ‘one plan’ position for Moray to potentially act as a Corporate Plan and LOIP will progress out with original timescale. Update reports have been submitted to the Community Planning Officers Group and Community Planning Board. Partners continue to work collaboratively with feedback session on recent Community Planning self-evaluation result facilitated by the Improvement Session scheduled for May. (Action:GSP 2024-25 STRA 1.3) 5.6 Completion of business continuity plans for critical services had been scheduled for completion by March 2025, however competing demands within services has led to this Page 105
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deadline slipping. A brief has been presented to the Corporate Management Team detailing progress and constraints, the latter mainly related to service capacity and relative priorities. Going forward, this will be programmed as a cyclical process rather than viewing it as a single point in time, with progress continuing to be monitored through the service plan. (Action: GSP 2024-25 IG 1.2) 5.7 Draft Delivery Frameworks for three of the four Local Outcome Improvement Plan priorities have been submitted, completion date revised for December 2025. (Action: GSP 2024-25 PM 1.1) 5.8 Introduction of a new Customer Relationship Management (CRM) system is progressing out with due dates with the development of defined statement of requirements to support the business case. The new Customer Services Manager is investigating options against system expectations and resource availability. (Actions: GSP 2024-25 DT&E 1.1 and 1.2) 5.9 Competing year end work took priority over the development of benefits e-form, which is nearing completion out with original due date with final stages of internal testing being carried out prior to roll-out. (Action: GSP2024-25 DT&E 1.4) 5.10 Over the course of 2024/25, just under 136,000 calls were received by the Customer Services Call Centre at an average of around 11,300 calls per month. The continuing high volume of calls in combination with some telephony issues and reduced staffing resources through budget savings and absences have impacted the service with 81.9% of calls answered in 2024/25, slightly down on the 84.8% last year. The graph below shows the quarterly call volume and answer rates over the last three years. The sharp decrease in answer rates for Quarter 4 was due to a significant telephony issue on the 31 March, which resulted in only 26% of calls being answered on that day, which affected the performance for the quarter. Of the calls answered during 2024/25, 58.3% were answered within the 60 seconds target, a reduction on the 61.8% achieved in the previous year. Improvements in performance were made in Quarter 2 and 3 at 63.9% and 65.6% respectively, however staffing issues in Quarter 1 and telephony issues in Quarter 4 impacted on the overall Page 106
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performance for the reporting year. The graph below shows the quarterly performance over the last three years. (PIs: CPS058 and CPS058a) 5.11 The development of a business case to determine whether there would be wider efficiencies in moving means testing from the social care service into the Benefits team has not progressed as planned this reporting year. While there has been some scoping work carried out around centralising and stream-lining financial assessment for social care costs and blue badges, continued staffing pressures and service scrutiny have restricted further progress. The development of the business case will be carried forward as an action into the 2025/26 service plan. (Action: GSP 2024-25 DT&E 1.5) 5.12 The average time (days) to process new housing benefits claims have remained above the target of 21 days, with the cumulative average for 2024/25 being 23.4 days. While processing rates have improved during Quarter 4, staffing issues over the Quarters 2 and 3 have impacted the overall performance for the year. Staffing issues have eased and it is anticipated performance will improve during 2025/26. (PI: CPS011) Complaints and MP/MSP Enquiries 5.13 A total of seven complaints were received during the second half of 2024/25, while eight complaints were closed. All complaints were resolved at Frontline stage. Six complaints were partially or fully upheld, with the remaining two not upheld. Six of the eight complaints were resolved within the 5 working day target timescale, with the overall average time taken to respond to complaints being 5 days. Of the six complaints upheld: three related to delays in processing licence applications through Legal Services; two for delays in Customer Services resolving enquiries; and one around the lack of cost information for internments. All complaints were acknowledged with an apology and reinforcement action duly taken. 5.14 Across the council, over the last three years the Council have dealt with around 1,400 non-statutory MP/MSP enquiries, in addition to over 1,500 statutory complaints received over a similar period, that are subject to the Model Complaints Handling Procedure (MCHP). The following graph shows the volume of MP/MSP enquiries received each quarter since Quarter 1 2022/23. Page 107
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On average each quarter the Council receive 116 enquiries. The volume of enquiries had steadily decreased since Quarter 2 2023/24, however over the last six months there has been an increase, with 111 enquries received in Quarter 4 2024/25. Almost 75% of enquiries were directed to Economy, Environment and Finance in 2024/25. All enquiries follow a similar process to that of complaints in being formally logged and responded to. Case Studies 5.15 Nothing to report Consultation and Engagement 5.16 Nothing to report 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Page 108
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Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial There are none arising from this report. 6.5 Risk There are none arising from this report. 6.6 Staffing There are none arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equality Impact Assessment is not required as this report is to inform the Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with The Head of Education Resources & Communities, Deputy Chief Executive (Education, Communities & Organisational Page 109
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Development), Service Managers, and Caroline O’Connor, Committee Services Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Service Plan Actions Performance Indicators Service Complaints Page 110
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Report to: Meeting Date: Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) HR007/25/SW Author: Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Human Resources, Information Technology and Organisational Development) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2025, overall progress against the 2024-25 Service Plan was 59% complete, although this does include several longer-term actions with due dates into 2026 and 2027. Progress against each Service Plan Priority and the Service Plan and operational Service Performance Indicators are presented in the table and charts below. It is proposed that all priorities and actions will continue within the 2025-2028 Service Plans. Item 12. Page 111
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3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and notes actions being taken to improve performance where required. Author Name Suzanne Wilson Job Title Research & Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. Page 112
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4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables are now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 As agreed at the meeting of this committee on 28 January 2025 (para 10 of the minute refers), a phased approach for Leadership Development has been adopted allowing for the ongoing management review and input from the new Chief Executive. An action to develop this programme further is included within the 2025-2028 Service Plan. (Strategic Action HROD24-25 Strat 4.1) 5.2 Planned work linked to change management is complete. Workforce implications arising from Budget savings have continued to be managed through Transform while Organisational Development (OD) have liaised with management and Trade Unions to improve the Employee Survey. Results from the latest survey are currently being analysed and will be used to develop future change preparation initiatives. (Service Level Action HROD24-25 5.1 and 5.2) 5.3 Following the review and publication of the Employee Survey (as noted in para 5.2) all workforce related actions contained within the Best Value Plan have been achieved. (Service Level Action HROD24-25 5.5) 5.4 ICT support for the Smarter Working Project during 2024-25 is complete. In addition to all planned office changes, advice and guidance were provided to assist relocation of Health & Social Care staff and Grampian Assessors. The team continues to have representation on both the Project Board and Delivery Group with plans underway for Phase 3 of the project. This will be Page 113
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monitored as an action within the 2025-2028 Service Plan. (Service Level Action ICT24-25 5.1) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.5 During the reporting period, resourcing issues and staff absence affected delivery of some activities around recruitment and retention and fair and competitive pay and conditions. Progress has been made with improving exit monitoring and reviewing employment literature, with a revised approach to succession planning expected shortly. Assessment of current practice against the Ethnic Minority Recruitment Toolkit Work is also complete. Both actions will continue as part of the 2025-2028 HR and OD Service Plan. (Strategic Action HROD24-25 Strat 4.2 and 4.3) 5.6 Latest LGBF data shows the Gender Pay Gap within Moray Council has improved slightly to 4.6% for the year to March 2024, however this remains well below both Scottish and family group averages with Moray ranked 29th nationally. The Council supports a range of flexible working options to ensure the workplace is accessible for all and will continue to monitor the impact of pay awards, so they remain free from bias. (Strategic Level PI Corp 3c) 5.7 Planned work to support employees and address absence is 90% complete. LGBF data for 2023/24 reports sickness absence per teacher increased to 9.6 days, placing Moray 29th out of 32 authorities. A key objective this year was to improve support for school-based staff. For this, a ‘Spend to Save’ mandate providing a targeted approach to absence within Education has been devised while a review of the Challenging Behaviour policy by the joint working group is underway. This will continue as a priority within the 2025- 2028 HR and OD Service Plan. (Service Level Action HROD24-25 Serv 5.4, Service Level PI CORP6a) 5.8 Although out with target timescales, Cyber Resilience work has progressed. PSN accreditation was successfully achieved in March while a follow up phishing simulation resulted in significant improvements against baseline data. Malicious Software training, launched in February, has so far received a relatively low uptake at 43%, against a target of 80%. Initial national benchmarking work shows an average 62% uptake for similar modules. Further work will be undertaken to increase uptake with measures to manage and improve cyber security incorporated into the proposed 2025- 2028 ICT Service Plan. (Service Level Action ICT24-25 Serv 5.3, Service Level PI ICT003) 5.9 Forward planning work, supporting large-scale system replacements for Lagan and Carefirst, is reported at 10% complete within its due date of March 2025. The business case and option review is ongoing for Lagan while for Carefirst, timescales have been revised with a replacement now expected by March 2027. A project team meets regularly with procurement while data cleansing of the current system is underway. A process mapping Page 114
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exercise is planned for April 2025. This work will be monitored as part of the 2025-2028 ICT Service Plan. (Service Level Action ICT 25-25 Serv 5.4) 5.10 The section wide Public Service Improvement Framework (PSIF) self- evaluation exercise, originally planned for quarter 3, will now take place in May. An action covering this work is included within both 2025-2028 Service Plans. (Service Level Action HROD24-25 Serv 5.6 and ICT24-25 Serv 5.6) 5.11 Absence management is undertaken in line with all corporate procedures with support from HR where appropriate however further work is required in relation to absence data analysis for ICT. This will continue as part of the 2025-2028 ICT Service Plan. (Service Level Action ICT24-25 Serv 5.7) 5.12 Annual Violence and Aggression Incidents fell slightly from 3,775 in 2023-24 to 3,766 in 2024-25; however, incidents reported by Education notably increased between quarters 3 and 4, rising by 38% to 1,066 (see table below). 892 were recorded within a Primary School setting, 151 in Secondary and 23 within a Nursery. A total of 295 pupils were involved with the majority (200) primary school age. The Central Team are working closely with the schools involved to provide SEBN/ASN training, additional funding for staff and support around potential interventions. (Service Performance PI HROD006) Q4 2023 -24 Q1 2024 -25 Q2 2024 -25 Q3 2024 -25 Q4 2024 -25 Education 890 732 701 772 1,066 Supported Accommodation 103 155 89 115 120 Corporate 2 3 1 7 5 Total 995 890 791 894 1,191 5.13 Working days lost due to industrial injury or accident increased during quarter 4 to 80, taking the annual total to 201. Three separate injuries have attributed to this increase. (Service Performance PI HROD007) Complaints and MP/MSP Enquiries 5.14 During the second half of 2024/25, one complaint has been received. This complaint remains open with investigations ongoing. 5.15 Human Resources, ICT and Organisational Development have received no MP/MSP enquiries during the reporting period. Other Performance (not included in the Service Plan) 5.16 5.17 In the last 12 months, the Information Systems Teams have made notable progress in areas not covered by the remainder of this report. Approach to Data Page 115
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5.18 5.19 5.20 5.21 A data strategy has been drafted detailing an approach to how we can make better use of our data within Moray Council. It addresses areas such as how we understand and improve our data, data governance, data accessibility, and data analytics. We are also engaged with the Scottish Government regarding the use of their data maturity assessment framework, a methodology that has been successfully applied to 15 other Scottish councils. It is proposed that using this approach to refine our strategy will provide a route to becoming a more agile, data-driven organisation. New Technology ICT have pushed forward cutting-edge technology such as Copilot for Microsoft 365. This is an advanced AI-powered tool integrated into Microsoft 365 applications such as Outlook, Teams, Word, and other office apps. It leverages Large Language Model (LLM) and corporate data to assist users in various tasks, enhancing productivity and efficiency. ICT have been leading a pilot with 75 users across the organisation and run several introductory sessions to get the pilot users started, as well as building a Teams community around the use of such technology within Moray Council. Innovative Solutions ICT have delivered innovative solutions to solve issues services are having with certain areas, plugging gaps where third-party bought solutions are lacking in functionality. One example is with our Housing system, where SMS messages are sent to tenants but there was no way of telling if the messages were delivered or not. ICT created a bespoke solution to generate a report, letting the service know if their communications are being received. Another solution ICT created was a Private Water Inspection reminder system, notifying users when they have an upcoming inspection booked. This has helped reduce missed appointments for the service. The AP (Accounts Payable) Data Entry system implemented by ICT last year has processed approximately 24,000 invoices and had a significant impact on the service's efficiency and improved governance around the process. New Approach to Digital Strategy Currently, ICT is working with senior management to refresh our digital strategy and approach to digital transformation. This approach will revolve around understanding the market and what other authorities are doing, modernising our legacy system estate, upskilling our digital workforce, and making better use of our data. Learning Management System Update LMS – the implementation of the updated Learning Management System (LMS) was completed on 12 May 2025. This update enhances current provision, improves reporting, streamlines training processes and provides a Page 116
