Agenda Document Pack - Corporate Committee - 26/08/2025
Moray Council · 26 August 2025
Back to Corporate Committee — 26 August 2025 and its agenda
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Corporate Committee Tuesday, 26 August 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, 26 August 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minutes of meeting of 10 June 2025 7 - 10 4. Written Questions ** 5. Revenue Budget Monitoring to 30 June 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 11 - 40 6. Capital Plan 2025-2026 Quarter 1 Report by Depute Chief Executive (Economy, Environment and Finance) 41 - 54 7. Trust Funds Summary Expenditure 2024-25 Estimated Disposable Income 2025-26 Report by Depute Chief Executive (Economy, Environment and Finance) 55 - 62 8. Best Value Action Plan Review and Progress Reporting Report by Depute Chief Executive (Education, Communities and Organisational Development) 63 - 104 Page 1
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9. Best Value Transformation Thematic Review Report by Depute Chief Executive (Education, Communities and Organisational Development) 105 - 144 10. Transformation Strategy Development Report by Depute Chief Executive (Education, Communities and Organisational Development) 145 - 168 11. Employee Survey 2025 Report by Depute Chief Executive (Education, Communities and Organisational Development) 169 - 186 12. Workforce Planning Report Report by Depute Chief Executive (Education, Communities and Organisational Development) 187 - 200 13. Mainstreaming Report and Equalities Outcomes Update Report by Depute Chief Executive (Education, Communities and Organisational Development) 201 - 242 14. Digital Strategy 2025 - 2028 Report by Depute Chief Executive (Education, Communities and Organisational Development) 243 - 256 15. Data Protection Policy v2.0 Report by Depute Chief Executive (Education, Communities and Organisational Development) 257 - 274 16. Community Council Scheme of Establishment Report by Depute Chief Executive (Education, Communities and Organisational Development) 275 - 324 Page 2
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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. 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 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be 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 4
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MORAY COUNCIL Corporate Committee SEDERUNT Councillor Donald Gatt (Chair) Councillor Kathleen Robertson (Depute Chair) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor Sandy Keith (Member) Councillor Elaine Kirby (Member) Councillor Scott Lawrence (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor Bridget Mustard (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 5
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MORAY COUNCIL Minute of Meeting of the Corporate Committee Tuesday, 10 June 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), Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance, Chief Financial Officer, Head of HR, ICT and Organisational Development, Business Support Team Leader (Customer Services) and 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 16 Para 1 Information relating to staffing matters Para 6 Information relating to the financial or business affairs of any particular person(s) Item 3. Page 7
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4. Minute of meeting of 22 April 2025 The minute of the meeting of 22 April 2025 was submitted and approved. 5. Written Questions The Committee noted that no written questions had been submitted. 6. Best Value Action Plan Review The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing 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. Councillor Mustard thanked all members who had taken part in the workshop on 3 June. Councillor Macrae stated that he was disappointed that 8 Councillors did not respond to the Collaborative Leadership Survey and sought clarification on whether it would be helpful to conduct another survey in 12 months to allow a comparison to see if there had been an improvement. In response the Head of Governance, Strategy and Performance confirmed that it would be appropriate for an annual questionnaire to be developed. Councillor Mustard sought agreement from the Committee to add an additional recommendation to the report to include an annual survey on Collaborative Leadership for Elected Members and Chief Officers. There being no one otherwise minded and following further consideration the Committee unanimously agreed: i) to note the progress made against the actions in the Council's Best Value Action Plan at Appendix 1; and ii) that a survey on Collaborative Leadership will be conducted with Elected Members and Chief Officers annually. 7. Corporate Risk Register April 2025 Update The meeting had before it, a report by the Depute Chief Executive (Education, Communities and Organisational Development) providing the Committee with the latest updated version of the Council's Corporate Risk Register. During consideration of the report a number of changes to the Risk Register were discussed, and it was agreed that further discussion on changes for the 2025/26 Risk Register would take place at the upcoming workshop. Following consideration, the Committee unanimously agreed to approve the updated Corporate Risk Register dated April 2025 attached as Appendix 1 to the report. Page 8
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8. Transformation Strategy Development The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which asked the Committee to 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. Following consideration, the Committee unanimously agreed to note progress on the delivery of the Council's Transformation Strategy. Councillor Bloomfield left the meeting at the conclusion of this item. 9. Performance Report (Financial Services) - Period to March 2025 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) 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. Following consideration, the Committee agreed to note performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and actions being taken to improve performance where required. 10. Financial Services Service Plan 2025-28 The meeting had before it, a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of the Financial Services Service Plan for 2025-28. Following consideration, the Committee unanimously agreed to approve the Service Plan for Financial Services for the year ahead at Appendix 1. 11. Performance Report (Governance Strategy and Performance) - Period to March 2025 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking Committee 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. Following consideration, the Committee unanimously agreed to note 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. 12. Performance Report (HR ICT OD) - Period to March 2025 The meeting had before it, a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Committee 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. Page 9
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Following consideration, the Committee unanimously agreed to note performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and actions being taken to improve performance where required. 13. HR ICT and Organisational Development and Governance Strategy and Performance Service Plans 2025-28 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) inviting the Committee to consider the Human Resources, ICT and Organisational Development and Governance, Strategy and Performance Service Plans for 2025-28. Following consideration, the Committee unanimously agreed to approve: i) the Service Plan for Human Resources, ICT and Organisational Development for the year ahead at Appendix 1 and 2; and ii) the Service Plan for Governance, Strategy and Performance for the year ahead at Appendix 3. 14. Succession Planning The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Committee to consider and approve the proposed approach to Succession Planning. Following consideration, the Committee unanimously agreed to approve the proposed approach for developing a Succession Planning framework outlined in this report. 15. Information Reports - if called in The Committee noted that no Information Reports had been called in. 16. Amendment to Out of Hours Business Case [Para 1 and 6] The meeting had before it, a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking authorisation to engage an alternative supplier to meet required delivery timelines for the Out of Hours (OOH) Telephony Business Case. Following consideration, the Committee unanimously agreed to: i) note the information presented within the report; and ii) approve option 2 to change supplier as detailed in paragraph 6.3. Page 10
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: FIN013/25 Author: Susan Souter Contact Email: Susan.souter@moray.gov.uk Subject: Revenue Budget Monitoring to 30 June 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to advise Committee of the revenue budget monitoring position as at 30 June 2025, Q1 2025/26. 1.2 This report is submitted to Council in terms of Section III B (10) of the Council's Scheme of Administration relating to monitoring current revenue expenditure against approved budget. 2. SUMMARY 2.1 This report outlines the Council’s revenue budget position at the end of Q1 for the 2024/25 financial year. It details departmental variances to date, along with explanations for the most significant variances. The report also provides an overview of budget pressures and the progress of planned savings. 2.2 In February 2025, the Council set a balanced budget for the 2025/26 financial year. The budget addressed anticipated budget pressures and included provisions for inflationary increases for other areas such as pay awards and contract increases. Savings that had been approved throughout 2024/25 were also factored into the budget. 2.3 The Council is using 2024/25 budget variances as a starting point to identify recurring overspends and potential savings. Heads of Service have been issued with templates to explain prior year overspends and outline actions to address future spending where service conditions remain unchanged. Opportunities linked to reduced service demand will also be explored. 2.4 As at 30 June 2025 the Council’s free general reserve remains at £6,000,000, in line with the minimum required under the financial reserves policy. Earmarked reserves total £21,262,000, following £2,022,000 released to departments in Q1. These reserves support Item 5. Page 11
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specific priorities including Transformation, Moray Growth Deal and service specific commitments. 2.5 Expenditure against budget is reported to Committee on a quarterly basis during the financial year, with projected outturn figures reported at Q2 and Q3. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and note: i) the budget monitoring position of £1,768,000 over budget for 2025/26 as at 30 June 2025; ii) that this position consists of an underspend on Devolved School budgets within Education of £48,000, an underspend in General Services Housing and Property of £149,000, an overspend of £535,000 in Environmental and Commercial Services, an overspend on Social Care and Children’s Services delivered on behalf of the Moray Integration Joint Board (MIJB) of £1,365,000, and overspends in other services of £65,000; iii) an increase of £65,000 in the General Revenue Grant, as detailed in paragraph 4.3; and iv) the approach taken this year, using 2024/25 budget variances as a key starting point to identify recurring overspends and potential savings. Heads of Service have been tasked with developing plans to mitigate overspends and explore opportunities linked to changing service demands. Susan Souter Senior Accountant 4. BACKGROUND AND CONTEXT 4.1 The Council approved the General Fund Revenue Budget at a meeting on 26 February 2025 (paragraph 3 of the minute refers) with budgeted expenditure of £294,197,000. Council Tax receipts of £57,320,000 were anticipated. As part of the budget setting process, Members approved £7,889,000 of savings in the year. There was no planned use of reserves to balance the budget. 4.2 In addition to the Council’s core budget, monies allocated to schools through the Devolved School Management (DSM) scheme and not spent are brought forward from previous years. The DSM balance brought forward in 2025/26 is £214,000 (2024/25 £753,000). Unused Pupil Equity Fund of £766,000 received in 2024/25 and £25,000 funding from nursery snacks and fundraising have been carried forward into 2025/26 in accordance with the grant conditions. These budgets are funded on a financial year basis but spent on an academic year basis and so there will always be significant balances carried forward. 4.3 An additional £65,000 of General Revenue Grant (GRG) funding was confirmed by the Scottish Government in Q1, as part of an allocation of £2.5 million to support Employability Child Poverty Coordinators. This funding has been included in the Q1 Page 12
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position and released to the department to progress. The funding is expected to be baselined for future years. Further redeterminations of funding have since been announced and will be reflected in Q2 monitoring report. 4.4 An additional £150,000 in Council Tax income has been included in Q1, linked to a spend- to-save initiative approved to improve collection rates. 4.5 Reconciliation of the movements in the base budget from that which was approved by the Moray Council on 26 February 2025 (para 3 of the minute refers) is shown in APPENDIX 2 and allocations to departments from the provisions for Inflation and Contingencies, Additional Costs and Savings are listed in APPENDIX 3. 4.6 The Short to Medium Term Financial Strategy, reported to Council on 25 June (paragraph 9 of the Minute refers), outlines the projected budget gap over the next two years. As a key step in addressing this gap, variances from the 2024/25 budget (reported to the same 25 June Committee in the Revenue Out-Turn Variances from Budget report, paragraph 7 of the Minute refers) will serve as a primary reference point for identifying potential savings. Additional variances identified throughout the year, as part of the ongoing revenue monitoring process, will also be considered. Where spending over budget appears to be recurring, budget managers will be required to develop service reduction plans to bring expenditure in line with available budgets. Heads of Service will also be asked to identify savings opportunities; these may be linked to anticipated reductions in service demand. To support this process templates have been issued to Heads of Service. These require an explanation of significant overspends from the previous year and, where circumstances in service delivery remain unchanged, a clear plan for mitigating future overspends. 5. PROPOSALS 5.1 APPENDIX 1, and the table below, summarises the current position for each service area, comparing actual expenditure with the budget to 30 June 2025. 5.2 Overall, the budget position at 30 June 2025 is expenditure over budget to date of £1,768,000, 2.65% of budget to date, including services delivered on behalf of the Moray Integration Joint Board (MIJB). Revised Budget Budget to 30 June 2025 Actual and Committed Expenditure to 30 June 2025 Q1 Variance Under/(Over) £000 £000 £000 £000 % Education, Resources and Community 13,195 3,746 3,690 56 1.49 Education 118,492 29,111 28,990 121 0.42 General Services Housing and Property 4,069 588 439 149 25.34 Environmental and Commercial Services 29,445 5,719 6,254 (535) (9.35) Economic Growth and Development Services 3,654 1,180 1,260 (80) (6.78) Page 13
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HR, ICT and Organisational Development 6,025 2,326 2,345 (19) (0.82) Financial Services 1,806 763 756 7 0.92 Governance, Strategy and Performance 6,222 2,402 2,479 (77) (3.21) Other Services 2,623 732 780 (48) (6.56) Health and Social Care and Children’s Services (MIJB) 85,262 20,028 21,393 (1,365) (6.82) Health and Social Care (non MIJB) 462 115 92 23 20.00 Loans Charges 17,206 - - - - Provisions 7,982 - - - - Total 296,443 66,710 68,478 (1,768) (2.65) Service Department Variances 5.3 The principal areas of overspend and underspend within each service are outlined below. 5.4 Education, Resources and Community Q1 Variance Fav/(Unfav) £000 Income Sport and Leisure 23 Other Energy 23 Misc Variances 10 Net Underspend 56 5.5 Leisure services reported an increase in income during Q1. Finance are working with the Service Manager to undertake a review of the leisure budget and identify opportunities for savings. Additionally, energy budgets across all service areas remain underspent to date. Page 14
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5.6 Education Q1 Variance Fav/(Unfav) £000 Staffing Central Supply (115) Other Energy 148 DSM – Primary devolved (78) DSM – Secondary devolved 126 ELC fundraising/snack 22 Misc Variances 18 Net Underspend 121 5.7 Central Supply and Staffing: An overspend in central supply reflects costs associated with teaching cover due to long-term absences and maternity leave in schools. A total overspend of £606,000 was recorded in 2024/25. The department is currently reviewing long-term absence patterns to explore potential strategies for mitigation. A budget pressure of £600,000 related to Out of Area provision and central supply is included in central provisions. A budget paper will be prepared should additional funding be recommended for release to service budgets. Energy budgets across all schools are currently underspent, contributing positively to the overall financial position. DSM consist of a carry forward to 2025/26 of £213,124 for Secondary Schools and £447 for Primary Schools. Spending plans will be for the 2025/26 academic year, and these funds will be released to the schools. Accountancy are reviewing school spend at the end of June to try and reduce overspends by the end of the year. ELC fundraising/snack: the funding was carried forward as part of earmarked reserve. These funds are scheduled to be utilised during the 2025/26 financial year. 5.8 General Services Housing and Property Q1 Variance Fav/(Unfav) £000 Income Property Fees (96) Renewable Heat Incentive payments 25 Industrial Estate rental income and wayleaves 108 Other Corporate buildings maintenance 20 Schools repairs and maintenance 2 Surplus Property running costs and less income from sales (1) Homeless temporary accommodation 46 Improvement grants 16 Page 15
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Industrial Estates repairs and maintenance 8 Urquhart Place repairs and maintenance 8 Misc Variances 13 Net Underspend 149 5.9 Q1 Property fee income from recharges to Capital and the HRA is currently £96,000 below budget at Q1. In contrast, rental income from Industrial Estates has exceeded budget to date, showing a positive variance of £108,000. In expenditure, Homeless Temporary Accommodation has recorded a net underspend of £46,000 as of Q1. All of these are recurring variances from 2024/25 and will be explored as part of the exercise with Heads of Service to monitor and mitigate overspends and identify savings. In addition, Corporate Buildings and Schools repairs and maintenance are under budget by £20,000 and £2,000 respectively. 5.10 Environmental and Commercial Services Q1 Variance Fav/(Unfav) £000 Income Fleet – Insurance Recoveries 9 Engineering Design – early recharges (budget to be rephased) 64 Traffic and Transportation – Car Park income (13) Traffic and Transportation – Harbour income 54 Traffic and Transportation – income from service users (Road closures and Street occupancies) 97 Roads – Recharges to other Heads (434) Roads – Recharges to capital (991) Waste Management – Trade Waste and Green Waste (77) Waste Management – Recycling income/contracts 43 Other Fleet: recharge income 115 Engineering Design: Infrastructure Maintenance commitment for bridge works (91) Traffic and Transportation – Car Park machine maint. (4) Traffic and Transportation – Harbour Transport costs 3 Roads – Staffing, Property Costs, Supplies and Services, Transport Costs 611 Waste Management – fuel costs 26 Misc Variances 53 Net Overspend (535) 5.11 In Fleet Services, there is an underspend on internal fleet hire recharges at Q1. A review of the recharges is underway to inform budget updates ahead of Q2. In Engineering Design, budget phasing will be revisited to reflect earlier-than-planned staff recharges and budget commitments. Page 16
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In Roads, income is currently underachieved, partially balanced by underspends in materials and related areas. Savings and the planned reduction in the capital recharge budget have not yet been implemented, pending the outcome of the full review of budget currently in progress. There has also been a delay in processing recharges to capital. Traffic and Transportation reports an overall underspend of £148,000, largely attributed to early income from Buckie Harbour, road closures, street occupations, and internal minibus hires. Energy costs—particularly those relating to electric vehicle charging points—are being offset by additional income and will continue to be monitored and potentially the budget will be revised. Waste Management shows a nil variance at Q1. While Trade Waste and Green Waste income are below target, this is offset by improved net income from recycling, supported by favourable market conditions. Fuel costs have also been lower than budgeted at this first quarter point of the year. Capping activities at Dallachy continued throughout Q1. During Q2 and Q3, revenue budgets will be reviewed in conjunction with the implementation of the NESS Energy from Waste operating cost budget to identify potential savings. Economic Growth and Development Services 5.12 Q1 Variance Fav/(Unfav) £000 Income Planning Income (92) Grant income returned - Cleaning Machine Elgin BID 5 Other Supplies and services 7 Net Overspend (80) 5.13 Planning income is currently below budget at Q1. Given that fees have increased over the past year, this shortfall may reflect a timing difference, and the position will be monitored and assessed further during Q2, with updates provided accordingly. HR, ICT and Organisational Development 5.14 Q1 Variance Fav/(Unfav) £000 Other Central Telephones (14) ICT Software/Hardware (28) HR Supplies and services (various) 23 Net Overspend (19) Page 17
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5.15 The ICT Software and Hardware budget is currently under pressure, with an overspend of £28,000 recorded as of the first quarter. A review of expenditure is planned in collaboration with the Service Manager during Q2 to assess the position and identify any required adjustments. Other minor variances are within central telephones and supplies and services. Financial Services 5.16 Q1 Variance Fav/(Unfav) £000 Income Contract rebates 5 VAT interest paid by HMRC 9 Other Banking and card payment fees (12) Small Service Improvement budget 25 Taxation postages (8) Misc Variances (12) Net Overspend (7) 5.17 There has been no expenditure of the Small Service Improvement budget during the first quarter, resulting in an underspend to date of £25,000. However, the budget is fully committed, and expenditure is anticipated from Q2 onward. Banking and card payment fees present an emerging budget pressure, with an overspend of £12,000 as of Q1. There is an £8,000 overspend on postages in the Taxation service. Governance, Strategy and Performance 5.18 Q1 Variance Fav/(Unfav) £000 Income Money Advice - income from Accountant In Bankruptcy (AIB) 9 Registrars 6 Licensing (mainly short term lets) 29 Other Discretionary Housing Payments (89) Benefits Software (Civica) (23) Scottish Welfare Fund awards (13) Housing Benefits (23) Customer Services various supplies & services 16 Misc Variances 11 Net Overspend (77) Page 18
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5.19 Discretionary Housing Payments (DHP): DHP involves a two stage process; local authorities initially receive 80% of their allocated DHP funding from the Scottish Government with the remaining 20% paid at year end once actual spending has been reviewed and finalised. This approach helps ensure that funding is aligned with actual demand and spending patterns. The £89,000 overspend to date reflects the initial reduced funding due to the 20% of DHP allocation pending year end allocation. Monitoring of 2025/26 awards will continue, and any underspend may help offset the current variance. A £23,000 overspend on software costs has been identified at Q1. This has been highlighted as a potential recurring variance for 2024/25. The position is under review and may be subject to budget adjustment pending further analysis. Licensing income is £29,000 above budget at Q1, largely driven by short-term let applications. Income trends will be closely monitored throughout the remainder of the year. Other Services 5.20 Q1 Variance Fav/(Unfav) £000 Staffing Higher Interim Chief Executive salary and dual running costs for short period (35) Other Additional pension costs (12) Misc Variances (1) Net Overspend (48) 5.21 An overspend has been recorded in Q1, primarily due to increased salary costs associated with the Interim Chief Executive role and dual-running arrangements over a short transitional period. Pension costs have also exceeded budget by £12,000 to date. This variance was flagged as potentially recurring in 2024/25 and will be subject to review to determine whether a budget adjustment is required. Health and Social Care and Children’s Services (MIJB) 5.22 During Q1, Health and Social Care services delivered by the MIJB reported a £1,365,000 overspend. The figures included in this report relate purely to the services delivered by Moray Council on behalf of the MIJB. The budgets in the MIJB have been realigned to incorporate recurring surplus/ deficit and to remove savings previously approved. This has resulted in overspends in care services provided in-house, older people and PSD, intermediate care and occupational therapy, with underspends in learning disability service and mental health. The MIJB has done a first forecast position, which is reporting a £4,850,000 overspend by the end of the financial year, for which the Council will be responsible for 47% of the deficit, £2,280,000. Work is continuing on savings to reduce this forecast position. The Council has made provision in its budget to cover an element of MIJB overspend (up to £3.4 million). Loans Charges 5.23 The Loans Charges budget is profiled for year-end, aligning with the account’s closedown process. Forecasting of principal and interest repayments is an ongoing process and has Page 19
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been enhanced to improve the accuracy of financial projections, which will be reported from Q2 onwards. Budget Pressures and Additions 5.24 Budget pressures recognised when the budget was approved on 26 February 2025 (paragraph 9 of the Minute refers) are released when the pressure crystalises to the extent that it can be accurately quantified. Provisions to meet budget pressures and new duties totalling £6,594,000 have been released in Q1 and these are itemised in APPENDIX 3. 5.25 Provisions still held centrally at the end of Q1 total £9,274,000 and are detailed in APPENDIX 4 and given a RAG assessment for likelihood of requirement. 5.26 Three provisions are assessed as red, as no longer being required; a provision of £30,000 was set aside for the implementation of the Scottish Deposit Return Scheme. As the scheme has now been delayed, this funding will not be required in the current financial year. The remaining balance of the Discretionary Housing Payment budget (£28,000) is not expected to be required, although currently showing an overspend to date (para 5.18), the budget has been realigned to reflect the confirmed grant award. Similarly, an unused balance of £4,000 from the Detached Youth Workers budget pressure has also been identified and is not expected to be required this year. 5.27 Ten provisions, totalling £9,031 ,000, are currently assessed as amber. These include: • School Roll Numbers: Funding will be drawn down once updated enrolment figures are confirmed in September/October. • Development Plan Scheme – Transportation Appraisals: Work is progressing, and the budget is expected to be utilised in Quarter 2 as required. • Out of Area (OOA) Placements and Supply Teachers: £600,000 was set aside. To date, central supply shows an overspend of £115,000, and OOA placements, while currently on budget at Q1, are forecasting a £287,000 overspend. A detailed report will be prepared to seek approval for drawing down the necessary funding from this contingency. • Loan Charges: An increase of £3,200,000 identified for 2025/26 will be drawn down in Quarter 2 following calculation of the estimated actual for 2025/26. As noted in paragraph 5.24, forecasting of loan principal and interest repayments is ongoing and has been enhanced to improve accuracy. • MIJB Overspend allocation: A provision has been made for the Council’s share of any potential MIJB overspend. The actual requirement will not be confirmed until year end, although updated forecasts from Q2 will provide a clearer indication. This provision will be held centrally and will not be released to MIJB. • Early Learning and Childcare Pay Uplift: The full budget allocation will be required, alongside a redetermination of the Scottish Government grant, as Scottish Government funding is not expected to cover the increase in partner provider payments required by Scottish Government. • Additional Support Needs (ASN): Requirements are under review and will be presented in a full report, initially to Education, Children’s and Leisure Services Committee. 5.28 Fourteen provisions are classed as green and have been drawn down in full. Savings Page 20
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5.29 Savings of £7,889 ,000 were approved when the budget was set. These savings comprised one-off savings of £176,000 and other permanent savings of £7,713 ,000. This included a reduction of £1,600,000 for the provision for the Councils share of the MIJB overspend. 5.30 Revised charges for Council services were approved at Council on 19 February 2025 (paragraph 14 of the minute). Most charges within the Council’s control increased by a default rate of 3.6%. Exceptions were detailed individually in the report. As a result, additional income of £257,000 has been budgeted for. Amendments have been made to reflect updates related to previously duplicated savings. These are included in APPENDIX 5. 5.31 Of the original approved savings, a balance of £3,205,000 remains in central provisions as at the end of Q1. These are detailed in APPENDIX 5 and given a RAG assessment for anticipated achievement. The balance consists of savings not yet posted to services (£3,264,000) less savings added in the year (£59,000). 5.32 Eight savings with a balance of £597,000 are highly unlikely to be achieved. This puts pressure on financial situation of the Council as these savings will need to be covered by further savings from elsewhere. • Waste Management – HWRC Opening Hours: £28,000 shortfall – Original proposal overestimated savings; fewer site closures implemented. • Guildry House: £7,000 shortfall – Savings maximised, but initial estimate was too high. • DSM (A2_A3-4): £200,000 shortfall – Saving already taken in 2024/25 as a one off but was included as an ongoing saving from 2025/26. • Community Support – Youth Workers (A6-5): £62,000 shortfall – Budget pressure not drawn down or carried forward; saving not achievable. • Money Advice: £29,000 over-saving – £94,604 removed in 24/25 instead of the proposed £66,000, resulting in £29k excess savings last year • Performance Monitoring: £16,000 shortfall – Adjustments made in 2024/25; no further budget adjustment needed for 2025/26. • Customer Services – Mail Van Frequency (F3-3): £10,000 shortfall – Possibly a duplicate entry; further savings may be identified in future proposals. • Care Placements: £245,000 shortfall – No savings have been applied as the service is now showing an ongoing overspend. 5.33 At this stage, twenty savings totalling £1,604,000 are assessed as amber. Several of these savings have experienced delays, and their status is currently being confirmed. Further details on each saving are provided in APPENDIX 5. 5.34 Forty-nine savings assessed as green total £2,266,000 and have been processed, with a further £1,185,000 to be posted in Q2 or Q3. Revenue Budget Variances and Savings 5.35 To help address the projected budget shortfall for 2026/27, budget and service managers are being asked to proactively identify savings opportunities. A key focus will be on analysing variances from the 2024/25 budget, alongside ongoing revenue monitoring throughout the year. Where overspending appears to be recurring, managers will be expected to develop service reduction plans to realign expenditure with available resources. Heads of Service will also be required to assess areas where demand may be reducing and propose corresponding savings. To support this process, a standard Page 21
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template has been issued to Heads of Service, requesting explanations for significant prior year overspends and clear mitigation plans where service conditions remain unchanged. This approach aims to ensure early intervention on forecast overspends, identify viable savings, and track progress consistently across the financial year. The table below summarises the variances reported following the 2024/25 financial year, excluding any transfers to earmarked reserves. It highlights the net impact on the General Fund and compares this with the Q3 projected out-turn for 2024/25, providing a clear reference point for identifying areas where corrective action may be required. Comparing final out- turns with Q3 projections from last year will also help highlight where variances have occurred, supporting improved forecasting accuracy and more informed decision-making in future years. Out-turn 2024/25 (Over)/under spend adjusted for trf to earmarked reserves Projected out-turn 2024/25 at Q3 Difference Fav/(adv) £000 £000 £000 Education, Resources and Community 430 226 204 Education (623) 113 (736) General Services Housing and Property (59) 76 (135) Environmental and Commercial Services (811) (474) (337) Economic Growth and Development Services 509 408 101 HR, ICT and Organisational Development 79 (22) 101 Financial Services 1,115 1,367 (252) Governance, Strategy and Performance 93 109 (16) Total 733 1,803 1,070 5.36 Review points will be reported in quarterly budget monitoring updates to Council, allowing the impact of proposed corrective actions to be tracked over time. The following paragraphs summarise the feedback received to date from. This ongoing review process will support early identification of financial risks and help ensure that corrective measures are implemented promptly and effectively. Education, Resources and Community 5.37 Education, Resources and Community reported a £430,000 underspend in 2024/25, an improvement from the Q3 projection. A key overspend was libraries income, where the budget target didn’t reflect service changes such as fee removals, online passport verification, and the end of book sales. The target has now been revised for 2025/26. Library book purchases also exceeded budget due to operational factors, but this has been addressed and is not expected to recur. A small overspend in PPP contract deductions reflects reduced penalties, likely due to staffing constraints, and the budget has been revised using a five-year average. Leisure software costs are expected to be offset by surplus FitLife income. Sports and Leisure income exceeded targets by nearly Page 22
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£80,000, driven by increased FitLife charges approved at a Special Meeting of the Moray Council on 21 January 2025 (paragraph 10 of the minute refers). However, the 2025/26 budget doesn’t yet reflect the full uplift, and further review is recommended. Additional underspends were identified across the Learning Estate and Community Capacity budgets, with scope for modest recurring savings. The closure of Elgin Community Centre delivered partial savings, with the remaining £40,000 dependent on full closure. For 2025/26, forecast overspends include the Moray Music Centre, where increased promotion and an 18% fee rise are expected to improve income. Software licence costs are projected to exceed budget due to necessary upgrades, with Finance working to reallocate budgets and explore further income generation. Grounds maintenance is showing a small overspend due to costs linked to managing seagull- related issues. Library energy costs may offer further savings, though these are climate- dependent and subject to Council tariffs. Education 5.38 The Central Supply budget overspent in 2024/25 by £606,000, mainly due to increased maternity cover and staffing pressures. A transformation project is underway to add two HR posts to support absence management and FARM meetings. £200,000 of ASN funding helped reduce the overspend. Out of Area Placements exceeded budget by £541,000, driven by limited local foster placements and external decisions. Work is ongoing within Social Work around this also. The ELC Partner Providers budget overspent by £570,000, with work ongoing to improve intake forecasting, including learning from Highland Council’s approach. On the underspend side, School Sanitary Products came in £23,000 under budget, with increased promotion planned through a new CLD post. Speech and Language Therapy underspent by £41,000 due to a vacancy, but this is not expected to recur. No planned savings failed to be delivered, though the overall variance remains significant and will require continued monitoring and corrective action into 2025/26. General Services Housing and Property 5.39 The Property Recharges to Capital budget fell short by £194,000, due to ongoing restructuring and challenges in aligning staff costs with capital projects. The variance is attributed to ongoing changes within the service, including a management restructure that is impacting personnel, processes, and overall structure all subject to review. These changes have made it difficult to align staff costs with rechargeable capital projects. The review currently underway aims to improve this alignment and identify efficiencies. While the service will continue to work towards the £559,000 income target, it is recognised that, with a Q1 overspend of £96,000 already reported, this overspend is currently being offset by underspends elsewhere within the Property budget. In contrast, Industrial Estates Rental and Wayleaves exceeded income targets by £167,000. While this suggests potential for savings, previous surpluses have already been used, and a Q2 review is planned to assess sustainability. Homeless Temporary Accommodation performed strongly, with costs of just £4,000 against a £149,000 budget, following a 2022 charging review. Although over £100,000 in savings were taken in 2024/25, further savings may be possible but should be reviewed after Q2 to assess risk. 5.40 Economic Growth and Development There were no major overspends reported in this area for 2024/25. The overall underspend of £753,000 was largely driven by higher-than-expected income. Building Standards generated £825,000 in fees, up from £593,000 the previous year. However, as income has fluctuated in recent years and is currently on track to meet the 2025/26 target of £755,000, no surplus is anticipated. Planning Fees show a discrepancy, with year-end Page 23
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income believed to exceed £1,400,000, though this is still being verified. Environmental Health income from export certificates also exceeded budget, but due to potential tariff changes, no additional savings are recommended. No planned savings were missed in 2024/25. 5.41 HR, ICT and Organisational Development Major overspends: The Central Telephones budget overspent by £53,000 in 2024/25 due to dual running costs during the transition to a new telephony system, one-off implementation charges, and changes in how mobile data costs are allocated. As the old system is decommissioned and analogue lines are migrated to digital infrastructure, costs are expected to reduce by around £24,000. Further work is planned to reprofile devolved budgets to reflect centralised telephony costs. Underspends: The Training budget underspent by £108,000, partly due to the transfer of the Social Work Training Team to HSCM and delays in leadership development planning. Services will be prompted earlier in the year to confirm training needs, but this underspend is not expected to recur and the residual substantive central training budget for council services is reduced. £50,000 was held back for leadership development purposes which has not been required as the leadership development approach has not been finalised – this has been delayed due to the recent management restructure although this has now provided further direction and definition. No planned savings were missed. The £101,000 improvement from Q3 to final out-turn highlights the value of in-year monitoring and should support more accurate forecasting in future. 5.42 Financial Services Financial Services reported a net underspend of £1,115,000 in 2024/25, which was £252,000 less favourable than the Q3 projection. The main overspend was a £555,000 cost for legal cases, which are corporate liabilities not budgeted for and outside the control of Financial Services. Additionally, NDR reliefs exceeded budget by £141,000, and while some savings were achieved, not all planned savings were achieved. Policies around NDR reliefs will be reviewed to identify any underlying trends and opportunities for future savings. The most significant underspend came from the Interest on Revenue Balances (IORB) budget, which underspent by £1,749,000. This budget will be realigned with Loans Charges going forward, as both reflect the cost of borrowing and are closely linked. For 2025/26, forecast overspends include banking charges, which are expected to continue rising due to increased costs. This will be reviewed corporately alongside other unfunded contract increases. A small overspend in postages (Taxation) was recorded in 2024/25 due to one-off costs related to direct debit cancellations, but no further overspend is expected in 2025/26. The budget phasing is currently under review with Accountancy. On the savings side, contract rebates exceeded budget by £20,000 in 2024/25 and are being reviewed to assess potential for recurring savings in 2025/26. Governance, Strategy and Performance 5.43 The Housing Benefits budget showed a minor overspend (£28,000 against £26,000 income), expected to balance out through Scottish Government reconciliation. The Civica software licence overspent by £52,000 due to unavoidable cost increases; Accountancy will review accruals to confirm accuracy. Several income areas exceeded budget: Civic Government Act, Licensing Board, Registrars, and AIB all exceeded targets, mainly due to increased footfall. While Civic Government income is ringfenced (so higher income Page 24