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5.22 5.23 5.24 more engaging learning experience for all users. The OD team has worked with ICT to ensure integration with the HR/Payroll System (iTrent), a smooth transition and consistent data flow across platforms ensuring that employees details are accurate and the council structure is maintained. This has involved working with Education colleagues to understand their requirements and how the organisation wide LMS can be used for their service specific needs. Also with colleagues in Social Work Training regarding the use of e-portfolios to support streamlining and efficiencies in that service. Work will now progress on further proposed developments including scoping the use of the system for those who are not part of the Council’s workforce, namely, volunteers and personal assistants. First Aid Training Provision Following a procurement exercise, two contracts have been awarded to organisations to provide first aid training. The first is to provide the necessary and required First Aid at Work and Emergency First Aid at Work training across the organisation with the second providing Paediatric First Aid training to those in the Early Years Service. Zero Tolerance Approach A number of strands of work are being brought together on a planned organisation wide basis and work has been taken forward on linking a number of these including the Employee Protection Marker System, the operational implementation of which is being discussed across a number of services. Readiness for legislative/policy changes The OD team has undertaken considerable work on ensuring that the Council is ready and prepared for legislative/policy changes including, for example, contributing to what is required for the implementation of the Disclosure Scotland Act 2020 as well as developing a plan for taking the required work on the ongoing employment policy framework forward. Case Studies 5.25 Nothing to report. Consultation and Engagement 5.26 The latest Employee Survey was launched on 10 March 2025. Running over a period of four weeks, this survey provides staff with the opportunity to anonymously share their views on working for the council, helping to shape future decision making. Analysis of responses is now underway with an improvement plan based on common themes to follow. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 117
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. Page 118
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6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Human Resources, Information Technology and OD and relevant Service Managers and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 119
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Report to: Meeting Date: Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) GSP019/25/DW/LM Author: Denise Whitworth / Frances Garrow/ Alasdair McEachan Contact Email: Denise.whitworth@moray.gov.uk Subject: Human Resources, ICT and Organisational Development and Governance, Strategy and Performance Service Plans 2025-28 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Human Resources, ICT and Organisational Development and Governance, Strategy and Performance Service Plans for 2025-28. 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 of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans have been prepared identifying the improvements targets for 2025-28. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve: i) the Service Plan for Human Resources, ICT and Organisational Development for the year ahead in Appendix 1 and 2; and ii) the Service Plan for Governance, Strategy and Performance for the year ahead in Appendix 3. Item 13. Page 121
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Denise Whitworth Depute Chief Executive (Education Communities and Organisational Development) 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework and is undertaken annually to set out the strategic direction for services over the coming months. 4.2 It should be noted that actions from the Best Value Action Plan, agreed by the Corporate Committee on 23 April 2024 (para 6 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services are planning to support their improvement work with the Public Sector Improvement Framework (PSIF), which the Council is in the process of re-invigorating for relevant services. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for each of the services based on the performance monitoring carried out throughout the year by the services and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Reports that are also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous Service Plans into the 2025/8 Plans. 4.7 It should be noted that while there will be some re-organisation of teams and alignment of services as a result of the management restructure, service plans have been prepared taking account of Council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the annual refresh of Service Plans to ensure that they continue to reflect the next iteration Page 122
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of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 The focus of the Plan is for 2025-26 although the service has set high level priorities for a three-year period 2025-28 with actions being reviewed annually. Human Resources, ICT and Organisation Development 5.2 Progress on planned work (success) The leadership development programme has been revised with a phased approach agreed. Communication and Engagement activity has been refreshed with revised Team Talks issued and improvements to internal communications proposed. A pilot scheme to improve monitoring of staff absence within schools has been developed with monthly absence reviews and a training module also now in place. Support has continued for the Smarter Working project with ICT representation on both the Project Board and Delivery Group. 5.3 Progress on planned work (areas for development / not delivered) Resourcing issues and staff absence affected progress relating to recruitment and retention and pay and conditions. Self-evaluation has followed the corporate schedule with PSIF sessions now planned for HR, ICT and OD. E-learning on malicious software was issued later than planned while further self- assessment activity awaits publication of the Scottish Government’s Public Sector Cyber Resilience Framework. Progress with the Lagan replacement/upgrade has been limited however with the new Customer Service Manager in post, options are now being reviewed. 5.4 Planned focus in new plan (reflecting above and challenges to come) Continued development of the leadership programme. Development of a flexible recruitment approach, including succession planning, that addresses service needs. Workforce planning actions in place, taking account of latest workforce analysis and Employee Survey results. Develop modern, sustainable working conditions where employees are prepared for change. Communication that supports corporate and service priorities and improves engagement. Continue to expand the digital approach including use of AI, enhanced value of data and development of the Education ICT strategy. Improve service delivery through utilisation of service specific systems and platforms. Manage cyber security and resilience risks. Improved forward planning for upcoming system replacements. 5.5 The service plan for Human Resources and Organisational Development is attached in Appendix 1 with the ICT service plan in Appendix 2. Governance, Strategy and Performance Page 123
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5.6 Progress on planned work (success) Corporate reporting regime established with timely reporting of performance across Best Value, Corporate Plan, Local Government Benchmarking Framework and Services. Governance documents updated and committee roles clarified in line with the Best Value Action Plan. Burial administration post transferred to the Lands and Parks Service. Good progress has been made on the project to move the Out of Hours phone service from the Housing Team to an outsourced arrangement through the contact centre. It is expected that this project will complete on time in the first quarter of 2025. After considerable development work the e form for Welfare Benefits is currently being trialled. It is expected that this project will complete on time in the first quarter of 2025. A format for the Citizens advice service level agreement has been approved by Committee. 5.7 Progress on planned work (areas for development / not delivered) The merits of a “One Plan” strategic document continue to be investigated with community partners. Introduction of a new Customer Relationship Management (CRM) system has been delayed however the new Customer Services Manager is investigating options against system expectations and resource availability. Review of out of hours phone service progressing with stakeholder engagement complete, slippage expected due to some system migration issues. Draft Delivery Frameworks for three of the four priorities have been submitted, completion date revised for December 2025. Completion of business continuity plans for critical services had been scheduled for completion by March 2025 however competing demands within services has led to this deadline slipping. Going forward, this is being treated as a cyclical process rather than viewing it as a single point in time. Re-establishing a format and timetable for Public Sector Improvement Framework (PSIF) self-assessments has slipped due to competing demands within the Strategy and Performance Team. The fist PSIF session is scheduled in May with support from Improvement Services. It was hoped to have a business case to determine whether there would be wider efficiencies in moving means testing from the social care service into the benefits team. This work has not progressed due to staffing pressures but is carried forward into this year’s Service Plan. 5.8 Planned focus in new plan (reflecting above and challenges to come) The biggest project for the new plan is the replacement of the Council’s customer relationship management (CRM) software. This will involve re mapping and seeking further efficiencies in all of the Council’s frontline customer contact. Re-establishing the Public Sector Improvement Framework for services within the Council has been prioritised as it underpins the Best Value action plan. The Improvement Service are assisting in the process. 5.9 The service plan for Governance, Strategy and Governance is attached in Appendix 3. 6. SUMMARY OF IMPLICATIONS Page 124
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6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Page 125
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Strategy and Plan priorities in a service context. The main themes arising from these include: Building capacity and resilience Change management and a workforce culture to support and enable change. Health and Well-being management (including absence management). Recruitment and retention. 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the service managers in Human Resources, Organisational Development and ICT and Governance, Strategy and Performance and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 126
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 1. Service Definition: HR and OD provide professional advice to ensure compliance with relevant legislation, best practice and industry standards to support the council in delivering it corporate priorities. The main functions of the Service include HR professional advisory service, corporate employment administration function, payroll, corporate communications, corporate health and safety and organisational development. 2. Service Resources: Service Resources: 36.52 FTE Budget: Capital £000 Budget: Revenue £000: £2.5M 3. What have we identified for improvement in 2025- 28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Leadership Capacity and Development Workforce Planning and Change Organisational Development Recruitment and Retention Health and Well-being Workforce and OD Strategy 2024-27 BV Consolidated Action Plan 2024 Corporate Plan 2024-2029 Employee Survey 2023 Management of workforce implications linked to budget savings HR metrics Feedback from Trades Union Representatives and Managers Health & Safety Annual Report 2024 Gender Pay Gap Corporate Plan 2024-2029 Local Government Benchmarking Framework 2023-24 Note: Progress against BV Actions will be monitored and reported out with Service Plan process Page 127
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Establish leadership development programme to address corporate and individual leadership needs aligned to the qualities and leadership skills as set out in the corporate management restructure. Leaders are developed to lead the response to the challenging agenda; the Council is prepared for the future and makes sustained progress in its improvement and transformation work. Revised programme in place using phased approach to meet organisational requirements. - Revised longer term strategy and plan developed to meet organisational requirements. - Interim phase 1 completed. - Range of leadership development activity in place across management tiers. - Leaders developed to lead challenging agenda with feedback on positive impact made, measured by skills analysis surveys at key points. - Number of 1/2/3 tier managers trained and showing improvements in awareness of key learning points (measured through skills analysis survey). - Employee survey question(s) on management impact to provide baseline and show improvement over time. March 2026 June 2025 H/HR, ICT & OD/ODM 1 Page 128
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Develop and implement recruitment approach based on core common principles with flexibility to address service specific requirements with creative solutions. Promote employment opportunities and raise the profile of Moray Council as an employer of choice including pathways for development for internal candidates and youth employment. Recruitment attracts high calibre candidates addressing service resourcing needs. Key corporate priorities and projects are appropriately resourced to ensure completion and achievement of objectives and outcomes. Un-resourced areas are flagged for consideration with risks, issues and impacts noted. - Increased number of candidates meeting criteria for council vacancies in hard to fill posts (specifics to be developed further as per service requirements) - Attrition rates improved (lowered) for areas with high turnover (to be developed further as per service requirements). - Reduced number of repeat adverts and reduction in time taken from advert to first day of employment. - Feedback of positive impact from managers through personnel forum. - Baseline for number of career progression opportunities established. March 2026 HR Manager 1 Workforce Planning Have in place actions to address issues arising from the employee survey (Mar 25) and workforce planning themes (Aug 2025) Actions are implemented that address issues raised. - Employee Survey action plan developed and agreed at Committee - Services progress improvements as per action plan - Service level actions arising from workforce planning are progressed within services and monitored through the Dec 2025 H/HR,ICT &OD, OD Mgr 1 Page 129
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) regular performance management framework (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Have in place fair and competitive pay and conditions that are recognised and free of bias Gender Pay Gap and equality issues are assessed and mitigating actions put in place if required. - Assessment against Scottish Government’s Minority Ethnic recruitment toolkit with improvement actions identified - Improvement in Moray's ranking for Local Government Benchmarking Framework (Corp3c The Gender Pay Gap (%) and Corp3b % of the highest paid 5% employees are women) including within Family Group. - Increased number of applications and subsequent appointments from ethnic minority groups. Dec 2025 HR Mgr 2 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Develop an approach that modernises the conditions of service and contribute towards the future financial sustainability of the Council Working hours and conditions of service modernised and sustainable - Working week reduced to 35 hrs - Working practices reviewed and levels of enhanced rates payable reduced - Terms and conditions revised Dec 2026 H/HR, HR Mgr, OD Mgr 2 Page 130
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Workforce Planning and Change Continue to use Transform approach to change management and relevant recruitment arising from transformation, change and innovation. Workforce change is managed in a structured and consistent way achieves the desired change including reduction of headcount, or training and development where necessary, in accordance with agreed policy approach - Change implemented as per Transformation or other cross-cutting corporate themes - Reduced number of employee relations cases related to workforce change - Reduction in headcount where required - Improved feedback from Trades Unions representatives in relation to change management exercises March 2026 H/HR 1 Recruitment and Retention Develop a succession planning approach that builds internal capacity and contributes to a positive culture Internal capacity is increased with internal candidates enabled to prepare for alternative and promoted positions. Measures for number of internal applicants developed: Year 1 – measure/baseline established Year 2 – 5% increase in volume of internal applicants Year 3 – 2.5% increase 5% increase in number of career progression opportunities October 2025 ODM 2 Organisational Development Develop and implement initiatives to create a culture where employees are prepared and Employees are empowered, prepared and enabled to embrace change. - Employee survey questions establish baseline for monitoring improvement on: March 2026 ODM 1 Page 131
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating supported to adjust to the future changes that may be required of them. Encourage flexibility and adaptability to support employees to adapt to new ways of working including embedding digital skills and competence to improve efficiency and levels of service. - Impact of training and development to support new ways of working - Levels of confidence in being supported to be flexible and adaptable - Levels of confidence in improved efficiency and levels of service achieved as a result of change - Positive feedback from change exercises Communication and Engagement Review and refresh communication and engagement approach that supports corporate and service specific priorities Corporate vision and priorities are positively promoted in public communication and engagement activities including use of a range of platforms e.g. social media - % of engagement levels increase for public and community- based consultations - % of engagement levels increase for participatory budgeting exercises - 75% of employees aware of council priorities (employee survey question) - Citizens engagement as measured by the Scottish Social Attitudes Survey will increase March 2026 H/HR ODM 1 Best Value Actions Support workforce related actions contained within the Best Value Plan in accordance with agreed timescales Effective distributive leadership and collaborative working. - Employee survey responses show greater than 20% improvement in leadership questions June 2025 H/HR ICT/OD 1 Page 132