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reduces fees), the other areas may justify revised income estimates after review. The HRA recharge came in £21,000 over budget, reflecting actual usage and does not pose a concern. One planned saving, CAB rental concession £20,000 was not achieved in 2024/25 but will be reviewed again in 2025/26. Reserves 5.44 The Council needs to retain a certain level of free reserves in case of unforeseen contingencies or emergencies. The balance on free general reserves (i.e. excluding DSM and ear-marked reserves) as at 1 April 2025 was £6,000,000. This is the minimum level of reserves that can be held on free general reserves in terms of the Council’s financial reserves policy, recently reviewed and approved by Council on 25 September 2024 (paragraph 15 of the minute refers). 5.45 In addition to the free general reserve, the Council maintains several earmarked reserves designated for specific purposes. These include reserves for Transformation, Council Priorities (now covering only cash flow for the Moray Growth Deal), and other service- specific areas such as DSM. Due to the timing of funding allocations and delays in project delivery, some funds may remain unspent, leading to an accumulation in reserve balances. To ensure these funds are preserved and managed separately from the Council’s general working reserves, earmarked reserves allow for the controlled release of funds as expenditures occur, in accordance with approved plans. These include Refugee resettlement funding, Education Attainment Fund, Whole Family Wellbeing Fund, Employability, Dorenell Windfarm fund, Sanquhar Loch. The opening balance of these earmarked funds at 1 April 2025 is £5,954,000. This excludes DSM reserve. The Working reserve which was previously used to cover any budget shortfalls was fully depleted in 2024/25. 5.46 APPENDIX 6 provides a detailed breakdown of reserve movements during the year to date and shows the free balance on the reserves at 30 June 2025. A summary of Q1 movements, along with the current reserve balances at 30 June 2025 is presented in the table below. Note that the Service Concession Reserve does not represent actual cash held by the Council. It is an accounting adjustment reserve, created through the flexibility in how the schools PPP contracts are accounted for. As such, it cannot be used to fund spending in the same way as cash-backed reserves. Opening Balance 1/4/25 Actual Release of Reserve Q1 Free Balance 30/6/25 £000 £000 £000 General 6,000 - 6,000 Earmarked DSM 213 (213) - Transformation 5,892 (142) 5,750 Moray Growth Deal 3,699 - 3,699 Other Earmarked (App 4) 5,954 (1,667) 4,287 Service Concession 7,526 - 7,526 Total 29,284 2,022 27,262 6. SUMMARY OF IMPLICATIONS Page 25
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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) 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 There are no policy or legal implications arising directly from this report. 6.4 Financial The financial implications are noted within the body of the report and in APPENDICES 1-6 One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Page 26
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Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There are significant risks to the Council’s financial stability and planning processes due to major uncertainties around revenue budget overspends and the continued reliance on achieving planned savings. To mitigate this, templates have been issued to Heads of Service and budget managers to support the identification of recurring pressures and the development of savings plans. 6.6 Staffing There are no staffing implications arising directly from this report. 6.7 Best Value and Transformation There are no best value and transformation implications arising directly from this report. 6.8 Property There are no property implications arising directly from this report. 6.9 Information Communications/Technology/Digital There are no information communication/technology/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 from this report. 6.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity issues arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Head of Housing and Property, Acting Head of Economic Growth and Development, Head of Environmental and Commercial Services, Chief Education Officer, Interim Chief Social Work Officer, Head of Human Resources, ICT and Organisational Development, Head of Governance, Strategy and Performance, and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 All background papers held by the author within Accountancy services. Page 27
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Appendix 1 MORAY COUNCIL - APPENDIX 1 BUDGET MONITORING REPORT QUARTER 1 to 30 JUNE 2025 Service Revised Budget 2025/26 £000s Budget to 30 June 2025 £000 Actual & Committed to 30 June 2025 £000s Year to date variance £000s Education, Resources & Community 13,195 3,746 3,690 56 Education 118,492 29,111 28,990 121 General Services Housing & Property 4,069 588 439 149 Environmental & Commercial Services 29,445 5,719 6,254 (535) Economic Growth & Development Services 3,654 1,180 1,260 (80) HR, ICT & Organisational Development 6,025 2,326 2,345 (19) Financial Services 1,806 763 756 7 Governance, Strategy & Perfomance 6,222 2,402 2,479 (77) Other Services 2,623 732 780 (48) SERVICES excl HEALTH & SOCIAL CARE 185,531 46,567 46,993 (426) Health & Social Care and Children's Services (MIJB) 85,262 20,028 21,393 (1,365) Health & Social Care (Non MIJB) 462 115 92 23 TOTAL SERVICES incl HEALTH & SOCIAL CARE 271,255 66,710 68,478 (1,768) Loans Charges 17,206 0 0 0 Provision for Contingencies and Inflation 1,913 0 0 0 Additional Costs 9,274 0 0 0 Unallocated Savings (3,205) 0 0 0 TOTAL PROVISIONS 7,982 0 0 0 TOTAL GENERAL SERVICES EXPENDITURE 296,443 66,710 68,478 (1,768) 5.6% 43.6% 0.9% 8.6% 1.8% 3.5%1.1% 3.6% 1.1% 30.0% 0.2%Budget YTD % of Total Education, Resources & Community Education General Services Housing & Property Environmental & Commercial Services Economic Growth & Development Services HR, ICT & Organisational Development Financial Services Governance, Strategy & Perfomance Other Services Health & Social Care and Children's Services (MIJB) Health & Social Care (Non MIJB) 5.4% 42.3% 0.6% 9.1% 1.8% 3.4% 1.1% 3.6% 1.1% 31.2% Actual YTD % of Total Education, Resources & Community Education General Services Housing & Property Environmental & Commercial Services Economic Growth & Development Services HR, ICT & Organisational Development Financial Services Governance, Strategy & Perfomance Other Services Health & Social Care and Children's Services (MIJB) Page 28
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Appendix 2 Allocated Budget Provisions for Contingencies and Inflation Additional costs Savings Budget Loan Charges Depreciation Total Budget £000s £000s £000s £000s £000s £000s £000s £000s MC 26 Feb 2025 265,988 6,556 12,335 (7,889) 276,990 17,207 294,197 DSM School carry forwards 214 214 214 PEF/SEF carry forwards 766 766 766 Funded from Transformation Earmarked Reserve 142 142 142 Funded from Council Priorities Reserve 8 8 8 Funded from Other Earmarked Reserves 901 901 901 Additional GRG 65 65 65 Increase in Council Tax 150 150 150 Adjustment 1 - release to departments 3,020 (4,643) (3,061) 4,684 0 0 Corporate Committee 26/8/25 271,254 1,913 9,274 (3,205) 279,236 17,207 0 296,443 Page 29
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Appendix 3 ALLOCATIONS FROM PROVISIONS Provision for Contingencies and Inflation Committee reference £000s £000s Approved when budget set: MC 26/2/25 6,102 Teachers pay award (2024/25 FYE) (991) Other pay award (163) Indexation - ICT Software (Microsoft and Citrix) (70) Indexation - Other (12) Apprenticeship Levy (3) Regradings (7) GVJB Requisition increase (60) Contingency (2,283) Adjustment for ELC Savings (530) National Trauma Transformation Programme - baselined (50) Appropriate Adult Funding (20) Total Released to Departments (4,189) Balance at 30 June 2025 1,913 Additional Costs Committee reference £000s £000s Approved when budget set: MC 26/2/25 12,335 MIJB Allocation for core overspend 3,400 Redetermination - Employability Child Poverty Coordinators 65 National Trauma Transformation Programme - baselined 50 Appropriate Adult Funding 20 Budget pressures approved when budget set Education 183 Environmental and Commercial (120) Economic Growth & Development (50) Housing and Property (100) Governance, Strategy and Performance - Cross Service - impact of change in Employers NICs from April 2025 (2,945) New Burdens Children's services pay uplift - directed funding to MIJB (254) Children Young People Mental Health - directed to MIJB (265) Health & Social Care Uplift - directed funding to MIJB (2,098) Personal & Nursing Care - directed funding to MIJB (197) MIJB funding for eNIC (480) National Trauma Transformation Programme (50) Appropriate Adult Funding (18) DHP increase on tranche 1 (80) DHP adj budget per allocation letter 25-26 28 Service Developments Detached Youth Workers (8x0.69FTE) (34) Levelling Up Fund (50) Redeterminations Employability Child Poverty Coordinators (65) Total Released to Departments (6,596) Balance at 30 June 2025 9,274 Page 30
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Appendix 3 ALLOCATIONS FROM PROVISIONS Savings & Charges Committee reference £000s £000s Approved when budget set: MC 26/2/25 (7,889) Adjustments: Charges (257) Children's Services Savings 454 ELC Savings 530 MIJB reduce core overspend budget pressure 1,600 Money Advice - split over two years (29) Environmental & Commercial Services savings 142 Economic Growth and Development savings 226 Housing and Property 300 Education 968 Education Resources and Communities 46 Governance, Strategy and Performance 10 HR, ICT & Organisational Development 48 Financial Services 138 Cross Service: 38 Temporary Savings: 126 Income from Charges 344 Total Released to Departments 2,386 ALLOCATIONS FROM PROVISIONS (3,205) Page 31
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Appendix 4 BUDGET PRESSURES Description Original Amount Drawn Down Balance Status Comments £000 £000 £000 BUDGET PRESSURES Education School roll numbers 99 (183) 282 £183k added back for NQTs in base budget,and will be drawn down in Q2. School roll numbers expected in Sept/Oct. Environmental and Commercial Deposit Return Scheme 30 0 30 Not required until 26/27 Bridge inspections 80 80 0 Economic Growth & Development Local Plan examination 50 50 0 Development Plan Scheme - transportation appraisals 75 0 75 Work ongoing with Jacobs. To be drawn down in Q2. Will sit under Transportation Housing and Property Central R&M re heating systems 100 100 0 Governance, Strategy and Performance Aultmore PLI (legal fees etc) 70 0 70 To be released as expenditure incurred. Cross Service eNIC - Impact of change in Employers NICs from April 20253,200 2,944 256 NI contribution increases on contracted out services (eNIC rates increase April 2025) 400 0 400 Contingency (ref supply teachers, out of area but not restricted to them) 600 0 600 Central supply is currently sitting with a £115k overspend at the end of Qtr1. Based on current placements OOA has an forecast overspend of £287k. Report to ECLS prior to drawdown. Loans Increase in Loans Charges 3,200 0 3,200 Will be drawn down in Q2 MIJB Allocation for core overspend 3,400 0 3,400 Page 32
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Appendix 4 BUDGET PRESSURES Description Original Amount Drawn Down Balance Status Comments £000 £000 £000 ADDITIONS New Burdens ELC pay uplift 162 0 162 The increase in the sustainable rate will cost £395k for 25-26. This will be funded by £173k redetermination and £222 from council. Schools meals 357 0 357 Phased expansion of free school meals to those in receipt of Scottish Child Payment in Primary 6 and 7. Children's services pay uplift - directed funding for caseload reduction254 254 0 Children Young People Mental Health 189 265 (76) The funding provided by SG was £265k. Health & Social Care Uplift 2,098 2,098 0 Personal & Nursing Care 197 197 0 DHP increase on tranche 1 80 52 28 not required - budget update to match grant award letter, balance put back to control schedule MIJB funding for eNIC 480 480 0 ASN 485 0 485 Report will need to go to committee. Meeting with department to discuss. National Trauma Transformation Programme - baselined50 50 0 Appropriate Adult Funding 20 18 2 Service Developments Detached Youth Workers (8x0.69FTE) 38 34 4 Balance not required Levelling Up Fund 50 50 0 One off additional Road Safety budget 40 40 0 Redeterminations Employability Child Poverty Coordinators (£2.5m)65 65 0 Total 15,868 6,594 9,274 Page 33
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Appendix 5 SAVINGS Description Amount Posted Balance Status Reason for balance £000 £000 £000 Environmental and Commercial Roads maintenance - hire out machinery (50) 0 (50) Roads - full review of Roads revenue budget being undertaken due to capital spend reduction. Dallachy - closure (630) 0 (630) Capping at Dallachy continued in Q1. Budget reviews, including NESS Energy from Waste costs, will assess potential savings. There will be as ongoing leachate and monitoring costs for a number of years to come. Fleet - Lease Specialist Vehicles (76) 0 (76) Saving is in Roads and is part of the review being undertaken. Waste Management - Reduce HWRC opening hours (close 1 weekday) (50) (22) (28) Original template suggested a number of sites would close but this proposal was reduced. Full saving won't be met. D4-13 close Dallachy HWRC (10) (10) 0 D11-3 FRA and DIA - charges (Consultancy) (30) (30) 0 D11-2 Local supplier framework (Consultancy) (12) (13) 1 D6-8 Open Spaces - Full cost recovery from HRA of inspection/main of play areas (28) 0 (28) A saving will be taken in Q2 once HRA budget heading is confirmed. D7-4 Roads - Gully cleaning (50) 0 (50) Roads - full review of Roads revenue budget being undertaken due to capital spend reduction. D7-5 Roads - Street Lighting (50) (42) (8) Saving is from a reduction in staffing. Balance will not be met. Closure of Dallachy (30) 0 (30) To be reviewed along with £630k above in Q2 Fleet restructure DAR 0 (24) 24 Economic Growth and Development Statutory fees for planning applications (40) (40) 0 E2-5 Planning - new charge (25) (25) 0 E9-2 Admin - Restructure (31) 0 (31) Saving to be taken in Q2. Environmental Health (Appendix 5 item 10) (36) (38) 2 Econ Dev & Growth misc (3) (3) 0 Recharge Money Advice to HRA (110) (110) 0 CCTV (10) (10) 0 Housing and Property Property - Take a more commercial approach to rent reviews (65) (65) 0 Property - Close two corporate offices (50) 0 (50) Should be achieved from Beechbrae/Registrars/HQ Annexe desk occupancy - will confirm in Q2. Elgin Community Centre closure - VER (73) 0 (73) The council has agreed to support Elgin Town Hall for the Community with £2,500 per month to help cover utility costs, which equates to £30k p.a. Page 34
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Appendix 5 SAVINGS (continued) Description Amount Posted Balance Status Reason for balance £000 £000 £000 Housing and Property (cont.) C1-C5/1 Building Services/Property Services Corporate Repairs (10) (10) 0 C1-C5/1 Building Services - Depot Rental (100) (112) 12 C4-1 Housing Improvement Grants (70) (70) 0 C3-7 Moray Women's Aid Option 1 - reduce funding by 20% (26) (26) 0 Spend to Save - LED Lighting and Solar PV Project (75) 0 (75) Estimated part year saving 25/26 £30k. Savings will be taken as works are completed pro rata for the financial year and the balance carried forward into 2026/27 Guildry House (24) (17) (7) Saving taken as far as possible. Proposal over estimated the savings achievable Education ELC CMP - NM's wks & 36.25-35hrs saving (1) (1) 0 Learning Technologist (7) (15) 8 Service concession (943) 0 (943) Will be processed Q 3 following audit. ELC - Reduce Early Years teaching team by 2 posts (50) (49) (1) ELC - Remove Early Years Principal Teacher post (47) 0 (47) Will be posted in Q2 Primary - Pupil teacher ratio move to statutory requirement (67) 0 (67) Will depend on roll numbers for 25-26 year Secondary Schools - Reduce DSM (112) (116) 4 Central Education - Remove 1QIM (24) (29) 5 Education - EAL team (38) (38) 0 Education - SES team (50) (50) 0 Educational Psychology (70) (70) 0 A2_A3-4 DSM (200) 0 (200) Saving taken in 24-25 A1-7 partner nurseries in-service days (111) (111) 0 A18-3 ASN music (Change Budget holder for Music) (5) (5) 0 A18-4 AQA accreditation (4) (4) 0 A1-9 ELC Remove year round provision (245) (243) (2) A1-12 ELC Teachers to QIO (127) 0 (127) Will be posted in Q2 A1-8 ELC Vacant ESO post (32) (34) 2 A20-6 Central education budget (one off savings from budget used to support schools) (50) (50) 0 ELC CMP - YR to TT savings 24/25 (152) (152) (0) ELC Rental Income (18) 0 (18) Will be posted in Q2 Education Resources and Communities Library contract management systems (7) (7) 0 Remove Mobile Library Unit 0 (35) 35 Business Admin - Remove 4 fte posts 0 0 0 Page 35
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Appendix 5 SAVINGS (continued) Description Amount Posted Balance Status Reason for balance £000 £000 £000 Education Resources and Communities A6-5 Community Support - Youth Workers (62) 0 (62) This relates to the BP for 24-25 that was never drawn down. The BP has not been carried forward so the saving cannot be taken. A6-9 Community Support - Community Capacity (4) (4) 0 Governance, Strategy and Performance Money Advice (29) 0 (29) Saving taken in full in 24/25. Performance monitoring (16) 0 (16) Already removed from base budget. Welfare Benefits & Money Advice - Co- locate Citizen's Advice Bureau (20) 0 (20) GSP - internal mail (10) (10) 0 HR, ICT and Organisational Development F4-9 HR No compulsory redundancy (40) (45) 5 HR misc (3) (3) 0 HR ICT contracts (90) 0 (90) Potentially up to 2/3 of proposed savings cover ringfenced budgets like IJB/HRA so will be difficult to realise. F3-3 Customer Services - mail van frequency (10) 0 (10) Duplicate saving. Additional savings may be achievable and will be included in future proposals. Financial Services F6-15 Accountancy - Principal Accountant post (32) (32) 0 F6-14 Increase CTX collection rate (108) (106) (2) minor diff due to higher NI costs Cross Service Increase vacancy factor in line with pay awards (3%)(150) (39) (111) EV / ULE salary sacrifice (20) 0 (20) Currently on schedule for launching later this year. Page 36
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Appendix 5 SAVINGS (continued) Description Amount Posted Balance Status Reason for balance £000 £000 £000 Improvement & Modernisation Programme: Smarter Working Phase 2 (18) 0 (18) Need details of exactly which budgets will reduce to verify savings and confirm not already taken as part of other savings proposals. Smarter Working Phase 3 (50) 0 (50) ^ Care placements (245) 0 (245) This saving was agreed as part of a three year saving programme but expenditure in this area is currently increasing . LEAN review (8) 0 (8) Out of Hours review (119) 0 (119) This should be achievable and may even exceed original savings proposed (per update 10/6/25 Corporate Committee). Temporary Savings Grampian Valuation Joint Board - refund of surplus (50) 0 (50) Dependent on audit of accounts. LHEES saving (5 years) (50) (50) 0 Capitalise salary for Project Officer of Forres Academy new build (76) (76) 0 Income target per budget paper (257) (344) 87 Total Approved when budget set (5,591) (2,386) (3,205) Page 37
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Appendix 6 FUNDING FROM RESERVES General Reserves Budget released £000s Approved £000s General Reserves at 1 April 2025 6,000 Free balance at 30 June 2025 6,000 Transformation Ear marked Reserve Budget released £000s Approved £000s Balance at 1 April 2025 5,892 Released to departments Q1 Management Structure review (6) Project Officer - School Admin Review (13) Snr Proj Officer (Office Review) (72) Snr Proj Officer (Climate Change) (43) Management Restructure fees (8) Approved Customer Relationship Management System (CRM) (MC 25/6/25) (287) Education Intervention (2 years) (MC 26/2/25) (560) (989) Free balance at 30 June 2025 4,903 MGD Cash Flow Reserve Budget released £000s Approved £000s Balance at 1 April 2025 3,699 Free balance at 30 June 2025 3,699 Service Concession (PPP) Budget released £000s Approved £000s Balance at 1 April 2025 7,526 Free balance at 30 June 2025 7,526 Page 38
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Appendix 6 FUNDING FROM RESERVES (continued) Devolved School Management (DSM) Budget released £000s Approved £000s Balance at 1 April 2025 213 Released to departments Q1 (213) Free balance at 30 June 2025 - Other Ear Marked Reserves Budget released £000s Approved £000s Balance at 1 April 2025 5,954 Released to departments Q1 Strategic Equity Funding (SEF) Carry-forwards (232) Youth Work Communities Grants (34) Refugee Resettlement Funding (182) Care Experienced Children and Young People (22) Scotland Loves Local Moray (32) Whole Family Wellbeing Fund (374) Pupil Equity Funds (PEF) (766) ELC Snack/Fundraising funds (25) (1,667) Free balance at 30 June 2025 4,287 Total £000s Total balance at 1 April 2025 29,284 Total released to departments Q1 (2,022) Total free balance at 30 June 2025 27,262 Page 39
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: FIN014/25 Author: Lesley Rash Contact Email: lesley.rash@moray.gov.uk Subject: Capital Plan 2025/26 – Q1 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the expenditure to 30 June 2025 under the capital plan for financial year 2025/26 and to recommend budget adjustments for inclusion in the Capital Plan for 2026/27 and future years. 1.2 This report is submitted to Committee in terms of Section III (B) five of the Council's Scheme of Administration relating to monitoring progress of projects in the approved capital plan including any revisions to the price or phasing on a quarterly basis. 2. SUMMARY 2.1 The capital plan for 2025/26 totalling £64,045,000 was approved by Moray Council on 21 January 2025 (paragraph 7 of the minutes refers). The Council approved further carry forwards on 19 February 2025 (paragraph 12 of the minute refers) and 25 June 2025 (paragraph 8 of the draft minute refers) of which £9,291,000 was to be allocated to 2025/26. The result of these amendments is an amended capital plan for 2025/26 of £73,336,000. 2.2 Capital spend to 30 June 2025 was £4,054,000 as set out in Appendix 1. 2.3 The Q1 report introduces the quarterly spend profiles for the year alongside a top-level narrative on what will be delivered within each of the asset groupings. Greater emphasis on the delivery of the capital plan, alongside greater scrutiny of quarterly estimations, will be a key focus for this financial year. 2.4 Further amendments of £22,280,000 14to the capital plan are recommended as per section 6 of the report, bringing an amended capital plan for 2025/26, after approval, to £51,056,000. Item 6. Page 41
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3. RECOMMENDATIONS 3.1 It is recommended that the Committee: i) consider and note expenditure to 30 June 2025 of £4,054,000. shown in Appendix 1; ii) approve amendments of £22.280,000 to the 2025/26 capital plan as set out in section 6; iii) consider and note Appendix 2 – major capital projects spanning more than 1 financial year; and iv) consider and note the indicative affordability indicator for each year of the three-year 2025/28 capital plan, including changes to the recognition of certain financing costs brought about due to accounting treatment. Lesley Rash Accountant 4. BACKGROUND AND CONTEXT 4.1 The Capital Plan for 2025/26, totalling £64,045,000 was approved by Moray Council on 21 January 2025 (paragraph 7 of the minutes refers). The Council subsequently approved carried forward budgets for 2025/26 totalling £9,291,000 in meetings held on 19 February 2025 (paragraph 12 of the minute refers) and 25 June 2025 (paragraph 8 of the minute refers). The result of these amendments is a revised total Capital Plan of £73,336,000. 4.2 Quarterly monitoring reports are made to the Corporate Committee or to Council showing expenditure to date for each programme or project included in the capital plan and details of capital receipts received. 4.3 Moray Council approved a three-year capital plan on 21 January 2025 (paragraph 7 of the meeting refers). The introduction of a three-year plan aimed to address affordability, applying a cap on capital to ensure spend plans do not exceed the councils internal benchmark of financing costs to net revenue budget. 4.4 The three-year plan also provided extra clarity to budget manager in terms of funding allocations. Moving away from single year funding allocations, the ambition is that budget managers will plan projects without the pressure to deliver within a single year, which historically saw slippage and continual carry forwards. 4.5 Capital reporting will be improved two-fold. First, internally, revised capital monitoring for budget managers is being rolled out, bringing it closer in line with how the revenue budget is monitored. By the end of Q2 2025/26 it is anticipated a test area will be active and full adoption by the end of 2025/26. Page 42
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4.6 The format of the quarterly capital monitoring committee report will also be amended, bringing more emphasis on achievement and accountability. Budget Managers within relevant asset groupings that do not meet 90% of their spend target in any quarter will be asked to provide detail on why the spend was not achieved, but also what is being done to ensure spend is brought back into profile for the following quarters. Further detail is provided in section 5 of this report. 5. CAPITAL PLAN 5.1 A copy of the capital plan is included as Appendix 1 detailing expenditure of £4,054,000 to 30 June 2025. Expenditure to date has been funded by income from the General Capital Grant of £1,897,000 provided by the Scottish Government, £1,698,000 from other capital grants and £199,000 from asset sales. Appendix 2 provides detail on major capital projects spanning more than 1 financial year. Prior iterations of Appendix 2 included Learning Estate projects; however, these have been removed until further clarity on spend profiles for the major rebuild and refurbishment projects have been established. No major capital project spanning more than 1 financial year is predicting an overall variance, 5.2 Historically, Q1 forecasts have been matched against Q1 spend. This is a by- product of single year capital plans where budget managers have typically waited until carry forward requests from the prior year are approved (typically June each year) before submitting quarterly profiles. The same has been applied for Q1 2025/26, however early discussions have been had with some budget managers who were asked to provide indicative Q1 forecasts which were then compared to Q1 spend. Those same budget managers have been asked to revisit their profiling methodology if discrepancies have been identified. Improved profiling of capital budgets is a planned improvement. 5.2 Fleet and Plant. Q1 Actual (£000) Q1 Forecast (£000) % achieved 402 - - The full year budget (before amendments) for the Fleet and Plant replacement programme is £2,411,000 with a spend of £402,000 in Q1. The vehicle replacement programme for 2025/26 is progressing as scheduled. While manufacturing delays may cause some builds to be delayed, it is anticipated that early arrivals of other vehicles will offset these delays. Approximately 66% of the 2025/26 capital allocation has been committed through orders. The remaining 34% is awaiting the arrival of demonstration vehicles and departmental decisions on replacement types. These delays may impact the timely expenditure of this year's capital allocation. Due to the capital reduction in 2025/26, approximately thirty-five vehicles will not be replaced at their planned optimum replacement life. This is in addition to the twenty vehicles that were not replaced in 2024/25 due to financial constraints. There is a risk that late replacement of vehicles will increase the revenue cost of repairs to the Council. 5.3 Waste Management Q1 Actual (£000) Q1 Forecast (£000) % achieved 34 - - The full year budget (before amendments) for Waste Management is £1,646,000 with a spend of £34,000 in Q1 on upgrading recycling centres as well as early spend of final Page 43
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capping costs at Dallachy landfill site, The majority of spend for 2025/26 will be related to final capping at Dallachy landfill site (£1,368,000) and is planned for completion by Q3. The remainder of the budget will go to recycling centre upgrades (equipment and buildings) and a small allowance for fees related to North East Scotland Shared (NESS) Energy for Waste. Further detail on the status of NESS Energy for Waste will be covered in a future committee report. 5.4 Property Estate Management Q1 Actual (£000) Q1 Forecast (£000) % achieved 31 - - The full-year budget (before amendments) for Property Estates Management in 2025/26 is £1,170,000. Actual expenditure in Q1 totalled £31,000 for industrial estate improvements, energy efficiency and smarter working projects. Key deliverables for 2025/26 will be Climate Change projects, including solar panel installations, (£418,000), early construction spend on the Salt Barn, Keith (£373,000), planned industrial estate upgrades (£241,000) and the remaining budget on corporate building improvement and upgrades. 5.5 Roads, Bridges and Street Lighting Q1 Actual (£000) Q1 Forecast (£000) % achieved 670 - - The full year budget (before amendments) for Roads, Bridges and Street Lighting is £5,715,000 with a spend of £670,000 in Q1, which saw spend on the carriageway resurfacing programme (£329,000), landslip works at Creag Chalcaidh Quarry (£137,000), transport and active travel (£98,000), bridge works at Blackhill’s Culvert (£72,000), street lighting (£67,000) and car parks (£1,000). Key deliverables for 2025/26 include Roads: Deliver of carriageway resurfacing programme, drainage improvements, footway improvements and landslip works. Bridges: Works to Blackhill’s Culvert and New Bishopmill Bridge. Street Lighting: Delivery of lighting upgrades programme; and Traffic: Road safety provision and other traffic improvements, including traffic sign replacement and active travel. 5.6 Open Spaces Q1 Actual (£000) Q1 Forecast (£000) % achieved 77 - - The full-year budget (before amendments) for Open Spaces in 2025/26 is £3,070,000 with £77,000 spent in Q1 on the development of the new Elgin Cemetery. Current capital projects within Open Spaces are prioritised towards the delivery of the new cemetery in Elgin and Scottish Government funded play area renewal projects. Construction works for Elgin Cemetery have some risk relating to project timing, specifically the requirement that the ground has adequate settling time before use. This is of particular importance given that the existing Elgin Cemetery is nearing capacity. There has been delays in progressing the project to date, primarily due to land-related issues and tender costs significantly exceeding initial estimates. See paragraph 6.2 reference further funding added to mitigate risk. 5.7 Flood Risk Management and Coastal Protection Q1 Actual (£000) Q1 Forecast (£000) % achieved 25 - - Page 44
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The full year budget (before amendments) for Flood Risk Management and Coastal Protection is £199,000 with a spend of £25,000 in Q1 on Cullen seawall and on the costal adaptation plan. The main deliverables for this year are coastal protection case studies, which are grant funded by Scottish Government. These projects are at an early stage of development but there are anticipated to be completed within budget this financial year. 5.8 Harbours Q1 Actual (£000) Q1 Forecast (£000) % achieved 22 - - The full year budget (before amendments) for Harbours is £922,000 with a spend of £22,000 in Q1 on Buckie weighbridge. Key deliverables for 2025/26 include completion of works on the navigation light at Buckie Harbour which had been carried forward due to poor weather conditions in 2024/25, design and construction works on two Portknockie piers (North and Middle) and reinstatement works at Burghead Pier caused by scour damage. The harbour capital spend is currently progressing in line with plans, however, there are several key risks that may affect delivery and require ongoing monitoring. Firstly, the nature of the works makes them particularly sensitive to adverse weather conditions. To mitigate this, most of the activity has been scheduled for the summer months, when weather is generally more stable and conducive to marine operations. Secondly, some of the capital works involve underwater inspections, and there is a risk that the condition of submerged structures may have deteriorated since their last assessment. This could lead to unforeseen challenges or additional work. Lastly, there remains a possibility that another harbour structure currently not scheduled for intervention until 2026/27 could fail unexpectedly. Should this occur, it would require immediate attention and could disrupt the current programme. These risks will continue to be monitored closely, and updates will be provided if any material changes arise. 5.9 Libraries and Leisure Q1 Actual (£000) Q1 Forecast (£000) % achieved 40 - - The full year budget (before amendments)for £3,841,000 with a spend of £40,000 in Q1 across a number of headings. The planned expenditure for 2025/26 includes several key investments: the refurbishment of the astroturf pitch at Milne’s High School, the installation of pool hoists and accessible changing facilities in several swimming pools, and the purchase of large new equipment items for libraries and leisure centres. A significant portion of the funding has also been allocated to the Properties team to conduct surveys and develop design options in preparation for future refurbishment projects, including Moray Leisure Centre, as approved by Council on 25 June 2025. 5.10 ICT Q1 Actual (£000) Q1 Forecast (£000) % achieved 75 - - The full year budget (before amendments) for ICT is £526,000 with a spend of £75,000 in Q1 on server replacements, network upgrades and school computers. The delivery of the planned projects is currently on schedule. 5.11 Learning Estate Q1 Actual (£000) Q1 Forecast (£000) % achieved 584 - - Page 45
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The full-year budget (before amendments) for the Learning Estate in 2025/26 is £14,324,000 with £584,000 spent in Q1 with the majority of spend on BB programme works (£304,000), kitchen upgrades as part of the expansion of Universal School Meals (£139,000) and the balance attributable to costs associated with design and planning for future Forres Academy and Elgin High School Extension. Planned expenditure for 2025/26 on school B/B condition and suitability upgrades, building element replacements, and compliance works totals £8,826,000. This includes £791,000 for preparatory works (detailed design, planning, and tendering) for projects scheduled over the next three financial years, supporting a rolling three-year delivery programme. This forward-planning approach allows design and build stages to span financial years and align budgets. However, the programme faces funding risks due to competition with other critical Learning Estate projects. As a result, some “design-only” projects may remain tender-ready for longer than originally planned. Cullen Primary School – Q1 expenditure reported at £22,000 with £64,000 of works completed but not yet accounted for. Annual forecasts spend is now £2,950,000 (including £593,888 SALIX grant). Works have been reprofiled into 2026/27, with a £150,000 carry forward expected. Speyside and Milnes High Schools – Q1 expenditure reported at £47,000 and £39,000 respectively, with £86,000 of completed works pending accounting. Delivered as a joint works package, achieving economies of scale of £47,000 (Speyside) and £70,000 (Milnes) with savings transferred to the BB contingency to offset costs elsewhere or accelerate other priority projects. Mosstodloch PS Roof Upgrade – Pre-tender estimate £513,000 contract awarded at £355,000. Savings reassigned to the BB contingency. Alves PS – Significant works across multiple core buildings, one of which is listed. Design requirements for the listed building may impact delivery timescales and cost, although the project remains on time and within budget at present. Tomintoul PS Roof – Due to worsening roof condition and water ingress risk, works accelerated at a cost of £95,000, funded from BB contingency as no original budget was allocated. Elgin High School Capacity Extension Project Education, Childrens and Leisure Committee agreed on 26 November 2024 to pause for up to 12 months after concept design, pending an independent review of future capacity needs (para 26 of the minute refers). Delays in securing the external review mean no significant spend is expected until Q4. Should the project proceed as planned, up to £238,000 will be reprofiled into 2026/27. Future Buckie High School Budget of £75,000 allocated for option appraisal to deliver a sustainable, affordable long-term solution. Further capital funding this year may require Council approval if it exceeds the learning estate capital budget. Universal Free School Meals Scottish Government will not fully roll out P6–P7 universal meals during this administration but will extend to P6–P7 pupils receiving Scottish Child Page 46
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Payments. The remaining grant funding will be deployed over two years: £455,000 in 2025/26 and £277,000 in 2026/27, to prepare for future capacity increases. Early Learning and Childcare Tenders for Seafield ELC works exceeded the remaining £38,000 budget. The project will increase capacity from 40 to 56 (term-time model) to meet Care Inspectorate standards for toilet provision. Works now scheduled for summer 2026, funded by a £38,000 carry forward from Portgordon and BB contingency support (total cost around £65,000). 5.12 Moray Growth Deal Q1 Actual (£000) Q1 Forecast (£000) % achieved 1,498 - - The full-year budget (before amendments) for the Moray Growth Deal in 2025/26 is £21,513,000, with £1,498,000 spent in Q1. Most of the expenditure was on four of the six projects in delivery: the purchase of four new busses for Bus Revolution (£519,000); construction costs at the Early Years Science, Technology, Engineering, and Mathematics. (STEM) facility (£292,000); constructions costs at the Manufacturing Innovation Centre at Forres Enterprise Park (£292,000) and development costs for Elgin Town Hall and Grant Lodge as part of the Cultural Quarter Project (£266,000). Key deliverables for 2025/26 will include construction works at Elgin Town Hall under the Cultural Quarter project, finalisation of the Early Years STEM facility at Elgin Library and the commencement of construction on affordable housing at South Street, Elgin. Revised spend profiles have been provided to Scottish Government and will be captured in the next bi-annual return, which is due to be submitted in late August. Those spend profiles have been incorporated into the current capital plan for 2025/26 under and further detail is provided in section 6. 5.13 Levelling Up Fund Q1 Actual (£000) Q1 Forecast (£000) % achieved 596 - - The full year budget (before amendments) for the Levelling Up Fund (LUF) is £17,633,000 with a spend of £596,000 in Q1. Originally scheduled to be completed by 31 March 2026 a paper is due to go to Council on 27 August 2025 providing further updates to the programme, including an extension to the programme. The main activities for 2025/26 will be enabling works at South Street, Elgin as well as early planning and design work for Gordon Arms Hotel, Elgin, Cooper Park, Elgin, and several active travel measures. Spend in Q1 related primarily to the enabling works at South Street, Elgin (£504,000) with the balance on early design fees and project management costs. Revised spend profiles have been incorporated into the current capital plan for 2025/26 and further detail is provided in section 6. 5.14 Funded Q1 Actual (£000) Q1 Forecast (£000) % achieved 3 - - The full year budget (before amendments) for Funded Spend is £366,000, with a spend of £3,000 in Q1 funded by the Nature Restoration Fund. The Fund targets five key priorities: restoring habitats and species, improving freshwater flows, enhancing coastal Page 47
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and marine ecosystems, controlling invasive species, and boosting urban nature. Delivered through sub-national efforts aligned with the Edinburgh Process, this approach supports national and global biodiversity goals while also improving public health, creating green jobs, and enhancing air and water quality. Spend of £2,000 was incurred in Q1 on Economic Development, on consultancy fees for a town centre improvement project. 6. CAPITAL PLAN AMENDMENTS 6.1 The following amendments are recommended for approval. Asset Area Paragraph Ref Quarter One adjustment Quarter One C/F Request £000 £000 Increase Open Spaces 6.2 975 Flood Risk Management and Coastal Protection 6.3 160 Learning Estate 6.6 594 Moray Growth Deal 6.7 328 Funded Spend 6.9 64 Roads, Bridges & Lighting 6.10 500 Levelling Up Fund 6.8 500 Total Increase 3,121 Decrease Harbours 6.4 (175) Libraries and Leasure 6.5 (884) 884 Learning Estate 6.6 (276) 276 Moray Growth Deal 6.7 (11.050) 11.050 Levelling Up Fund 6.8 (13,016) 13,016 Total Decrease (25,401) 25,226 Total Net Amendments (22,280) 6.2 Open Spaces It is recommended that an additional £975,000 be allocated to the Elgin Cemetery project. Following a procurement tender the totals projected cost of the cemetery is now estimated at £2,750,000 (excluding contingency). The budget provision left approximately £2,000,000 available, resulting in a shortfall that now requires to be met by reallocation of resources from other capital projects. It is recommended that the following virements are made: • £100,000 from the Pier 1 Joint Project 2025/26 • £75,000 from the Pontoons Project 2025/26 • £700,000 from the Glenlivet Landslip allocation 2026/27 budget • £50,000 from the Parks Infrastructure budget 2026/27 • £50,000 from the Parks Infrastructure budget 2027/28 Bringing forward budget from future years and reallocating to the Elgin cemetery provision mitigates the risk of time over-run by ensuring adequate budget for this project Page 48
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is available in 2025/26. It is anticipated that, subject to final outturn costs, there may be potential to return a portion of the reallocated budget to the originating projects upon completion of the Elgin Cemetery scheme. However, this will remain under review until the project concludes. This does create risk that insufficient funding will be available in 2026/27 for the Glenlivet landslip. 6.3 Flood Risk Management and Coastal Protection It is recommended that an amount of £83,000 be reinstated to the 2025/26 capital budget. This sum should have been fully carried forward from 2024/25, as it relates to a Scottish Government grant and represents a committed expenditure that remains necessary to support ongoing works within the Flood Risk Management and Coastal Protection programme. An additional grant was awarded to Moray from Scottish Government Environment and Forestry Directorate letter dated 14 April 2025 of £77,000 for case studies. 6.4 Harbours It is recommended that £100,000 from Pier 1 Joint Project and £75,000 from Pontoons projects be transferred to Open Spaces as noted in paragraph 6.2 6.5 Libraries and Leisure It is recommended that £884,000 be carried forward, as outlined in the- Leisure and Library Capital Plan Developments -noted that due to the scale of the proposed works originally included in the capital plan for 2025/26 is such that they cannot be delivered within the 2025/26 financial year. This is due to the time required to update survey information, complete designs, and undertake the tendering process. Delivery is further complicated by ongoing uncertainty surrounding the future of some leisure and library buildings, as well as the need to enhance and expand current survey data. Before committing to any significant capital investment, it will be important to first determine the long-term plans for the leisure estate, to avoid investing in facilities whose future remains unclear. 6.6 Learning Estate Leisure It is recommended that £276,000 be carried forward for the Elgin School extension and Portgordon Nursery to support the works need in 2026/27. The Council has received a further £594,000 in grant funding from the Scottish Government to help address ongoing design and tendering challenges associated with the Cullen Primary School upgrade. As a result, the project timeline has been revised, and it is proposed that £546,000. be carried forward into the next financial year. This figure includes a significant portion of the £593,888 SALIX grant, which supports this pilot project. Tenders were received for Seafield Early Learning and Childcare capital works that exceeded the remaining budget of £38,000. The proposed works, to increase capacity from 40 to 56 on the term time model, were due to take place in summer 2025 during the holiday period. These works are essential to increase capacity as they relate to the Care Inspectorate National Standard requirements around toilet provision. The proposal is now that the £38,000 carry forward from Portgordon will be carried into financial year 2026-27 and works will be completed in summer 2026 with the Learning Estate BB upgrade contingency allowance covering the total costs, which are expected to be circa £65,000. 6.7 Moray Growth Deal It is recommended that £10,722117223,5,0001118311 is carried forward to future years. Project Managers have been provided the opportunity to revise profiles as part of ongoing work to improve capital monitoring. The revised profiles have been submitted to Scottish Government and will be captured as part of the August bi- annual funding submission also to Scottish Government. For reference, figures originally Page 49
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included in the 2025/28 capital plan would have been those which had been submitted in the August 2024 bi-annual submission. 6.8 Levelling Up Fund It is recommended that £12,51613,000 is carried forward to future years. An extension to 31 March 2028 has been provisionally granted by the UK Government and a revised spend profile provided by the Programme Manager, details of which will be provided as part of the paper going to Council on 27 August 2025. 6.9 Funded Spend The Town Centre Improvement Fund has a committed spend, supported by a government grant received in prior years. The brought-forward figure previously reported did not fully reflect the funding position. To rectify this it is recommended that the budget is increased by £64,000. 6.10 Roads Bridges and Street Lighting Budgeted expenditure will be increased to reflect the award of £500,000 by Active Travel Infrastructure Funding 1(ATIF1). Applications for Active Travel Infrastructure Funding 2 (ATIF2) have yet to be assessed. Additional funding of £93,000 through Highlands and Islands Transport Partnership (HITRANS) or cycle parking has been awarded and budgeted expenditure will be increased to reflect this award. 7. AFFORDABILITY INDICATOR 7.1 The indicative affordability indicator as at 30 June 2025 has been recalculated for each year of the 2025/28 capital plan. Ratio of Financing Costs to Net Revenue Budget 2025/26 2026/27 2027/28 £000 £000 £000 Financing Costs 21,322 22,915 25,296 Net Revenue Budget 294,549 302,091 310,155 Affordability Indicator 7.24% 7.59% 8.16% 7.2 Lessons learned during 2024/25 financing costs estimations have been incorporated into the revised projections. In addition, from 1 April 2024 payments related to certain leases are now being classified as financing costs due to the implementation of IFRS 16 Leases, inflating the affordability indicator. From 1 April 2025, costs related to leases will be excluded from the figure reported to committee but will form part of any external reporting where the treatment needs to be recognised. This ensures that only decisions on the capital plan by committee are reflected in the affordability indicator. 7.3 The indicative affordability indicator for each year of the 2025/28 is within the 10% threshold. It must be recognised that the revised methodology does not mean increased capacity for capital spending, as the interplay between the capital and revenue budgets must be considered as part of the budget setting process and there is no headway within the revenue budget to absorb further increases in borrowing to fund capital expenditure. Page 50
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8 SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 8.3 Policy and Legal There are no policy or legal implications arising directly from this report. 8.4 Financial The financial implications are noted within the body of the report and in APPENDIX 1 and APPENDIX 2. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Page 51
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- - - - - - Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments - - - - - - 8.5 Risk Budget managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from Council in line with the financial regulations. Risks specific to areas of capital expenditure are identified within the report. 8.6 Staffing There are no staffing implications arising directly from this report. 8.7 Best Value and Transformation There are no best value and transformation implications arising directly from this report. 8.8 Property There are no property implications arising directly from this report. 8.9 Information Communications/Technology/Digital There are no information communication/technology/digital implications arising directly from this report. 8.10 Equalities, Social Inclusion and Economic Impact There are no equalities issues arising directly from this report. 8.11 Climate Change and Biodiversity Impacts 9. CONSULTATION 9.1 This report has been prepared in consultation with capital budget managers and all Heads of Service and any comments made have been incorporated into the report 10. BACKGROUND PAPERS 10.1 All background papers held by the author within accountancy service. Page 52
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Moray Council Capital Programme 2025/26 As at 30th June 2025 Appendix 1 Current Capital Plan 2025/2026 Actual Expenditure Q1 Budget Q2 Budget Q3 Budget Q4 Budget Projected Expenditure Amendment s to QTR 1 for approval Amended Capital Plan After Amendment Capital Plans £000 £000 £000 £000 £000 £000 £000 Fleet and Plant 2,411 402 402 690 683 636 2,411 0 2,411 Waste Management 1,646 34 34 887 503 199 1,623 0 1,646 Property Estate Management 1,170 31 31 271 129 741 1,170 0 1,170 Roads, Bridges and Street Lighting 5,715 670 670 2,717 2,117 712 6,215 500 6,215 Open Spaces 3,070 77 77 1,764 1,194 1,010 4,045 975 4,045 Flood Risk Management and Coastal Protection 199 25 25 99 185 51 359 160 359 Harbours 922 22 22 370 211 145 747 -175 747 Libraries and Leisure 3,841 40 40 555 1,206 1,155 2,957 -884 2,957 ICT 526 75 75 189 124 138 526 0 526 Learning Estate 14,324 584 584 6,412 4,524 3,121 14,641 318 14,642 Moray Growth Deal 21,513 1,498 1,498 1,190 3,137 4,966 10,791 -10,722 10,791 Levelling Up Fund 17,633 596 596 998 1,433 2,090 5,117 -12,516 5,117 Funded Spend 366 3 3 85 45 297 430 64 430 73,336 4,055 4,054 16,225 15,490 15,260 51,030 -£22,280 51,056 Funding Prudential Borrowing 28,728 25,934 General Capital Grant (exc PSHG and CYPA) 9,088 9,088 Moray Growth Deal 15,904 2,762 10,791 Levelling Up Fund/Town Centre Board 18,485 0 5,117 Other Grants & Contributions 0 1,094 0 Flood Risk Management 0 0 0 Developers Contributions 1,031 0 Useable capital receipts b/f 0 0 0 Receipts generated in year 100 199 100 73,336 4,055 51,030 Page 53
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Major Capital Projects spanning more than 1 financial year (as at 30 June 2025) Appendix 2 Total budget Total Expenditure in previous years Current budget 25/26 Spend to Q1 25/26 Remaining budget 25/26 Projected future years budget required Estimated Final Cost Projected Variance £000 £000 £000 £000 £000 £000 £000 £000 Moray Growth Deal Bus Revolution 4,000 1,281 566 519 47 2,153 4,000 - Early Years STEM 4,800 457 1,643 292 1,351 2,700 4,800 - Housing Mix Delivery 7,500 2,977 1,114 25 1,089 3,409 7,500 - Cultural Quarter 28,235 1,767 5,612 266 5,346 20,856 28,235 - Business Enterprise Hub 3,300 - 768 - 768 2,532 3,300 - Moray Aerospace, Advanced technology and Innovation Campus 27,035 - - - - 27,035 27,035 - Manufacturing Innovation Centre Moray 3,052 512 369 292 77 2,171 3,052 - Digital Health and Care Innovation 5,000 4,141 719 104 615 140 5,000 - 82,922 11,135 10,791 1,498 9,293 60,996 82,922 - Levelling Up Fund Project Management 996 82 366 37 329 548 996 - South Street Regeneration 4,800 698 2,843 504 2,339 1,259 4,800 - Lossie Wynd & Commerce Street 550 7 67 1 66 476 550 - Traffic Bollards 1,000 2 19 - 19 979 1,000 - Railway Bridge Active Travel 360 1 120 - 120 239 360 - Junctions Edgar Rd&Laichmoray 3,600 1 182 - 182 3,417 3,600 - Cooper Park Pond 819 - 144 11 133 675 819 - Cooper Park Cafe & Toilet 1,128 2 140 16 124 986 1,128 - M&Co (Gordon Arms) 3,150 - 875 3 872 2,275 3,150 - Sawmill Flood Scheme 1,728 5 301 23 278 1,422 1,728 - Moss Street 800 - 60 1 59 740 800 - 18,931 798 5,117 596 4,521 13,016 18,931 - TOTAL 101,853 11,933 15,908 2,094 13,814 74,012 101,853 - Notes: Business Enterprise Hub & Manufacturing Innovation Centre Moray, approved budget updated to align with FBC Moray Aerospace, Advanced technology and Innovation Campus project will not proceed, currently exploring alternative options Page 54
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: FIN011/25 Author: Audrey Boyd Contact Email: audrey.boyd@moray.gov.uk Subject: Trust Funds – Summary Expenditure For 2024/25 and Estimated Disposable Income for 2025/26 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform Committee of the disbursements made from Trusts in 2024/25 and the estimated disposable income available for disbursement in 2025/26. 1.2 This report is submitted to Committee in terms of Section III B (16) of the Council's Scheme of Administration relating to the Management and Investment of any funds including Common Good and Trust Funds. 2. SUMMARY` 2.1 The report provides the final outturn for 2024/25 including expenditure of £101,520 and the budgeted income, £260,353 in total, available for disbursement in 2025/26 for each of the Trust Funds, which the Council administers. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) note the disbursements made from each of the Trust Funds in 2024/25 shown in APPENDIX 1; and ii) agree the estimated income available for disbursement in 2025/26 shown in APPENDIX 2. Audrey Boyd Accountant 4. BACKGROUND AND CONTEXT Item 7. Page 55
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4.1 The Council administers 37 trust funds in total, acting as sole trustee for 33 trusts and as one of several trustees for the other four trust funds. The trust funds represent legacies bestowed by various individuals and organisations for the benefit of the community or organisations within Moray. 4.2 The Council acts as sole trustee for 8 Connected Charity trust funds which have charitable status and are registered with the Office of the Scottish Charity Regulator (OSCR). The Council are one of several trustees for one other OSCR registered trust fund. The remaining 28 trusts are unregistered, with the Council being sole trustee for 25 of these and one of several trustees for the other three. 4.3 Since 2013/14, the Registered Charitable Trusts require to be audited by an external auditor who is appointed by the Accounts Commission, currently Grant Thornton. This only applies to any Registered Charitable Trust for whom the Council is the sole trustee. Any Registered Charitable Trust for whom the Council is not the sole trustee requires to be examined by an Independent Examiner; Azets (previously Scott-Moncrieff) has been appointed as Independent Examiner for the Auchernack Trust. 4.4 Policy and Resources Committee on 2 September 2008 (paragraph 11 of the Minute refers) agreed to only disburse grants from trusts where the disposable income is greater than £50 and to carry forward undistributed funds each year until the disposable income reaches £50. Policy and Resources Committee on 8 October 2013 (paragraph 8 of the Minute refers) agreed that the whole annual income of the trust will be made available for disbursement in accordance with the trust deed (prior to this one third of the income was reinvested) although the policy not to disburse any Trust Fund with disposable income under £50 remains. 4.5 Reports to the Council on 14 November 2012 (paragraph 7 of the Minute refers) and 24 June 2015 (paragraph 10 of the Minute refers) agreed to a scheme of Trust reorganisation and approved the proposal for setting up a new trust along with the wording of the proposed Trust Deed. 4.6 In August 2016 OSCR awarded charitable status to the new trust: The Moray Council Charitable Trust (TMCCT) (SC046791) with the planned transfer of 27 individual connected charitable trusts into the new trust. The trusts being reorganised into this new single trust will be utilised, as far as possible, in a manner consistent with the original trust purposes. 4.7 In 2018/19 one trust was given approval to be reorganised into TMCCT and during 2020/21 a further 23 trusts were approved by OSCR for reorganisation. 5. PROPOSALS DISBURSEMENTS IN 2024/25 5.1 APPENDIX 1 gives details of the disposable income and disbursements made during 2024/25 from each trust fund. 5.2 In total, £101,520 was awarded in the year from twelve of the trust funds. Disbursements included £62,028 from the Education trusts, Moray and Nairn, Banffshire, Donald Manson Page 56
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Fund and the Milne’s Institution Trust; £28,368 from the Auchernack trust and £3,090 from The MacDonald Benevolent Fund. A further £8,034 was awarded from other Trusts. 5.3 Logie Cottages were sold in 2020, generating a receipt of £102,100. A loan of £10,499.56 provided by the Housing Revenue Account (HRA) to cover essential repairs to the property was repaid, leaving a total sum of £91,600.44 available for Members to distribute. It was agreed at the meeting of Economic Growth, Housing and Environmental Sustainability Committee on 1 December 2020 (paragraph 22 of the minute refers) that in principle, the money generated from the sale be used for the attainment of pupils at Forres Academy whilst respecting the original aims of the Trust as much as practicable. The current available balance in reserves at 31 March 2025 is £89,599 and there is discretion for disbursals from this. 5.4 In Appendix 2 not all trusts with undisbursed income in 2024/25 have a balance brought forward in that column, because any undisbursed funds are added back to reserves and the projected income calculation for the coming year includes this balance. 2025/26 DISPOSABLE INCOME 5.5 APPENDIX 2 shows the estimated disposable income for each trust fund in 2025/26. The estimated income figure is calculated to assist Local Members’ decision making when awarding funds. The figures are only there as a guide. The total projected funds available for disbursement in 2025/26 is £260,353. Of this, £19,583 is undisbursed from 2024/25. There is £6,467 of committed expenditure, from disbursements to be made from the Auchernack Trust as agreed at their meeting on 5th June, 2025. 5.6 The reorganisation has reduced the number of trusts that have either nil or less than £50 disposable income, ensuring that as much income as possible from the trust funds can be passed on to beneficiaries as efficiently as possible. There are still some trusts that have loans pool balances invested in the Council’s Loans Fund, and they earn annual interest on this balance, however a share of administration costs is also allocated to these trusts, and this then reduces the available income to below the £50 threshold. 5.7 The interest on balances held in the Council’s bank for 2025/26 has been calculated using the two-year fixed PWLB (Public Works Loan Board) rate as at 1 April 2024 of 5.41% (2023/24 2.35%). 5.8 The estimated administration charge to be allocated over all trusts in 2025/26 is £22,624 (actual 2024/25 £21,548). 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 ✓ Page 57
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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 The Council’s adoption of the policy of disbursing the whole annual income maximises funds available for disbursement. 6.4 Financial The financial implications are contained in the body of the report and are detailed in the Appendices. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk Page 58
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There is a risk of overspends exceeding disposable income if any unforeseen emergency major repairs are required for properties owned by Trust Funds. Close monitoring of costs and the condition of properties will be undertaken by officers in order to mitigate this risk. 6.6 Staffing There are no staffing implications arising from this report. 6.7 Best Value and Transformation 6.8 Property The condition of all Trust Fund properties will be monitored in order to keep reactive repairs to a minimum. 6.9 Information Communications/Technology/Digital 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities, social inclusion and economic impacts arising directly from this report. 6.11 Climate Change and Biodiversity Impacts There are no Climate Change or Biodiversity impacts arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Local Members and any comments made have been incorporated into the report. The local Members are consulted on discretionary disbursements particular to their ward. 8. BACKGROUND PAPERS 8.1 None. Page 59
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Trust Funds Disbursements 2024/25 APPENDIX 1 Ward TRUST FUND Total Actual Available for Disbursement Disbursement 2024/25 2024/25 £ £ All Burial Grounds PERPS 1,471 1,471 All JB Mair Fund 1,227 All Burial Grounds TRUSTS 442 442 All The Moray Council Charitable Trust 12,474 Elgin North Craigmoray Bequest (Bishopmill) 19,765 Elgin North John Pringle Bequest 3,192 Elgin South/North Laing Mortification 17,726 Elgin South/North Young 647 Fochabers Lhanbryde Milne's Institution Trust 9,075 9,075 Forres Auchernack 28,369 28,368 Forres Donald Manson (Edinkillie) Fund 12,307 12,307 Forres Donald Manson (Forres Burgh) Fund 3,329 3,329 Forres Logie Cottages, Forres 4,578 Heldon & Laich Boyd Anderson Trust 1,771 2,500 Keith & Cullen Glenisla Comforts Fund 6,552 Keith & Cullen William Lawtie 7,132 1,118 Old Banffshire Boundary Banffshire Educational Trust 28,101 10,781 Old Moray Boundary Moray & Nairn Educational 17,651 26,537 Old Moray Boundary The Pringle Trust 5,397 2,503 Public Trust River Lossie 9,005 Public Trust Grant Park 6,040 Public Trust Cooper Park 7,976 Public Trust Forres Squash Courts 684 Speyside Glenlivet The MacDonald Benevolent Fund 14,314 3,090 Speyside Glenlivet Speyside Comforts Fund 2,860 TOTAL 222,085 101,520 Trusts with Disposable Income under £50 Ward TRUST FUND Total Actual Available for Disbursement Disbursement 2024/25 2024/25 £ £ Elgin Jubilee Cottages - - Elgin Ladyhill Cottages - - Forres Castlehill Trust - - Forres Grant Park Trust - - Keith & Cullen Keith Poor Funds - - Speyside Glenlivet Dufftown Food - - TOTAL - - Page 60
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Trust Funds Projected Disbursement 2025/26 APPENDIX 2 Ward TRUST FUND Projected Undisbursed Total Committed Disposable Income Available for Expenditure Income Disbursement 2025/26 2024/25 2025/26 2025/26 £ £ £ £ All Burial Grounds PERPS 1,460 - 1,460 - All JB Mair Fund 1,268 - 1,268 - All Burial Grounds TRUSTS 439 - 439 - All The Moray Council Charitable Trust * 12,567 - 12,567 - Elgin North Craigmoray Bequest(Bishopmill) 21,388 - 21,388 - Elgin North John Pringle Bequest 2,088 3,192 5,280 - Elgin South/North Laing Mortification 18,542 - 18,542 - Elgin South/North Young * 668 - 668 - Fochabers Lhanbryde Milne's Institution Trust 9,770 - 9,770 - Forres Auchernack ** 29,646 - 29,646 6,467 Forres Donald Manson (Edinkillie) Fund 13,294 - 13,294 - Forres Donald Manson (Forres Burgh) Fund 3,592 - 3,592 - Forres Logie Cottages, Forres 4,801 4,801 - Heldon & Laich Boyd Anderson Trust * 1,479 - 1,479 - Keith & Cullen Glenisla Comforts Fund 7,148 - 7,148 - Keith & Cullen William Lawtie 7,507 - 7,507 - Old Banffshire Boundary Banffshire Educational Trust 27,007 15,638 42,645 - Old Moray Boundary Moray & Nairn Educational * 18,250 753 19,003 - Old Moray Boundary The Pringle Trust 5,439 - 5,439 - Public Trust River Lossie 13,882 - 13,882 - Public Trust Grant Park 8,199 - 8,199 - Public Trust Cooper Park 13,549 - 13,549 - Public Trust Forres Squash Courts 721 - 721 - Speyside Glenlivet The MacDonald Benevolent Fund 14,937 - 14,937 - Speyside Glenlivet Speyside Comforts Fund 3,129 - 3,129 - TOTAL 240,770 19,583 260,353 6,467 Trusts with Disposable Income under £50 Ward TRUST FUND Projected Undisbursed Total Committed Disposable Income Available for Expenditure Income Disbursement 2025/26 2024/25 2025/26 2025/26 £ £ £ £ Elgin Jubilee Cottages - - - - Elgin Ladyhill Cottages - - - - Forres Castlehill Trust * - - - - Forres Grant Park Trust * - - - - Keith & Cullen Keith Poor Funds * - - - - Speyside Glenlivet Dufftown Food * - - - - TOTAL - - - - * To be audited by Grant Thornton ** To be audited by Azets Page 61
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education Communities and Organisational Development) Report No: DCE(ECOD)009/25 Author: Denise Whitworth Contact Email: Denise.whitworth@moray.gov.uk Subject: Best Value Action Plan Review and Progress Reporting 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to ask the Committee to consider a revised Best Value Action plan taking account of progress against the actions in the previous plan and the outcome of the self-assessment undertaken in June 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 seeks agreement of a refreshed Best Value Action Plan (Appendix 1) taking account of progress made on the previous plan as reported to the Corporate Committee on 10 June 2025 (para 6 of the minute refers) and the self-assessment undertaken by councillors and senior officers in June 2025. 2.2 In preparing the refreshed plan, there has been cognisance of the need to drive forward transformational change as a council priority and therefore, that planned work must be carefully prioritised within available capacity. Therefore, the refreshed best value action plan has been drafted to be realistic and achievable within the overall context of Council priorities and continues to focus predominantly on the ongoing improvement actions with adjustment which takes account of the 2025 self-assessment and actions from the external audit thematic review of Transformation. Item 8. Page 63
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2.3 The report also proposes that as a national tool supported by the Improvements Service, the Public Sector Improvement Framework (PSIF) is used for future annual self- assessments. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee: i) reviews and approves the refreshed Best Value Action plan taking account of progress against the actions in the previous plan and the outcome of the self-assessment undertaken in June 2025 (Appendix 1); and ii) agrees that the PSIF framework is used for the corporate annual self- assessment from 2026 onwards. 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 Best Value Action Plan that set out 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 took account of the consolidated list of improvement actions that brought 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 Since that time, the Committee has received quarterly monitoring reports of progress made on the actions set out in the Best Value Action Plan. As well as reporting to Page 64
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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 On 10 June 2025, the Committee noted the progress made against the BV Action Plan and that many of the actions were concluded or well progressed. The Committee also noted that work had begun on the development of a refreshed Best Value Action Plan to continue the Council’s improvement journey. 4.6 The summary of the outcome of the self-assessment undertaken on 3 June 2025 by Councillors and senior officers is set out in Appendix 2. The broad overview was that good progress had been made across the seven best value themes and overall, a positive assessment was made. In order to continue the journey of improvement, the workshop groups gave feedback on areas for improvement and these are captured in the summary of comments and issues in the table. Where there is existing practice in place that can be used to address the points, this is noted and where there is action required to support an improvement this is also identified and has been drawn out for inclusion in the refreshed Best Value Action Plan. 4.7 The refreshed Plan (Appendix 1) has now been drafted taking account of: i) recommendations from external audit work during 2024/25; ii) remaining actions from the current BV Action plan, taking forward those that were identified in the 10 June update report as “Carry Forward” and as updated in Appendix 3; 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. 4.8 In preparing the refreshed plan, the Extended Corporate Leadership Team (ECLT) were alert to the significant work that continues to be required in relation to financial planning and developing and delivering the Council Transformation Strategy to ensure the future sustainability of the council. It is vital that the Council focuses on transformational change as a priority and ensures resources are available to be allocated to that work. It is also important that the Council continues its improvement journey and delivers on commitments that have been made. Therefore, the refreshed best value action plan has been drafted to be realistic and achievable within the overall context of Council priorities and resources. This means the focus is on ensuring completion of the ongoing improvement actions from the previous plan, incorporating the outcome of the self- assessment workshop and the actions from the external audit thematic review of best value. 4.9 Moving forward, the Council has begun to re-activate use of the Public Sector Improvement (PSIF) framework which is a national tool from the Improvement Service that is used across local government. The purpose of PSIF is to provide a structured approach for Councils to assess their performance, identify areas for improvement, and ultimately deliver better outcomes for communities. It acts as a self-assessment tool to help understand what is working well, compare performance with others and pinpoint areas for attention. The framework is useful in ensuring local services are efficient, effective and responsive to the needs of citizens. The Council previously used PSIF extensively, particularly in services where there were no alterative improvement tool or inspections. Page 65
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Recently, the Improvement Service has supported its reactivation beginning in HR, ICT and Organisational Development. Therefore, from 2026 onwards it is proposed to use the PSIF framework for the corporate annual self-assessment. 5. PROPOSALS 5.1 It is proposed that the Committee considers and approve the refreshed Best Value Action Plan in Appendix 1 and that the PSIF framework is used for the corporate annual self- assessment from 2026 onwards. 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 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. Page 66
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☐ 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: 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 Page 67
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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 Corporate Leadership Team (E/CLT) who have contributed to the proposed action plan 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) 8.5 Corporate Committee report on 10 June 2025 Best Value Action Plan (item 6) Page 68
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Appendix 1 Best Value Action Plan 2025-2026: Progress Update Report Update: Corporate Committee – 26 August 2025 Ref: 001 1. Vision and Leadership: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log *New 2025* Collaborative Leadership – ensuring Members and Officers work effectively to secure key decisions 1.1 Strengthen links to strategic documents in Committee reports AMcE 31/03/2026 July 2025: New Committee template in place with ability to show links. Additional report drafting guidance being considered on how to complete the sections. Community and Partner Engagement on Council priorities 1.2 Working with Community Planning Partners (CPP) to develop shared engagement ED (FST) 01/07/24 30/06/26 85 July 2025: Discussion held with Community Engagement Group to reflect on the findings from the CPB self- assessment undertaken with the Improvement Service and consider how best to go forward taking account of the recent experience and report on community engagement within the CPB. It was noted that there had been significant change in working practices over the years and that there had been less value in the CEG as a result. Work is Page 69
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1. Vision and Leadership: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log underway on a refreshed Community Engagement Strategy for the CPB. The Council online engagement tool will also be shared with partners in August giving an opportunity for shared engagement to be highlighted. It is proposed that that date for finalising this work is revised to take account of the challenges of resourcing community planning, which are noted as an area for consideration the planned review of council structures. Continuous Improvement – implement self-evaluation 1.3 Consider and establish service score cards to provide overview to develop and track service improvement corporately Head/ CSP&C 01/08/24 31/03/26 20 July 2025: Use the HR /OD self- assessment (currently underway) to consider how best to capture actions to allow these to be tracked and monitored. Confirm whether Pentana (performance information system) work meets Scorecard expectation. Page 70
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Risk Management 2.1 Business Continuity Plans to be in place for all critical services AMcE 28/03/24 31/12/25 50 July 2025: Updating of Business Continuity Plans is being progressed alongside risk management practice and has regard to complementary emergency planning arrangements. Resilience levels can be affected by change as identified in the latest update of the Corporate Risk Register with issues including financial constraints and reductions in staffing impacting on capacity to maintain continuity of services. Corporate support to ensure plans are periodically updated to reflect the impact of change will be on- going beyond the end date reported here. July 2025: Progress on individual services BC plans has not progressed as quickly as anticipated due to finite central resource and pressures on services to undertake their assessments. Work will continue to refresh Business Continuity Plans held within critical services. Although a date is specified, this work should be a constant cycle of review. A workshop with elected members to develop a risk appetite statement is scheduled for October 2025 and this will include consideration of risks to business continuity arising from operational change and the extent to which these can be mitigated in the current operating environment. Page 71
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Risk Management 2.2 Business impact assessments (resilience) completed for all services. AMcE 28/03/24 30/04/26 5 70 July 2025: Linking to the comment above, Business Impact Assessments are updated for critical services on an on- going basis reflecting challenges from organisational change and responding to new opportunities as well as constraints. Where adverse risk impacts apply these are then considered for inclusion in Business Continuity Plans as appropriate. July 2025: As above Page 72
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Digital Resilience Management 2.3 Complete implementation of Cyber Resilience Plan H/CE, ICT&DS 28/03/24 31/12/25 July 2025: Cyber Resilience and Information Security Team established. Recruitment for Senior ICT Officer post in progress. Work progressing on ICT Information Security Policy: target for final draft is Sep 25. Supplier selected for testing of cyber incident response plan. Results from simulated phishing exercise showed an improvement on baseline results. Work in progress for next simulation. Next training modules launched for cyber awareness. PSN accreditation process complete. Work has started on procurement of supplier for next submission. Further penetration testing undertaken for online services and work in progress for penetration for employee self-service on HR / Payroll system. July 2025: Complete recruitment and selection process. Review and update Cyber Resilience Action Plan with revised prioritisation and timescales to be able to move to business as usual position and close this action off. Final draft of Information Security Policy. Undertake desktop exercise for Cyber Incident Response Planning. Define work programme for 2025/25 cyber awareness training. Award contract for IT Health Check and Penetration testing. Digital Resilience Management 2.4 Complete Business Continuity Plans/work for corporate and service cyber resilience H/CE, ICT&DS 28/03/24 31/03/26 50 July 2025: Limited progress during Q1. Priority for Q2. Establishment of dedicated team will help to progress this. July 2025: Draft final version of BC plan. Page 73
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Transformation and Sustainable Services 3.1 Stage 3: Future council programme (normal business) ED (FST) 01/08/24 28/08/26 50 July 2025: The Council on 25 June 2025 agreed reports on the Depot Review, Customer Services and the way forward for the Out of Hours project. Workshops have been held with councillors/ECLT (March) and the Leadership Forum for service managers on 11 June 2025. Work is underway to review the outcomes and incorporate these into Phase 3 of the Transformation Strategy for reporting to Council in September June 2025: report to Council in September on Transformation Strategy 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 Commission Overview Report Page 74
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Transformation and Sustainable Services 3.2 Establish corporate oversight to ensure pace, prioritisation, new opportunities, ongoing development and delivery of benefits ED (FST) 01/08/24 30/01/26 50 July 2025: Work is ongoing to prepare the next stage of the Transformation Strategy. This will include oversight of the existing projects to ensure that appropriate prioritisation is in place in relation to alignment with council priorities and that target dates are appropriate to ensure pace. This will be reported to the Council in September. Work on project governance has been initiated but resource challenges make steady progress on this difficult. Transformation and Sustainable Services 3.3 Build in engagement with communities and staff about the need for change and impact any mitigation of proposed changes. ED (FST) 01/08/24 30/01/26 70 July 2025: Community engagement work continues as part of the Council's approach to ensuring local needs and user perspectives are built into service design and change. 2 public meetings have been held for learning estate, library user groups are established and meeting and leisure user groups are being instigated. The procurement of the online engagement tool is completed and implementation work is well advanced with launch planned over the summer July 2025: Leisure user groups to be established Online engagement tool to launch Page 75
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Transformation and Sustainable Services *New 2025* 3.4 Annual reporting on Transformation Strategy and Moray Growth Deal to be aligned Ref: BV Thematic Action 3 ED (FST) 01/04/26 30/06/26 n/a BV Thematic Report Corporate Committee 26/08/25 Transformation and Sustainable Services *New 2025* 3.5 Review Transformation Programme Governance Ref: BV Thematic Action 7 ED (FST) tbc 30/03/26 n/a BV thematic report Corp cttee 26/08/25 Financial Management 3.6 The Council will strengthen monitoring of the delivery of the Capital Plan and take action to address any slippage. Ongoing quarterly LP 01/07/24 31/03/2026 30 July 2025: Out-turn for 2024/25 (reported June 2025) shows a significant decrease in slippage from previous years - 90% compared to 71% completion in 2023/24 Officers use only: Guidance for Budget Monitoring to Committee Capital Plan 2024/2025 04/12/2024 Page 76
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Financial Management *New 2025* 3.7 Next iteration of Medium to Long Term Financial Strategy to be updated to explicitly include link with Transformation Strategy and reducing budget gap and Transformation as drivers Ref: BV Thematic Action 2 LP 01/01/26 28/02/26 n/a BV Thematic Report Corporate Committee 26/08/25 Page 77
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4. Partnership and Collaborative Working: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Partnership Working for Moray 4.1 Work with Community Planning Partners (CPP) to develop shared priorities for incorporation into Local Outcome Improvement Plan (LOIP) ED (FST) 28/03/24 30/10/25 31/10/26 30 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 Partnership Working for Moray 4.2 Investigate and develop potential single Moray Plan ED (FST) 28/03/24 30/10/25 31/10/26 12 Nov 2024: 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. Page 78
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4. Partnership and Collaborative Working: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Partnership Working for Moray 4.3 Identify opportunities to maximise the impact of resources and budgets through alignment of activity. 2 Oct 25 CEx / DCE BV CRITERIA Ref Best Value Improvement Outcome Proposed Action E= existing 1 = High Priority Date Delivery Lead ECLT ED (FST) 28/03/24 30/10/25 31/10/26 10 Dec 2024: 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 Nov 24: meeting taken place with partners re locality work. Identified scope for development and this will be taken forward Page 79
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4. Partnership and Collaborative Working: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Partnership Working for Moray 4.4 Continue development and delivery of Locality Plans, involving service users and local communities in the design of services ED (FST) 28/03/24 30/10/25 75 April 2025: The work on 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. 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. Page 80
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5. Sustainable Development: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Sustainable Development 5.1 Identify any gaps that require consideration and action. RG 28/03/24 31/12/25 50 July 2025: An initial meeting of the MEP Subgroup covering this activity has been held. Later actions are progressing in line with deadlines in Action Plan. July 2025: Work planning in MEP subgroup to begin in August meeting. Work on the Climate Change Strategy update incorporating sustainable development is progressing with a report to council in September. The area wide Climate Change Strategy work will build on the Moray Climate Action Network Annual Conference being held at the start of October. Climate Change Overview - CPB 03/12/2024 (item 2) Climate Change Strategy / updated Routemap to Net Zero - FC 4/12/2024 (item 15) Page 81
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Appendix 2 Best Value Criteria self-assessment session 03 June 2025 involving Members and ECLT: Summary of Actions BV theme Summary of Comments and issues What are we doing to progress them Include in Best Value action plan 1 Vision and Leadership Improve communication with the public about what the council is doing and how council resources are being used. Take forward in our Comms and 2025/2026 budget engagement activities. Align priorities with partners: ensure that council priorities align with the priorities of partners and improve collaboration. Everyone is agreed around child poverty but what else. Continue work in the community planning partnership to define the overarching priorities. Currently referenced in para 1.2 and 4.1 of Best Value Action Plan, consideration of “one plan” for Moray. Retain in the plan. ✓ existing Strengthen links to strategic documents in committee reports New committee template in place with ability to show links. Consider additional report drafting guidance on how to complete these sections. Add as a new item in Best Value Action Plan. ✓ new Improve support for members, continue briefings/ development sessions for members Maintain regular briefing/workshop programme developed from collaborative leadership work. Consider working groups where appropriate. Page 82
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BV theme Summary of Comments and issues What are we doing to progress them Include in Best Value action plan Improve officer understanding of the role of members, the pressures they are under and their constituency concerns Use comms/connect articles to highlight the role of Councillors to staff. 2 Governance and accountability Performance reports should give detail about lessons learned from complaints In theory this should happen at the moment. Highlight with RIO team who compile performance reports. Note Members’ role in scrutinising reports. Mixed comments on the style of performance reports – some feel too high level, some feel too much detail. Feedback to RIO team. Continue with high level summary within reports with links to more detailed backing tables. There has been improved transparency on feedback to members where things have gone wrong following work carried out on collaborative Leadership Maintain regular Chair meetings and encourage scrutiny reports where things have gone wrong to improve trust between members and officers. 3 Effective use of resources Ensure council budget and savings proposals align with strategic priorities. Picked up in our budget template forms. Ensure forms are completed correctly Have earlier, more open engagement with communities to help develop services /budget options with appropriate comms Consider in our Comms activities and 2025/26 budget engagement. Consider roles of community councils and other focus groups in budget consultation process ✓ existing Page 83