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Organisational capacity to deliver services, communication that promotes an improvement focused culture and effective arrangements to support transformation. Improved use of data including exploration of use of real time data where possible - Culture of cooperation and partnership evidenced in leadership survey results - Real time data researched and assessed with timescale for implementation if viable Continuous Improvement Undertake self-evaluation e.g. PSIF to measure and evidence continuous improvement Assurance of continuous improvement that demonstrates Best Value - PSIF completed and reported with clear actions where required. October 2025 Service Managers 2 Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively, and levels of absence are reduced efficiently and timeously - Reduction in number of days absence per employee and % (CORP6a Sickness absence days per teacher reduced by 0.5 days per fte CORP6b Sickness absence days nonteacher reduced by 0.5 days per fte) March 2026 Service Managers 2Health and Wellbeing Page 133
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Proactively support the Health & Wellbeing of employees; review measures to reduce sickness absence including day one notification; ensure revised operational procedures are applied by managers; provide support for reducing incidents of V&A in schools Measures are deployed that support school-based staff to feel safe at work and feel equipped to manage challenging behaviour appropriately - Review proactive measures to reduce sickness absence. - Provide support for reducing incidents of violence and aggression in schools as set out in agreed ASN action plan. Work with Trade Unions to identify actions to address short term absence. - Reduction in time taken to manage sickness absence linked to incidents of challenging behaviour March 2026 H/HR HRM OD 2 Ensure key projects are resourced, planned and delivered within agreed timescales and budget. Projects are resourced sufficiently to allow timely completion of aims and objectives - Projects completed on time and achieved objectives - Workload on project and core staff is managed and manageable October 2026 Service Managers 1Workforce Planning Improve and develop knowledge and skills transfer across teams Resilience of small teams and lean service is improved - Review purpose and format of personnel discussion group - Create pathways and establish measures for December 2025 HoS/Service Managers 1 Page 134
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APPENDIX 1 HR and OD - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating transfer of knowledge and skills Page 135
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 1. Service Definition: ICT focuses on leveraging the maximum benefits from our ICT investment and ensuring that we have a sound ICT infrastructure in place to support the Council’s strategic and service priorities. The service provides procurement of systems/services, provision of equipment, such as desktop PCs desktop, laptops and smartphones, implementation of solutions, compliance, application and infrastructure support. 2. Service Resources: Service Resources: 46.5 FTE Budget: Capital £512k Budget: Revenue: £3,953k 3. What have we identified for improvement in 2025 -2028? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Transformation of Council services Business Intelligence and Insight Digital Culture Assurance Future Advancement Planning Corporate Plan 2024-2029 Best Value Assurance Report 2024 ICT Strategy 2025-2028 Transformation Strategy Education ICT Strategy ICT Security Policy National direction for ICT National Cyber Resilience programmes and lessons learned Note: Progress against BV Actions will be monitored and reported out with Service Plan process Page 136
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Develop and expand the Council’s digital approach including potential use of AI, IoT and data (e.g. Power BI), also using the Digital Maturity Assessment to facilitate collaboration with shared best practice. Increase the pace of change by contributing to the implementation of the Transformation Strategy projects e.g. digitisation, digitalisation, LEAN in planned programme of work, ensuring un-resourced areas of digital expansion are clearly highlighted at early stage in design and planning Expansion and enhancement of the use of digital technologies across services to improve the efficient and effective delivery of services and ways of working Project success rate maximised through sufficient capacity without detracting from business as usual Increased number of users of additional online services Increased use of digital technology for advancement of learning and teaching 10% increased use of digital technologies in key strategic projects March 2027 Information Systems Manager 1 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Develop a data approach to enhance the value of data through robust, open and transparent access and that forms the basis of a foundation that supports key corporate priorities e.g. Transformation through the use of e.g. data analytics, Power BI Data and information is held, accessed and made available to improve understanding and better inform decisions in a safe and lawful way. Develop and implement a corporate a data strategy and plan for big data to connect data, develop analytics to inform and drive service efficiency March 2026 Information Systems Manager 1 (CP) Strategic Framework: Financial, Workforce, Digital, Support and contribute to development of Education ICT Strategy that ensures readiness for future digital development that enhances ICT infrastructure has the technology, and the capacity, required to support future digital development Bandwidth increased across school estate (SWAN 2) Digital learning devices and 31 March 2026 (end of Capita SWAN contract) 2029 Infrastructure Manager 1 Page 137
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) Transformation Strategies. Performance Management Framework learning and teaching including the potential as well as the possible impact of developing technologies such as AI. opportunities to facilitate enhanced digital learning and teaching that suits long term educational requirements. use of technology increased: Assessment of current connectivity updated Update cascaded to EMs Detailed plan of requirements agreed with BT Implementation plan for phase 2 agreed with BT Implementation supported MDM Project roll out completed Peer challenge exercise planned and undertaken (as part of SWAN 2) 31 Mar 2025 18 April 2025 30 April 2025 31 May 2025 31 March 2026 30 June 2025 August 2025 Page 138
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Transformation Support the Smarter Working Project Phases with hybrid working established as the norm. Hybrid working rolled out across satellite properties. Council has the capacity to flex and Contract homeworking in line with the organisational, national and regional requirements All eligible satellite properties equipped to support hybrid working. March 2026 Infrastructure Manager 2 Service Development Support services to fully utilise systems and platforms to enhance service delivery to the public e.g. Gladstone in Sport and Leisure, Spydus in Libraries, Lagan (Customer Services). Service specific systems are fully functional, and downtime is minimised. Enhancements and upgrades are supported. % of downtime is reduced. Enhancements and upgrades are completed within prescribed timescales per system. March 2027 (or per contractual requirements) Information Systems Manager 1 Assurance Cyber Resilience – Implement enhanced measures to manage cyber security and resilience risks Implementation of Cyber Resilience Plan completed. Business Continuity Plans / work for corporate and service cyber resilience completed. Plan implemented for enhanced risk-based approach. 80% of online workforce completed eLearning modules Improved self- assessment tool ratings including certifications (e.g. PSN Accreditation, Cyber Essentials/Plus) Reduced number of high-risk actions arising from annual health IT health check March 2027 Infrastructure Manager 1 Improve visibility of upcoming system replacements to allow resource to be planned accordingly Resource and capacity management optimised, allowing for early identification of potential issues Clear oversight of systems estate detailing contract and support end dates October 2025 Information Systems Manager 2Forward Planning Page 139
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Identify, plan, schedule and support large scale corporate system replacements Corporate system replacements (Lagan, Care First, Content Management System) are replaced efficiently and timeously in accordance with agreed council procedures Systems replaced within scheduled timeframes Compliance with procurement procedures and due technical diligence March 2027 Information Systems Manager 2 Best Value Actions Implement ICT and digital related actions contained within the Best Value Plan in accordance with agreed timescales Resilience plans in place for information systems as part of wider Digital/Resilience Strategy Implementation of Cyber Resilience Plan Complete Business Continuity Plans/work for corporate and cyber resilience March 2026 H/HR Information Systems Manager Infrastructure Manager 1 Continuous Improvement Undertake self-evaluation e.g. PSIF to measure and evidence continuous improvement Assurance of continuous improvement that demonstrates Best Value PSIF complete and reported with clear actions where required October 2025 Service Managers 2 Health and Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively, and levels of absence are reduced efficiently and timeously Reduction in number of days absence per employee and %. March 2026 Service Managers 2 Ensure key projects are resourced, planned and delivered within agreed timescales and budget. Projects are resourced sufficiently to allow timely completion of aims and objectives - Projects completed on time and achieved objectives - Workload on project and core staff is managed and manageable October 2026 Service Managers 1Workforce Planning Improve and develop knowledge and skills transfer across teams Resilience of small teams and lean service is improved - Review purpose and format of personnel discussion group - Create pathways and establish measures for December 2025 HoS/Service Managers 1 Page 140
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APPENDIX 2 ICT - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating transfer of knowledge and skills Page 141
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APPENDIX 3 GOVERNANCE, STRATEGY AND PERFORMANCE - SERVICE PLAN 2025-2028 1. Service Definition: Governance Strategy and Performance Services to the public: Customer Services (contact centre and access points), Revenues, NDR, Benefits, Money Advice, Licensing, Registrars Service, Elections, FOI and Data Protection Support services: Legal (inc Monitoring Officer), Licensing, Committee services. Elected Members support, Mail room, SharePoint, Customer services Support, Strategy and Performance, Audit and Risk, Records Management 2. Service Resources: Staff 135 FTE Budget Revenue: £5.977M 3. What have we identified for improvement in 2025- 2028? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Implement framework for Continuous Improvement across council services Best Value report (Feb. 2024) highlighted need for improved process / programme for self-evaluation. Digitise Services Find efficiency and improve customer service through digitising of services e.g. Customer Services self-service – CRM, AI and Out of Hours service Delivery Frameworks - LOIP Agree LOIP outcomes and indicators 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) Re-establish a framework for Continuous Improvement across council services with a timetable and guidance Drive continuous improvement across services Demonstrate best value Develop / re- activate self- assessment framework Agree timetable / programme for review Report outcome through service performance 31 July 2025 Strategy and Performance Manager 2 Page 142
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APPENDIX 3 GOVERNANCE, STRATEGY AND PERFORMANCE - SERVICE PLAN 2025-2028 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) reports (6 monthly going forward) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Guide relevant services to complete assessments by March 2026. Cycle is embedded. March 2026 2 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Customer Services: Introduce an updated or new Customer Relationship Management (CRM) solution Improved customer experience, service efficiencies, increased customer self service More accessible and efficient service to the public Develop business case 30 April 25 Complete Tender process October 25 Implement solution with services 31 March 2026 Customer Services Manager 2Digital Transformation and Efficiency Page 143
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APPENDIX 3 GOVERNANCE, STRATEGY AND PERFORMANCE - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Customer Services: Review out of hours phone service along with housing Calls are rationalised and a less time intensive move from housing out of hours service Successful move onto a new system 30 July 2025 Customer Services Manager 2 Benefits / Money Advice: Develop Benefits e-form Service efficiency savings Improved customer service % of total applications successfully completed through e-form Reduction in application processing time 31 December 2025 Benefits and Money Advice Manager 2 Benefits / Money Advice: Establish whether there is a viable case for further centralisation of means testing Determine whether a staffing efficiency and maximisation of council resources is achievable Completion of business case 31 December 2025 Benefits and Money Advice Manager 3 Citizens Advice SLA Finalise the terms of SLA in terms of draft presented to committee Completion of Citizens Advice SLA August 2025 Benefits and Money Advice Manager 2 Improved Governance Internal Audit: Work with critical services to ensure business continuity arrangements are up to date Business Impact Assessments reviewed for all critical services and business continuity plans are in place for critical services. To aid appropriate response to unplanned events and circumstances Assess which services are deemed critical services April 2025 Critical services reviewed and sustainable ongoing cycle 31 March 2026 Head of GSP 2 Page 144
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APPENDIX 3 GOVERNANCE, STRATEGY AND PERFORMANCE - SERVICE PLAN 2025-2028 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Strategy and Performance: Finalise Delivery Frameworks and reporting arrangements following review of LOIP Board can measure progress against agreed outcomes Agree suitable indicators 31 December 2025 Strategy and Performance Manager 2 Strategy and Performance: Further development of Ideagen for performance reporting Creation of dashboards for reporting Agree format and reporting of dashboards 31 March 2026 Strategy and Performance Manager 3 Strategy and Performance: Assist in the transition of survey to engagement platform Council surveys to be incorporated into the engagement platform Surveys conducted through engagement platform 31 March 2026 Strategy and Performance Manager 4 Strategy and Performance: Child Friendly Complaints embedded into complaints process Child Friendly Complaints recorded and reported as part of complaints process % of CFCs being recorded monitored and reported 31 March 2026 Complaint Officer 3 Performance Management Strategy and Performance: Review performance management framework Clarify reporting dates and venues for performance data. Timely reporting to committee November 2025 Strategy and Performance Manager 1 Legal Services Legal Services: Identify means to increase staffing levels Improve resilience of legal advice service Better balance in internal vs external costs 31 March 2026 Legal Service Manager 2 Health & Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively and levels of absence are reduced efficiently and timeously Reduction in number of days absence per employee 31 March 2026 Head of Service 2 Page 145
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Report to: Meeting Date:Corporate Committee 10 June 2025 Report by: Report No:Depute Chief Executive (Education, Communities and Organisational Development) HR011/25 Author: Katrina McGillivray Contact Email: organisational.development @moray.gov.uk Subject: Succession Planning 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and approve the proposed approach to Succession Planning. 1.2 This report is submitted to Committee in terms of Section III (B) (24) of the Council’s Scheme of Administration relating to the policy and practices of the Council. 2. SUMMARY 2.1 This report outlines a proposed approach for developing a Succession Planning framework within the Council aimed at enhancing internal capacity and fostering a positive workplace culture, with a phased approach suggested. The proposed approach is based on best practice as applied to the particular operating context of the Council, including resource available. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the proposed approach for developing a Succession Planning framework outlined in this report.: Author Name: Katrina McGillivray Job Title: Organisational Development Manager Item 14. Page 147
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4. BACKGROUND AND CONTEXT 4.1 The Corporate Workforce Plan 2024/25 and HR and OD Service Plan 2024/25 requires that an approach be developed to Succession Planning that builds internal capacity and contributes to a positive culture. The development of a framework is also referenced in the Best Value Thematic report on Workforce Innovation 2023/24. 4.2 The planned outcome is to build internal capacity through workforce development, career progression and skills development whilst ensuring equal opportunity so that internal candidates are enabled to put themselves forwards for development opportunities that provide the required experience and skill set to apply for alternative or promoted positions. 4.3 4.4 4.5 In general, almost a third of the Council’s workforce is aged 55 and above (2024/25 Q3 figures). Many will have the opportunity to access any pension due and may choose to retire before what may be considered to be “normal retirement age”. This demonstrates the need for a robust approach to succession planning. More than three quarters of senior leadership is aged 55 and above, suggesting that there should be an initial focus on leadership capacity and requirements to third tier level aligned to the key areas of leadership development and any emerging developing themes resulting from organisational change, followed by identification and support for other critical posts identified through the workforce planning process. In addition, one of the objectives of the corporate management restructure is to “create pathways to address succession planning challenges over the next 12 to 24 months.” However, it is acknowledged that the application of the succession planning approach is as important at the front line of service delivery and leaders and managers are encouraged to apply the approach to their service areas as appropriate. 5. PROPOSALS 5.1 A proposed approach to the development of a succession planning framework is outlined in this report and the appendices. It is considered that it would be appropriate to take a phased approach to this as follows: 5.2 5.3 Phase 1 – Development and Agreement of Approach (by June 2025) Develop and agree approach that is achievable within the Moray Council context. An outline of an approach has been developed which is based on best practice and relevant research, tailored to the Council context. (Appendix I) This is supported by information and guidance on the approach (Appendix II) and some tools and templates (Appendix III). Questions were included in the workforce planning meetings with Heads of Service and their management teams over January and February 2025 with outcomes reported back as part of the agreed workforce planning process. Page 148
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5.4 Consultation has taken place with the Personnel Forum, Trade Union/Officer Group, ECLT and the LNCT Joint Secretaries with comments and feedback taken account of in the development of the proposed approach. In summary the approach outlines the importance of building internal capacity while ensuring equal opportunity for all candidates. It details a flexible toolkit designed to support workforce planning and development, aiming to ensure a skilled and motivated workforce to meet future organisational demands. The main elements of the approach are as follows: Workforce Priorities: Recruitment and retention are central to Moray Council's workforce strategy, with succession planning as a key element to build internal capacity and support equal opportunities. Internal Candidate Development: The approach encourages internal candidates to gain confidence and skills for future roles, whilst also ensuring that all positions are advertised in line with agreed council recruitment policy and procedures. Toolkit Utilisation: The toolkit is adaptable for use by a variety of services, providing a framework to develop tailored succession plans that align with the council's objectives. Identifying Critical Roles: Succession planning focuses on identifying key roles within the organisation, including leadership positions, to mitigate risks associated with workforce changes. Engagement and Empowerment: The council aims to empower employees to pursue development opportunities through various measures such as training, mentoring, and leadership development initiatives. Review and Reporting Process: A structured review process is established for identifying critical roles and potential successors, ensuring that workforce planning aligns with corporate objectives and identifies gaps in succession. The information and guidance along with the tools and templates available are provided to support the approach and cover the following: Impact of Vacancy on Service Delivery: Vacancies can significantly affect the delivery of services, necessitating effective succession planning to mitigate risks. Difficulty in Filling Vacancies: There are challenges associated with filling critical roles, which can impact organisational performance. Expected Behaviours: The document outlines expected behaviours for employees at various readiness levels, indicating the importance of capability and ambition. Development Planning: Emphasis is placed on development actions to prepare employees for future roles, including career conversations and identifying critical roles. Page 149
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Strategic Capabilities: Questions are posed regarding the leadership capabilities required to deliver strategic plans over the next five years and how to address skills gaps. Recognising Contribution and Potential: Leaders and managers are encouraged to assess employee potential and aspirations to align with service needs, documenting outcomes effectively. Service Level Succession Planning: Identifying employees for temporary cover is recommended to ensure continuity in service delivery. Development Opportunities: a mix of on-the-job experiences, exposure to mentors, and formal education as effective development strategies for employees is recommended. 5.5 5.6 Phase 2 - Operational Implementation (July – August 2025) The approach will be communicated through an agreed plan with advice and guidance issued to ensure the implementation of the approach including provision of support to action development opportunities identified to ensure workforce and skills development. Consideration of how internal, informal development opportunities can be created, facilitated and where necessary co-ordinated is required, with an outline of the type of ongoing informal support that could be provided along with any required formal support provided in Appendix 2a of Appendix III. Embed in workforce planning cycle and report on outcomes in line with revised timescales, ensuring that there is reference to the progress of the succession planning approach in the workforce reports presented to Corporate Committee as part of the agreed workforce planning reporting framework. Reporting will be for 2026/27 to allow for changes as a result of the revised management structure and the Phase 2 review, enabling a full cycle of information arising from the implementation of the succession planning approach. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Page 150
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Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. The development of a succession planning approach will support the Council and services to deliver on the priorities outlined by ensuring an appropriately skilled, motivated and flexible workforce. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has in place a suite of employment policies and the succession planning approach has been developed in this context, for example, Recruitment and Selection Policy and Procedures. Relevant legislation includes, for example, Local Government and Housing Act 1989 and Equality Act 2010. 6.4 Financial There are likely to be costs associated with learning and development requirements to support the outcomes for the application of the succession planning approach in practice and these are likely to vary. It is not possible at this stage to quantify exact costs but it is proposed that a proportion of the central training budget is ring fenced for formal learning and development opportunities to enable and support succession planning and continuing professional development which will also contribute to a “grow your own approach”. For example, a proportion based on 10% of the overall training budget would be in the region of £20k. Analysis of the feedback from the recent workforce planning meetings and the application of the succession planning approach going forward could be used to try to provide an evidence base as to whether or not this amount would be sufficient to meet anticipated demand. Page 151
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One off Costs: N/A Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: N/A Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 6.5 Risk The development of a succession planning approach will support the mitigation of risks associated with ensuring a skilled, motivated and flexible workforce able to deliver on the Council’s priorities. 6.6 Staffing Leaders are key to the effectiveness of the succession planning approach. Time is required to identify the gaps and the potential across teams and services, to support the provision of development opportunities, to support individual employees in their development and to manage the impact of ongoing demands on the service, whilst employees are involved in development activity. 6.7 Best Value and Transformation The development of a succession planning approach will contribute to the best value and transformation agenda by ensuring a skilled, motivated and flexible workforce to deliver on these priorities and by harnessing and developing the potential of the existing workforce in preparedness for future opportunities. 6.8 Property None 6.9 Information Communications/Technology/Digital There are no immediate implications, however, it may be beneficial to explore the feasibility of developing a digital process for data gathering, recording and analysis. 6.10 Equalities, Social Inclusion and Economic Impact The requirements of the Equality Act 2010 are relevant in the application of the succession planning approach. 6.11 Climate Change and Biodiversity Impacts None. 7. CONSULTATION Page 152
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7.1 This report has been prepared in consultation with Personnel Forum, Trade Union/Officer Group, ECLT, LNCT Joint Secretaries and any comments made have been incorporated into the report. This includes reference to the particular arrangements that are already in place for Teaching Staff. 8. BACKGROUND PAPERS 8.1 Page 153
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Appendix I – Proposed Approach Succession Planning Approach (with Toolkit) Approach to building internal capacity and contributing to a positive culture. Introduction One of the main workforce priorities in Moray Council’s workforce and organisational development strategy and plan is Recruitment and Retention. The development of an approach to succession planning that builds internal capacity whilst ensuring equal opportunity is a key part of this work alongside other resourcing strategies including Transform, redeployment, external sourcing and senior recruitment. It is important to note that all posts will be advertised in accordance with Council procedures and the recruitment process will continue to operate through consideration of the merit of candidates. The succession planning approach is to support the readiness of internal candidates and provide them with the confidence and skills to be considered for posts when they become vacant. The toolkit is not prescriptive. It provides a framework which is flexible enough for use and adaptation across services. It is part of the range of tools available to support the Council’s approach to workforce planning, providing support to services to develop succession plans appropriate to their needs. This is important to support the delivery of the Corporate Plan through the Workforce Strategy and Plan to enable the council to develop and maintain a skilled, motivated and flexible workforce and to adapt as an organisation to be able to ensure it can meet both the current and future demands and deliver sustainable services to the community. This includes identifying, managing and mitigating organisational risks related to the current and future workforce. Page 154
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The aim is to have an increased number of internal applicants that are confident in applying for promoted posts utilising a range of measures including redeployment, secondment, acting up arrangements, shadowing, further education, training, leadership development training, qualifications, mentoring and projects. There are particular arrangements already in place for Teaching Staff and these are referenced in the information and guidance supporting the succession planning approach. Succession Planning Approach Succession planning is a process to identify employees who would be suitable for future vacancies and put in place plans to ensure they are developed and prepared to take on the roles. There may be both short-term and long-term potential successors identified with supporting development actions. Normally succession planning is restricted to key posts in an organisation, usually at the top tiers of management, although there may be critical roles identified at other levels of the organisation. The Council’s approach to succession planning is one where internal candidates are to be encouraged, empowered and enabled to develop a growth mindset and put themselves forwards for development opportunities that provide the required experience and skill set to apply for alternative or promoted positions in accordance with the Council’s Recruitment and Selection Policy and Procedures. Supporting the development of internal candidates is key to organisational improvement and mitigating the risks experienced by the organisation through the difficulties with recruitment. Engaging, developing and retaining the workforce is key to the delivery of corporate objectives and priorities. To enable this approach, a range of succession planning tools are provided that can be used to: • Assess the skills, experience, legal responsibilities, qualifications, and management responsibilities and highlight critical roles and other roles as required. • Encourage employees to be interested in their own development and empower and enable those who want to develop. • Develop the skills and abilities of employees interested in progression to potentially fulfil the council’s critical roles in the future. • Identify gaps in succession that may represent risks to continuity of service delivery. Page 155
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Evidence base: In general, almost a third of the Council’s workforce is aged 55 and above (2024/25 Q3 figures). Many will have the opportunity to access any pension due and may choose to retire before what may be considered to be “normal retirement age”. This demonstrates the need for a robust approach to succession planning. More than three quarters of the senior leadership cohort (ECLT) is aged 55 and above, suggesting that there should be an initial focus on leadership capacity and requirements to third tier level aligned to the key areas of leadership development and any emerging developing themes resulting from organisational change, followed by identification and support for other critical posts identified through the workforce planning process. However, it is acknowledged that the application of the succession planning approach is as important at the front line of service delivery and leaders are encouraged to apply the approach to their service areas as appropriate. Key outcomes of succession planning approach: A combined understanding across the organisation of the skills necessary to ensure delivery of corporate objectives and priorities. Identification of critical roles as a mandatory element of the approach. Other key roles to be rated as required according to evidenced need by Heads of Service and Service Managers. A comprehensive analysis of the workforce and developed succession plans which aim to relieve contingency risk and highlight potential gaps in the future. Framework of support and development opportunities including informal learning and skills development and formal training and qualifications as required. Development actions for key groups or individuals, prioritised according to identified needs. Responsibilities: CLT – ensure that there is a shared understanding of succession planning and development requirements across the organisation and agree prioritisation according to identified needs. Ensure the necessary resource is in place to support the effective Page 156