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BV theme Summary of Comments and issues What are we doing to progress them Include in Best Value action plan Developed as part of specific projects and work e.g. libraries, learning estate, bus revolution Currently referenced in para 5.1 ii of our Best Value Action Plan. Change corporate risk appetite to be more innovative and collaborate with other public authorities Can be progressed through the budget process and PSIF. Risk appetite workshop planned with Councillors for 29 Oct 4 Partnership and collaborative working Good examples of joint working and jointly funded projects in a number of areas Growth deal, MEP, housing partnership, CPB subgroups In terms of community planning partnership however • More joined up planning needed to ensure alignment (link to 1 above) • Better reporting of joint outcomes • Feeling that the Council shouldering the burden. Further work required at CPP level to define joint priorities, indicators and outcomes. Currently reference in para 4.1 of Best Value Action Plan. Retain in the plan. ✓ existing 5 Working with communities Involve people in communities in decisions that affect their everyday lives and improve consultation processes – however some have noted consultation fatigue Also comes up under budget consultation above. Referenced in para 5.1 ii of Best Value Action Plan. Retain in the Plan. Community engagement team to consider as part of engage software ✓ existing Ask more open questions rather than being too prescriptive Community engagement team to consider as part of engage software/consultation toolkit? ✓ existing Page 84
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BV theme Summary of Comments and issues What are we doing to progress them Include in Best Value action plan Some have suggested a continual conversation rather than sporadic engagement, perhaps with focus groups Currently referenced for consideration in para 1.2 v of Best Value Action Plan. Something we can consider in Comms activities? ✓ existing Can we do joint consultation with our partners? The current BV action plan includes working with partners on consultation (para 1.2, iii) and this will be taken forward for consideration ✓ existing Page 85
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Appendix 3 Report Date August 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 74% Mar-26 GREEN 81% CEx/Council (CL) 1 Dec-24 AMBER 50% DCE (ECOD) 3 Jun-25 GREEN 74% H HR,ICT & OD 1 Dec-24 AMBER 100% CEx / DCE (ECOD) 2 Mar-26 GREEN 80% DCE (ECOD) 3 Jun-24 Complete 100% Jan-25 GREEN 79% HoGSP 3 Oct-24 Complete 100% Cex 1 Jan-25 AMBER 100% HoGSP E Apr-26 AMBER 60% H HR,ICT & OD E Sept 25* AMBER 55% 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. 2024/25 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 completed. 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 has not progressed as quickly as anticipated however steady progress is being made. 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. 2024-25 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 86
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Appendix 3 Aug-26 GREEN 74% CEx / DCE (ECOD) 1 Aug-26 GREEN 57% CEx 2 Sep-24 Complete 100% CEx / DCE (EEF) / CFO 1 Dec-24 GREEN 65% Oct-25 GREEN 32% DCE (EEF / ECOD) 2 Oct-25 AMBER 32% Jun-25 GREEN 100% DCE (EEF / ECOD) 2 Jun-25 GREEN 100% Sep-24 GREEN 50% DCE (EEF) 3 Sep-24 GREEN 50% 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: A number of actions in this section are now established as business as usual and an action plan has been prepared to provide an overview of planned progress to engage communities (agreed as operational deployment of resources to meet BV actions by CLT). These actions focus on specific areas of work and developing the online community to support that. 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. 2024-25 Conclusions: All actions in working with communities are now complete 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: Resourcing challenges for community planning work will be considered as part of the planned review of council structures. Limited progress has been made meantime 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. 2024-25 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: Work is underway to advance the Councill's engagement with communities, focussing on particular projects and services. The online engagement tool is ready to launch. 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. 2024/25 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 87
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Appendix 3 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. July 25: Good progress is being made on delivery of the actions. 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 88
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Appendix 3 Normal business Complete 100% HoGSP 2 Normal business Complete 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 89
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 81% Schedule Complete AMBER 50% Actions: Lead Schedule Start Date End Date % Complete iv. Joint political leadership continues to develop so members work effectively on key decisions including financial sustainability. JWM KG Complete 01/08/24 24/12/24 100% *New 2025* Strengthen links to strategic documents in Committee reports Schedule Complete GREEN 74% Actions: Lead Schedule Start Date End Date % Complete I Build Council vision, priorities and values into employee engagement programme work. FG Complete 01/07/24 30/06/25 100% ii. Promote vision and priorities in public communication and engagement and social media. DW/FG Complete 01/07/24 30/06/25 100% Council report 25/09/24 (item9) - savings plan - engagement strategy appendix Council report 21/01/2025 (Item 5) - savings plan - engagement strategy appendix 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 Next StepsProgress Update Progress Update Next Steps Jul 25 : ACTION COMPLETED AND TO BE REMOVED FROM PLAN. As part of normal business further training on Code of Conduct and budget decision making to be scheduled for Sept 2025 1.2 Community and Partner Engagement on Council priorities PRIORITY 3Lead: DCE (ECOD) Hyperlink to document July 2025: Improved position confirmed in survey carried out in Feb 25 and reported to Corporate Committee in June 2025. Now established as ongoing way wof working incorporated into normal business 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. I July 2025: suggested engagement programme agreed with new CX and arrangements in place to deliver engagement programme for remainder of year. Work on longer term approach will continue as part of business as usual. COMPLETE 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. July 2025: ACTION COMPLETED AND TO BE REMOVED FROM PLAN 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 July 2025: Online tool procured, developed for implementation and in the process of being launched. Plan in place to continue the delivery of community engagement aligned to council priorities. Examples from June include learning estate events in Buckie and Forres. This action will now be closed and will continue as business as usual per the report to Corporate Committee on 10 June 2025.COMPLETE 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) Nov 2024: 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. July 2025: ACTION COMPLETED AND TO BE REMOVED FROM PLAN 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) 1. Vision and Leadership 19 December 2024 Code of Conduct Issues, Risks, Changes (I/R/C) 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. 2024/25 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 July 2025: New Committee template in place with ability to show links. Additional report drafting guidance being considered on how to complete the sections. Page 90
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iii. Working with Community Planning Partners (CPP) to develop shared engagement. DW AMBER 01/07/24 30/06/25 30/06/26 85% CPP feedback report and presentations from development session 24/10 Schedule Complete AMBER 100% Actions: Lead Schedule Start Date End Date % Complete i. Establish leadership development programme to address corporate and individual leadership needs FG Complete 01/07/24 24/12/24 100% Schedule Complete GREEN 80% Actions: Lead Schedule Start Date End Date % Complete ii. Align other improvement tools to PSIF. AMcE Complete 01/07/24 31/03/26 100% iii. Put in place measure to address gap. AMcE Complete 01/07/24 31/03/26 100% iv. Continue corporate BV self-assessment for yearly. DW/AMcE Complete 01/08/24 31/03/26 100% v. Agree updated BV action plan for continuous improvement. DW/AMcE Complete 01/08/24 31/03/26 100% 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 Hyperlink to document Hyperlink to document Hyperlink to documentIssues, Risks, Changes (I/R/C) 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) Resourcing of community planning is an ongoing risk to the work of the CPP partnership which partners are aware of and considering July 2025: list of services who will complete PSIF has been agreed. 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 July 2025: ACTION COMPLETED AND TO BE REMOVED FROM PLAN Issues, Risks, Changes (I/R/C) July 2025: Discussion held with Community Engagement Group to reflect on the findings from the CPB self-assessment undertaken with the Improvement Service and consider how best to go forward taking account of the recent experience and report on community engagement within the CPB. It was noted that there had been significant change in working practices over the years and that there had been less value in the CEG as a result. Work is underway on a refreshed Community Engagement Strategy for the CPB. The Council online engagement tool will also be shared with partners in August giving an opportunity for shared engagement to be highlighted . It is proposed that that date for finalising this work is revised to take account of the challenges of resourcing community planning, which are noted as an area for consideration the planned review of council structures. 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. Nov 2024 - 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 July 2025: Change of target date to June 2026 to take account of need to resolve resources If date change agreed, RAG would become green 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) Next Steps 1.3 Leadership Development Action PRIORITY 1Lead: H HR,ICT & OD change of date change of date July 2025: rolling programme has now been finalised. 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 July 2025: ACTION COMPLETED AND TO BE REMOVED FROM PLAN July 2025: Annual BV self assessment held on 3 June with councillor/senior officer workshop. Outcome reported to Corporate Committee on 26/08/25 and incorporated into action plan as required. BV Action plan updated for year ahead. 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 July 25 ACTION COMPLETED AND TO BE REMOVED FROM PLAN Due March 2025 June 2025 - amended date to move from budget time July 2025: BV action plan updated following self-assessment and review of actions from previous plan and reported to Corporate Committee for approval 26/08/25 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 ACTION COMPLETED AND TO BE REMOVED FROM PLAN Due April 2025 Sept 2025 - amended date July 2025: Use the HR /OD self assessment (currently underway) to consider how best to capture actions to allow these to be tracked and monitored. 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: Jun 24 DELIVERY DATE: Dec 24 DELIVERY DATE: Mar 26 Progress Update July 2025: Leadership development approach agreed at Council meetings on 15/4 and at 25/6 as part of the corporate management restructure. Finite detail of programme to be agreed as part of business as usual. COMPLETE 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. Nov 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 July 2025: ACTION COMPLETED AND TO BE REMOVED FROM PLAN 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 Progress Update Next Steps Page 91
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 79% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete 100% Schedule Complete AMBER 100% 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 Complete 01/08/24 31/01/25 100% 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 Complete 01/08/24 31/01/25 100% iii. Ensure effective ongoing partnership and collaborative working arrangements for Council/Moray Integrated Joint Board (MIJB) management/ leadership. JP JWM KG Complete 01/08/24 31/01/25 100% 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 completed. 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 has not progressed as quickly as anticipated however steady progress is being made. 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. 2024-25 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 2.2 Sound Governance PRIORITY 1 July 2025: Meetings and budget scrutiny in place as set out below. This now forms a standard process . 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. 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. July 2025: Regular reporting of IJB and HSCM within Council. April 2025: No update 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. July 2025: Ongoing reporting and regular review as part of both Council and IJB processes to ensure reporting remains robust. 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. July 2025: Ongoing oversight of IJB and HSCP budgets at officer level a set out previously. IJB outturn an improved position forecast and delivered in relation to savings for 2024/25. April 2025: No update 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 93
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Schedule Complete AMBER 60% Project Titles: Lead Schedule Start Date End Date % Complete iii. Business Continuity Plans to be in place for all critical services. AMcE AMBER 28/03/24 31/12/25 50% iv. *Business impact assessments (resilience) completed for all services. AMcE RED 28/03/24 31/03/25 70% Schedule Complete AMBER 55% Project Titles: Lead Schedule Start Date End Date % Complete i Complete implementation of Cyber Resilience Plan. FG AMBER 28/03/24 31/12/25 60% ii Complete Business Continuity Plans/work for corporate and service cyber resilience. FG AMBER 28/03/24 31/03/26 50% Hyperlink to document Risk that volume of work arising through threat exploration and fixing detracts from progress through actions. FG report on capacity to be drafted. Change - review date of completion following refresh of action plan and ongoing business as usual nature of the work once fully staffed (added July 2025). Progress Update Next Steps Lead: HoGSP Lack of capacity for service manager and Information Security Officer to properly address. Change - amend date of completion following refresh of action plan (added July 2025). Issues, Risks, Changes (I/R/C) Hyperlink to document CRR link 20250610 Issues, Risks, Changes (I/R/C) July 2025: Limited progress during Q1. Priority for Q2. Establishment of dedicated team will help to progress this. April 2025: BC plan under review. CARRY FORWARD Dec 2024: Not progressed due to demands previously above. Nov 2024: Work progressing, further information being considered by service. Initial review of previous BC plan begun. July 2025: Draft final version of BC plan. 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. July 2025: Linking to the comment above, Business Impact Assessments are updated for critical services on an on-going basis reflecting challenges from organisational change and responding to new opportunities as well as constraints. Where adverse risk impacts apply these are then considered for inclusion in Business Continuity Plans as appropriate. 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. July 2025: Cyber Resilience and Information Security Team established. Recruitment for Senior ICT Officer post in progress. Work progressing on ICT Information Security Policy: target for final draft is Sep 25. Supplier selected for testing of cyber incident response plan. Results from simulated phishing exercise showed an improvement on baseline results. Work in progress for next simulation. Next training modules launched for cyber awareness. PSN accreditation process complete. Work has started on procurement of supplier for next submission. Further penetration testing undertaken for online services and work in progress for penetration for employee self service on HR / Payroll system. 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. Nov 2024 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. July 2025: Complete recruitment and selection process. Review and update Cyber Resilience Action Plan with revised prioritisation and timescales to be able to move to business as usual position and close this action off. Final draft of Information Security Policy . Undertake desktop exercise for Cyber Incident Response Planning. Define work programme for 2025/25 cyber awareness training. Award contract for IT Health Check and Penetration testing. 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. July 2025: Updating of Business Continuity Plans is being progressed alongside risk management practice and has regard to complementary emergency planning arrangements. Resilience levels can be affected by change as identified in the latest update of the Corporate Risk Register with issues including financial constraints and reductions in staffing impacting on capacity to maintain continuity of services. Corporate support to ensure plans are periodically updated to reflect the impact of change will be on-going beyond the end date reported here. 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. July 2025: Progress on individual services BC plans has not progressed as quickly as anticipated due to finite central resource and pressures on services to undertake their assessments. Work will continue to refresh Business Continuity Plans held within critical services. Although a date is specified, this work should be a constant cycle of review. A workshop with elected members to develop a risk appetite statement is scheduled for October 2025 and this will include consideration of risks to business continuity arising from operational change and the extent to which these can be mitigated in the current operating environment. 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 26 July 2025: as above As above 2.4 Digital Resilience Management PRIORITY E Progress Update Next Steps DELIVERY DATE: ?Lead: H HR,ICT & OD Page 94
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 74% Schedule Complete GREEN 57% Project Titles: Lead Schedule Start Date End Date % Complete iii. Stage 3: Future council programme (normal business). DW GREEN 01/08/24 28/08/26 50% 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 70% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete 100% 100% 100% Summary: Work is underway to advance the Councill's engagement with communities, focussing on particular projects and services. The online engagement tool is ready to launch. 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. 2024/25 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 July 2025: Work is ongoing to prepare the next stage of the Transformation Strategy. This will include oversight of the existing projects to ensure that appropriate prioritisation is in place in relation to alignment with council priorities and that target dates are appropriate to ensure pace. This will be reported to the Council in September. Work on project governance has been initiated but resource challenges make steady progress on this difficult. 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. Nov 2024- 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 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 Progress Update Next Steps June 2025: report to council in September on Transformation Strategy 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 July 2025: Community engagement work continues as part of the Council's approach to ensuring local needs and user perspectives are built into service design and change. 2 public meetings have been held for learning estate, library user groups are established and meeting and leisure user groups are being instigated. The procurement of the online engagement tool is completed and implementation work is well advanced with launch planned over the summer 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. Nov 2024- implementation of agreed council financial engagement strategy underway to ensure awareness of the need for change and to ensure influence in proposed changes. July 2025: Leisure user groups to be established Online engagement tool to launch 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 July 2025: The Council on 25 June 2025 agreed reports on the Depot Review, Customer Services and the way forward for the Out of Hours project. Workshops have been held with councillors/ECLT (March) and the Leadership Forum for service managers on 11 June 2025. Work is underway to review the outcomes and incorporate these into Phase 3 of the Transformation Strategy for reporting to Council in September 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 Nov 2024- 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. Page 96
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100% Schedule Complete GREEN 65% Project Titles: Lead Schedule Start Date End Date % Complete 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 iv. The Council will review its forecasting process to ensure the most accurate projections. Dec 24 LP Complete 01/08/24 31/12/24 100% Issues, Risks, Changes (I/R/C) Hyperlink to document change of date July 2025: Out-turn for 2024/25 (reported June 2025) shows a significant decrease in slippage from previous years - 90% compared to 71% completion in 2023/24 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 July 2025: Forecasting of central contingency improved. Issue with loans charges forecast error and procedures updated to ensure this does not recur 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 July 2025: Completed 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 Progress Update Next Steps DELIVERY DATE: Dec 243.3 Financial Management Lead: Cex / DCE (EEF) / CFO PRIORITY 1 Page 97
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started 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 30/10/2025 31/10/26 30% ii. Investigate and develop potential single Moray Plan. DW AMBER 28/03/24 30/10/2025 31/10/26 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 30/10/2025 31/10/26 10% July 2025: No further progress has been possible 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 Nov 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 July 2025: No further progress has been possible. Amended date proposed to take account of resourcing and restructuring 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 July 2025: No further progress has been possible. Amended date proposed to take account of resourcing and restructuring 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. Nov 2024: 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: Resourcing challenges for community planning work will be considered as part of the planned review of council structures. Limited progress has been made meantime 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. 2024-25 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 98
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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. Nov 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 99
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 100% Lead: Schedule Complete DCE (EEF / ECOD) GREEN 100% 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 Complete 28/03/24 30/06/25 100% 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 Complete 28/03/24 30/06/25 100% iii. Engage key stakeholders (e.g. Community Engagement Group, Community Councils) on progress and feedback for PB approaches and local priorities. DW Complete 28/03/24 30/06/25 100% iv. Deliver specific traditional PB exercises for appropriate funding. RG LP Complete 28/03/24 30/06/25 100% 5. Working With Communities Issues, Risks, Changes (I/R/C) Hyperlink to document Summary: A number of actions in this section are now established as business as usual and an action plan has been prepared to provide an overview of planned progress to engage communities (agreed as operational deployment of resources to meet BV actions by CLT). These actions focus on specific areas of work and developing the online community to support that. 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. 2024-25 Conclusions: All actions in working with communities are now complete 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. July 2025: COMPLETED Dec 2024: Once 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) 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 July 2025: Ongoing work with services to ensure reporting of activity. Now established as business as usual and will continue as part of normal business. 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 July 2025:business as usual remove from action plan: Dec 2024: arrange meeting to discuss with budget managers following feedback from Heads of Service July 2025: Community engagement work continues as part of the Council's approach to ensuring local needs and user perspectives are built into service design and change. 2 public meetings have been held for learning estate, library user groups are established and meeting and leisure user groups are being instigated. The procurement of the online engagement tool is completed and implementation work is well advanced with launch planned over the summer. A plan has been developed to take forward engagement work making use of the too. COMPLETED 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) Nov 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. July 2025 -Development work concluded, now business as usual and so remove from action plan per report to Corporate Committee 10 June 2025 which identified this as continuing work Report back to council on public engagement (Jan) Continue development of sourcing online tool (once budget secured) July 2025: Discussion held with Community Engagement Group to reflect on the findings from the CPB self-assessment undertaken with the Improvement Service and consider how best to go forward taking account of the recent experience and report on community engagement within the CPB. It was noted that there had been significant change in working practices over the years and that there had been less value in the CEG as a result. PB is working well for appropriate funds. This was identified as a continuing area of work in the report to Corporate Committee on 10 June and has development work has concluded this action will now be removed from the plan. 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. July 2025 -Development work concluded, now business as usual and so remove from action plan per report to Corporate Committee 10 June 2025 which identified this as continuing work 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 100
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v. Develop approaches to wider PB i.e. participatory democracy. DW Complete 01/08/24 30/06/25 100% resourcing is a risk to the progress that can be made in this developmental work July 2025: Plan has been prepared to take forward engagement maximising the use of the new online engagement tool. This will support the Council's approach to mainstreaming PB and ensuring participatory democracy. Engagement work continues on key projects and service changes and the online platform will also add to this. Development work completed 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 Nov 2024: 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 July 2025 -Development work concluded, now business as usual and so remove from action plan per report to Corporate Committee 10 June 2025 which identified this as continuing work 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 101
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 50% Schedule Complete GREEN 50% Project Titles: Lead Schedule Start Date End Date % Complete Identify any gaps that require consideration and action. RG GREEN 28/03/24 31.12.25 50% Climate Change Overview - CPB 03/12/2024 (item 2) Climate Change Strategy / updated Routemap to Net Zero - FC 4/12/2024 (item 15) 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. July 25: Good progress is being made on delivery of the actions. 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. 6. Sustainable Development DELIVERY DATE: Sep 246.1 Sustainable Development PRIORITY 3Lead: DCE (EEF) Progress Update Next Steps July 2025: An initial meeting of the MEP Sub Group covering this activity has been held. Later actions are progressing in line with deadlines in Action Plan. 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. Nov 2024: Action Plan created and part of Statement; will address current gaps pending wider review as part of Climate Strategy review. July 2025: Work planning in MEP sub group to begin in August meeting. Work on the Climate Change Strategy update incorporating sustainable development is progressing with a report to council in September. The area wide Climate Change Strategy work will build on the Moray Climate Action Network Annual Conference being held at the start of October. 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. Socialise Statement and proposed actions with officers and members for review; programme future action on Climate Strategy and any resultant changes. Issues, Risks, Changes (I/R/C) Page 102
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Report Date August 2025 (Corporate Committee 10/06/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete Complete 100% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete 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 DELIVERY DATE: Normal business Page 103
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education Communities and Organisational Development) Report No: DCE(ECOD) 008/25 Author: Denise Whitworth Contact Email: denise.whitworth@moray.gov.uk Subject: Best Value Audit: Transformation Thematic Review 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the outcomes from the Best Value Transformation Thematic review and invite consideration of the findings and actions to respond to them. 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 The outcomes from the Best Value Transformation thematic review carried out by Grant Thornton, the Council’s external auditor, is reported to Committee for review and consideration. The outcome report is attached at Appendix 1 2.2 There are actions set out within the council response in the appendix to the review to develop work to respond to the recommendations identified and the Committee is invited to consider the key messages and highlight any points to be taken into account in the development and progress of the relevant actions. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee review and consider the findings of the Best Value Transformation Thematic Review and highlight any points to be taken into account in the development of the relevant actions. Denise Whitworth Depute Chief Executive (Education Communities and Organisational Development) Item 9. Page 105
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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 below. The Council has an agreed Best Value Action Plan that addresses each of these themes set out below and draws together actions to address improvement identified by external auditors and through a council wide self-assessment, recently updated in June 2025. i) Vision and leadership ii) Governance and accountability iii) Effective use of resources iv) Partnerships and collaborative working v) Working with communities vi) Sustainability vii) Fairness and equality 4.3 In 2023 a new thematic element was added to the Best Value audit regime. As part of the annual Best Value audit requirements, in addition to well established financial auditing and a cycle of best value auditing a sample of 32 councils, each year the Accounts Commission now also directs local government external auditors across Scotland to report on how local government is responding in relation to a particular theme. This is referred to as a thematic review and the same theme is applied across all 32 councils in a single year. For 2023 the theme was Leadership, for 2024 the theme was Workforce Innovation and for 2025 it is Transformation. The theme for 2026 has not yet been confirmed. 4.4 The Transformation thematic review is to report on how the Council is redesigning and delivering more efficient services to achieve planned outcomes. The Audit was carried out through a self-assessment process where the council gave written responses to a set of questions from the external auditors Grant Thornton along with evidence documents. The audit captures the position up to the end of June 2025. 4.5 The findings recognise the progress the Council have made over the previous twelve months and that the Council have responded and delivered to the timeline of action in the Best Value Action Plan (BVAP). The report also notes that implementing the outcomes of the BVAP will take time and the Council must continue to deliver the table of actions they have developed. Looking ahead, it is found that the Council should ensure it continues to develop the Transformation Strategy, with a focus on identifying projects which will deliver financial sustainability in future years. Page 106
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5. PROPOSALS 5.1 It is proposed that the Committee review and scrutinise the outcome of the Transformation thematic review undertaken by the external auditors and consider the actions proposed to address these and highlight any further points to be taken into account in responding to the findings of the audit. 5.2 The overall findings of the thematic review recognise the progress that the Council is making on its Transformation Strategy and the maturing of arrangements to ensure that work progresses at pace and on target to provide the planned benefits. However, it also notes the need to maintain this over time and to ensure that transformation is effectively resourced. 5.3 There are a number of areas identified for development and actions are noted against these in Appendix 1 that sets out the full report and recommended actions: i) Reporting information: Recommendations 1 and 5 suggest including wider detail for each project in the reporting table showing progress on the Transformation Strategy to Committee (e.g. direction of travel against the RAG) and that learning from end of project reviews is consistently reported to Committee. The reporting changes will be made for the next reporting cycle and end of project reports submitted at the relevant time. Recommendation 2 emphasises the importance of links with the medium to long term financial strategy and this will be reinforced at the next reporting point in February 2026. ii) Annual Transformation review and report are recommended in Recommendations 3 and 4, including the Moray Growth Deal along with an annual review of projects. This has largely been in place with the last review of Transformation Strategy projects in August 2024 and the next review is planned for September 2025. Annual reporting processes will be aligned from 2026. iii) Capacity and Delivery: Recommendations 6 and 7 highlight the need to ensure that transformation projects are properly resourced and that governance is proportionate to the council’s capacity. Actions have been identified to respond to these. iv) Digital: Recommendation 8 recognises the value of digital in progressing transformation and the action notes that the Digital Strategy is being reported to this Committee. Digital is also included as a key element in Phase 3 of the Transformation Strategy that is due to be reported to the Council in September. 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 Page 107
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SUBJECT YES NO 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 Ensuring action to address the recommendations contained in the thematic review of transformation will assist the council in the delivery of the priorities in the corporate plan through contributing to the sustainability of council services for the future. 6.3 Policy and Legal None 6.4 Financial None One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Page 108
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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 progressing the actions to address the recommendations arising from the review as set out in Appendix 1. 6.6 Staffing None 6.7 Best Value and Transformation The issues in relation to best value and transformation are set out in the body of the report and the appendix. 6.8 Property None 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact None 6.11 Climate Change and Biodiversity Impacts None 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 109
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Transformation – How councils are redesigning and delivering more efficient services to achieve planned outcomes Best Value Thematic 2024/25 Moray Council 16 July 2025 Prepared for those Charged with Governance and the Controller of Audit Page 110
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Table of contents 2 01 Scope of the audit 3 02 Executive summary 5 03 Transformation strategy and priorities 6 04 Transformation oversight 12 05 Development and delivery of transformation plans 18 06 Impact of transformation activity 24 Appendices 29 A Improvement action plan 30 The contents of this report relate only to the matters which have come to our attention, which we believe need to be reported to you as part of our external audit process. It is not a comprehensive record of all the relevant matters, which may be subject to change, and in particular we cannot be held responsible to you for reporting all of the risks which may affect Moray Council or all weaknesses in your internal controls. This report has been prepared solely for your benefit and Audit Scotland (under the Audit Scotland Code of Audit Practice 2021). We do not accept any responsibility for any loss occasioned to any third part acting, or refraining from acting on the basis of the content of this report, as this report was not prepared for, nor intended for, any other purpose. Page 111
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|© 2025 Grant Thornton UK LLP Commercial in Confidence 01 Scope of the audit The 2023 Local Government Overview (LGO) notes that councils have never faced such a challenging situation. Service demands have increased after the Covid-19 pandemic and funding is forecast to reduce in real terms. Transformation, through greater collaboration with partners, will be key for councils to deliver more sustainable service models in challenging financial climates. This report sets out how the council is redesigning and delivering more efficient services to achieve planned outcomes. The Accounts Commission’s Strategy (2021- 2026) sets out its priorities to focus on inequalities, funding, communities and recovery. The Code of Audit Practice sets out the Best Value work required to report on these priorities. As part of their integrated wider scope annual audit work, appointed auditors use a risk- based approach to assess and report whether the audited body has made proper arrangements for securing Best Value and is complying with its community planning duties, including reporting progress against previous Best Value findings and recommendations. The Accounts Commission also requires the Controller of Audit to report to the Accounts Commission on each council or Integrated Joint Board at least once over the five-year audit appointment on the body’s performance on its Best Value duty. This enables the Accounts Commission to make findings for improvement where appropriate. The Accounts Commission reports nationally on thematic aspects of local government bodies’ approaches to, and performance in, meeting their Best Value and community planning duties. Local government appointed auditors report locally on any such Best Value thematic work prescribed by the Accounts Commission Code of Audit Practice 2020 – Best Value reporting requirements The Accounts Commission’s approach to Best Value involves reporting on individual local government bodies and thematically across the local government sector through performance reports. This is set out in the 2020 Code of Practice, issues by Audit Scotland: 3 Page 112
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|© 2025 Grant Thornton UK LLP Commercial in Confidence 01 Scope of the audit - continued This report covers the thematic aspect of the Best Value audit requirements. The Accounts Commission has directed auditors to report on how councils are responding to local government budgetary challenges through service transformation and innovation. In producing this report, we have considered the following questions posed by the Audit Scotland guidance: • To what extent does the council have clear plans for transformation that link to its priorities and support long-term financial sustainability? • To what extent do the council’s programme management arrangements facilitate effective oversight of its transformation plans? • To what extent are communities and partners involved in the development and delivery of the council’s plans for transformation? • To what extent has the council considered the impact of its transformation activity, including on vulnerable or protected groups? An improvement plan is included at Appendix A of this report. This sets out our audit recommendations in key areas, and the council’s planned response including responsible offices and dates for implementation. The coverage of the work is in line with the expectations for council’s arrangements for the seven Best Value themes in the Local Government in Scotland Act 2023, Best Value Statutory Guidance 2020. We would like to thank the Senior Management Team for their engagement in the Best Value Thematic process and for the detailed supporting evidence provided to the audit team to assist us forming our conclusions, in line with the agreed timescales. This report is presented to the Council in August 2025. Any significant progress to the recommendations made in this report will be included within the Annual Audit Report which is scheduled to be presented to the Council on 24 September 2025. 4 Page 113
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|© 2025 Grant Thornton UK LLP Commercial in Confidence 02 Executive summary 5 Question Conclusion To what extent does the council have clear plans for transformation that link to its priorities and support long-term financial sustainability? The Council have developed a Transformation Strategy during 2024/25 which links to its priorities, set out in the Corporate Plan. The Transformation Strategy and Corporate Plan were only approved in April 2024 and work is ongoing to implement and embed these strategies. A balanced budget has been set for 2025/26 without any proposals for use of reserves and a short-term savings plan is in place, with the majority of savings identified. To what extent do the council’s programme management arrangements facilitate effective oversight of its transformation plans? The Council has appropriate arrangements in place to provide oversight over the Transformation Strategy however enhancements could be made to progress reporting to members. Several transformation projects are behind schedule and the Council need to review projects regularly to confirm whether timescales remain achievable and the impact this may have on future savings. To what extent are communities and partners involved in the development and delivery of the council’s plans for transformation? The Council engages well with its local communities and uses community engagement as a mechanism to shape and transform service delivery. Community engagement is used to good effect in the Council’s service delivery decisions. The Council has a number of formal partnerships which are working well and providing benefits. To what extent has the council considered the impact of its transformation activity, including on vulnerable or protected groups? Detailed Integrated Impact Assessments are completed for each transformation project to mitigate against any unintended consequences of change. The Council are undertaking a review of the governance processes in place and must ensure these are appropriate with a balanced focus on planning and delivery. Work on the Digital Strategy is at an early stage but must align with the Transformation Strategy for both strategies to be successful. We have raised a number of recommendations for improvement. These are in Appendix 1 of this report. Page 114
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation strategy and priorities The council needs to ensure it can deliver sustainable services now and in the future, and difficult decisions will need to be made to achieve this. The Accounts Commission’s Local government budgets 2024/25 briefing noted that councils’ cumulative funding gap between 2025/26 and 2026/27 is £780 million. This means that, cumulatively, councils need to identify and deliver recurring measures such as savings or increased income of five per cent of their overall revenue budget to be financially sustainable in the short term. In the 2025/26 Revenue Budget, the Council confirmed that efficiency savings of £10.905 million are required over the next three years to achieve financial balance. The Council also prepare a Medium to Longer Term Financial Strategy (MTLFS) and mid-range projections show a total budget gap of £41.365 million over the 10-year period to 2034/35. The Council implemented an Improvement and Modernisation Programme (IMP) that commenced in 2018. Delivery of the IMP was impacted by the response to the Covid-19 pandemic. During this period, the Council were able to implement some of the IMP projects including a review and expansion of flexible working, enhanced delivery of online services and approval of funding for review of Additional Support Needs. Following the pandemic response, the IMP programme was restarted in May 2021 and was expanded to include investment projects for service improvement, which included significant investment in Education as a Moray Council priority. The Council had other transformational projects ongoing alongside the IMP including the Moray Growth Deal, Climate Change project and NESS Energy from Waste plant. In previous years, our commentary in wider scope work has reported that the Council need to increase the pace of change. Pace of change was also a key finding in the Best Value Assurance Report (BVAR) presented to the Council in March 2024. The Controller of Audit identified that major transformation was needed to close the funding gap and that the IMP was unlikely to deliver the scale of transformation required. The Council have been operating transformation projects since 2018, however the majority of these have been smaller scale projects. The scale of transformation required will increase in future and the Council need to ensure that plans reflect a level of ambition and pace which will drive change in service delivery. In previous years, whilst the Council delivered a balanced budget, this was in part through the use of reserves. This was not sustainable in the longer term. In April 2024, the Council approved a new Transformation Strategy (replacing the IMP). The Transformation Strategy aims to take forward a continued focus on delivering transformation projects already in progress and accelerate and expand where there is opportunity to develop new areas of work to support the council’s financial sustainability. In developing the Transformation Strategy, the Council have recognised the importance that a new focus is given to pace, progress and innovation. 7 To what extent does the council have clear plans for transformation that link to its priorities and support long-term financial sustainability? The Council have developed a Transformation Strategy during 2024/25 which links to its priorities, set out in the Corporate Plan. The Transformation Strategy and Corporate Plan were only approved in April 2024 and work is ongoing to implement and embed these strategies. A balanced budget has been set for 2025/26 without any proposals for use of reserves and a short-term savings plan is in place, with the majority of savings identified. Page 116
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation strategy and priorities (2) The Transformation Strategy is made up of a programme of projects. The ongoing development of the Strategy has meant further transformation projects have been identified during 2024/25 and included within the overall programme. The Council see transformation as “live” with the objective to deliver change on an ongoing basis. The Transformation Strategy is being developed over several phases, with the Council aiming to deliver current projects whilst also identifying new opportunities for transformation. Each project identified for inclusion in the Transformation Strategy is defined through a project mandate moving to a business case where benefits, budgets and resources are set out. The phases of the Transformation Strategy are as follows: The timeline does present a challenge for the Council and there will need to be enhanced focus to ensure that year on year savings are delivered at an appropriate pace which will enable the Council to be sustainable each year. The Council are currently at Phase 2 of the planned development of the Transformation Strategy (as set out when the Strategy was approved in April 2024). Since April 2024, there has been further reporting to the Corporate Committee in August 2024 and November 2024 which identified new projects for inclusion in the Strategy. Phase 3 is the next planned phase of development. This is where the Council will identify the future Council programme, looking at different ways to deliver services in future years, with a view to making the Council sustainable in the long term. This is in development and began with a workshop with senior officers and members in March 2025. We recognise the progress the Council have made over the previous twelve months and it is clear they have responded and delivered to the timeline of action in the Best Value Action Plan (BVAP). We understand that implementing the outcomes of the BVAP will take time and the Council must continue to deliver the table of actions they have developed. Looking ahead, the Council should ensure it continues to develop the Transformation Strategy, with a focus on identifying projects which will deliver financial sustainability in future years. Progress updates on the Transformation Strategy are provided to the Corporate Committee. The reports to committee reference each project, provide an update on progress since the last report and outline next steps. The reporting to committee could be improved by; clearly identifying how each project links to the Corporate priorities of the Council; providing additional information relating to the quantified costs and projected benefits of each project and providing context in relation to the direction of travel of each project. This would allow elected members to provide a higher level of scrutiny. Further detail can be found in section 4 of this report. See Recommendation 1. 8 Phase Timeline Description Phase 1 April 2024 – September 2024 Refresh and refocus - an interim position based on a continued delivery of existing transformation projects with financial benefits. Phase 2 October 2024 – March 2025 Continue to develop the programme of work, build on experience and seek external review and challenge Phase 3 April 2025 – March 2026 Identifying approaches to transformation to be considered for the Future Council Phase 4 April 2026 – March 2029 Assuring Delivery with a keen focus on the core benefits of each project Phase 5 April 2029 – March 2032 Continued Sustainability recognising likely increasing demand and reducing resources Page 117
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation strategy and priorities (3) The Transformation Strategy is aligned to the Council’s corporate, financial and best value plans. In the Transformation Strategy, reference is made to the budget position and the contribution that transformation must make in enabling the Council to balance the budget over the medium term. The Corporate Plan was refreshed and approved by Council in April 2024 and is closely interlinked with the Transformation Strategy. There are quarterly monitoring reports presented to Council on the outcomes of the Transformation Strategy, and thus the movement towards the vision set out in the Corporate Plan. The Medium to Longer Term Financial Strategy (MTLFS) (2025/26 – 2034/35) references transformation and innovation as a key priority and there is a dedicated section to the Transformation Strategy within the MTLFS. There is recognition that the Transformation Strategy is progressing through stages in its development, with the overriding aim that progress on current projects and identification of new concepts will result in the continued sustainability of the Council across the life of the MTLFS. When identifying potential projects for inclusion in the Transformation Strategy, the Council create individual project plans. The project plan contains detail on all tasks that a service will need to complete to deliver a project and includes milestones for delivery, key dates and expected stages of completion. The project plan used by the Council is consistent across services which ensures there is a level of consistency. There has been a corporate steer on reporting to ensure that all services are reporting consistently to allow for clear and easy reporting on a council wide basis. This approach is now well established and ensures the Extended Corporate Management Team (ECMT) are able to identify how projects are progressing through to delivery. In recent years, the Council have utilised reserves balances to balance the budget. The Council have recognised that this was not a sustainable approach. Our previous audit reporting and recommendations have noted this issue, as the continued use of reserves to balance the budget would result in significant financial sustainability issues in the short to medium term. The table below sets out the intended and actual use of reserves by the Council in recent years. *This was the forecast amount as at 31 December 2024. 9 Budgeted use of reserves £m Actual use of reserves £m Under / (Over) use against budget £m 2017/18 7.611 4.615 2.996 2018/19 4.720 3.787 0.993 2019/20 2.094 - 2.094 2020/21 2.348 - 2.348 2021/22 0.010 (5.838) (5.848) 2022/23 13.881 1.562 12.309 2023/24 15.423 14.211 1.212 2024/25 10.225 6.477m* 3.748* Page 118
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation strategy and priorities (4) The 2025/26 revenue budget was approved by Full Council in February 2025. As outlined previously, due to over reliance on use of existing reserves balances and the slower pace of change, 2025/26 was the first time in several years the Council presented a balanced budget without the planned use of any reserves. To achieve financial balance, efficiency savings totalling £10.9 million are required over the next three years (2025/26 – 2027/28). The Council have approved £7.9 million of savings for 2025/26 and £1.0 million for financial years 2026/27 and 2027/28. The Council aim to identify the remaining savings during 2025. The vast majority (98%) of the agreed savings are recurring in nature. The Council approved a Short to Medium Term Financial Strategy (2024/25 – 2026/27) in June 2024. One of the main priorities of this strategy was to remove the reliance on using reserves to balance the budget. The strategy has been successful and there is no planned use of reserves in the short to medium term. The MTLFS shows the level of challenge the Council is likely to face in the longer term. The MTLFS is based on optimistic, average and pessimistic assumptions and the budget gap could range from a budget surplus of £28.6 million to a budget deficit of £107.5 million. The mid range projections show a total budget gap of £41.4 million over the 10-year period to 2034/35 and the Council need to identify new approaches to manage this gap over the longer term. Looking ahead into future years, the Council must ensure that the Transformation Strategy is the key driver for addressing identified budget gaps over the longer term. The Council should not revert to the use of reserves as the method of balancing the budget. See Recommendation 2. In addition to the Corporate Transformation programme set out above, the Council has other pieces of major transformation work that run as programmes in their own right: • Moray Growth Deal – a programme of 8 projects • Energy from Waste project (partnership project) The progress of these projects is monitored through separate project governance arrangements, including programme boards and reported to committee for regular oversight. The Energy from Waste facility is now fully operational and considered business as usual. There were a number of transformational projects ongoing outwith the regular reporting cycle for the Transformation Strategy, although this has now resolved to all projects being contained within the two major programmes of work: Moray Growth Deal and Transformation. For assurance purposes, the Council should review its overall reporting on transformation and produce an annual report which brings all projects the Council consider as transformational into one document to members. See recommendation 3. 10 Page 119
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation strategy and priorities (5) The Council has calculated that it has generated savings of £58 million over the past 14 years. The Council recognise that building on the work to date will enable them to look ambitiously at the medium to long term position. Stage 3 of the Transformation Strategy will focus on the identification or projects that will help transform the future Council. A key element of the MTLFS is to review the Council’s asset base. There are multiple projects considering the asset base included in the Transformation Strategy and the focus of the review is to reduce costs by reducing the asset base. The Council have already disposed of offices and depots and there are plans in place to dispose of more assets. The review is focusing on the assets the Council requires for the medium to long term and how they can best be used, with the aim of securing a sustainable long term asset base with an affordable maintenance plan. Work has already commenced, and the smarter working project has reduced the office base and seen the closure of certain schools. The learning estate programme will report later in 2025 on the proposals for the longer-term future of schools. The Council recognises that the review of assets is complex. A programme of engagement has begun with senior officers and members, and consideration is ongoing on how best to engage with communities in the autumn. Engagement is seen as a key stage in this work, as there are strongly held views on council assets and heighted challenge of managing community expectations. The Council’s Smarter Working project is one example where the Council have generated capital receipts, through the sale of unoccupied properties and buildings. Across the phases of Smarter Working, including the proposed Phase 3, the minimum anticipated capital receipts generated by year end are: • 2024/25 - £0.075 million • 2025/26 - £0.110 million • 2026/27 - £0.300 million The project has also delivered a small level of savings, approximately £0.075 million to date. However, the project has had other benefits, including enabling modern ways of working to support recruitment in social care posts which aligns to the Council’s priorities on tackling poverty and inequality. As part of the IMP, the Council agreed in December 2018 to set aside a specific reserve for transformation projects, with the balance was built up from 2018/19 onwards. Following investment in recent years across a range of projects, the reserves balance to support transformation currently sits at £5.4 million. Typically, investment is focussed on achieving recurring savings, but all projects are considered on their merits in terms of the return on investment generated in cashable and non-cashable benefits. As such, investment in a non-recurring revenue saving or avoided future spend would be considered where the return merited this. The Council recognises the need to ensure that its workforce matches the transformation agenda. The Council intend to make changes to employment terms and conditions in future years to ensure service delivery remains affordable and sustainable. The Council will review its approach for modernising conditions of service and working practices, considering the advantages and challenges and how best to manage these into the future. A report was considered by the Corporate Committee in April 2025 to agree, in principle, the way ahead for consultation and negotiation with the trade unions. 11 Page 120
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation oversight It is essential that the council has good programme management arrangements in place to ensure it is making sufficient progress against its transformation plans. It is important that the council has the structures and the staffing resource in place to deliver its transformation ambitions. In addition, the council must ensure that both senior officers and elected members have appropriate oversight of progress. The Council’s project governance is set out in the Project Management Governance Policy. Project Boards support individual projects and Programme Boards are in place for programmes of projects. The main Programme Boards, which were originally implemented in February 2018, were: • Transform Council • Transform Learning • Transform Economy With a view to improving strategic oversight, the Council took the decision to amalgamate these three Boards into one Board, known as the Transform Programme Board, as of January 2025. There has been no member involvement in any of Transformation Boards since their inception. The Council also have separate programme Boards for the Moray Growth Deal and for the Learning Estate, with both reporting to the Transform Programme Board. The Council employ a full time Project Management Officer (PMO) who supports the monitoring of projects undertaken through the Transform Programme Board. This officer also provides support and advice on project methodology and approaches where required. There is recognition that the PMO support requires to be consolidated. This has begun through phase 1 of the Corporate Management Restructuring and will be further progressed through Phase 2 due to commence shortly. Project resources are the employees within each service, who help to deliver and support specific projects and programmes of work. The Council believe that service-based resourcing ensures service ownership and drive for change. It also provides services with change experience and therefore learning is embedded within services. Work has commenced to take stock of the project resources that are located within services and how these individuals can be used to help to help drive transformation projects across the Council. The Extended Corporate Management Team (ECMT) operates as a corporate project gateway and has oversight of progress and development of the Transformation Strategy. Quarterly reports are provided to the Corporate Committee for formal reporting, which provide an update of progress on the specific project areas. Progress towards the achievement of each transformation project is reported on a RAG basis, with reasoning provided in the covering report for projects not assessed as green (on schedule). Each project is assessed against three main objectives; if the project is on schedule, if the project is on budget and whether it is meeting specified objectives. This is reflected on the report using the RAG rating. 13 To what extent do the council’s programme management arrangements facilitate effective oversight of its transformation plans? The Council has appropriate arrangements in place to provide oversight over the Transformation Strategy however enhancements could be made to progress reporting to members. Several transformation projects are behind schedule and the Council need to review projects regularly to confirm whether timescales remain achievable and the impact this may have on future savings. Page 122
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation oversight (2) We noted that these reports do not contain benchmarks on what differentiates a project between green, amber or red. These would be valuable additions to the monitoring report to identify the reasoning behind the project’s RAG assessment. See Recommendation 1. As outlined previously, the monitoring reports presented to Committee could be improved by clearly identifying how each project links to the Corporate priorities of the Council. This is visible in the main Transformation Strategy (latest update presented in August 2024) however this information is not included in the monitoring reports. Furthermore, the Council could provide additional information relating to the quantified costs and projected benefits of each project which would allow for greater scrutiny. We noted that the financial implications of projects is available in the body of the accompanying covering report however this detail is not included in the project update appendix. In its current format, whilst the monitoring reports provide a status update on a RAG basis, it does not provide any context in relation to the direction of travel of each project (e.g. has a project moved from green to amber in the previous quarter). Adding the recommended information to the monitoring reports will provide members with fuller detail and the ability to provide greater scrutiny over the projects within the Transformation Strategy. See Recommendation 1. The most recent monitoring report was presented to the Corporate Committee in January 2025. Of the nine projects included in the report, five were behind schedule (rated as amber/red) and two projects were not meeting budget expectations (amber). One project was rated as amber based on delivery against objectives. The table below shows the status of projects included in the Transformation Strategy based on their progress against expected project schedule. The table shows a snapshot of progress to date against schedule and provides detail on how successful the Council’s delivery of transformation projects has been to date: 14 Project Apr 2024 Aug 2024 Nov 2024 Jan 2025 Education HQ Business Schools for the Future: Learning estate review Raising Attainment: Well-being ASN Business Support for Schools (Schools Business Admin) Raising Attainment: Curriculum Breadth - Digital Inclusion Smarter Working Depot Review Service Efficiency - LEAN review Building Information Modelling Page 123
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation oversight (3) The covering reports presented alongside the Transformation Strategy updates provide details on the reasoning behind delays, and the Transformation Strategy includes a section where the Council provide progress updates. There are several projects which are now behind schedule, mainly due to issues of resourcing. Two projects have been assessed as behind schedule (red rating) in each monitoring report to date. Details on the reason for the delay are outlined below: • Business Support for Schools (Schools Business Admin) – The Council are recruiting a project officer to support delivery of the project but to date have not identified a suitable candidate • Service Efficiency (LEAN review) – The project has been placed on hold The Council need to consider whether the initial timetable for all projects assessed as behind schedule are still attainable. See recommendation 4. Elected members are involved in the development of the Transformation Strategy. This is primarily done through workshops and working groups. For example, the Additional Support Needs (ASN) Working Group and the Learning Estate Rationalisation Working Group have significant involvement from elected members. The Council understands the risks associated with ensuring there is sufficient staffing capacity for transformation work and has considered options to mitigate this. The Council allocate specific project resources to support transformation work, and these individuals have responsibility for ensuring that work progresses in a timely manner. The programme management office role is currently supported from a small central permanent resource and is otherwise provided within the services leading the programme of work using either transformation or other specific funding. There are challenges in releasing service experts from small teams to support change work and solutions are currently considered on a case-by-case basis. The ECMT are also exploring opportunities for improved coordination of project resources to assist the implementation of projects. The Council recognise that the next step in the development of the Transformation Strategy will require strong corporate oversight and leadership to meet the Council’s ambitions. In the past twelve months, there has been significant changes in the leadership structure at the Council including: • John Mundell was in post as the Interim Chief Executive since April 2024. Karen Greaves has been appointed as the new Chief Executive and began her role in March 2025 with a short handover period. • Jim Lyon was appointed as the Chief Social Worker in May 2024 on an interim basis and no permanent replacement has yet to be appointed. • Judith Proctor was appointed as the Chief Officer of the Moray Integration Joint Board on an interim basis in July 2024 and was made permanent in November 2024. The Council have undertaken a review of the corporate management structure with a view to adding capacity to key areas, which will assist in delivering the Council’s priorities and ensuring a sustainable financial position. This was considered as part of the management structure review that reported in April 2025. The next part of this process will involve a review of the middle management structure which is schedule to take place later in 2025. We plan to review the changes made to the management structure as part of our wider scope work and our findings will be reported in the Annual Audit Report. 15 Page 124
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation oversight (4) The Council recognises that its approach to project planning and monitoring is maturing. The Council continues to reach out to other local authorities who are further progressed in their transformation planning to further understand and develop the approach to transforming services. Examples include the Additional Support Needs review which involved visits to other local authorities as well as recent work in June 2025 which explored how other local authorities complete service reviews. The council will continue to seek opportunities for learning from other local authorities and to work with partners as transformation work develops. This will provide the Council with further support and provide alternative ideas and methods for the future of service delivery. The Council have implemented project plans which enables tracking of progress and identifies key milestones to be delivered throughout the delivery of transformational projects. This enables scrutiny of activity and challenge where projects may be behind schedule. However, there are a small number of projects underway where tracking is less formal and based on written narrative updates from the Senior Responsible Officer (SRO). The Council are aware of some anomalies in reporting and are eliminating them. When a project included in the Transformation Strategy is nearing completion, the Council prepare an End of Project Report. This report provides full detail on the outcome of the project including; benefits achieved to date, benefits not realised, significant risks and issues outstanding, budget performance of the project, lessons learned and follow up actions. These reports are comprehensive and provide a good level of context on the outcome of a project, including whether the project has achieved predicted financial or service delivery benefits. It would be good practice for the Council to report the high level outcomes of a projects to members. See recommendation 5. The Council provide regular reports to the ECMT on transformation projects. This includes reporting each quarter of progress on the transformation projects which enables oversight and scrutiny of the programme of work. Reporting to ECMT is split across the three main areas referenced in the Transformation Strategy; Transform Learning, Transform Council and Transform Economy. The reporting to ECMT is in two parts, the first being a Programme Board Report which provides a summary of progress and an overall assessment of progress to date on a RAG basis. There is also a supporting programme dashboard which provides an update on schedule, budget, scope, risks and any issues. The reporting has similarities to the information provided to members but does contain more detailed information relating to timeframes and budget implications. It would be good practice to ensure that this information is also made available to members, but not formally reported. See recommendation 1. Business cases are also reported to ECMT as the Project Gateway board. This gives awareness across the Council and ensures that cross cutting issues and calls on support services can be managed. The Council’s Asset Management group also reviews the case for capital based projects and provides advice through the Chief Financial Officer to the ECMT. Representatives of the ECMT also chair or sit on programme boards, including the Council Transformation Board. 16 Page 125
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Transformation oversight (5) The scale of transformation required at the Council is unprecedented. Members have an important role in overseeing the delivery of the overall approach to transformation and the Council must ensure members are offered appropriate support which enables them to perform their role effectively. Elected members were fully involved in a Transformation Workshop on 18 March 2025. This was full-day, interactive session held with Members and Officers to influence and steer the overall future direction of transformational activities at the Council. The purpose of the session was to develop the overall vision and aims for transformation with elected members. The focus of the discussion was through three drivers for change: a) Community focussed transformation: service re-design to meet the needs of communities and individuals; address changing demand; use technology effectively and identify how new solutions and approaches can be developed b) Place-based: changing the use of assets across Moray, accessibility for rural areas and linking to locality plans with services aligned to local needs c) Efficient internal working: ensuring effective processes, practices, digital solutions, customer focus and performance standards The workshop featured four key activities which is reflected in the following table: The Council are looking to take forward recommendations agreed at the meeting which included: • Identifying themes and areas for further discovery work to develop projects. • Identifying senior leads or service managers/officers to champion each of the three transformation pillars • Consideration of culture and ethos as part of the management review. 17 Activity Description of Activity Transformation mapping Identifying positive/negative transformation projects that the Moray Council have undertaken to date Transformation project evaluation Reviewing success/failures of previous transformation projects Future council Looking at future of the council, what residents need from services and identification of ‘BIG change’ ideas Call for action Commitment by participants stating what they will do drive forward change at pace. Page 126
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Development and delivery of transformation plans The Best Value in Scotland report noted that councils must now rethink how they work together, and with local partners and communities, to provide financially sustainable services. Few councils provide services jointly or share support services across different councils to a great extent. The Council agreed its approach to community engagement as part of its financial planning in September 2024. There is a structured approach to community engagement which begins with providing sufficient information to enable open engagement and consideration of options for future service delivery. A mix of online and in person opportunities are provided to ensure that engagement work is fully accessible. The Council recognises the valuable impact that can be achieved by working effectively with its communities. As part of the ongoing corporate engagement with communities, plans are being developed to engage the community in shaping the future of the Council and its services. Activities will aim to stimulate and sustain community engagement in Council transformation, ensuring the community has a voice in decision making. Feedback will be collected through an online community that will be established. This project is in its development phase and is a future aspiration of the Council. Examples of recent community engagement activity include: • Learning Estate – full data and relevant information on each associated schools’ group was made available online and presented at in person sessions. Following this, the Council asked for a survey to be completed either • online or on paper. The results of these surveys were then used as part of a follow up workshop on the future design of the learning estate for each area. • Leisure and Libraries – information was provided to the community as part of the budget consultation. Evidence gathering was carried out using various forums including; online and at open public drop-in sessions; online (and paper) surveys; and workshops held with the public on future service design to achieve financial sustainability. The outcomes from the consultation processes were considered and influenced the decisions in the preparation of the future strategic direction and design of services of the Council and were presented to full Council for approval. The third stage of engagement process is public consultation on specific proposals. This took place in November 2024 for Libraries and the outcome was reported to the full Council in February 2025. . Following the Council decision in February, Library User groups have been established for all libraries and elected members have also attended these meetings. These groups are currently considering the structure of opening hours for each facility to suit community needs. The Council worked closely with its communities when developing the Corporate Plan. The Council recognise the importance of communities having a voice in shaping future service delivery and intend to continue of engagement to identify better outcomes that fit the needs of the Community into the future. The feedback gathered from engagement will feed into the Transformation Strategy and the Council’s overall approach to transforming service. 19 To what extent are communities and partners involved in the development and delivery of the council’s plans for transformation? The Council engages well with its local communities and uses community engagement as a mechanism to shape and transform service delivery. Community engagement is used to good effect in the Council’s service delivery decisions. The Council has a number of formal partnerships which are working well and providing benefits. Page 128
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Development and delivery of transformation plans (2) 20 Below are details of two transformation projects identified by the Council. The Council had a clear vision to develop a flexible, demand responsive bus service that was easy to use and allowed for real time journey bookings. From initially using school and social care transport when it was not in its primary use, and customers could book transport through a telephone booking system, the Council have developed m.connect. m.connect provides: • demand responsive and timetabled bus services, operated by the Council, but linking in to the wider commercial bus network • App based booking platform, in addition to telephone bookings, for demand responsive journeys • Introduction of fully electric buses in a range of sizes, meeting accessibility requirements. m.connect is a 10-year project, expected to run until 2032 with the intention that the service is embedded into business as usual for the Council at that point. The Council worked with HITRANS (Highlands and Islands Regional Transport Partnership) and HIE (Highlands and Islands Enterprise) to develop an outline business case in 2021 and a full business case in 2023. Capital funding of £4.3m was provided by the Scottish Government as part of the Moray Growth Deal. DWP have also partnered with the Council on initiatives to provide pathways to employment – either through bus services that provide access to interviews / employment, or driver recruitment. A partnership with NHS Grampian is likely to be considered in phase 2. Community engagement and feedback has been key to the m.connect service introduction and ongoing development. Community engagement workshops were initially held to establish need and inform solutions, so the Council knew they were delivering a service that was wanted. Now in operation, customer feedback is recognised as being essential to grow and improve the service offered. Recent feedback on community access to medical appointments has led to the establishment of a new timetabled route connecting coastal villages to a new medical practice. The project was not targeted as a cost saving, but to improve and transform public transport service provision in rural areas with low population density and relatively high transport poverty. A benefits realisation plan is in place to measure the impacts of m.connect which is reported regularly. There is regular monitoring of the demographic using the service, how and when bookings are made, to help the service plan and anticipate demand. Journeys made with the service have increased from 45,881 in year 1, to 74,938 in year 3. The success of the first phase of the project has led to the purchase of additional buses as spare capacity from school and social care transport is no longer sufficient. The Council has noted the following aspects of transformation from the review: • Innovation in providing public services that embraces new technologies • Enhanced service provision for residents in a cost-effective manner • Reduction in transport poverty in rural areas through existing service provision Case Study – Bus Revolution Council Priority – Building a stronger, greener, vibrant economy Moray Growth Deal delivery Page 129
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Development and delivery of transformation plans (3) 21 In 2019, a review of the Additional Support Needs (ASN) requirements in Moray’s schools began. This was against a backdrop of increasing demand leading to an unsustainable and growing call on the budget and evidence that the Council was not meeting the needs of children and young people. The review sought to look at how the Council could effectively meet the needs of all children and young people with ASN in schools, early years settings and other council educational settings. The review, reinvigorated in 2023 has been implemented during the 2023/24 and 2024/25 financial years, a delay in initially proposed timescales due to the Covid pandemic. Moray Council engaged with Renfrewshire Council to review and understand their ASN provision and with the Northern Alliance and the Association of Directors of Education Scotland (ADES). The Council also sought advice from Education Scotland, who worked with the Council for over a year as a ‘critical friend’ supporting the transformation of ASN funding and provision. While partners worked with the council to develop a plan for change, delivery was all at the hands of the Council. The Council engaged with the ASN parent/carer action group to understand concerns and compliments. The engagement included meetings with the Chair and Vice Chair of the Education Committee and the Interim Chief Executive. A clear plan, timescale and governance of the review was set out in 2019. This was re-assessed in 2023 when the review was reinvigorated. This included a short-life Member-Officer working group and reporting the Transform Learning Board as well as the Education, Children’s and Leisure Service Committee. Prior to the review, funding for ASN was based on a paper exercise where schools were provided with funding per child. There had been no in-person visits to schools to evaluate the activities undertaken and whether need was being met through the funding provided. An in-person pilot exercise took place, assessing how schools were using ASN funding and tested a needs matrix that was developed by a team of moderators. The result of this was that a new approach to allocating ASN resource was introduced using a matrix and weighting based on the school. Going forwards, the Council will provide schools with their teacher allocation and a ‘pot’ of ASN funding for support staff – where the school will be able to choose how the funding is used depending on their local needs. The Council are currently looking into developing an ASN forecasting tool, akin to school roll forecasting to support future financial and provision planning. The Council has noted the following aspects of transformation from the review: • One service vision – ASN is no longer separate and there are now clear responsibilities and accountability to meet needs of learners • Changing narrative – moving away from 1:1 funding and funding per child entitlement to funding schools and settings so that effective spending decisions are made by the people directly involved • Maintaining budget through increased demand – ASN budget has not increased over the last two years despite increasing demand • Reduction in violent and aggressive incidents in schools. The Council has identified other projected benefits from the review, which will continue to be monitored and reported to Members in the coming years. Case Study – Additional Support Needs Review Council Priority – Tackle poverty and inequality Page 130