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implementation of the approach and ensure that all steps are taken to future proof workforce requirements both in terms of people and posts to manage and mitigate organisational risk. Heads of Service – ensure that a succession plan(s) are developed for service areas within their remit. This can be achieved through the application of the toolkit, adapted as necessary, by service managers and discussed as a service management team to identify key posts, identify key people, identify gaps. Head of HR, ICT and OD – ensure that the outcomes and key issues regarding succession planning and development at a service level are collated and reported to CLT as part of the reporting arrangements on workforce planning. Succession Planning Process An outline of steps in the process is provided with further details to support the work required at each of these stages below. Review Process 1. Heads of Service and Service Managers to identify critical roles, gaps and potential successors using the succession planning tools and templates and workforce data provided through Power Bi. (Feb - Mar) 2. Discussion at service level with service managers led by Heads of Service. (April) 3. Discussion at annual workforce planning meetings; identified needs from a service level will inform corporate position, reported as part of the workforce planning reporting framework, including reference in the annual and interim workforce reports to Corporate Committee on progress with succession planning. (Discussions held in May; reporting in August)) 4. Particular attention to roles where there is no one identified as a potential successor at service level, for escalation to corporate, organisation wide level at CMT. (June/July) 5. When the succession planning approach has been applied across services, CLT will agree a prioritised plan based on identified need from corporate plan, workforce strategy and plan and service level requirements, including identifying potential successors from other service areas across the organisation. (June/July) 6. Heads of Service will ensure that all leaders and managers responsible for succession planning have access to the appropriate level of information included in the agreed service level succession plan as well as corporate level plan regarding supply and demand, to enable the appropriate conversations to take place with employees and ensure development actions are agreed and implemented. (Sept – March) Page 157
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7. Resourcing requirements must be identified as part of the plan and requests for support to deliver on planned outcomes included in the annual training plan request or through training request form is identified during the year. 8. Heads of Service and Service Managers must ensure that ERDPs are rolled out across service areas and that all employees have the opportunity to discuss aspirations and development opportunities as appropriate. Please note that work is being undertaken to refresh the approach to ERDPs with proposals to be presented during 25/26. Page 158
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Appendix II – Information and Guidance Information and Guidance to support implementation of the approach. Strategic Planning In order to facilitate and enable the identification of critical roles, an awareness and understanding of the Council’s Corporate Plan, Workforce Strategy and Plan and key priorities and outcomes is required along with the Service Plans for the respective service areas. This provides the context within which Heads of Service and DMTs need to identify roles which are critical to the delivery of their Service Plans in support of the Corporate Plan priorities and mitigate organisational risks arising from the workforce in terms of having the right people in the right posts at the right time. Page 159
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Role Planning (Demand) Critical roles need to be identified, rated and prioritised, using the resources available as appropriate, to prepare questions to assess and test thinking and document outcomes. (succession planner template can be used). Critical roles are those, without which, the key deliverables of the service plan can’t be achieved as planned. An annual review of critical roles should be planned (Feb- Apr) to dovetail with the annual workforce planning meetings (held in May) so that the key issues and requirements can be discussed. Consideration will also need to be given to new roles / posts created within the year. Assessment and Identification of Critical Roles Community Planning Community Planning Community Planning Community Planning Corporate Planning Corporate Planning Corporate Planning Corporate Planning Service Planning Service Planning Service Planning Service Planning Team Planning Team Planning Team Planning Team Planning Individual Planning Individual Planning Individual Planning Individual Planning Team plans – Operational document setti ng out the priorities for the team, which come in part from hierarchy of plans. Focuses on shorter- term tactical & operational activities supporting the delivery of the Service Plan & strategies. Team plans – Operational document setti ng out the priorities for the team, which come in part from hierarchy of plans. Focuses on shorter- term tactical & operational activities supporting the delivery of the Service Plan & strategies. Team plans – Operational document setti ng out the priorities for the team, which come in part from hierarchy of plans. Focuses on shorter- term tactical & operational activities supporting the delivery of the Service Plan & strategies. Team plans – Operational document setti ng out the priorities for the team, which come in part from hierarchy of plans. Focuses on shorter- term tactical & operational activities supporting the delivery of the Service Plan & strategies. Career conversations, ERDPs and PRDs –focuses primarily on the delivery of day-to- day operational activities supporting the delivery of the Team plan. Career conversations, ERDPs and PRDs –focuses primarily on the delivery of day-to- day operational activities supporting the delivery of the Team plan. Service Plan & Strategies – Focuses on forward planning for medium-term activities supporting delivery of LOIP & Corporate Plan. What the service aims to develop over the coming year and sets out performance targets. Service Plan & Strategies – Focuses on forward planning for medium-term activities supporting delivery of LOIP & Corporate Plan. What the service aims to develop over the coming year and sets out performance targets. Service Plan & Strategies – Focuses on forward planning for medium-term activities supporting delivery of LOIP & Corporate Plan. What the service aims to develop over the coming year and sets out performance targets. Service Plan & Strategies – Focuses on forward planning for medium-term activities supporting delivery of LOIP & Corporate Plan. What the service aims to develop over the coming year and sets out performance targets. Corporate Plan, Workforce Strategy and Plan & Transformational Projects – Focuses on the highest level, long-term strategic organisational outcomes. Corporate Plan, Workforce Strategy and Plan & Transformational Projects – Focuses on the highest level, long-term strategic organisational outcomes. Corporate Plan, Workforce Strategy and Plan & Transformational Projects – Focuses on the highest level, long-term strategic organisational outcomes. Corporate Plan, Workforce Strategy and Plan & Transformational Projects – Focuses on the highest level, long-term strategic organisational outcomes. Local Outcomes Improvement Plan (LOIP) -Focuses on the highest level, long-term strategic community outcomes. Sets out the series of high level indicators against which the performance of the community planning partnership will be assessed. Local Outcomes Improvement Plan (LOIP) -Focuses on the highest level, long-term strategic community outcomes. Sets out the series of high level indicators against which the performance of the community planning partnership will be assessed. Outcomes:Local Outcomes Improvement Plan (LOIP) -Focuses on the highest level, long- term strategic community outcomes. Sets out the series of high level indicators against which the performance of the community planning partnership will be assessed. Local Outcomes Improvement Plan (LOIP) -Focuses on the highest level, long-term strategic community outcomes. Sets out the series of high level indicators against which the performance of the community planning partnership will be assessed. Page 160
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Through the effective use of ERDP/PRD/ Career conversations, workforce planning meetings and other associated tools, leaders and managers will be able to determine the likelihood of these roles becoming vacant, within what timescale and the reasons such as retirement, resignation, promotion, or competitive job market. Information can be documented using the succession planner template. People Planning (Supply) The profile of potential across teams and services should be captured in the succession planner using the tools available as required. The leader/manager assesses the information gathered from the role planning element of the process along with information from ERDPs/PRDs and Career Conversations to identify employees who could be supported to be ready to apply for alternative or promoted positions. They would compare employees’ skills, experience and qualifications against future vacant job descriptions and job specifications to establish suitability for consideration for possible future roles. Assessment of Supply and Demand: If there are clear gaps where someone is leaving in the next year, cross reference with those employees who want to progress and ensure employees with the most suitable skills, knowledge, experience, and qualifications to be potential successors are identified and developed as appropriate. No immediate or short term capacity: If no one is ready now or in the next 1-3 years, look at how existing team members can be developed and consider whether there may be employee(s) in other services of the Council that may be ready or could be developed into the role(s). Heads of Service should report to CLT on roles where there is an urgent succession planning risk that has not been reported through the annual reporting cycle. Capacity now but no role identified: If there are employees that are ready now and a role isn’t yet available or may not be available in the near future, it’s key to keep those individuals engaged with their development. These employees would be supported with appropriate development opportunities which may include, e.g. secondments, project work across the Council. Page 161
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Heads of Service and Service Managers should discuss succession planning at service level in preparation for discussion at the annual workforce planning meeting as part of the Council’s workforce planning framework with outcomes reported to CLT to enable a corporate, organisation wide view of succession planning and development requirements. Career Conversations The aim of a Career Conversation is to establish the employee’s career aspirations within the organisation with the outcome recorded to identify the direction, timescales and motivators to progress. As part of annual ERDP/PRD, leader/ manager asks if the employee would like a career conversation If yes: Arrange a follow up career conversation meeting Document the outcomes. The career conversation template can be used for this purpose. (Appendix 2) If no: Leader/Manager records this along with the ERDP/PRD outcomes. Inform the employee that a career conversation meeting can be arranged at any point should their situation or preference change. Where there are employees marked for progression but there is no identified role at the time, ideally opportunities for further development, e.g project work, secondments, work experience, training would be identified and actioned as appropriate. This should encourage active engagement in their development and readiness for the future. Heads of Service and Service Managers need to review information on demand and supply and agree actions. Development Actions Actions arising from discussions with employees who have indicated their desire to progress about their aspirations and development should be documented along with timescales agreed. (career conversation template can be used) Page 162
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Development actions could include mentoring senior roles, shadowing within another service, training opportunities, undertaking a qualification and further stretch / experience opportunities. (examples are provided in career conversation template) Heads of Service are responsible for highlighting any training requirements identified on the annual training request spreadsheet and if throughout the year, via a training request form. The information gathered will enable the council to have oversight of forecasted challenges and inform any changes required to the approach to recruitment and selection depending on the risks identified. The information will also be critical to identifying the resource provision through the central training budget according to the training needs identified. Where there is a need for professional qualifications, for example, to support the delivery of statutory services, it should be noted that this is likely to have a longer lead in time than some other development actions and this should be factored into succession plans. There may need to be interim arrangements made to narrow the gap. It is important that there is a balance struck with regard to the capacity to support and undertake development opportunities. This will be agreed between leaders/managers and employees, based on the individual circumstances of each case and documented in the development action plan. It is expected that there will be time for development provided for within the working week as well as an element of individual’s personal time, where, for example, a qualification or some form of formal training and development is being undertaken. Outcomes To ensure that internal candidates are encouraged, empowered and enabled to develop a growth mindset and put themselves forwards for development opportunities that provide the required experience and skill set to apply for alternative or promoted positions. To identify critical roles that are key to the delivery of the council’s corporate and service plans. Heads of Service and Service Managers clearly understand skills gaps, succession risks and have strategies in place to address them, supporting evidence led recruitment, deployment, career progression and promotion opportunities. Page 163
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To leverage any flexibility within services to provide experience and invest in employees to accelerate personal and professional growth to support delivery of the Council’s priorities. To evidence increased engagement as employees gain confidence and belief in the commitment to investing in their learning and development. Measures: Measures for number of internal applicants developed: Year 1 2025/26 – measure/baseline developed Year 2 2026/27 – 5% increase in volume of internal applicants Year 3 2027/28 – 2.5% increase 5% increase in number of career progression opportunities Number of internal candidates applying for promoted posts (Grade 10 and above) Number of internal candidates applying for promoted posts (Grade 10 and above) as a result of development opportunities identified through a career conversation. Number of internal appointments where employee has increased grade (all Grades ) as a result of development opportunities identified through a career conversation. Measures to be reported as part of annual workforce planning reporting arrangements. Toolkit and Templates (see separate document – Appendix III below) Appendix 1 – Preparation for application of succession planning approach. Appendix 2 – Template to use to frame career conversation with employees interested in developing and progressing. Appendix 2a – Informal and Formal Development Opportunities Appendix 3 – Indicators of potential tool. Page 164
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Appendix 4 – Succession Planner template Appendix 5 - Flow chart of steps Appendix 6 – Information relevant for Teaching Staff Page 165
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Appendix III – Toolkit and Templates Appendix 1: Preparation: Questions and Prompts that can be used to consider succession planning requirements Demand Strategic capabilities What leadership capabilities are required to deliver strategic and service plans over the next 5 years? Are these capabilities within the service? If so, where? What and where are the biggest capability/skills gaps? What action is being taken at a service level to build the capabilities needed over the next 5 years? What other actions are needed over the next 3-5yrs to build this capability? What does good look like? Structures How might the leadership structure evolve over the next 5 years? What impact might transformation and change have on the structure of the service? Which roles need to be highlighted in the structure given their strategic relevance to the delivery of council priorities? What new roles may need to be created? What development opportunities could you provide that will prepare employees for the future? Critical roles Which roles within the existing structure are critical to delivering the councils priorities – in terms of leadership, technical/specialist skills, knowledge and qualifications? Which roles are critical to delivering on priorities, but are difficult to fill / in scarce supply? Reference to risk matrix below to help identify critical roles. Supply Recognising contribution and potential Consider the potential of individuals and teams using the tools available as required. Do you know what their aspirations are and whether or not they align with what the service requires? The questions provided in the career conversation template can be used as prompts. Consider the evidence base for the assessment on – e.g. ERDP, feedback from others, track record of strong performance in role, behaviours demonstrated, ability to deal with complexity, shows ambition to move into larger and more complex roles and evidence that they have the capabilities to be stretched further to operate more broadly?’ Page 166