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Development and delivery of transformation plans (4) Other projects delivered in conjunction with partners and the community include: The Council undertook a significant community transfer of assets by supporting the development of community groups to take on village and town halls. This provided the basis for the transformation work that is ongoing for Elgin Town Hall whereby “Elgin Town Hall for the Community” – a charitable community run body – will continue to operate the facility as part of the Cultural Quarter project within Moray Growth Deal. Other projects ongoing which involve engagement with communities include: • Early Years Science, Technology, Engineering and Maths (STEM) – Wild Things. An environmental charity with a strong local base will be involved in delivering outdoor education as a core strand of activity for STEM development in early years. • In the Digital Health project within Moray Growth Deal, communities have participated in delivery of the project by taking part in “living labs”, where new technology is tested in a real-life rural environment. The Council recognises that across its priorities and objectives much can be achieved by working in partnership. There has been work carried out with the Community Planning Partnership over the last year to identify where there may be opportunities to increase impact through closer working. The Council plan to bring a report to the Community Planning Board (CPB) during 2025 to set out how joint resources could be used to enable the development of a more closely aligned partnership plan moving forward. This work is being supported by the Improvement Service, with the aim of implementing a single plan spanning the Moray CPB agencies. The Council acknowledges there are opportunities for the provision of shared services and has recently reviewed the arrangements that are in place. Investigations into other ways to identify new ways of working have commenced in relation to customer relationship management with Aberdeenshire Council. The Council has several areas of work in progress where there is joint resourcing or funding by partners. This ensures the Council can benefit from efficient use of resources across organisations as well as efficiencies in how projects can be delivered. An example is set out below: • The Council participate in an Energy from Waste Project (NESS) with Aberdeen City and Aberdeenshire Councils. The project has helped to achieve financial benefits as well as assisting the Council to meet its obligations in relation to landfill. Energy from Waste has been a jointly funded project from concept development in 2015 through to recent operational delivery. The funding has been governed using a bespoke Inter-Authority Agreement which sets out the agreed share of costs for each funding partner, based on the agreed proportionate use of the facility by each partner. Due to an issue between Energy-from-Waste (EFW) Ness Ltd and its operating sub-contractor, the Ness Energy from Waste Facility is currently closed. Discussions are ongoing to resolve the situation, with the NESS partners continuing to work collaboratively to manage waste disposal until normal service can be resumed. 22 Page 131
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Development and delivery of transformation plans (5) In conjunction with Aberdeen City Council, Argyll & Bute Council, Orkney Council and Shetland Council, the Council are participating in a collaborative procurement partnership to deliver the Learning Estate Investment Programme (LEIP) Phase 3 projects within the Northern Alliance. The overall cost of the five projects is £333m – and the collaboration aims to realise substantial financial, economic, technical innovation and social impact benefits for all partners. Associated partners also include Hub North Scotland, Scottish Futures Trust, Built Environment Smarter Transformation and Developing Young Workforce. The approach will allow shared knowledge and understanding of 21st century school building designs. Moray Council are central partners, working with other Local Authorities and in conjunction with hub North Scotland to drive a number of outcomes through partnership working. The Strategic Territory Partnering Board (STPB), which is a regional coordinating structure that brings the Northern region Local Authorities, Health Boards, and Blue Light Agencies has created an alternative method of delivering infrastructure plans, and a coordinated funding proposal was successfully submitted to the Government in 2022. The five Local Authority partners agreed that an alternative programme strategy could support the delivery of the investment programme by: • Driving financial benefit through aggregated procurement; • Delivering resource efficiencies; and • Creating an environment for service transformation and shared learning. The LEIP is an outcomes-based funding model, with all listed Local Authority Partners responsible for the forward funding of specific projects within the North Schools Programme. Subject to criteria associated with asset performance, funding recovery is expected to be achieved over a 25-year operational phase. A number of success measures are in place to measure the impact of the project, including: • The new school will have sustainable and viable pupil rolls, which help with the delivery of the full breadth of Curriculum for Excellence • Developed and improved Digital Learning and Teaching, which contributes to the National Digital Learning and Teaching Strategy • Provide touchdown space for support services to facilitate integrated partnership working • Sharing of knowledge, best practices, and experience across Partners • Ability to share resources, both internal and external, across Partners to provide support where needed and to generate further efficiencies The governance structure is a joint leadership approach through the Northern Alliance and Local Government Partners, and there are dedicated Programme Boards in place for each project. Overall, there are effective joint funding arrangements in place between the council and partners for transformational projects. The Council have a good level of engagement with other local authorities in the north of Scotland and it is clear the Council are looking to identify further opportunities to deliver efficiencies through smarter working practices. 23 Page 132
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Impact of transformation activity It is important that the council has success measures in place to demonstrate the impact of its transformational activity on service quality; outcomes for people who use services, inequalities and/or savings. To ensure there are no unintended consequences of transformation projects, particularly for vulnerable groups, Integrated Impact Assessments (IIAs) are created by services at the inception of a project. Members of ECMT lead and prepare the IIAs for issues within their services. The IIAs capture equality, human and children’s right impacts, having moved from a more abbreviated style – an Equality Impact Assessment (EIA) – in December 2023. IIAs are prepared for all significant service changes where it is anticipated that there could be an impact on these areas. The IIAs are detailed and include: • information on the impact a project will have across service users • potential changes to service delivery • how changes would impact different categories of service users • staffing impacts of the change to services • details of consultation events held. The IIAs include a “protected characteristics” section which enables the Council to document their consideration of how a project will impact individuals with a protected characteristic (e.g. sex, race, disability etc) and the mitigations the Council will put in place to avoid issues arising. It is clear the Council understand the importance of IIAs and are utilising IIAs as an appropriate mechanism in selecting projects for inclusion in the wider Transformation Strategy. The IIAs are reported to ECMT alongside the business case. A further project the Council are delivering is the STEM Project. There has been significant engagement with parents, pupils, education staff, and the wider public as the project has sought to identify challenges, opportunities, and to obtain feedback on solutions proposed. Engagement methods have included; one on one and group consultations; facilitated focus groups and workshopping exercises; attendance at Associated Schools Group (ASG) and head teacher meetings; school and ELC classroom visits; public events and STEM taster sessions; career fairs; and feedback obtained from surveys and feedback forms. In preparation of the projects full business case, which includes an IIA: • 140 education staff had been consulted, including ELC practitioners, childminders, and primary and secondary teachers. • 353 children had been engaged, including responses from pupil surveys, classroom visits, Developing the Young Workforce (DYW) careers fairs, and STEM workshops. • 109 parents were consulted through public engagement events, STEM taster sessions and feedback from targeted surveys. 25 To what extent has the council considered the impact of its transformation activity, including on vulnerable or protected groups? Detailed Integrated Impact Assessments are completed for each transformation project to mitigate against any unintended consequences of change. The Council are undertaking a review of the governance processes in place and must ensure these are appropriate with a balanced focus on planning and delivery. Work on the Digital Strategy is at an early stage but must align with the Transformation Strategy for both strategies to be successful. Page 134
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Impact of transformation activity (2) The Council have several processes in place to measure the impact of transformation projects and ensure projects are producing the intended benefits to outcomes and service delivery. The project governance arrangements ensure that consideration is given to the benefit to be derived from projects from the outset. Success measures and benefits are defined and the progress against these are monitored and reported to the relevant Board. A high-level oversight is included in the quarterly reporting to ECMT and committee. As an example, for the Moray Growth Deal (MGD) there is a published annual report which evidences the progress of developing projects and how these are working towards the delivery of planned benefits. The MGD Project Management Officer (PMO) also uses a process of “in-life” project reviews to check whether projects are on track to deliver their intended benefits. A similar review has been completed for Council projects including the Bus Revolution Project and Housing Delivery Mix Project. There is also an established post project learning review process in place where the Council reflects on the experience of developing and delivering transformation projects to ensure learning is identified and applied to future work. These end of project reviews are reported to Committee for review and include detailed information on a variety of topics including: • the benefits delivered, • significant issues and risks arising from the project, • overall budgetary performance and • Lessons learned and details of ongoing monitoring. The reporting is thorough and gives a clear overview of the outcomes of an individual project and the transformational benefits to service delivery. The Council recognise that the next step in their transformation is significant but believe they have a platform for achieving increased pace in order to deliver agreed savings. The Transformation Strategy is focussed on supporting the long-term sustainability of the Council. There are several projects that are in development and progressing to an implementation phase. The Council will use the transformation reserve to invest in these projects on a planned basis to drive the identified benefits, as is shown in the revenue budget for 2025/26. Further work is planned to develop in the longer term. The Council is planning extensive engagement with local communities on the future long-term transformation of the Council. This will include consideration of the Council’s assets, making best use of assets to meet future needs across Moray and harnessing opportunities from digital. A series of engagements began in March 2025. The Corporate Management restructuring is being designed to help deliver these transformational projects, ensuring there is appropriate capacity and skills in place at the Council. There will also be a look forward piece regarding new business systems and processes which is a key area of focus for the Council as it enters the next phase of transformation. See recommendation 6. 26 Page 135
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Impact of transformation activity (3) There are several barriers the Council will need to overcome to deliver the level of transformational change required including: • Significant financial challenge over the medium to longer term • The scale of improvement required Council wide • Having sufficient leadership capacity to help drive change • Establishing ideas that can offer new opportunity and change • Public perception to change • Establishing a streamlined governance structure The biggest barrier to delivering the transformational change required is the scale of the financial challenge in the medium to long term. While this is a barrier to significant investment, the Council has achieved a balanced revenue budget without the use of non-earmarked reserves and included specific investment in key priorities from the Council’s priorities reserve. Following the BVAR in 2024, the Council is engaged on a significant journey of improvement which adds to the challenge of delivery. However, clear plans are under development and the members have considered the long-term vision and opportunities for improvement. The evidence gathered as part of this process will be utilised in the development of the next planned stage of the Council ’s Transformation Strategy. See Recommendation 1. To provide the level of transformational change required, the Council need change leaders, service specialists and additional project resource. To address this, the Council is using funding from the transformation reserve to fund specific resource. Capacity is a significant barrier for the Council, and the rural nature of the Council adds to complexity when recruiting. The corporate management review will consider how to ensure the Council is appropriately resourced moving forward, with a view to implementation of approved changes by August 2025. See recommendation 6. A working group is being formed to consider refreshing programme governance to ensure that while all necessary due diligence is completed, this is done in an effective and efficient manner. The Council have several transformation projects in development, however there is a risk that too much time is being spent on developing plans which is taking away focus from implementation. As part of the governance refresh, the Council need to ensure there is an appropriate balance between planning and delivery to ensure transformation of services can be delivered at the correct pace. See recommendation 7. 27 Page 136
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|© 2025 Grant Thornton UK LLP Commercial in Confidence Impact of transformation activity (4) The Council recognise there is a complex national context for digital; there are a range of IT systems and integration, and the current ICT architecture presents challenge due to a lack of integrated systems. As a small council, the Council have identified that there must be careful consideration of the risks of pioneering approaches in these areas. Therefore, the Council is monitoring work being undertaken through IS and COSLA to draw out key lessons and points for local development. The Council reviews results of developments and opportunities that may come from the national work being led by Solace and the Improvement Service. The Solace/IS transformation programme aims to carve out a local government-led route to reform. The Digital Office has supported the Council in undertaking a digital maturity assessment and the Council is aiming to ensure that key links are made with national digital developments to enhance the Council’s ambition to ensure best use of digital solutions across the business. Work is underway to capture learning from digital developments elsewhere and explore with suppliers the possibilities for the Council’s Digital Strategy and transformation approach. Following this, ECMT will hold a workshop to identify the areas with greatest opportunity to take the Council into the next stage of digital transformation. It is planned to report the outcome to full Council by November 2025. Work is already progressing across the Council including: • Legacy systems: Three major systems are identified for priority consideration and work is advancing on to identify replacement. The rationalisation of business systems will be considered from cost, capability and service improvement aspects • Current systems: Maximising use of current systems has identified how the council could move forward at pace to gain better advantage from the Microsoft 365 suite of digital tools. • Education: Work has progressed to update assessments of the digital connectivity issues in schools and take forward solutions as part of the roll out of Swan 2. All secondary schools will have improved broadband capacity before the end of the summer term. The next focus will be to enhance digital capacity in primary schools and building in future proofing. • Workforce: Upskilling staff is a key priority, and readily accessible, free options have been identified to be create a workforce development suite The Council acknowledges that it can learn from the work being undertaken elsewhere. A report was taken to the Corporate Committee in January 2025 which sets out the planned approach to digital strategy. At this meeting, the Committee approved an updated ICT Strategy 2025-2028. The Committee also approved the development of a Digital Strategy as a separate distinct area to be removed from the ICT Strategy. The Council intend to formalise this plan in future months, as there is an understanding this will be an integral part of transformation in future years. Embedding new approaches to digital will enable the Council to offer new ways of service delivery. The intention is to report the new strategy to committee in the Autumn. See recommendation 8. The Council have identified Digital Discovery as an area of opportunity within the Transformation Strategy. As part of the 2025/26 Revenue Budget, the Council agreed to invest £0.200 million from reserves in order to scope future service developments and develop a programme of digitisation. In the short term, the Council is looking to adapt and adopt practice and solutions that have been tested elsewhere, including liaising with East Renfrewshire Council on certain digital projects which could be implemented in Moray. 28 Page 137
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|© 2025 Grant Thornton UK LLP Commercial in Confidence A. Improvement action plan 30 We have set our below, based on our audit work undertaken on the transformation thematic, the key recommendations arising from our work: Issue / risk Recommendation Agreed management response 1. Project monitoring Quarterly reports are provided to committee for formal reporting and provide an update of progress on the specific project areas. The monitoring reports presented to Committee could be improved by clearly identifying how each project links to the Corporate priorities of the Council. Furthermore, providing additional information relating to the quantified costs and the projected benefits of each project would allow for greater scrutiny. In the current format, the monitoring report does not provide any context in relation to the direction of travel of each project or contain benchmarks on what differentiates a project between green, amber or red. Adding this information to the monitoring reports will provide members with fuller detail and the ability to provide greater scrutiny over the projects within the Transformation Strategy. The Council should review the content of the reporting provided to members on the Transformation Strategy. The Council should ensure the reporting includes an appropriate level of detail which will provide members with sufficient detail in order to scrutinise progress and make effective decisions. The committee reporting format will be reviewed to ensure that the appropriate level of detail is available to committee Action Owner: Depute Chief Executive (Education, Communities and Organisational Development) Timescale for implementation: September 2025 Page 139
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|© 2025 Grant Thornton UK LLP Commercial in Confidence A. Improvement action plan 31 We have set our below, based on our audit work undertaken on the transformation thematic, the key recommendations arising from our work: Issue / risk Recommendation Agreed management response 2. Future budget plan Looking ahead into future years, the Council must ensure that the Transformation Strategy is the key driver for addressing identified budget gaps over the longer term. The Council should not revert to the use of reserves for balancing the budget. The Council should ensure that the MTFS is linked to the overall Transformation Strategy and is the catalyst for identifying future efficiencies The latest iteration of the MTFS includes linkages to the Transformation Strategy. The MTFS indicates that the main drivers for reducing the budget gap are to be found in the Transformation Strategy, however it does not specifically state that these drivers are embedded in the Transformation Strategy. This will be clarified in the next iteration of the Medium to Long Term Financial Strategy. Action Owner: Chief Finance Officer Timescale for implementation: February 2026 3. Annual report on transformation There are a number of transformational projects ongoing outwith the regular reporting cycle for the Transformation Strategy. For assurance purposes, the Council should review its overall reporting on transformation and produce an annual report which brings all projects the Council consider as transformational into one document to members. The Council should prepare an annual report which provides a progress update on all transformation projects. All transformation work is now captured within the Transformation Strategy and the Moray Growth Deal programme. Both are extensive programmes of work that would be very large within a single annual report. Annual reporting for the Transformation Strategy will be aligned with the annual reporting for MGD from 2026 forward. Action Owner: Executive Director (Finance, Strategy & Transformation) Timescale for implementation: June 2026 Page 140
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|© 2025 Grant Thornton UK LLP Commercial in Confidence A. Improvement action plan 32 We have set our below, based on our audit work undertaken on the transformation thematic, the key recommendations arising from our work: Issue / risk Recommendation Agreed management response 4. Delivery timetable from transformation projects Updates on the progress of the projects included within the Transformation Strategy are reported quarterly to the Corporate Committee. The most recent update confirmed that there are several projects which are now behind schedule and the Council will need to consider whether the initial timetable for these projects is still attainable. The Council should put in place a rolling schedule of timetable review for projects to confirm they remain achievable, ensuring that when delays occur, the Council is sighted on the delay and can put in place appropriate actions The report to the Corporate Committee on 10 June 2025 noted the reasons for projects being behind timescale and the remedies proposed. The last overall review of all projects within the programme was undertaken as part of the refresh and refocus of the programme reported to the Council on 13 August 2024. Consideration will be given to the timing and continuation of the current set of projects as Stage 3 of the Transformation Strategy is prepared for reporting in the autumn of 2025. Action Owner: Depute Chief Executive (Education, Communities and Organisational Development) Timescale for implementation: December 2025 5. Reporting of outcomes The Council prepare End of Project reports which provides full detail on the outcome of projects. These reports are comprehensive and provide context on the outcomes of projects, including whether the project has achieved predicted financial or service delivery benefits. These reports are not currently presented to members for oversight. The Council should report the high-level outcomes of completed transformation projects to members. Outcomes from end of project reports and interim project learning reports will be reported to committee Action Owner: Project Owner Timescale for implementation: As projects conclude Page 141
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|© 2025 Grant Thornton UK LLP Commercial in Confidence A. Improvement action plan 33 We have set our below, based on our audit work undertaken on the transformation thematic, the key recommendations arising from our work: Issue / risk Recommendation Agreed management response 6. Workforce capacity The Council recognise capacity is a significant barrier, and the rural nature of Moray adds to complexity when recruiting. The Council are undertaking a corporate management review which will consider how to ensure the Council is appropriately resourced moving forward, with a view to implementation of approved changes by August 2025. The Council should implement the agreed changes to the corporate management structure and commit to reviewing and refreshing as appropriate in future years. The Council should ensure it has appropriate capacity at senior levels, ensuring the Council has the correct mix of skill and experience, to support the Council in its transformation journey. Management structure changes will be implemented. Action Owner: Chief Executive Timescale for implementation: September 2025 7. Delivery of transformation programme An officer group is refreshing programme governance to ensure that while all necessary due diligence is completed, this is done in an effective and efficient manner. The Council have several transformation projects in development, however there is a risk that too much time is being spent on developing plans which is taking away focus from implementation. As part of the governance refresh, the Council need to ensure there is an appropriate balance between planning and delivery to ensure transformation of services can be delivered at the correct pace. The Council need to find the correct balance between planning and delivery to ensure transformation of services can be delivered at the correct pace. Project governance will be reviewed Action Owner: Executive Director (Finance, Strategy & Transformation) Timescale for implementation: March 2026 Page 142
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|© 2025 Grant Thornton UK LLP Commercial in Confidence A. Improvement action plan 34 We have set our below, based on our audit work undertaken on the transformation thematic, the key recommendations arising from our work: Issue / risk Recommendation Agreed management response 8. Approach to digital The Council recognise that the scale and extent of digital development that is required to support transformation as well as digital maturity is extensive. There are a range of IT systems and integration, and the current ICT architecture presents challenge due to a lack of integrated systems. The Council is monitoring work being undertaken through the Improvement Service and COSLA to identify key lessons and points for local development. The Council understand that digital will be an integral part of transformation in future years. The Council should formalise the approach to digital and set this out in a Digital Strategy for presentation to members. The Digital Strategy should be linked to transformation and be one of the Council’s key policies . Digital services is included within the Transformation Strategy and work is well progressed towards reporting the Digital Strategy to committee in September 2025. Action Owner: Depute Chief Executive (Education, Communities and Organisational Development) Timescale for implementation: September 2025 Page 143
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© 2025 Grant Thornton. All rights reserved. ‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton International Ltd (GTIL) and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. Page 144
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: DCE(ECOD)007/25 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 10 June 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 up to the end of July 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 that a number of projects have moved on in the last quarter and progress has been made across several areas that had been identified for research and discovery of new opportunities. 2.3 Moving forward, the next steps are to report on the further development of the transformation strategy to the Council in September 2025. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee considers and notes progress on the delivery of the Council’s Transformation Strategy. Item 10. Page 145
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Denise Whitworth 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 by Council to commence as noted below: 13 August 2024: LED Lighting; Solar Panels 22 October 2024: Out of Hours Service 22 April 2025: (Corporate Committee) Workforce Change (now called Future Workforce) 5 June 2025: Depots and Stores review business case agreed to proceed 25 June 2025: Customer Service and Systems Support – project has moved from definition to delivery with the Council approving the business case and budget for the procurement and resourcing of a new system. 4.4 Further progress has been made in the development of projects that were identified for research and discovery, including Vehicles (Pool Cars); Workforce Changes and Digital Services. The Digital Strategy is on the agenda of this Committee; updates on the Vehicles and Workforce Changes projects are set out below, with the latter proposing an additional area of work to be included on the Transformation Strategy report to the Council in September as part of the next stage of development of the strategy. 4.5 As a result of the progress noted above, the new and innovation opportunities identified in the Transformation Strategy approved by the Council in August 2024 are now being actively progressed. The only exception is the service review project, which remains in discovery. Work has been undertaken to gather information on the arrangements that services currently have in place to support continuous improvement and to re-activate the Public Sector Improvement Framework in appropriate services with support from the Improvement Service. It is planned to review this experience to date and consider applying a particular focus to planned self-assessment and improvement, combined with the application of the Lean process reviews as an option for an efficient use of limited resources in taking the service review project forward. Page 146
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4.6 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 June. A summary of key points is given below. i. Libraries review – The proposals in relation to opening hours, following discussion with user groups, will be reported back to ECLS committee in September. ii. Learning estate –engagement within all ASGs (associated school groups) is now completed, design and planning work on Forres Academy is progressing and options are under consideration for Buckie High Schools in light of revised capital budget. Public meetings have been held in Buckie and Forres. Programme budget is showing as amber while efforts are made to manage down design costs and due to the scale of work across the learning estate which exceeds available capital. The schedule is amber as there have been delays in external funding and due to additional work that has been necessary. The schedule will be reviewed moving forward. iii. Digital Services – the proposed digital strategy is on the agenda of this committee. Investigatory work, including learning from other councils, has highlighted the potential to maximise the software solutions that are already available e.g. Microsoft 365 and Copilot and to enhance workforce skills and confidence to support that, with limited need for investment to gain improvements. Therefore, this is the foundation step in the digital strategy. Work to develop the functionality of the HR/Pay system is a first step in improving the efficiency of employment administration through use of digital solutions. iv. Customer Services – new digital solutions are being considered for the delivery of the council’s first point of contact with customers. The budget has been agreed for procurement and the project team for this significant digital development. v. Property Asset Management is moving forward with the Depot review full business case reported to the Council in June 2025 and Phase 2 of the smarter working project successfully delivered, with Phase 3 being explored. vi. Education HQ and Schools Business Support projects are now progressing well and the RAG status has been changed to green for both schedules and objectives. Both are well progressed, although work with schools has revealed developments in the administrative work required in schools that are making identifying time releasing savings challenging which is the reason that budget has been rated as amber for the schools project. 4.7 Vehicles Project Discovery Update: detailed work was undertaken to assess the potential for savings in how pool cars are used, including the potential for wider public use of pool cars to generate income. A case has not been evidenced for sufficient return on investment to merit any of the development options being progressed further. However, opportunities to improve the efficiency of council use of pool cars were identified and these will be taken forward by the service management as part of business as usual. It is proposed to close this opportunity on the Strategy at the September report to council on Phase 3. Further information is available to members in the background documents to the report. Page 147
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4.8 Workforce Change Discovery Update: an opportunity to generate efficiencies and to tackle an overspend in the budget for supply teachers has been identified in relation to the management of absence. This is currently being developed into a business case and subject to that being satisfactory, this will be proposed as a new area of transformation work in the Phase 3 Transformation Strategy development due to be reported to the Council in September. 4.9 As referred to above, Phase 3 of the development of the Council’s Transformation Strategy will be reported to the Council in September 2025. The report will take account of the outcomes from the workshops held with members and senior officers on 18 March and 11 June 2025. 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 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 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. Page 148
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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 since 13 August 2024 and tracks the investment and savings generated since the programme was started in 2018 (as the Improvement and Modernisation Programme (IMP)). 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 LED lighting and solar panels 326 250 87 40 87 40 Customer Service 25/26 350 Future Workforce 25/26 120 Note 1: the cost here is approved as additional to the core cost of the Learning Estate team Page 149
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One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments - - - - - - Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments - - - - - - 6.5 Risk The risks associated with the transformation programme are managed through the relevant programme boards and overseen by Extended Corporate Leadership Team (ECLT). There are no changes to the current risk profile however, it is noted that reporting is evidencing continued progress across the programme of projects in the Transformation Strategy and 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 is now built in 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. 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. Page 150
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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. 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 Vehicles: Pool Car paper (Member access only) 8.2 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 ) 8.3 15 September 2021 Full Council (Item 15 Report and Appendix 1 / 2 / 3) 8.4 15 March 2022 Corporate Committee (Item 13a Report and Appendix) 8.5 30 August 2022 Corporate Committee (Item 06 Report and Appendix ) 8.6 25 April 2023 Corporate Committee (Item 08 Report and Appendix) 8.7 7 November 2023 Corporate Committee (Item 07 Report and Appendix 1 / 2) 8.8 23 April 2024 Corporate Committee (item 06 Report ) and Appendix) 8.9 24 April 2024 Special Full Council (item 04 Report and Appendix 1 and Appendix 2) 8.10 13 August 2024 Full Council (item 6a Report and Appendix 1 and Appendix 2 8.11 5 November 2024 Corporate Committee (item 16 Report and Appendix) Page 151
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8.12 28 January Corporate Committee 2025 (item 09 Report and Appendix) 8.13 10 June Corporate Committee 2025 (Item Page 152
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Transformation Programme Update: to 31 July 2025 (Report to Corporate Committee August 2025) TRANSFORM EDUCATION Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps 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 June 2025: Work on scope project progressing. Workshop with Scottish Future Trust held on 06-06-2025. Report considered by the Council on 25 June 2025 on capital planning for leisure and library services. Report to ECLS on future options following workshop on 16 September 2025 Libraries Review Delivery Not required 75% June: User groups have been established for all libraries and have considered opening hours aligned to community needs. Adjustments to hours will be reported to ECLS in September with a view to closing the transformation project once the changes are in place. Update report to service committee (ECLS) on progress of user groups and opening hours 16 Sept 2025 Education HQ Business Admin Support Team Delivery GREEN GREEN AMBER GREEN 95 June 2025: 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 on process reviews well advanced and work continues to finalise these across all functions, processes and administrative tasks. Finalise new procedures and working arrangements. Close project Page 153
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Business Support for Schools (Schools Business Admin) Delivery GREEN AMBER RED GREEN 65 June 2025: 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 2025 A wide variety of the various communication platforms used by schools has been identified. Analysis of these are underway in partnership with schools to identify which is the most suitable for implementation across all schools. A Working Group has been formed (including central officers, primary school admin and Head Teacher) with the focus to review a standardised platform for schools. Report to ECLS Committee in Autumn 2025 Page 154
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Raising Attainment: Well-being (ASN) Delivery 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 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. 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 Teacher Trainers to develop introduction to CALM to be rolled out with other mandatory training in August Page 155
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps June 2025: Allocations to schools have been shared with change management plan in place to be completed by the end of term Due to retiral of HT SEBN, revised post of HT Inclusion, Wellbeing and Adapted Curriculum is currently going through recruitment process Project is moving into largely operational, business as usual phase. Page 156
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Raising Attainment: Curriculum Breadth - Digital Inclusion Delivery RED GREEN GREEN 50 85% Overall Project Status RED: work delayed due to deployment of resources to management of pressure on network connections and not yet been possible to assess impact of changes due to school summer holidays. June 2025: ▪ The procurement of licences, professional services, and training has been completed. ▪ Initial workshops held with the provider to identify best practice for the implementation. ▪ The testing to enable iPads to access internet-based services has been completed. ▪ Pilot for the fully managed solution has been completed in HQ ▪ Pilot for the fully managed solution has been completed by Lossiemouth HS. ▪ MDM final configuration has been completed. ▪ All technical workshops have been completed. All schools within Moray have been sent instructions on iPad enrolment to allow internet access again. ▪ All iPads that returned to ICT have been fully enrolled and returned to the schools (Buckie, Milbank, Beechbrae) ▪ All iPads purchased between Mar 24 and the new MDM being implemented have been fully enrolled and deployed to the applicable schools. ▪ Caching Server implemented to assist with the iPad iOS and Application updates within HQ Rm 151. ICT have assisted schools so that all compatible iPads are re- connected to the Internet either as Fully Managed devices or simply connected to the MDM via a QR Code. The project is now principally fully enrolling all compatible iPads so they can be managed with the MDM. Aug 2025: check in with schools on impact over new term to inform update to ECLS cttee for November June 2025: Continue to assist schools with enrolment of devices to allow internet access. Continue to contact schools to schedule in the iPad sanitisation, return, reset and update and enrolment. Page 157