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Document the outcomes – individually (career conversation template can be used) and collectively (succession plan template is available). Service Level Succession planning Identify employees who could provide temporary cover to ensure short to medium term continuity of service delivery. This can provide a useful development or stretch opportunity. Development action planning Consider next steps, e.g. what might the next role move look like? What are the skills and experiences this employee should develop through the move and what’s the likely timescale? Also think about the benefits and opportunities for broadening experience across other service areas. What other support could be helpful now? Page 167
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Key Green Not Critical Amber Partly Critical Red Critical Difficulty in Filling the Vacancy Unique skill/knowledge - a pivotal role in the organisation Important role whose specific skills/knowledge might cause a problem if left unfilled Important role, but competencies are shared and not at risk General competencies in organisational area General competencies and easy to find in the market Low Low- Medium Medium Medium- High High Impact of Vacancy on Service Delivery Page 168
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Appendix 2 – Career Conversation Template (Template could be digitized onto an eform) Career Conversation Employee name Job & Location Date The discussion points and questions below are suggested prompts to help leaders and managers prepare for a career conversation with an employee. Actions and timescales should be documented and agreed with the employee (e.g. this could be recorded as part of ERDP) Suggested prompts Comments CURRENT POSITION 1. Current role What do you enjoy best about your current role? What do you enjoy least about your current role? 2. Understanding challenges What do you perceive to be the most interesting / exciting challenge you face in your current role? Do you have external or internal challenges and do they impact your readiness to progress? Page 169
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ASPIRATIONS/MOBILITY 1. Where they see themselves going? Describe your career aspirations? 2. The timeframe for their progression where would you like to be professionally in the next year, in the next 2-3 years? What do you need to do to accomplish this? What new responsibilities or challenges would move you ahead? 3. Appetite for different career experiences Have you thought more broadly about your career options (e.g., functional experience / responsibility or role experiences or projects)? Do you have a clear view on your next role move? STRENGTHS & MOTIVATORS 1. What are they good at and what could be improved? Describe your strengths and weaknesses. 2. What type of work do they most enjoy and why? Is that your current role or a different role? 3. What drives and motivates them What motivates you? How do those motivators impact your current role? Positively / negatively? What type of work do you find rewarding? Do you feel proud to work for Moray Council? Do you feel proud of your role and yourself? DEVELOPMENT AREAS/ACTIONS 1. Actions they need to take to continue their development / progression Are there any specific opportunities / experiences you need exposure to? 2. Current development actions they are pursuing Are you currently involved in any continuous professional development? Would a mentor be beneficial? If so, who, why what’s the focus and objective of that relationship? When do you think you might outgrow your current role? 3. Support they require What growth opportunities can you pursue in the interim? Page 170
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What support do you need with your development plan? MANAGEMENT TO COMPLETE Readiness for progression? What Service would the employee like to progress in? What role(s) would be desirable for the employee and achievable? Document development opportunities agreed including timescales (see appendix 2a for suggestions of range and type of opportunities that can be considered) 1. Actions employee needs to take. 2. Actions leader/manager needs to take. 3. Education / qualifications /formal training required (ensure that relevant contractual arrangements are in place regarding the expectations to complete the required level along with training mandate as appropriate) 4. Other support required. 5. Resource required to support actions If financial support is required include as part of annual training request submission or complete a training request form (if during the year) Now, within a year, 2-3 years? Signatures Reviewee - Employee Reviewer - Employee's Supervisor / line manager Reviewee and Reviewer to keep for reference and use it as a working document, a prompt for action. Page 171
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Appendix 2a – informal and formal development opportunities. When considering the type of development opportunities that may be appropriate, it is worth bearing in mind the information outlined below in terms of what is most effective. The development opportunities need to be based on individual circumstances and requirements. Whilst some formal learning may be required, for example, if there are particular qualification and/or certification requirements, it is likely that input on an ongoing regular basis that includes experience and exposure to a range of informal development opportunities across relevant areas, will lead to positive outcomes in terms of the readiness of employees for the next step. Development Opportunities Best practice research tells us that the most effective personal development is gained on the job. Ideally, about 70% of employee development will come from job experiences. This is most effective when the role is challenging, support and feedback is provided. A further 20% of employee development should come from exposure to others, particularly when working closely with role models, mentors and coaches. The final 10% from education and formal learning such as instructor led training courses and reading. Page 172
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Experience (70%) Projects to offer greater breadth (e.g. key role in a change programme) • Stretch in role objectives (e.g. increase in people management responsibilities) • Cross-service/functional assignments/projects • Challenging individual project • Stretch assignment/project • Involvement in projects based on relevant function/specialist area • Affiliations and memberships • Increased autonomy in current role responsibilities • Leadership of stretching project within own specialist area • Deploy to another role within service area Exposure (20%) Increased 1:1 time with line manager • 1:1 knowledge transfer meetings with leaders or experts from a range of service areas • Permission to spend additional time on personal development/ reflection activities • Supporting cross business initiatives e.g. Committees, working groups etc. • Coaching • Mentoring colleagues to transfer core expertise • Career coaching and guidance • Leading ideas/development sessions to improve own area of the service with colleagues • Shadowing of other roles in service area Education (10%) Training on a range of topics – a focus on breadth of knowledge • Leadership and people development programmes or modules; internal provision includes Moray Management Methods; First Line Manager Programme and leadership development through 3 Horizons, leading in complexity and Action Learning Sets. • Attendance at sector specific events • Pursuit of professional qualifications • Access to specific professional/trade/skillset publications • Attendance at functional knowledge-sharing initiatives (e.g. sharing case studies, best practice) • Self-directed learning with support of additional resources (relevant books, Journals, desk top research etc.) • Role/function specific qualification or training Page 173
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Appendix 3 – Tools to support identification of potential. These tools help leaders and managers to consider the potential and value employees bring to their current roles, as well as what is required to reach their full potential. It can help to identify employees who may be interested in developing to be ready for progression, where they are at in terms of readiness and what type of development opportunities are most appropriate. Demonstrates the expected behaviours and shows potential. Needs support to further enhance. High performer and expert in current role, could offer lots more by advancing. Needs support to achieve potential and understand how they achieve the level that their role requires. Delivers objectives, needs support to understand how they are accomplished/ behaviours. Operates consistently, are vital to continuity of service, contributions are valued - unlikely to progress higher W hat you accomplish and how you do it Delivery of objectives and demonstrable behaviours W hat you accomplish and how you do it Delivery of objectives and demonstrable behaviours W hat you accomplish and how you do it Delivery of objectives and demonstrable behaviours W hat you accomplish and how you do it Delivery of objectives and demonstrable behaviours Potential to do more with development Level of capability and ambition demonstrated Potential to do more with development Level of capability and ambition demonstrated Potential to do more with development Level of capability and ambition demonstrated Potential to do more with development Level of capability and ambition demonstrated New To Role New To Role New To Role New To Role High T e a m p o t e n t i a l p r o f i l e f r a m e w o r k High T e a m p o t e n t i a l p r o f i l e f r a m e w o r k T e a m p o t e n t i a l p r o f i l e f r a m e w o r k High T e a m p o t e n t i a l p r o f i l e f r a m e w o r k High High Hig h Hig h Hig h Low Low Low Low Low Lo w Lo w Lo w Moray Council Expected Behaviours Moray Council Expected Behaviours Moray Council Expected Behaviours Moray Council Expected Behaviours Ready Now Ready 1-3 Yrs. Ready 3-5 Yrs. Ready Now Ready 1-3 Yrs. Ready 3-5 Yrs. Ready Now Ready 1-3 Yrs. Ready 3-5 Yrs. Ready Now Ready 1-3 Yrs. Ready 3-5 Yrs. Page 174
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Detailed Summary High performer and strong role model in terms of behaviours. Delivers with drive, shows potential and ambition to move on. Explore; advancing technical expertise or accelerate leader development and timeframes for these Shows potential, has the right qualities and drive. Needs support to build/broaden expertise that will increase performance contribution. Highly motivated and needs to broaden skillset and experience to progress. Core player and core to the service, most likely happy in current role and doesn’t want to progress but steady, reliable and good solid performance – there will be lots of these individuals and we need them. Trusted team member in terms of delivery but needs support to align behaviour. Maybe misaligned, identify constraints, reinforce behaviours, role model. Employees or promotions, New to roles – Targeted support to reach potential – remedial action should already be in place through normal processes (should be no surprises in this exercise that’s not what this is about). Illustrative timeframe (yrs and roles) Now, 1-3yrs, 3-5yrs & review 1-3 role moves away 1-3yrs, 3-5yrs with the right investment & review 3-4 role moves away Extend scope of current role or lateral move into similar role that plays to strengths. Possible 3-5yrs with investment & review Could be 3-4 moves away Remedial action required in short to medium term. Action required Development may involve 360, mentor, secondment or stretch role/assignment, raise profile and exposure, have them develop and support other staff, identify a career path, professional leader development programmes Explore if this is the right role if not, focus development on a role better suited and help them get there (e.g. consider role move, project, additional responsibilities, training, professional dev, coach) Development will be about stretch in role, or lateral move, CPD, ongoing education to maintain and stretch performance, secondments to share expertise in another area and broaden expertise, trying new things in current role. Development may be time, encouragement and feedback, 360, on the job mentoring, career diagnosis is this the right career for them?, challenge with clear expectations and feedback. Development could be coaching, buddying, basic knowledge and skills training, time & encouragement to get back on track, challenge with clear expectations, clear objectives with regular review process. Behaviour framework Strengths across all cornerstones – exceptional in some Strengths across most – may be exceptional in one or two and still developing in others On par across most cornerstones – still developing in some May be good across some of the cornerstones - gaps in some May demonstrate some of the relevant behaviours - significant gaps in some Appendix 4: sample of succession planner template Page 175
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Purpose of Plan: to identify roles that are critical to service delivery, analyse associated risks and create and document plans to reduce risks. Date Plan updated by HOS/DMT: Critical Role Grade Team Current Incumbent When role likely to be vacant Potential successors Readiness of potential successors (immediate, within a year, 1- 3 years) Emergency cover available (yes/no) Career Conversation held (date) Actions agreed (list from table) Service Manager 13 Y Mr X Mar-26 Mr B 1-3 yrs yes 31.1.25 Management training; attend mgt team meetings with current incumbent; allocate specific pieces of project work to widen skills base and contacts across other services. Attend Procurement Training and 3 Horizons and Leading in Complexity Corporate Training during 2025 N.B. Whilst the information contained in the plan is important for service and workforce planning purposes and therefore should be available across service DMTs, it may be appropriate for individual circumstances and actions agreed to be kept confidential between HoS, Line Manager and employee. Page 176
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Appendix 5 Flow Chart of Steps Manager updates the succession planner Manager schedules follow- up career conversation Employee chooses whether to commit to a career conversation During ERDP Does the employee want progression outside of their current role? Yes Undertake a career conversation with the employee Update the succession planner with career conversation details No Record as part of ERDP/PRD outcomes Appendix 6 DEMAND HoS & Service Managers Identify Critical Roles (using tools to support if required) Ensure development actions are taken forward (succession plan template available to use) SUPPLY Undertake Career Conversations with those employees who have indicated a desire to progress. (template available to support and document outcomes) Page 177
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Information and Guidance for Teaching Staff Appendix for staff subject to SNCT terms and conditions Moray Education is committed to the provision of, and support for, high quality Continuous Professional Development and Learning. This will be available to staff at all levels through PR&D and other means within contractual working time. Each member of staff has both an entitlement and a responsibility to undertake Professional Development leading to school improvement. As a valued member of an Empowered education system, staff are encouraged to lead innovation and improvements within their local school and/or ASG context, as well as their own professional and personal development to give themselves a sense of accomplishment and achievement. In addition to participating in Professional Development activities during the 35 hour working week, all staff have a contractual obligation to devote an additional 35 hours each year to Professional Development as per Section 9, 9.4, of the SNCT handbook https://www.snct.org.uk/wiki/index.php?title=Part_2_Section_9 PR&D is the process where the development needs of all staff are identified and agreed in relation to their own professional development, their work remit, areas of responsibility, the Improvement Plan of their establishment and the current Moray Education Strategic Plan. This is coupled with the important issue of each member of staff’s personal professional career development. It should be noted that this would apply to all staff subject to SNCT pay and conditions and that there is a legal requirement as follows: The national agreement ‘A Teaching Profession for the 21st Century’ https://dera.ioe.ac.uk/10785/1/0042924.pdf requires that ‘teachers shall have an ongoing commitment to maintain their professional expertise through an agreed programme of CPD’ and that ‘every teacher will be required to maintain an individual CPD record’. In addition, ‘teachers will be expected to meet the full commitment of an additional 35 hours per annum for CPD’. Headteachers have a responsibility to ‘promote the Continuing Professional Development of all staff and to ensure that all staff have an annual review of their development needs.’ All information related to Professional review and Development is available for Education SNCT staff on GLOW as follows: https://glowscotland.sharepoint.com/sites/MorayCouncil/TMC/PLL/SitePages/Professional- Learning-and-Leadership.aspx Page 178