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Page 158
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Schools for Future - Learning Estate review AMBER AMBER GREEN 15% Schedule remains amber overall as there have been several factors influencing the originally planned timescales. These will be reviewed and recommendations brought forward to reset the dates. o Findrassie – project continues to be on hold due to updated roll forecasts. o Elgin High School: continue to review space utilisation. Seeking to further risk and cost during detailed design phase, reduction in Gross Internal Floor Area. Expect value engineering to take place to bring costs in line with budget. o Forres Academy: Schools Act (2010) Consultation provisional plan for September 2025. Considering options to consider streamlining design to reduce costs. Capacity reduced to 1120. Public meeting held on 24 June 2025 o Buckie – Current new build and refurbishment options and affordability within capital plan being considered and were reported to ECLS Committee 13-05-25. Public meeting held on 17 June 2025. o B-B Upgrade work – core projects going ahead, noting the available budget affects future outcomes. o Crossroads – closure now approved ASN Future Requirements: to be accommodated against ASN Review infrastructure requirements. Asset Mgmt Plan: recent recruitment process unsuccessful with alternative options being considered. NetZero Carbon Interventions: Cullen progressing, Shared Use and Innovation: no active projects at this time. Childcare pilots are considering two schools. Surplus space within schools for Forres Academy: next Planning application public meeting August 2025 Report on next stage of Learning Estate Strategy November 2025 Page 159
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Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps other services use is being considered (to be aligned with Phase 3 Smarter Working project). ASG Engagement – All Associated school groups (ASG) – except Lossiemouth ASG completed. ASG reports in progress with planned full report to Committee in Nov 25 Page 160
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TRANSFORM COUNCIL Project Titles: Phase Schedul e Budget Objectiv es % complet e Progress Update Next Steps Digital Services Research and Design Not yet developed June 2025: Definition of vision and ambition has been further considered based on work to date. This includes identifying potential projects, quick wins, and future-focused initiatives to leverage digital advantages for Moray Council. Engagement also took place with various providers to understand their offerings and narrow down suitable options. A pilot of Microsoft’s AI offering, Copilot for Microsoft 365, with 75 users across the Council has identified benefits to build on moving forward. The projects to replace the legacy CRM system and the replacement for the CareFirst system are underway. Digital strategy in draft and on agenda for Corporate Committee 26/08/25 Digital Employment Administration – work is beginning on the development of the HR/Payroll system to improve digital functionality and deliver efficiencies in employee administration such as timesheets, travel claims, etc. The project team is being put in place with the aim of making progress over autumn/winter. HR/Pay project to be active and review of processes underway by September Page 161
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Project Titles: Phase Schedul e Budget Objectiv es % complet e Progress Update Next Steps Service Reviews Concept Not yet developed 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 June 2025: Workshop with other Authorities held on 05-06-2025. Review undertaken of continuous improvement tools in use across all services and PSIF re-activated in appropriate services with support to initial services from Improvement Service. Plan to consider whether can apply specific focus to PSIF process and apply lean process reviews as effective in taking forward service review work. Management consideration of concept and potential benefits Potential to incorporate into PSIF process with particular emphasis to be considered Workforce Changes Concept Design Not yet developed June 2025: Detailed project plan now in place with Project Mandate approved. Capacity remains a concern, with resources being reallocated accordingly. Consideration has also been given to a further aspect of workforce transformation and efficiency in relation to the management of absence and a proposal has been developed for consideration as part of the development of Phase 3 of the Transformation Strategy. June 2025: Planned acceleration of voluntary measures Project plan to be developed Absence management business case to be reported as part of next phase of Transformation Strategy in Sept 25 Page 162
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Project Titles: Phase Schedul e Budget Objectiv es % complet e Progress Update Next Steps Out of Hours Services Delivery Green Green Green 90% Business case finalised and approved at Council to progress in October 2024. Work well underway with expected completion on target in July 25. June 2025: Work progressing with DPIA signed. Statement of Requirements signed off by DPA/Procurement team. All ‘to be’ process maps signed off. Bespoke call logging system developed. June 2025: Review and approval of any proposed changes. Testing of call logging solution. Amendments to call logging solution based on testing feedback and final agreement. Agree dashboard and daily reporting requirements, test and agree. Customer Service and systems support Definitio n Delivery GREEN GREEN GREEN 20% June 2025: Reported to Full Council 25 June 2025. Now progressing to implementation, beginning with procurement and establishing project team. June 2025: progress procurement and establish project team Page 163
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Asset Manageme nt (was PAMA) Delivery N/ A £83K £200K Rev. £250K Cap. Saving 80 THIS LINE IS OVERALL HEADING FOR PROJECTS BELOW o Smarter Working Delivery GREEN Phase 2: £105k (revenue) £60k (capital) GREEN 40 June 2025: Phase 2 key objectives successfully delivered within the agreed timescales (31 March 2025). A snagging list has been produced and work is progressing to address these minor issues. The project team is progressing through the formal closure process. Phase 3 of the project is being explored. June 2025: End of project survey/ Provide updates to staff on project via the Interchange platform. Complete discussions with Grampian Valuation Joint Board to potentially see move to HQ/Annex. Progress the initiation of Phase 3. o Depot Review Definition Delivery GREEN £76k (revenue) GREEN GREEN 75 June 2025: Final Full Business Case reported to Full Council 25-06-25. Ongoing discussions with Elected Members and with the Delivery Group. Project implementation plan being prepared along with review of resource. Delivery Group to meet in August to discuss and agree project implementation plan. June 2025: Prepare implementation plan associated with recommendations within Full Business Case. Commence consultation with Trade Unions on impact of changes. Liaise with HR re any staffing implications. Inform staff re proposals. Progress first stages of implementation plan. Page 164
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Asset Manageme nt (was PAMA) Delivery N/ A £83K £200K Rev. £250K Cap. Saving 80 THIS LINE IS OVERALL HEADING FOR PROJECTS BELOW Property Asset Mgmt. Stage 2 – Shared Community hubs for public/3rd sector On hold This is a second stage of the PAMA work that is yet to be scheduled. Where appropriate Smarter working project has supported shared use of Council offices in relation to HQ Annex. Depot and Stores rationalisation will also consider opportunities for shared use. Where possible, shared use of buildings with partners will be incorporated into capital developments on an ongoing basis as opportunities arise Potential income producing shared use will be incorporated into Smarter Working and Depot Rationalisation projects. Service Efficiency – Lean Reviews On hold RED GREEN GREEN 25 This project is being re-prioritised for the Future Council work June 2025: Consideration will be given to how this area of work moves forward. Lean process reviews have been applied as integral part of other projects Definition and Prioritisation of project to be considered for next stage of IMP/Future Council Page 165
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TRANSFORM ECONOMY Project Titles: Phase Schedul e Budget Objectiv es % complet e Progress Update Next Steps Industrial Estates Concept GREEN GREEN GREEN June 2025: Reported to ED&I Committee 29 April 2025 which approved the appointing of an agent to market the site and report back to the Corporate Committee the outcome of the marketing exercise. Agent appointed pre marketing process commenced. June 2025: Report to a future Corporate Committee the outcome of the marketing exercise. Vehicles (inc pool cars) Concept June 2025: Project Mandate developed with outline Business Case being considered by the Extended Leadership Team 23-06-2025. It was agreed by ECMT that this project is more suited as business as usual to drive efficiencies and therefore this project will be closed from the Transformation strategy at the next update to council. June 2025: Project mandate to be concluded and available for future reference. Service Manager to capture proposed efficiencies on efficiency savings template. Page 166
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Project Titles: Phase Schedul e Budget Objectiv es % complet e Progress Update Next Steps net Zero – Minimising energy use and carbon emissions: o LED o Solar PV Delivery GREEN GREEN GREEN LED2 3% Solar 25% June 2025: LED: Completed lighting installation at Ashgrove Depot. With installation underway at HQ and Annexe with work due to be completed end of June. Standalone projects for upgrading lighting at Buckie Fishmarket – completed. Initial work on next phase commencing looking at design and procurement options for 2 schools and Moray Resource Centre. Solar: Detailed proposals for solar PV into Ashgrove Depot, HQ and Annexe and Elgin Library approved by Head of Housing & Property and Head of Finance. Proposals progressing through statutory consents process. June 2025: LED: documentation for next phase to be prepared for scrutiny and consideration. Continue to develop programme for the wider estate and proposals for follow up projects. Solar: Installation of solar panels on the identified buildings in the summer/autumn. Develop plan for further works and submit proposals for delegated approval. BIM Delivery GREEN GREEN £94k GREEN June 2025: Implementation programme developed for approval and considered by the Transformation Board. Procurement Support for BIM Advisor appointment progressed in principle. Key stakeholder meetings held to advise that project has been approved by Full Council and implementation stage is reached. June 2025: Engage with Design Team and Contractor on BIM Pilot Project. Clearly define objectives, set out detailed project plan and extend project delivery group to include appropriate support services. Page 167
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: HR014/25 Author: Anne Smith, Senior OD Adviser Contact Email: HR@moray.gov.uk Subject: Employee Survey Results 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the results from the Employee Survey 2025 which was live from 10 March - 4 April 2025 1.2 This report is submitted to Committee in terms of Section III (B) (24) (C) of the Council’s Scheme of Administration relating to formulating and reviewing as necessary the policies and practices of the Council and Section B (25) relating to teachers in applying and monitoring the implementation of general personnel policies and practices of the Council including the health, safety and welfare and to co-ordinate local conditions of service in line with Council policy. 2. SUMMARY 2.1 The Council regularly surveys the workforce to find out what employees feel about a range of employment related issues. Actions are identified based on the issues arising from the survey with planned actions and programmes of work to address the issues and support delivery of the corporate priorities. This Employee Survey report provides an update on the findings and key themes arising from the 2025 annual survey Item 11. Page 169
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2.2 The report provides an overview of the data collected, the main findings arising and actions recommended to be taken forward as a result and is provided 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. 2.3 The findings are also used to inform the strategies within the Annual Workforce Planning report and shared with Heads of Services to support required action at service level planning. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) consider and note the results of the 2025 employee survey, planning process and progress made; and ii) approves the planned actions arising. Anne Smith Senior Organisational Development Adviser 4. BACKGROUND AND CONTEXT 4.1 The Employee Survey is currently designed and administered in house by the Organisational Development (OD) Team. Findings from the survey inform work to be taken forward at a corporate and service level and demonstrate the Council’s commitment to listening to the employee voice. Following a recommendation from the Best Value Thematic Review Report in 2024, the Council has moved to annual surveys with the 2025 survey pulled forward to work towards meeting the recommendations while the future approach is being reviewed. This will change the format and approach following this survey as per the Workforce Innovation thematic audit actions. 4.2 This is the ninth whole workforce survey and was undertaken over March and April 2025. The survey received 1551 responses providing an overall response rate of 29%. This is an increase of 6% points when compared to the 2023 response rate. Employees were encouraged to complete the survery online however paper questionnaires were also distributed to those without ready access to a computer at work. There were a number of new questions including the work arising from the Best Value Thematic Report providing baseline data for measurement of improvement in service plan actions to support workforce strategy and plan delivery, for example, assessing the impact of embedding flexible and hybrid working and establishing a baseline for understanding of corporate values and priorities. Page 170
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4.3 4.4 5. 5.1 5.2 5.3 5.4 5.5 The results are being cascaded through a Headlines summary, Employee Survey Booklet (Corporate Analysis) and a front page summary plus a spreadsheet of departmental results for the Corporate Leadership Team (CLT). The results have been made available to CLT and will be shared with service managers for further analysis and discussion. This work will be led by the OD team and improvement actions will be considered on both a corporate level and service level depending on what is deemed appropriate. Concurrently, in conjunction with ICT, developments have been progressing in moving the survey analysis to a digital platform with these results being used to test this new approach which will bring significant time savings and efficiencies in any future Employee Surveys. The experience of this development and feedback will inform the development of future proposals including the feasibility and resourcing of moving to an annual survey. RESULTS The information in this report is supplemented by: Appendix 1 – Previous Actions (providing a check in and indication of where further work is required) Appendix 2 – Survey Headlines Appendix 3 - Year on Year comparisons Overview: The overall response rate has improved by 6% points to 29% in 2025 which is a typical response rate for a local authority whole workforce workforce survey. It is encouraging to note that the trend of sustained results seen in the 2023 survey continues across the majority of areas highlighted suggesting that the actions and programmes of work put in place as a result of previous surveys are continuing to have a long term positive impact. It is noted however, that there is a decline in the positivity of responses in some areas which will be a focus for action arising from these results. It is also worth noting that the highest and lowest scoring questions have largely stayed the same from 2023 with the exception of the questions relating to Harassment which all now appear in the highest scoring section. This is potentially related to the change in the structure of the question being reworded from a negative to positive question. Large surveys provide a measure of satisfaction on general themes and are best used as the starting point for more targeted and focused work in specific areas e.g. the work needed to display and support the leadership, the role of elected members and ensuring communication remains open, honest and consistent. Taking account of consistency of scoring over the years, the following sections draw out the highest and lowest scores, significant changes, the key points for Page 171
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5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 action drawn from the survey results and main responses in the form of actions. Highest and lowest Scoring questions: Four out of the six highest scoring questions were the same as in 2023 and 2019 surveys and were in relation to clarity on what is acceptable and unacceptable behaviour in the workplace, enjoyment of work, clarity on duties and responsibilities and feeling repected by colleagues. Six out of the seven lowest scoring results were the same as 2023 and were in relation to belief in elected members providing leadership for the Council, understanding what elected members do, belief that the council will take action to address issues arising from the survey, communications from the council being open and honest, satisfaction with the leadership and direction received and that senior management have a clear vision of where the organisation is going. Key improvements, sustained performance and areas for development: The five main improvements since 2023 are in relation to awareness of the challenges that face the Council, understanding that the Council will need to change the way it delivers services because of these challenges, being kept informed, awarenss of the appropriate channels to report unacceptable behaviour and feeling mental health is sufficiently supported at work. The seven areas with no change are in relation to feeling respected, manageability of workload, having time to complete jobs, being clear about what is acceptable and unacceptable behaviour in the workplace, having confidence that unacceptable behaviours will be taken seriously and dealt with, equipment, work/life balance and mental health and wellbeing. The five areas which indicate the largest decline include workforce morale, line manager/supervisor motivation, unacceptable behaviour, harassment in the workplace and enjoying work. It is important to highlight that the last 3 areas although demonstrate a decline from the previous survey results still remain relatively positive. The overall job satisfaction has decreased by 1% point compared to 2023 to 67%. The engagement index score has had a fractional change. Overall Job Satisfaction Overall job satisfaction remained relatively static with 67% of respondents indicating they were either fully or mostly satisfied in working for the Council which is a decrease of 1% point from 2023. Satisfaction levels vary within departments however feeling motivated, valued and recognised, taking pride in working for the Council, overall job enjoyment, as well as recommending the Council as a great place to work, have the Page 172
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5.14 5.15 5.16 5.17 5.18 greatest impact over all other factors. Other relevant factors include morale, being satisfied with line management, being treated fairly and being able to approach line management when there is a problem. These factors have remained on the whole fairly consistent since 2023 with some minor differentials year on year. You and Your Job This section saw marginal increases in respondents feeling valued and recognised, feeling motivated to do a good job and go the 'extra mile' when required and recommending the Council as a good place to work. While this is positive, there is room for improvement in relation to workforce morale and enjoyment of work. A new question asked how respondents felt about digital developments improving the way they do their job, and 43% responded positively to this question. Leadership and Senior Management This section has seen some improvement since 2023, with regard to respondents being aware of the challenges that face the Council and understanding that the Council will have to change the way it delivers services because of these challenges. Other results in this section have not seen significant change. Supervision This section is consistent with results from previous surveys, the opinions about line management are generally more positive than towards senior management. Within this section it has remained mainly stable across most areas indicated a fairly static performance. An additional question in this section with regards to employees feeling their line manager empowers and enables employees to do their jobs, saw 73% responding positively. Communication Overall satisfaction with communication in the council has improved although while team communications are good, there is room for improvement with the council wide communications. While it is noted that respondents saw an improving picture in being kept well informed about what is happening in the Council, the lowest scoring question in this section about believing the Council will take action to address issues arising from the survey has remained the same at 28% since 2023. Training, Performance and Development There has been some improvements with regard to access to training and development opportunities, feeling encouraged to improve performance and training and development helping the employee to do their job better. Two thirds of respondents reported they have had a development activity/session in the last 12 months (i.e. ERDP, PR&D, professional supervision or appraisal). Page 173
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5.19 5.20 5.21 In relation to succession planning, half of respondents indicated they are interested in progression to other roles, with a quarter of those indicating that they are supported in development to prepare for career development. The new approach to succession planning to be implemented post summer should support an improvement in this area in the coming year. Experience of Change This section was reintroduced to the 2025 survey. The results indicate that this is an area where improvements are required particularly given the Council’s transformation agenda. It should be noted, however, that where change is being instigated there is likely to always be some elements of resistance and dissatisfaction. Workforce Culture • Management and team – this section received fairly static responses. All responses have either no change or move up or down by 2% points and sit between 71% and 85% including a new question asking how psychologically safe employees felt. • Work Related – this section received slightly improved responses with up to a 4% point improvement or no change. Two new questions featured in this section relating to being familiar with the Council’s priorities and being aware of and understanding the Council’s vison and values. Respondents indicated positively to these areas, at 69% and 62% respectively. • Behaviours – this section saw sustained and improved performance in the areas of being clear what is acceptable and unacceptable behaviour, being confident that unacceptable behaviour will be dealt with, belief that the council is committed to developing a more positive workforce culture and being aware of the appropriate channels for reporting unacceptable behaviour, bullying or harressment. Although a small decline on two of the 2023 survey questions, responses regarding harassment and unacceptable behaviour overall reflect a relatively strong position. Employee Engagement The measures in this set of results see an increase in positive responses other than a low level of confidence that the council will take action to address issues arising from the survey. Actions will include a review and refresh of the engagement activities to reinvigorate the engagement activity, demonstrate what actions have been undertaken as a result of the survey results via a ‘you said, we did’ communication campaign and the ongoing review of the current ERDP provision to support motivating employees and providing recognition of their contribution to the workplace. Page 174
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5.22 5.23 5.24 5.25 5.26 5.27 5.28 Health & Safety This section measures the culture of Health and Safety within the workplace, with additional questions to monitor mental health and wellbeing. Results remained fairly static with no significant areas of concern raised however, the increase in use of social media and behaviours associated with that generally are being monitored. Hybrid Working A new section was added to the survey specifically for hybrid workers to assess the impact of the smarter working project. The key message is that hybrid working has had a positive impact on working and personal lives enabling people to perform their tasks more effectively whilst also increasing knowledge and confidence with ICT skills. Benchmarking Benchmarking with other local authorities has not proved possible due to the lack of available data and variations in questions, expectations, analysis and specific areas focused on. There have been structural changes to the organisation since the 2023 survey, so some direct comparisons are less able to be comprehensively drawn, however as far as possible, results have been averaged and used as a general comparator in some circumstances. We also have a number of new questions which have been highlighted above. Following completion of the survey analysis, work will be undertaken to consider what is the best approach to delivering an annual employee survey and a further report to committee will be presented outling the options and will include benchmarking with Scottish Authorities. Key Points The 2025 results show that while there are broad areas where there is a sustained improvement in feedback there also continue to be discrete areas where further consideration is required to develop actions which will bring about potential improvements. These are specifically in relation to senior management’s vision, morale, Councillors providing leadership for the Council, line management motivating employees, managing change, employee engagement and corporate communications being open and honest. The main areas for ongoing concentrated development work are corporate communications, workforce morale, political leadership, senior leadership, managing change and engagement. It is proposed therefore that the overarching theme for actions are centred around embedding the wider aspects of a positive workforce culture within specific teams and services, improving the corporate communications with the workforce, including in relation to the vision and direction of senior leadership for the council and Page 175
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5.29 5.30 improving the understanding and recognition of elected member roles as leaders, managing change effectively as well as continuing with employee engagement activity. While these results provide a picture of responses to the survey questions at a corporate level, as in previous surveys there are variations at departmental / service level which will be discussed and managed, with more specific improvement actions and timescales to be identified and agreed with Heads of Service and progress reported through the service planning monitoring framework. Actions Main responses to the key points noted above will be: Improve perception of corporate communications. • Review of communication framework to build on internal communications and development of existing tools e.g. fortnightly newletter, use of Viva Engage • Focus engagement and culture activity on ensuring key messages are cascaded consistently and effectively and employees can see they are open and honest. Understanding of the role of elected members • Work to inform and promote to the workforce the leadership and wider role of elected members e.g. communications highlighting the democratic, business and national role of councillors. Senior leadership • Development and implementation of leadership development programme based on the behaviours, skills and competencies agreed as part of the corporate management restructure • Embedding the corporate management restructure and actions arising to support the implemenation of the revised operating model Workforce Culture • Review engagement, culture and other activity to improve morale across the council • Empower the workforce to be prepared for and engage in change and transformation • Recognise the implications of complaints/social media on staff who routinely deal with this Managing Change • Develop managers to consistently deliver on managing change to ensure an equitable experience for the workforce Engagement Page 176
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• Review of the ERDP process to promote engagement and add value • Review and refresh the Employee Engagement Programme • Launch ‘you said we did’ communication campaign to raise awareness of the actions arising from the 2025 survey. 6. PROPOSALS 6.1 The proposal is to note the progress in the collection and analysis of the 2025 employee survey. The results will support and inform the annual workforce planning report update scheduled for August 2025. The recommended actions will be taken forward over the reporting period 2025/26 and progress against these reported in next years Employee Survey Report 2026 with Services capturing progress against service plan actions via the normal reporting process. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property X Information Communications Technology/Digital x XX Equalities. Social Inclusion and Economic Impact x Climate Change, Biodiversity and Sustainability X 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved workforce planning, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. Page 177
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 7.3 Policy and Legal The national terms and conditions for all groups within the local government workforce, local terms and conditions and the Council’s Corporate Workforce Strategy and Plan set out the legal and policy framework under which this report should be considered. 7.4 Financial There are no financial implications arising from the content of this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 7.5 Risk The employee survey data informs actions within our workforce planning approach and can assist in identifying organisational risks and issues that may arise associated with the workforce, ensuring that workforce risks are identified and appropriately prioritised for action in the context of the Council’s corporate priorities and incorporated into the Workforce Plan. 7.6 Staffing There are no staffing implications arising from this report. Work to support the actions will require to be managed within existing HR, OD and service resources which may impacat on the timescales and pace of progress across the range of other planned work. This will be monitored through regular service plan updates. Page 178
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7.7 Best Value and Transformation Workforce planning was considered as part of the Best Value assessment and the Thematic Review on Workforce Innovation in 2023/24. The employee survey data informs decision making with regards to the strategies and approach for workforce planning. Improvement actions are being progressed and monitored through regular updates to full council. Effective workforce planning supports the work of the Transformation Strategy projects. 7.8 Property There are no property implications arising from this report. 7.9 Information Communications/Technology/Digital Workforce planning data is essential to the effective planning of the workforce and developments in the use of technology to enhance this are being taken forward through the use of Power BI and digital skills development with regard to preparedness of the workforce for change. 7.10 Equalities, Social Inclusion and Economic Impact There are no equalities/socio economic implications arising from this report. 7.11 Climate Change, Biodiversity and Sustainability Impacts There are no climate change or biodiversity impacts arising from this report. 8. CONSULTATION 8.1 This report has been prepared in consultation with the Central and extended Leadership Team, feedback from the Joint Consultative Committee, the Head of HR, ICT and OD and the Organisational Development Manager. 9. BACKGROUND PAPERS 9.1 Appendix 1 Page 179
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Appendix 1 – themes arising from previous surveys and what has been done about them. Theme Actions Development Leadership Promotion of the role and work of Elected Members Visibility of senior leaders increased through employee engagement activities e.g. Question Time, Back to the Floor, Service Learning Visits, Listening Meetings Results indicate area for improvement, further development required Develop digital approaches to extend reach Communication Toolbox Talks, scripts/templates for team meetings, refresh of staff magazine Connect, fortnightly staff newsletters, HR Bulletin, Team Briefs and cascading to teams. Work with services to improve comms with offline workforce Developing digital methods of communication e.g. Viva Engage, video messages. Culture and Engagement Skills training designed and delivered e.g. health and work, skills for change. Team Talk Dialogue encouraged discussion and engagement with budget related issues fed back to senior leaders. Employee Engagement Programme - Senior leaders visiting services, listening to employees through listening meetings, employee conferences, spending a day working on the front line in different services, STAR (Special Thanks and Recognition) Awards. Incorporating values and principles from management restructure Cascade across all sectors of workforce Communication & Relationships Bespoke training designed and delivered to help supervisors and team leads develop their skills and behaviours, planning communications and ways to build relationships. Curate training & development resources Page 180
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Appendix 2 2025 Employee Survey Headlines Following on from the 2025 Employee Survey that ran from 10 March – 4 April 2025, the results have been analysed and the headline results are displayed below. • Response rates • Highest scoring questions • Lowest scoring questions • Areas of improvement, sustained performance and development Response Rates: Distribution method Sent out Returns 2025 Response Rate (%) 2023 Response Rate (%) 2019 Response Rate (%) 2017 Response Rate (%) 2015 Response Rate (%) Paper questionnaire 572 71 12.4% 11.2% 19.4% 61.4% 9.5% Online / electronic survey 4,755 1,480 31.1% 23.9% 34.4% 39.4% 35.2% Total 5,327 1551 29% 23% 31% 42% 31% Highest Scoring Questions: 96% It is clear to me what is acceptable and unacceptable behaviour in the workplace 89% I am clear what my duties and responsibilities are 88% I am not subject to harassment in the workplace 86% I am aware of the appropriate channels for reporting unacceptable behaviour, bullying or harassment 86% I enjoy the work I do 85% I feel respected by my colleagues Lowest Scoring Questions: 21% I believe Councillors provide leadership for the Council 28% I believe that the Council will take action to address issues arising from the survey 39% I know what Councillors do 43% Digital improvements have improved the way I do my work Page 181
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44% I believe senior management have a clear vision of where the organisation is going 45% Overall, I am satisfied with the leadership and direction I receive 45% Communications from the Council are open and honest Key Findings Key Improvements 2025 % agreeing with statement 2023 % agreeing with statement % change since 2023 I am aware of the challenges that face the Council over the next few years 83% 73% +10% I understand the Council will have to change the way it delivers services because of these challenges 79% 73% +6% I am kept well informed about what is happening within the Council 54% 48% +6% I am aware of the appropriate channels for reporting unacceptable behaviour, bullying or harassment 86% 81% +5% I feel my mental health is sufficiently supported at work 64% 59% +5% Areas of Sustained Performance I feel respected by my colleagues 85% 85% No change My workload is generally manageable 65% 65% No change I have realistic time available to complete my job 60% 60% No change I am clear to me what is acceptable and unacceptable behaviour in the workplace 96% 96% No change I am confident that unacceptable behaviour will be taken seriously and dealt with 71% 71% No change I am given the proper equipment to keep me safe and protect my health 82% 82% No change I have a good work/life balance 72% 72% No change I have been able to maintain and/or improve my mental health and wellbeing during the last year 59% 59% No change Areas for Development I believe senior management have a clear vision of where the organisation is going 44% 44% No change Page 182
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I believe that the Council will take action to address issues arising from the survey 28% 28% No change Communications from the Council are open and honest 45% 45% No change Morale is good where I work 48% 52% -4% My line manager/supervisor motivates me 65% 69% -4% I am not subject to unacceptable behaviour/bullying in the workplace 83%* 89% -6% I am not subject to harassment in the workplace 88%* 94% -6% I enjoy the work I do 86%* 89% -3% *Please note that those highlighted with an asterisk although demonstrating a decline from the previous survey results remain relatively positive and therefore the focus on areas for development will be on the lower scoring areas or where further consideration is required because of the wider overall analysis. The next step is to produce a corporate analysis booklet which will be published on the interchange and departmental summaries once the results have been reported to Corporate Committee. The departmental summaries will be issued to each Depute Chief Executive and Head of Service and these will be used to help inform specific areas of action both from within the departments and in conjunction with corporate initiatives such as employee engagement and workforce culture. The outcome of the survey will support informing the direction of the workforce culture work and address any arising issues. Indicative Timescales: Corporate Analysis (booklet) – June 2025 Departmental Summaries (spreadsheet style) – June 2025 Page 183
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Appendix 3: Year on year comparison There are a number of indicators in the 2025 questionnaire that have been kept the same as previous years to allow for year-on-year comparisons. Key Static +/- up to 2% Improvement Decline (above - 5% variance) Table 1: Year on Year Comparison on selected indicators 2025 2023 2019 2017 2015 2013 % change since 2023 I am kept well informed about what is happening within my team 69% 70% 70% 66% 65% 60% -1% I am clear about what my duties and responsibilities are 89% 87% 87% 88% 87% 87% +2% I can see how my job links to the Council’s objectives and priorities* 65% 60% 59% 55% 45% 47% +5% The training and development I receive helps me to do my job better 64% 63% 58% 59% 62% 49% +1% * This indicator was split into 2 questions in the 2025 survey to differentiate between the understanding of the Council’s priorities and the Council’s visions and values. The response rates of both questions have been averaged to produce this result. Table 2: Highest percentage changes since 2023 2025 % agreement with the statement 2023 % agreement with the statement % Change since 2023 I am aware of the challenges that face the Council over the next few years 83% 73% +10% I understand the Council will have to change the way it delivers services because of these challenges 79% 73% +6% I am kept well informed about what is happening within the Council 54% 48% +6% I am not subject to unacceptable behaviour/bullying in the workplace 83% 89% -6% I am not subject to harassment in the workplace 88% 94% -6% Page 184
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Table 3: Lowest percentage changes since 2023 2025 % agreement with the statement 2023 % agreement with the statement % change since 2023 I feel respected by my colleagues 85% 85% No change My workload is generally manageable 65% 65% No change I have realistic time available to complete my job 60% 60% No change I am clear to me what is acceptable and unacceptable behaviour in the workplace 96% 96% No change I am confident that unacceptable behaviour will be taken seriously and dealt with 71% 71% No change I am given the proper equipment to keep me safe and protect my health 82% 82% No change I have a good work/life balance 72% 72% No change I have been able to maintain and/or improve my mental health and wellbeing during the last year 59% 59% No change I believe senior management have a clear vision of where the organisation is going 44% 44% No change I believe that the Council will take action to address issues arising from the survey 28% 28% No change Communications from the Council are open and honest 45% 45% No change Table 4: Largest percentage decreases since 2023 2025 % agreement with the statement 2023 % agreement with the statement % Change since 2023 I am not subject to unacceptable behaviour/bullying in the workplace 83% 89% -6% I am not subject to harassment in the workplace 88% 94% -6% My line manager/ supervisor motivates me 65% 69% -4% Morale is good where I work 48% 52% -4% I enjoy the work I do 86% 89% -3% Page 185