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Report to: Meeting Date:Corporate Committee 10 JUNE 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS012/25/ED Author: Emma Dawson, Asset Management Officer Contact Email: emma.dawson@moray.gov.uk Subject: Information Report: Community Asset Transfers Annual Report 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to meet the reporting requirements of section 95 of the Community Empowerment (Scotland) Act 2015 in relation to asset transfer requests. 1.2 This report is submitted to Committee in terms of Section III (B) 32 of the Council’s Scheme of Administration relating to the consideration of Community Asset Transfer (CAT) requests. 2. SUMMARY 2.1 Section 95 of the Act requires each authority to publish an asset transfer report by the end of June each year. This report covers the period 1 April 2024 to 31 March 2025. There have been no asset transfer requests received during the year and officers have dealt with five expressions of interest. This report provides details of the actions taken to support communities in the making of asset transfer requests. 3. BACKGROUND AND CONTEXT 3.1 The CAT Scheme is concerned with the transfer of Council-held land and buildings to community-controlled bodies. Moray Council has a long history of transferring assets to the community through transferring ownership, granting leases and entering into management agreements. 3.2 Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act) gives eligible community-controlled bodies a right to make asset transfer requests to public authorities. The Act requires those authorities to assess requests transparently against a specified list of criteria, and to agree the request unless there are reasonable grounds for refusal. Page 179
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3.3 There is no legal requirement that all asset transfer requests be made under the Act. However, in the interests of transparency and completeness, details of those requests received outwith the Act are also included in the annual report, which is attached as Appendix 1. 3.4 During the period 1 April 2024 to 31 March 2025 there were no asset transfer requests received. No validated asset transfer requests were awaiting a decision as of 31 March 2025 and there were no decisions which were the subject of a review or appeal during the reporting period. 3.5 Officers have dealt with five Expressions of Interest (EOIs) during the reporting period, all which remain current. These figures exclude enquiries that had not yet progressed to the formal EOI stage. There is no requirement that all cases first go through the EOI process. Community groups are free to go straight to making an asset transfer request. 3.6 The Council’s Community Support Unit (CSU) provides capacity building support to community groups at all stages of the CAT process. Officers from the CSU carry out initial assessments of all groups submitting an EOI. This assessment identifies if the group has the necessary skills and experience to take on responsibility for an asset and considers any community engagement that has been done by the group. From this assessment, CSU officers can work with the groups on addressing any issues. A re-assessment is carried out on receipt of a formal asset transfer request. 4. SUMMARY OF IMPLICATIONS 4.1 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – Transferring assets to the community supports and contributes to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – Transferring assets to communities contributes to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population. Where a property is held on a Common Good title, the interests of the inhabitants of the former burgh will take precedence over the Council’s Corporate Plan and the Local Outcomes Improvement Plan (LOIP). Where the property is held under a Public Trust, it is burdened with the trust purposes. Consequently, a request must be considered only in relation to these purposes. 4.2 Policy and Legal Page 180
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On 21 March 2017, the Policy and Resources Committee approved the following policy statement in relation to Community Asset Transfers (para 5 of the Minute refers). “Moray Council recognises the important role that the transfer of property assets can play in empowering communities and strengthening their resilience. Where appropriate, the Council will use the transfer of assets to give more control to communities and local people, inspire them to find local solutions to community needs, and as a means of helping communities become more sustainable in the long term. In determining all asset transfer requests, the Council will have regard to the guidance provided by the Scottish Government in relation to asset transfer requests made under Part 5 of the Community Empowerment (Scotland) Act 2015, whether or not such requests are made under the provisions contained in the Act.” When assets are transferred at less than market value, the disposals must comply with the Disposal of Land by Local Authorities (Scotland) Regulations 2010. These regulations require the Council to be satisfied that the transfer is reasonable and that the disposal is likely to contribute to at least one of the following purposes: a) Economic Development, b) Regeneration, c) Public Health, d) Social Wellbeing, or e) Environmental Wellbeing. Reasonableness in this context is taken to imply that the requested discount is the minimum necessary to allow the project to proceed and that it is proportionate to the costs and benefits of the project. The Community Empowerment (Scotland) Act 2015 only applies to the Council when acting in its capacity as a local authority. Where the Council Members act as Trustees under a Public Trust, they are not acting in the capacity of a local authority but in their capacity as Trustees under and in terms of the Trust. Consequently, the Act confers no rights on community-controlled bodies in relation to Public Trust assets. The Subsidy Control Act 2022 came into effect on 4 January 2023, replacing the previous State Aid provisions. The Act can apply whenever the Council sells or leases a property at less than market value, provided that the conditions for a subsidy are met. In particular, the beneficiary must constitute an ‘enterprise’ due to its activities involving the offering of goods or services. Section 7(2) of the Act provides that an activity is not to be regarded as an economic activity if or to the extent that it is carried out for a purpose that is not economic. If the activity is not for economic purposes, then the body will not be considered an enterprise and any financial assistance provided would not be considered a subsidy under the Act. 4.3 Financial There are no financial implications arising directly from this report. 4.4 Risk There are no risk implications arising directly from this report. 4.5 Staffing There are no staffing implications arising directly from this report. 4.6 Best Value and Transformation Page 181
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There are no proposals relating to best value or transformation arising directly from this report. 4.7 Property There are no property implications arising directly from this report. 4.8 Information Communications/Technology/Digital There are no ICT improvements required or issues arising directly from this report. 4.9 Equalities, Social Inclusion and Economic Impact An equalities/socio-economic impact assessment is not required. It should however be noted that voluntary community groups or private sector organisations may also be subject to the public sector equality duty (PSED) under the Equality Act 2010 if they meet certain criteria including: they receive public funding; are contracted by public bodies to deliver services; are acting in the public interest; are providing a public service. 4.10 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 5. CONSULTATION 5.1 This report has been prepared in consultation with The Depute Chief Executive (Economy, Environment and Finance), Head of Housing and Property Services, Chief Financial Officer, Human Resources Manager, Communities Service Manager, Property Asset Manager, Legal Services Manager, S. Souter Senior Accountant, Community Learning and Engagement Manager, Democratic Services Manager, and Equal Opportunities Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 Held by author. Page 182
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APPENDIX 1 Community Asset Transfer Annual Report: 1 April 2024 to 31 March 2025 Page 183
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CAT Annual Report 2024 | 2 Page 184
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CAT Annual Report 2024 | 3 Contents Introduction 4 Promotion and support 4 Asset transfer requests 6 Simplified arrangements 7 Contact Us 7 Appendix 1 8 Appendix 2 10 Completed by: Emma Dawson Role: Asset Management Officer Date of completion: 04/04/2025 Page 185
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CAT Annual Report 2024 | 4 Introduction From 23 January 2017 the Community Empowerment (Scotland) Act 2015 (the Act) gave eligible community bodies a right to make asset transfer requests to public authorities. A request can be made in respect of any land or building that is owned or leased by the relevant authority. The Act requires public authorities to agree to the request unless there are reasonable grounds for refusal. Section 95 of the Act requires each authority to publish a report annually covering the number of asset transfer requests processed through the year together with details of what actions it has taken to promote the use of asset transfer requests and to support community bodies through the process. There is no requirement that all asset transfer requests be made under the Act. In the interests of transparency and completeness, details of requests dealt with outside of the Act are included in this report. Promotion and support The following actions have continued to promote and support the Community Asset Transfer process during the period 1 April 2024 to 31 March 2025. Empowering communities Community empowerment refers to the process of enabling communities to increase control over their own lives. Communities are groups of people who share common interests, concerns or identities. Empowerment refers to the process by which people gain control over the factors and decisions that shape their lives. Moray Council has long recognised the important role that the transfer of property assets can play in empowering communities and strengthening their resilience. The Council’s Community Asset Transfer (CAT) Scheme supports its Corporate Plan priority of building thriving, resilient and empowered communities and the Local Outcomes Improvement Plan priority of empowering and connecting communities. Where appropriate, the Council will use the transfer of assets to give more control to communities, helping to inspire them to find local solutions to community needs and become more sustainable in the long term. Findochty Town Hall Page 186
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CAT Annual Report 2024 | 5 Dufftown Community Centre Supporting communities The Council’s Community Support Unit (CSU) provides capacity building support to all community groups throughout the CAT process. Officers from the CSU carry out initial assessments of groups submitting an expression of interest. This assessment identifies if the group has the skills and experience necessary to take on an asset and considers any community engagement that has been done by the group. From this, CSU officers can work with the groups on addressing any issues that come to light, e.g. governance, consultation, business planning, etc. The same level of support is available to those taking advantage of the simplified arrangements covered by the CAT scheme. Officers from the CSU encourage groups to consider the requirements of those most in need in their community. The CSU will work with the Council’s Research and Information Officers to provide relevant data and statistical information to help groups understand the demographics and needs of their communities. They also work with other partners who can provide support to groups – notably the Development Trusts Association Scotland’s Community Ownership Support Service (COSS) and Highlands and Islands Enterprise (HIE). HIE have provided funding for community groups to commission options appraisals and a Social Return on Investment report in support of potential CATs. Continuous action The Councils dedicated Community Asset Transfer Team continue to deal with Asset Transfer enquiries. The Council’s website has a Community Asset Transfer section which includes guidance on the CAT process, forms, details of successful Community Asset Transfers within Moray and provides useful links to Scottish Government guidance, legislation and other related information. There is also a dedicated mailbox for Asset Transfer enquiries. Communities can also find out more about the Council’s land and building assets from its map- based Asset Register. The full register is available to search or download through the Council’s Open Mapping Data Portal. Open Mapping Data Portal https://data-moray.opendata.arcgis.com/ Page 187
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CAT Annual Report 2024 | 6 Asset transfer requests This report covers the period 1 April 2024 to 31 March 2025. During this time there were no asset transfer requests received. No validated asset transfer requests were awaiting a decision and there were no decisions which were the subject of a review or appeal during the reporting period. Previously successful asset transfers completed since the introduction of the Act in January 2017 are shown in Appendix 1. The Council is currently in the process of transferring one more asset and a decision relating to one further request has been deferred while an alternative site is investigated as shown in Appendix 2. Approved Transfers Lossiemouth’s Coulardbank Playing Fields are held by the Council on an inalienable Common Good title. In January 2020, the Lossiemouth Community Development Trust submitted an asset transfer request for a 25-year lease of a site within the playing fields for the purpose of developing a skate park. In October that year, the Council agreed to the requested lease subject to the courts granting consent and to the Trust obtaining the necessary planning consent for the development. Decree was granted by the court on 12 January 2021 and planning consent was granted on 21 March 2024 allowing the proposed lease of the site to proceed. The lease is now in the process of being completed. Keith’s Longmore Hall is held by the Council as part of the Longmore Trust. In 2018, the Council took the decision to seek a community group to take over responsibility for the day-to-day running of the hall. In response to that decision, the community established Longmore Community Hall as a Scottish Charitable Incorporated Organisation (SCIO) for the purpose of running the hall. The SCIO has occupied the hall under a short-term lease since July 2018. The community body’s application for longer term lease was approved by the Council in November 2023. The new lease is now in the process of being completed. Expressions of Interest The Council’s CAT Scheme involves a two-stage process. Community bodies are encouraged to take advantage of the pre-application stage by completing an Expression of Interest (EOI) for any land or buildings in which they have an interest. On receipt of an EOI, the Council’s CAT Team will: check the community body’s eligibility under the scheme, check that the Council has the ability to transfer the relevant property rights, identify the Council’s current and future operational requirements for the property, identify as far as possible any other material considerations that should be taken into account in determining an asset transfer request for the property, and exchange information related to the community body, the asset, and the potential transfer. The EOI stage is designed to help the community body avoid abortive work and prepare a robust business case in support of its asset transfer request. Not all community bodies that submit an EOI will progress to making a formal asset transfer request and some will choose to go straight to making a formal request without first submitting an EOI. The Council has dealt with five EOIs during the period covered by this report, all of which remain current. Page 188
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CAT Annual Report 2024 | 7 Simplified arrangements The Council’s former Community Rental Grant Scheme was brought within the purview of its CAT Scheme. The extended scheme provides an opportunity to all existing voluntary and community organisations that lease property from the Council to apply for a Community Rent Rebate whenever their rent falls due to be reviewed. This element of the scheme is not covered by the Community Empowerment legislation and all applications are considered entirely at the Council’s discretion. Applications must be supported by a robust business case demonstrating ongoing benefits commensurate with the rebate being applied for. The community response to the pandemic led to an increase in requests from voluntary and community organisations seeking short term arrangements for the use of temporarily unoccupied Council assets. Given the nature of such requests, a swift turnaround is often necessary and adherence to committee timescales does not facilitate an agile response. Recognising that the level of justification should be proportionate to the nature of the request, a simplified process is now available to organisations seeking a short term or low value concessionary lease. Contact Us Further information on the scheme is available from the Council’s CAT team or its Community Support Unit (CSU). by post: Moray Council, High Street, Elgin IV30 1BX by phone: 01343 543451 by email: CAT@moray.gov.uk or CSU@moray.gov.uk on the web: http://www.moray.govuk/CAT Page 189
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CAT Annual Report 2024 | 8 Appendices Appendix 1 The following assets were transferred prior to the current reporting year but after Part 5 of the Community Empowerment (Scotland) Act 2015 came into force on 23 January 2017. No asset transfers were completed between 23 January 2017 and 31 March 2017. Table 1. Asset transfers completed from 1 April 2023 to 31 March 2024 Property Community Body Type 2015 Act Transferred Fishermen’s Hall, Buckie Fishermen’s Hall Trust Ownership Yes 19/05/2023 Table 2. Asset transfers completed from 1 April 2022 to 31 March 2023 Property Community Body Type 2015 Act Transferred Findochty Town Hall Findochty Town Hall (SCIO) Ownership Yes 21/07/2022 West Dunes Toilets, Findhorn Findhorn Village Conservation Company Ownership Yes 12/10/2022 Garmouth Water Tower Garmouth and Kingston Community Association Ownership No 19/12/2022 Table 3. Asset transfers completed from 1 April 2021 to 31 March 2022 Property Community Body Type 2015 Act Transferred Cullen Community and Residential Centre Three Kings Cullen Association Ownership Yes 05/11/2021 Table 4. Asset transfers completed from 1 April 2020 to 31 March 2021 Property Community Body Type 2015 Act Transferred Dufftown Sports and Community Centre Dufftown Community Centre (SCIO) Ownership No 05/03/2021 Forres Town Hall Forres Area Community Trust Ownership Yes 26/02/2021 Land, Lesser Borough Briggs, Elgin Elgin Sports Community Trust Lease Yes 23/11/2020 Page 190
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CAT Annual Report 2024 | 9 Table 5. Asset transfers completed from 1 April 2019 to 31 March 2020 Property Community Body Type 2015 Act Transferred Portknockie Bowling Green Portknockie Bowling and Tennis Club Ownership No 08/11/2019 Marine Park, Lossiemouth Action Marine Park Ownership No 05/06/2019 Table 6. Asset transfers completed from 1 April 2018 to 31 March 2019 Property Community Body Type 2015 Act Transferred Cabrach School and Community Hall Cabrach Trust Ownership No 24/10/2018 Abbeylands School, Kinloss Morayvia Ownership No 05/10/2018 Table 7. Asset transfers completed from 1 April 2017 to 31 March 2018 Property Community Body Type 2015 Act Transferred Tomintoul Bowling Green Tomintoul and Glenlivet Bowling Club Ownership No 25/05/2017 Tomintoul Youth Hostel Tomintoul and Glenlivet Development Trust Ownership No 19/04/2017 Tomintoul Museum Tomintoul and Glenlivet Development Trust Ownership No 19/04/2017 Page 191
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CAT Annual Report 2024 | 10 Appendix 2 The following assets are awaiting completion or are currently deferred pending a Council decision. Table 1. Approved Asset Transfer Requests Awaiting Completion Property Community Body Request 2015 Act Approved Land, Coulardbank Park, Lossiemouth Lossiemouth Community Development Trust Lease Yes 06/10/2020 Longmore Hall, Keith Longmore Community Hall (SCIO) Lease No 07/11/2023 Table 2. Deferred Asset Transfer Requests Property Community Body Request 2015 Act Deferred Land, Grant Park, Forres Forres Skate Park Initiative Lease No 27/09/2023 Page 192
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Report to: Meeting Date:Corporate Committee 10 JUNE 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS013/25/ED Author: Emma Dawson, Asset Management Officer Contact Email: emma.dawson@moray.gov.uk Subject: Information Report: Community Rental Support Annual Review 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to provide information on the level of rental support awarded to voluntary and community organisations (VCOs) occupying Council property. 1.2 This report is submitted to the Corporate Committee in terms of Sections III (B) (20) and III (B) (30) of the Council’s Scheme of Administration relating to the management of Common Good and Trust property and to the monitoring and review of concessionary rents respectively. 2. SUMMARY 2.1 The Council has established appropriate arrangements for assessing new requests from VCOs for leases at concessionary rentals, however, there remains a legacy of agreements entered into prior to these arrangements coming into force. Some agreements involved setting a nominal rent that subsists until the end of the lease. Others can be reviewed at regular intervals. This report sets out the level of rental support provided under these arrangements together with support approved under delegated powers. 3. BACKGROUND AND CONTEXT 3.1 On 1 September 2015, the Policy and Resources Committee agreed that rental support provided to VCOs occupying Council property be monitored by means of an annual report (para 8 of the Minute refers). On 25 May 2016, the Council agreed that all new requests from VCOs for leases at less than market value would be considered under the Community Asset Transfer (CAT) scheme (para 22 of the Minute refers). New lease applications dealt with under the CAT scheme are covered in a separate annual report. Page 195
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3.2 Leases where the property has no commercial value, where the rent payable has been reduced to reflect an agreement that the tenant will undertake improvement works to the property, or where the Council’s ability to charge a rent is restricted, do not involve the provision of discretionary rental support. Such leases are outwith the scope of this report. 3.3 Legacy Arrangements Appendix 1 lists those leases where the property is considered to have a commercial value and where nominal rentals result from the provision of discretionary rental support. In most of these leases, there is no provision to review the rent payable during the lease term. When they come to an end the tenant can negotiate a new lease on commercial terms or apply under the CAT Scheme for a new lease at less than market value. 3.4 Community Rent Rebates From 23 March 2005, the Council changed the way it handled requests for rental support from VCOs. Instead of agreeing a nominal rent, the rent payable was set at a commercial rate and the VCO could apply for a discretionary limited life rental grant or rent rebate. Under these arrangements, the rebate ceases whenever the rent is due to be reviewed. The VCO can then apply for a continuation of the rent rebate. When the lease comes to an end the tenant can negotiate a new lease on commercial terms or apply under the CAT Scheme for a new lease at less than market value. 3.5 Appendix 2 lists those leases where the tenant currently benefits from a rent rebate. As each lease comes to an end, any request for a new lease with rental support would be considered under the CAT scheme. The total rental support provided under these arrangements for the 2024/25 financial year amounted to £25,390. This comprised £7,590 relating to the general fund, £11,400 relating to common good, and £6,400 relating to public trusts. 3.6 Short-Term Low-Value Rental Concessions On 12 May 2021, the Council delegated authority to the Chief Financial Officer to approve applications for short-term low-value concessionary arrangements to facilitate a light touch process and enable a quick response (para 16 of the Minute refers). When the value of the rebate reaches the delegated limits, any further application must be brought to committee for determination. 3.7 Appendix 3 lists those leases where the tenant enjoys a rent rebate approved under delegated authority. No applications for short-term low-value rental support were received during the 2024/25 financial year. 4. SUMMARY OF IMPLICATIONS 1. 4.1 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – Leasing assets to the community at less than market value can support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. Page 196
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☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – Leasing assets to the community at less than market value can support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population Where a property is held on a Common Good title, the interests of the inhabitants of the former burgh will take precedence over the Council’s Corporate Plan and the Local Outcomes Improvement Plan (LOIP). Where the property is held under a Public Trust, it is burdened with the trust purposes. Consequently, any application for financial support must be considered only in relation to these purposes. 4.2 Policy and Legal On 21 March 2017, the Policy and Resources Committee approved the following policy statement in relation to Community Asset Transfers (para 5 of the Minute refers). “Moray Council recognises the important role that the transfer of property assets can play in empowering communities and strengthening their resilience. Where appropriate, the Council will use the transfer of assets to give more control to communities and local people, inspire them to find local solutions to community needs, and as a means of helping communities become more sustainable in the long term. In determining all asset transfer requests, the Council will have regard to the guidance provided by the Scottish Government in relation to asset transfer requests made under Part 5 of the Community Empowerment (Scotland) Act 2015, whether or not such requests are made under the provisions contained in the Act.” When assets are leased at less than market value, the arrangement must comply with the Disposal of Land by Local Authorities (Scotland) Regulations 2010. These regulations require the Council to be satisfied that the arrangement is reasonable and that it is likely to contribute to at least one of the following purposes: a) Economic Development, b) Regeneration, c) Public Health, d) Social Wellbeing, or e) Environmental Wellbeing. Reasonableness in this context is taken to imply that the requested discount is the minimum necessary to allow the projected benefits to be realised and that it is proportionate to the costs and benefits. In administering Common Good assets, the Council is required by section 15(4) of the Local Government etc. (Scotland) Act 1994 to have regard to the interests of the inhabitants of the area to which the Common Good related prior to 16 May 1975. Where the Council Members act as Trustees under a Public Trust, they are not acting in the capacity of a local authority but in their capacity as Trustees under and in terms of the Trust. Page 197
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The Subsidy Control Act 2022 came into effect on 4 January 2023, replacing the previous State Aid provisions. The Act can apply whenever the Council sells or leases a property at less than market value, provided that the conditions for a subsidy are met. In particular, the beneficiary must constitute an ‘enterprise’ due to its activities involving the offering of goods or services. Section 7(2) of the Act provides that an activity is not to be regarded as an economic activity if or to the extent that it is carried out for a purpose that is not economic. If the activity is not for economic purposes, then the body will not be considered an enterprise and any financial assistance provided would not be considered a subsidy under the Act. 4.3 Financial There are no financial implications arising directly from this report. 4.4 Risk There are no risk implications arising directly from this report. 4.5 Staffing There are no staffing implications arising directly from this report. 4.6 Best Value and Transformation There are no proposals relating to best value or transformation arising directly from this report. 4.7 Property There are no property implications arising directly from this report. 4.8 Information Communications/Technology/Digital There are no ICT improvements required or issues arising directly from this report. 4.9 Equalities, Social Inclusion and Economic Impact An equalities/socio-economic impact assessment is not required. 4.10 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 5. CONSULTATION 5.1 This report has been prepared in consultation with The Depute Chief Executive (Economy, Environment and Finance), Head of Housing and Property Services, Chief Financial Officer, Communities Service Manager, Property Asset Manager, Legal Services Manager, Human Resources Manager, S. Souter, Senior Accountant, Community Learning and Engagement Manager, Democratic Services Manager and Equal Opportunities Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 Held by author. Page 198
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APPENDIX 1 Legacy Arrangements – Properties Let at Nominal Rents Reflecting the Award of Financial Support as at 31 March 2025 Financial support can be provided through the Council retaining responsibility for specified property costs, agreeing to forego rent that it could otherwise charge, or a combination of both. The table below only includes cases involving the provision of financial support. Most leases involve the tenant taking on full responsibility for all property costs, including repairs and maintenance – these lease types are designated by the letters FRI (full repairing and insuring). In some cases, the tenant is responsible for internal repairs only – these are denoted by the letters IRO. Where properties were let at nominal rents a new valuation would be required to identify the current value of the rental concession. The majority of these leases contain no provision for reviewing the rent, so can only be reviewed when the lease is terminated. The list is grouped by title, i.e. General Fund, Common Good and Public Trust and then sorted by expiry date with the earliest dates at the top. Location Community Body Property Lease Type Date of Entry Term Expiry Annual Rent Next Review General Fund 1 . Forres Forres Thistle FC Logie Park, Pilmuir Road FRI 01/06/1988 50 years 01/06/2038 £10.00 Lease end 2 . Mosstodloch Mosstodloch Amenities Association Site of Speymouth Hall, Stynie Road FRI 15/03/1977 99 Years 14/03/2076 £0.01 Lease end 3 . Lhanbryde Lhanbryde Community Challenge Site of Village Hall, Robertson Road FRI 11/11/1977 99 years 11/11/2076 £0.01 Lease end 4 . Portgordon Portgordon Recreation Committee Bowling Green, Station Road FRI 01/09/1978 99 years 01/09/2077 £0.01 Lease end 5 . Fochabers Fochabers Rifle Club 13 Christie Place FRI 28/05/2006 99 years 28/05/2105 £1.00 Lease end Common Good Page 199
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Location Community Body Property Lease Type Date of Entry Term Expiry Annual Rent Next Review 6 . Buckie Buckie Victoria Bowling Club Bowling Club, West Church Street FRI 01/04/2005 25 years 31/03/2030 £1.00 Lease end 7 . Forres Forres Bowling Club Forres Bowling Club, St. Catherines Road FRI 07/07/1995 99 years 06/07/2094 £1.00 Lease end Public Trust 8 . Aberlour Aberlour Community Association (Note 1) Fleming Hall, Queens Road IRO 01/04/2001 25 years 31/03/2026 £1.00 01/04/2026 or lease end Notes 1. The Fleming Hall trust has no funds. The Council is currently responsible for keeping the hall wind and watertight, resulting in a net cost to the Council. The rent payable for the hall was initially set at £1 (if asked) but with a provision for quinquennial rent reviews. The rent review clause contains provision for determining whether the rental concession should continue. The tenant has benefited from this provision throughout the tenancy with the result that there is no income generated by the lease. The trust deed does not permit the trustees to retain any surplus income from the property. When the lease is due to be renewed it will be offered on FRI terms and conditions. Page 200
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APPENDIX 2 Community Rent Rebates as at 31 March 2025 Most of the leases listed involve the tenant being fully responsibility for all property costs, including repairs and maintenance. The list is grouped by title, i.e. general fund, common good and public trusts, and sorted by earliest rent review date. Location Community Body Property Date of Entry Expiry Date Annual Rent Rebate Awarded Rent Payable Review Cycle Next Rent Review Date General Fund 1. Keith 2nd Keith Scout Group Old Ogilvie School, Fife Street 31/10/2015 30/10/2035 £5,790 £5,790 £0 5 Years 31/10/20 25 2. Findochty Findochty Bowling Club Findochty Bowling Green 18/05/2006 17/05/2031 £400 £400 £0 5 Years 18/05/20 26 3. Buckie Buckie Skate Park Committee Skate Park, Ian Johnston Park 27/09/2008 26/09/2028 £1,400 £1,400 £0 5 Years 27/09/20 28 (lease end) Total Values for General Services £7,590 £7,590 £0 Common Good 4. Buckie Fishing Heritage Centre (note 1) Fishing Heritage Centre 01/03/2006 28/02/2036 £2,700 £2,700 £0 3 Years 15/05/20 27 5. Forres Transition Town Forres (note 2) Bogton Road 31/03/2009 31/03/2041 £13,200 £8,700 £4,500 3 years 31/03/20 26 Total Values for Common Good £15,900 £11,400 £4,500 Public Trusts Page 201
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Location Community Body Property Date of Entry Expiry Date Annual Rent Rebate Awarded Rent Payable Review Cycle Next Rent Review Date 6. Forres Grant Park Pavilion Committee Bowling Pavilion, Grant Park 03/11/2008 02/11/2048 £6,300 £6,300 £0 3 Years 03/11/202 6 7. Elgin Bowling Club (note 3) Bowling Pavilion, Cooper Park 01/04/2008 31/03/2028 £100 £100 £0 None 01/04/20 28 (lease end) Total Values for Public Trusts £6,400 £6,400 £0 All Ownership Categories Total Values for all ownership categories £29,890 £25,390 £4,500 Notes. 1. On 23 April 2024, the Corporate Committee agreed to renew the 100% community rent rebate for a further period of 3 years to 15 May 2027 (paragraph 16 of the draft Minute refers). 2. On 23 April 2024, the Corporate Committee agreed to award Transition Town Forres a Community Rent Rebate of £8,700 per annum backdated to 31 March 2023 (paragraph 14 of the draft Minute refers). 3. The Council is liable for maintaining the Bowling pavilion roof but has the option to terminate the lease if it becomes uneconomic to repair. Page 202
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APPENDIX 3 Concessionary Rentals of Low Value or Short Duration Approved under Scheme of Delegation as at 31 March 2025 The default position where rent rebates are awarded under delegated powers is that the tenant must accept full responsibility for all property costs, including all repairs and maintenance of the property concerned. These are indicated by the letters FRI. Location Community Body Property Leas e Type Date of Entry Term Expiry Rental Value Rebate Value General Fund 9 . Burghead Burghead and Cummingston Community Council (note 1) Site of Community Shelter, Burghead Harbour FRI 14/03/2008 20 years 13/03/2028 £175 pa £175 pa Notes 2. The rent rebate awarded to the Community Council took effect from 14 March 2021. Page 203
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