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: HR013/25 Author: Frances Garrow Contact Email: hr@moray.gov.uk Subject: 2024-2025 Workforce Planning Report 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the progress made against the corporate workforce and organisational development strategy and plan for the period 2024-2025 and to consider the refreshed 2025-2026 action plan. 1.2 This report is submitted to Committee in terms of Section III (B) (24) (c) of the Council’s Scheme of Administration relating to the recruitment, training and development, health, safety and welfare policies and practices of the Council. 2. SUMMARY 2.1 The Corporate Workforce and Organisational Development Strategy was last agreed on 27 August 2024 (paragraph 6 of the minute refers). Review of the strategy would normally be on a 3 yearly basis and is next due in 2027. The action plan covers a 12-month period and this report provides an update on progress during 2024-2025 with proposed amendments to ensure the plan adapts to respond appropriately to the changing circumstances of the organisation. 2.2 Following review, the main changes for the plan for 2025-26 are ensuring the leadership development and management development activity is revised to align with the leadership skills, behaviours and competencies that have been agreed as part of the corporate management restructure, removal of reference to no compulsory redundancies, to reflect a review of the corporate approach to apprenticeships and to update the Council’s approach to managing wellbeing and attendance. Item 12. Page 187
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3. RECOMMENDATIONS 3.1 It is recommended that Committee/Council: i) consider and note the progress made against the 2024-25 workforce plan; and ii) approve the proposed workforce plan for 2025-26 as set out in Appendix A. Author Name Frances Garrow Job Title Head of HR, ICT and Organisational Development 4. BACKGROUND AND CONTEXT 4.1 The Council’s Workforce and Organisational Development Strategy and plan set out how the Council will prepare and manage the workforce to be able to respond to the agreed Council priorities as set out in the Corporate Plan and the work that is required to support and achieve those objectives. 4.2 Workforce planning enables the Council to ensure that the workforce is prepared and deployed effectively to allow the Council to meet current and future demands. The annual workforce planning cycle entailed discussions with Heads of Service and Service Managers in the early part of 2025. The main themes arising from these meetings were reported to Corporate Committee on 22 April 2025 (paragraph 9 of the minute refers). Each Head of Service was provided with an overview of the findings from their meeting and are remitted to include these considerations into their service planning process. The main themes at a corporate level remain appropriately reflected within the Workforce Plan. 4.3 The 2025 Workforce Data report provides a comprehensive overview of the current workforce statistics, assisting in forecasting future workforce needs and ensuring that staffing aligns with the Council’s goals. This was considered by the Joint Consultative Committee in June 2025 in relation to any workforce issues to be brought forward into this review of the workforce plan. There were no additional issues arising from that report that are not already included in the workforce plan. 4.4 This report therefore brings forward a refreshed workforce plan, taking account of variances that are required due to current circumstances rather than a review of the overarching strategy. 5. CURRENT ISSUES AND PRIORITIES 5.1 Recruitment challenges across multiple service areas continue to be experienced. This includes various teaching and promoted teaching posts, specialist professional and senior management posts and fleet services and discrete areas of social care. The recruitment and retention issues have also been exacerbated by the age profile of some areas of the workforce with turnover due to retirements and therefore remains a key priority for the Council to address and will continue to feature in the 2025-26 workforce action plan. As part of the Council’s response to this, work to develop options for Page 188
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consideration regarding apprenticeships, traineeships and other pathways for career development are referenced in the plan. 5.2 While there has been significant progress in addressing the actions within the Best Value Action Plan, there are some areas of work that will require further work to complete. This includes Leadership Development where an outline strategy was agreed in January 2025 at Corporate Committee as part of a phased approach. 5.3 More recently, the corporate management restructure and input from the new Chief Executive have helped refine the vision and direction for leadership development. The leadership skills, behaviours and competencies required to support this serve to provide focus and direction for the leadership development programme. 5.4 The corporate management review has also seen a renewed focus on driving transformation forward at pace, nurturing more collaborative and responsive working practices and empowering managers to evolve their services. Work to support this is also reflected within the plan. 5.5 The workforce planning aspects of projects within the Transformation Strategy remains an ongoing piece of work for specific areas and cross-cutting themes and the HR and OD support required will continue to feature in the workforce plan. 5.6 In response to the 2023 Employee Survey results, a short life Workforce Working Group was convened to consider workforce information that supports Elected Members and officers to address issues and support a positive workforce culture. The main themes that arose continue to be reflected in the Workforce Plan and include apprenticeships and the young workforce, skills/workforce development, recruitment challenges, readiness for change, absence and leadership development. 5.7 The 2025 Employee Survey was conducted in March and April with headline results available in June. The service level analysis has also now been completed and is the subject of a separate report to this Committee. Actions arising from the 2025 survey results are reflected within the Workforce Plan and will be monitored through the regular performance management framework reporting to Corporate Committee. 6. PROPOSALS Progress on 2024-2025 Workforce Plan Actions 6.1 Developing Leadership Capacity • Indicative strategy and plan agreed at Corporate Committee January 2025 • Phased approach agreed – development of short-term programme pending consideration of longer-term position and impact of corporate management structure review and Chief Executive taking up post in March 2025 • Continued delivery of management and supervisory development through the first line managers programme and leadership development programme encompassing leading in complexity, 3 Horizons and Action Learning Sets • Interim review and refresh of Moray Management Methods and supporting training pending longer term approach to senior leadership and management development and cascading of same Page 189
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6.2 Workforce Planning and Change • Review of Transform process to rescind the introduction of the No Compulsory Redundancy approach • Workforce implications of budget saving proposals and service redesign and change managed through agreed procedures across services • Tailored support to budget review process, including support for Integrated Impact Assessments, communications and engagement and provision of management information • Development of presentation of workforce planning data digitally to first, second and third tier managers • Annual Workforce Planning Meetings held as part of agreed Council framework with main themes and actions arising provided to inform service planning and corporate workstreams including, for example, recruitment and retention 6.3 Workforce and Organisational Development • Proposed approach and plan developed to help empower the workforce to embrace change • Employee survey reviewed, refreshed and delivered in accordance with Best Value Action Plan. Outcomes and actions arising to be reported in August 2025 and future approach in development • Corporate training revised to reflect change in delivery approach to online where possible with mandatory core e-learning approved and incorporated into revised Learning Management System platform • Training calendar for Elected Members in place, including identification of training needs in digital skills • Development and delivery of in house First Line Managers Programme and coaching skills workshop • Development of e-learning modules including psychological safety for managers, and for employees, CCTV, procurement and updates including corporate induction, GDPR refresher • Digital Skills development has been impacted by reduced OD capacity however, support for Digital Champions, M365 development, Copilot etc is referenced in the plan and initiatives developed to empower employees to be ready for and embrace change 6.4 Recruitment and Retention • Succession Planning approach agreed, implementation plan developed and detail of establishing baseline and ensuring data available to measure improvement underway • Corporate Recruitment Plan progressing across a range of areas • Creating better links between schools and the workplace e.g. ensuring greater synergy with Developing the Young Workforce locally • Informal support to services on apprenticeships, corporate approach to be developed learning from current successful arrangements within services Page 190
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6.5 Health and Wellbeing • Health and work course part of corporate training and development calendar • Byte size learning being developed to support managers to support employees with health and wellbeing and learning from wellbeing interventions within services e.g. professional supervision for Head Teachers • Improvements in data reporting to inform and support management decisions • Menopause Policy and support developed and in place • Provision of professional advice and support to managers on casework • Spend to save proposal to support absence management under development 6.6 Priorities for 2025-26 Taking the above into account, the Workforce Plan has been amended to reflect where work has been completed, where further work is required and therefore carried forward and where a change of direction or emphasis is required including apprenticeships and the young workforce, skills/workforce development, recruitment challenges, readiness for change, absence and leadership development. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) 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 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. The work noted in this report supports the Council to achieve the priorities and objectives in the Corporate and 10 Year Plan. It sets out how the Council will meet the challenges in making best use of the workforce and resources. Page 191
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 7.3 Policy and Legal There are no legal implications arising directly from this report although it remains possible that symptoms of a poor workforce culture such as bullying and harassment could lead to legal challenges against the council. The work that is ongoing and planned in relation to employee engagement and workforce culture continues to provide a solid foundation from which to develop further work to address any workforce related and cultural issues that may arise. It is also important to recognise the importance that the Scottish Government places on the people working in the public sector to deliver the reforms identified by the Christie Commission including the principles of Fair Work. The links to workforce planning and thereby to demonstrating best value are important considerations for the council. 7.4 Financial There are no financial implications arising directly from this report. 7.5 Risk The workforce and organisational development strategy and plan are based on assessment of the issues and risks anticipated in relation to the council’s workforce and identified actions to address these. Further reductions in size mean that the HR and OD teams are already stretched. With the workforce changes anticipated the focus will be on legal requirements first and foremost. The actions in the workforce plan have been prioritised and if necessary, activity will be reduced or ceased on those actions ranked lowest. The risks associated with workforce culture are around the consequences of leaving the culture issues unaddressed and the complexity and challenge of dealing with behavioural issues. The developmental nature of the work combined with the long-term nature of establishing a cultural shift in behaviours means there are long term maintenance requirements to be accommodated before a permanent step change in culture can be achieved. 7.6 Staffing There are no direct staffing implications arising from this report. However, with reduced resources it will be challenging for the HR and OD services to deliver the actions in the plan and therefore to manage this proactively, advice and support will be targeted to the most pressing areas, the impact of which be monitored carefully. As the Council seeks to transform and modernise in conjunction with its financial planning, it is likely that specific workforce issues will emerge. Work will be undertaken as proposals are developed to identify the these which will be managed through the well-established change management and Transform processes. Account will also be taken of the whole council Page 192
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strategic management of these workforce issues as they emerge by involving the HR and OD teams in the planning of the required changes. The recent corporate management review and restructure places additional demands on the HR and OD team specifically which are currently being accommodated on top of normal work demands. 7.7 Best Value and Transformation The content of this report and strategy support the Council’s aims to be a good employer, how it aims to make best use of the workforce and to ensure continued progress towards the aims of ensuring an engaged workforce with a positive workforce culture. 7.8 Property There are no property implications arising from this report. 7.9 Information Communications/Technology/Digital There are no direct implications arising from this report. 7.10 Equalities, Social Inclusion and Economic Impact There are no equalities or socio-economic issues arising from this report. 7.11 Climate Change and Biodiversity Impacts No climate change or biodiversity implications have been determined as a result of the content of this report. 8. CONSULTATION 8.1 This report and appendices have been prepared in consultation with the central and senior leadership teams and the Joint Consultative Committee and any comments made have been incorporated into the report. There has also been input from the Trade Union Officer Group and the Joint Secretary for the Employee Side of the Local Negotiating Committee for Teachers and formal homologation at the respective formal meetings will be scheduled. 9. BACKGROUND PAPERS 9.1 Corporate Workforce Strategy 2025-2027 Corporate Workforce Report (2024-25) Workforce Plan Conclusions (2024-25) Interim Workforce Planning Report Organisational Development Service Annual Report (2024-25) • Appendix 1 – OD Action Plan. • Appendix 2 – Data Tables. • Appendix 3 – Future Developments. Page 193
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Appendix 1 CORPORATE WORKFORCE PLAN 2025-26 Priority Rating: 1 – critical in terms of scale of impact and/or to success of other actions 2 – wide scale impact and/or supports achievement of other outcomes 3 – clear benefits but importance may be outweighed by other actions 4 – ongoing area of work where further development is not required at this stage BV – Best Value Action SP – Service Plan Action ACTION REQUIRED PLANNED OUTCOME Completion TIME-SCALE Lead Officer Priority Rating Developing Leadership Capacity: prepare and develop strong and visible current and future leaders to provide the strategic and organisational capacity to develop the agenda for and direction of the organisation 1. Develop and implement redesigned leadership development programme aligned with the agreed management skills, behaviours and competencies to ensure development of the leadership capacity required for transformation (BV 1.3 & SP) 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 Leadership development programme implemented that addresses corporate and individual leadership needs Culture of transformation and change, innovation and strategic decision making enabled Measures: Revised programme implemented to meet organisational requirements e.g. distributive, collaborative and adaptive leadership skills Leadership development courses in place, leaders developed to lead challenging agenda and feedback positive 1/2/3 tier managers have attended training and show improvements in awareness of key learning points Evaluation programme of impact on practice is developed and implemented including skills analysis survey and improved employee survey results July 2026 H/CS,P&C 1 Page 195
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ACTION REQUIRED PLANNED OUTCOME Completion TIME-SCALE Lead Officer Priority Rating 2. Provide targeted management and supervisory development that is responsive, empowers managers to evolve their services and addresses pressures in the system Managers and supervisors are developed to lead challenging agenda, empower and enable teams and individuals to foster innovation and create flexibility and adaptability to embrace change and transformation. 1. Targeted interventions and approaches designed to address areas of pressure 2. Responsive and empowered managers developed to cascade responsive and empowered approach to teams 3. Culture of transformation, innovation and collaborative working fostered across services Measures: success in instilling changes that move the council to a more sustainable position Increase in positive responses to people management questions in employee survey July 2026 SM-OD&C 2 Workforce Planning and Change: manage the contraction and re-shaping of the Council workforce to achieve a sustainable skilled and motivated workforce for the future aligned to the Council’s priorities Transformation and change: Transform approach used to align workforce implications of change with relevant solutions deployed Continue to actively manage vacancies to prepare for future changes (SP) Workforce change is managed in a structured and consistent way and achieves the desired change, reducing headcount where necessary in accordance with agreed policy and procedure Measures: Reduction in headcount Number of compulsory redundancies Number of departures under voluntary schemes balancing cost and organisational requirements Number of redeployments As required SM-PM / SM OD&C 4 Manage employee relations and consultation comprehensively and sensitively in relation to workforce changes Employee relations aspects of managing change at service and corporate level undertaken effectively and in good time Measures: Workforce changes completed in accordance with agreed policy and procedure Satisfaction with change management from employees and trade unions for each change taking account of time constraints given extent of budget gap and time available to address it As required H/CS, P&C 4 Page 196
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ACTION REQUIRED PLANNED OUTCOME Completion TIME-SCALE Lead Officer Priority Rating Workforce and Organisational Development: ensure that employees are empowered and enabled to embrace and be prepared for change through encouraging flexibility and adaptability as new ways of working are brought in and roles develop and change as a result of service delivery changes 1. Ensure workforce is empowered and enabled to embrace and be prepared for change (SP) Workforce is prepared for and embraces change, with flexibility to adapt and develop to future requirements Measures: Range and scale of changes demonstrate increased flexibility and adaptability of workforce Employee survey question results establish baseline for monitoring improvement on 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 Mar 2027 SM – OD&C 1 2. Review Management Appraisal Framework Management Appraisal Framework to be reviewed to reflect current and future requirements of managers, aligned with the agreed corporate management competencies and ensure optimum performance management and ongoing development Measure: Above produced, implemented and positive feedback received Oct 2026 SM – OD&C 3 Recruitment and Retention: ensure that Council services are well-resourced by making the Moray employment package as attractive as possible and deploying recruitment strategies tailored to local requirements 1. Review and refresh recruitment and retention activities to deploy appropriate recruitment strategies that 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 including reviewing the strategic deployment of apprenticeships (SP) Recruitment attracts high calibre candidates and council services are well-resourced Key corporate priorities and resources are appropriately resourced to ensure completion and achievement of objectives and outcomes Un-resourced areas are flagged for consideration with risks and issues noted Measures: Increased number of high calibre candidates for council vacancies in hard to fill posts – to be developed further per service requirements Number of young people employed increased Attrition rates improved (lowered) for areas with high turnover – to be developed further per service requirements Mar 2027 SM – PM & SM – OD&C 1 Page 197
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ACTION REQUIRED PLANNED OUTCOME Completion TIME-SCALE Lead Officer Priority Rating 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 Number of career progression opportunities are increased Apprenticeship approach reviewed 2. Succession Planning: Approach implemented to build internal capacity and contributes to a positive culture (SP) 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. Measures: Increased number of internal applicants are received for posts across services particularly where there are ongoing recruitment challenges Internal applicants are supported to be prepared to apply for promoted posts Mar 2026 SM – OD&C 2 Health and Well-being: pro-actively support the health and well-being of employees 1. Lead the implementation of the Council’s Health and Work policy in order to deliver ongoing improvements in absence specifically including development of holistic proactive approach to attendance and wellbeing with a focus on minimising number and length of absences, review of Day One notification for focus on short term absence and focus on targeted operational implementation of absence management procedures by managers (SP) Absence is managed effectively and levels of absence are reduced efficiently and timeously to achieve a sustained reduction in absence levels as measured through the Local Government Benchmarking Framework PIs. To improve the awareness of and management of mental health (as a main cause of absence) within the workforce. To instigate proactive measures to promote health and well-being as preventative measures Measures: Increased number of managers and employees trained in Mental Health Awareness and First Aid 0.25 day per fte reduction in sickness absence levels per annum 0.25 day per fte reduction in absence due to mental health and wellbeing reasons per annum Costs of absence reduced Time taken to manage absence baselined and monitored for improvement (reduction) Improved survey results on relevant questions July 2026 H/CS,P&C, SM-PM & SM- OD&C 1 Page 198
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ACTION REQUIRED PLANNED OUTCOME Completion TIME-SCALE Lead Officer Priority Rating Positive anecdotal feedback from trade unions, managers and workforce 2. Provide support for reducing incidents of violence and aggression in schools as set out in the agreed ASN action plan, working collaboratively with Trades Unions to identify specific actions to help address short term absence Measures are developed and deployed that support school-based staff to feel safe at work and equipped to manage challenging behaviour appropriately: Measures developed Measures deployed Measures: Levels of sickness absence due to incidents of challenging behaviour reduced. Jun 2025 From Aug2025 SM-PM & SM- OD&C 1 Page 199
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: GSP043/025/EA Author: Emma Armit Contact Email: equalities@moray.gov.uk Subject: Mainstreaming Report and Equalities Outcomes Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present the Council’s equalities mainstreaming report, provide a progress update against the Council’s previously published 2021 – 2025 equality outcomes and propose new equality outcomes for 2025-2029. 1.2 This report is submitted to Corporate Committee in terms of Section III (B) (41) of the Council's Scheme of Administration relating to cross cutting issues which do not fall within the remit of service committees such as equalities, poverty, armed forces, Brexit, immigration. 2. SUMMARY 2.1 This report presents an overview of the work the Council has undertaken to meet the previously published 2021 – 2025 equalities outcomes. The report also presents proposed 2025-2029 equality outcomes to further embed equality, diversity and inclusion into everyday Council practice. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Consider the Mainstreaming Report and Equality Outcomes 2021-2025 progress update (APPENDIX I); and ii) Approve the proposed Equality Outcomes for 2025-2029 (APPENDIX II). Emma Armit Equal Opportunities Officer Item 13. Page 201
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4. BACKGROUND AND CONTEXT 4.1 The Equality Act 2010 sets out the legal framework to ensure that, while exercising all its functions, the Council has due regard to eliminating unlawful discrimination, harassment and victimisation; advancing equality of opportunity between those who share a protected characteristic and those who do not; and fostering good relations between those who share a protected characteristic and those who do not. 4.2 4.3 The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 places additional statutory duties on the Council as follows: • Developing and publishing a mainstreaming report every two years; • Publishing equality outcomes every four years and reporting progress every two years; • Assessing and reviewing policies and practices; • Gathering and using our employee information; • Publishing gender pay gap information; • Publishing Equal Pay Statements; • Considering public procurement award criteria and conditions; and • Publishing accessible information. The previous Mainstreaming Report 2023 was presented to Corporate Committee on 23 April 2024 (paragraph 10 of the minute refers). The report gave an overview of how equalities were being embedded within the Council, along with the 2023 progress report on the 2021-2024 outcomes. The Council’s employee and gender pay gap information as well as the Equal Pay Statement was incorporated. Lack of data in relation to workforce protected characteristics made collecting and presenting the equal pay review challenging. This issue is not exclusive to Moray. 4.3 4.4 In previous years, the Council’s mainstreaming report and equality outcomes have reported on the above duties in one single report. For the first time this year the Moray Council Equality Workforce Monitoring Report 2023/24 was presented separately to Corporate Committee on 22 April 2025, as requested by the Short Life Workforce Working Group, as part of the Council’s Interim Workforce Planning Report (para 9 of the minute refers). While the report supports the statutory requirement to collect and publish employee equalities and monitoring data to help remove any differences between groups and address any inequalities, the data collection in relation to protected characteristics of employees and ethnicity pay gap still proves problematic. The 2024/25 equality workforce data is due to be presented to a future meeting of this Committee. Children’s Services were delegated to Moray Integrated Joint Board (IJB) in 2023. Any previously set outcomes that were incorporated into the Council’s 2021-2025 outcomes have been closed, with responsibility passing to Moray IJB Board for overall governance moving forward. Moray IJB approved its own dedicated equality outcomes in May 2025 for the 2025-2029 period. 5. PROPOSALS 5.1 Significant work has already been identified and committed to Council-wide through dedicated Service Plans. The proposed Equality Outcomes for 2025-2029, and supporting action plan (APPENDIX II), incorporates: • current relevant service priorities where the outcome specifically targets reducing inequalities, disadvantage, discrimination or accessibility barriers. This ensures Page 202
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the equality outcomes align with the Council’s Corporate Plan and Local Outcome Improvement Plan (LOIP), with officers working towards a common goal of delivering services while embedding equalities into daily practice; and • additional corporate outcomes that will be progressed by the Equal Opportunities Officer along with individual services to help raise awareness, improve training and support services with equalities considerations in line with national commitments. 5.2 The proposed 2025-2029 Equality Outcomes are: • Moray residents receive inclusive, accessible and equitable information and services from The Council without barriers. • Promote, embed and mainstream a better understanding and intolerance of discrimination, disadvantage and inequality for people with protected characteristics. • The Council will take practical steps to achieve tangible changes with a clear focus on measurable progress. • As an inclusive employer, continue to improve the diversity of our workforce ensuring that there are equal opportunities for protected groups both for internally and external applicants while supporting ongoing flexible working models to advance equality of opportunity. 5.3 5.4 A supporting action plan has been developed and includes a breakdown of the detailed actions, outcomes and measures that will be monitored over the lifespan of the outcomes (APPENDIX II). Periodic monitoring will be incorporated into the current service plan reporting structure via the Council’s Pentana Performance Monitoring Platform to help alleviate any additional reporting burdens on services. The first biennial progress report on the 2025-2029 equality outcomes will be reported to this Committee in 2027. 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 X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact √ 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. Page 203
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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 both general and specific statutory duties under the Equality Act 2010 and the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 to develop and publish new equality outcomes every four years, biennial progress reports on the outcomes along with a biennial Mainstreaming Report. 6.4 Financial There are no financial implications arising directly from this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There are currently none arising from this report. 6.6 Staffing There are no staffing implications arising directly from this report. 6.7 Best Value and Transformation There are none arising from this report. 6.8 Property There are none arising from this report. 6.9 Information Communications/Technology/Digital Page 204
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There are none arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact The delivery of the 2021-2025 and 2025-2029 equalities outcomes support the Council’s compliance with the general public sector equality duty and specific duties under the Equality Act 2010 through eradicating discrimination, promoting social inclusion and minimising disadvantage. 6.11 Climate Change and Biodiversity Impacts There are none arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Head of Governance & Strategy, Chief Financial Officer, Chief Officer Moray IJB, Legal Services Manager, Strategy & Performance Manager, Democratic Services Manager and the Equal Opportunities Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Corporate Committee - 22 April 2025 - Interim Workforce Planning Report - Appendix 1 Moray Council Equality Workforce Monitoring Report 2023/24 Page 205
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APPENDIX I 6 Mainstreaming Report and Equalities Outcomes Progress 2021 - 2025 Index 1. Introduction - Equality Challenges in Moray 2. Moray Context 3. Legislative Requirements 4. Moray Council’s Equality Commitment • Mainstreaming Equality in Education • Mainstreaming Equality in Licensing 5. Equality Outcomes 2021-2025 6. Overview of Progress 7. Supplementary work supporting Moray’s equalities, diversity and inclusion agenda 8. Moray Council’s British Sign Language (BSL) Commitments 9. Recent Case Law APPENDIX A – Equality Outcome 2021-2025 - Performance Update APPENDIX B - Employment Monitoring Data and Equal Pay Statement 1. Introduction – Equality Challenges in Moray The 2021-2025 period has presented local authorities with many challenges. Both local and national external factors have significantly influenced our operational and financial capacities to deliver vital services across Moray during this timeframe. Focus on retaining operational capacity during the global pandemic and subsequent recovery from that period all while trying to achieve financial savings in the midst of a cost of living crisis was paramount to sustain the Council’s future. An important part of navigating these challenges is supporting and protecting those that are more vulnerable or disadvantaged to ensure these groups are not exposed to any negative impacts that would further disadvantage them in any way. Our constantly changing environment highlights the need more than ever to strengthen our focus and commitment to equality, diversity and inclusion, supporting everyone in Moray to ensure fair and equitable services are provided. Moray Context Moray’s diversity is growing, particularly among the younger population. The 2022 Census tells us that Moray has a predominantly White British population (97.6%) with a Page 206
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APPENDIX I 7 growing but still relatively small proportion of ethnic minority residents (2.4%) with 9% of school pupils identifying as ethnic minorities. With an aging population and a relatively balanced gender distribution with 50.5% females and 49.5% males, much of the work around equality and diversity in Moray has centred around age as well as disability and sex (due to a previously higher than average gender pay gap). The focus is now shifting. The services need to meet the needs of all Moray residents. There are continuing challenges due to a low-wage economy as well as cases of rural poverty, commuting costs and average full-time weekly earnings below the Scottish average. 2. Legislative Requirements The Equality Act 2010 combines over 116 previous acts and regulations into one comprehensive legal framework, covering nine protected characteristics. It consolidates and strengthens equality law in the UK with the ultimate aim of protecting individuals from any type of discrimination while promoting a fairer society. Public Sector Equality Duty (PSED) The Public Sector Equality Duty, often referred to as the ‘general duty’ was introduced through Section 149 of the Equality Act 2010. This means The Council, in the exercise of our functions, must have due regard to: 1) Eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited under the Equality Act; 2) Advance equality of opportunity between those who share a protected characteristic and those who do not; and 3) Foster good relations between those who share a protected characteristic and those who do not. Protected characteristics under the Act are age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation Moray Council’s ‘specific’ equality duties The Scottish Government introduced a set of specific equality duties through the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012. The purpose of these are to support and ensure Moray’s performance in relation to meeting the general duties above. The specific duties also apply to our Education Service and Licensing Board as separate entities. These include: • Developing and publishing a mainstreaming report every two years; • Publishing equality outcomes and accompanying report on our progress (at least every two years); Page 207
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APPENDIX I 8 • Assessing and reviewing our policies and practices; • Gathering and using our employee information; • Publishing our gender pay gap information; • Publishing our Equal Pay Statements; • Considering public procurement award criteria and conditions; and • Publishing accessible information. 3. Education and Licensing Boards As responsible bodies in their own right, the Council’s Education and Licensing Boards must also ensure their services comply with the legislative provisions within the Equality Act 2010 in the same way the Council must, embedding the equalities agenda into everyday practice. 4. Equality Outcomes 2021-2025 Moray Council’s Equality Outcomes 2021 – 2025 were approved by the Education, Communities and Organisational Development Committee on 11 August 2021, and were presented against priorities from the Council’s Corporate Plan. The first biennial progress report on these outcomes was published in April 2023. This is the second progress report that focuses primarily on evolving the outcomes for the 2023-2025 actions through to conclusion where relevant to make way for renewed commitment and focus on new, tangible and progressive outcomes for the next four year period. Progress on our equality outcomes performance is predominantly co-ordinated and collated by the Equal Opportunities Officer, coupled with lead officer oversight within each service across the Council, using the Council’s Pentana Performance Monitoring System. A summary of the progress against the 2023-2025 outcomes is provided below at APPENDIX A, presented against the priority headings from the Corporate Plan. The council’s latest gender and ethnicity pay gap information can be found in the council’s Equal Pay Statement for 2023/24 in APPENDIX B. 2024/25 data is still being collated by HR and will be presented to Committee in due course. 5. Progress Overview 2021-2025 Creating A Sustainable Council - Developing Workforce: Increased diversity in the workforce An Interim Workforce Planning Report - Appendix A Moray Council Equality Workforce Monitoring Report 2023/24 was presented to Corporate Committee on 22 April 2025. The report provides an overview of our workforce data as a whole including gender pay gap, which has seen a positive reduction from 5.34% to 4.44% (below the national Page 208
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APPENDIX I 9 average of 7%), with ongoing efforts to improve equality through reducing occupational segregation. Despite a commitment to examine ethnicity pay gap data, this is proving difficult to quantify. A significant proportion of Council employees, and prospective employees, have chosen not to disclose their equalities information, in line with their legal rights. Despite periodically encouraging the workforce to update their equalities and demographic information on the internal employee portal, through promotion on the Council’s internal staff Interchange, articles in staff newsletter Connect, the ethnic pay gap data is statistically invalid due to the small numbers representing 0.27% of our total workforce, therefore not totally representative of the whole workforce. There is a reluctance to use this data due to the potential of identifying individuals so there has been a conscious decision made not to publish the data at this time. An additional campaign and associated actions to encourage further engagement from the workforce are being considered. Work undertaken to eliminate any bias against ethnic minorities in the recruitment process started in April 2023, using the Scottish Government recruitment toolkit to improve recruitment practices. A review of relevant policies is underway as part of scheduled work in 25/26 and actions include developing the analysis of data, improved communications and training/guidance materials as part of structured campaign. Third Party Hate Crime Reporting training from Police Scotland took place with relevant staff across the Council. Internal publicity helped highlight this to support a culture of trust among the workforce who belong to protected groups under the Equality Act 2010. OUR FUTURE: Drive development to create a vibrant economy of the future Moray Pathways Local Employability Partnership (LEP) has been established, to deliver a collaborative approach to employability. The LEP proactively target people who face inequalities, with the aim of reducing any disadvantage faced by members of protected groups. The LEP priorities positively support the Council’s statutory general duty to reduce discrimination and advance equality of opportunity having a positive impact on protected individuals in line with the Equality Act 2010. The figures for 2023/24 and 2024/25 show over 300 young people, adults, parents in poverty being supported. These figures comprise of individuals with disabilities, mental health issues, care experienced young people, refugees, ethnic minority groups, those with criminal convictions. A breakdown of figures is available in the progress update at APPENDIX A. More information can be found at Moray Pathways Local Employability Partnership Annual Report which was presented to Economic Development & Infrastructure Committee on 17 June 2025. The Moray Growth Deal projects provide valuable opportunity to enhance inclusion, accessibility, promote positive working spaces for women in the workplace as well as reducing health inequalities for many protected groups. 6 of the 8 projects are now in Page 209
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APPENDIX I 10 the delivery phase. This outcome will be carried forward into the new outcomes for 2025-2029 for progression due to the potential positive impacts they can bring to many individuals across various protected groups including those where intersectionality is an issue. OUR PEOPLE: Provide opportunities for people to be the best they can be throughout their lives with a strong and sustained focus on those individual and groups in our society who experience the most disadvantage and discrimination Education outcomes centred around bullying within Moray schools with incidents reported on Education’s reporting system. An Anti-bullying Policy was developed and implemented across Moray schools in 2022 with a programme of annual surveys to monitor any impacts of the policy. Initially more than a third of pupils reported they had been bullied with 86% saying it had happened in school. These results provided a baseline against which monitoring the effectiveness of the Anti-bullying Policy can be based on. While the number of incidents increased from 22/23 to 23/24 this can be largely attributed to the new recording system. It is important to note that this number then decreased from 23/24 to 24/25. The Scottish Wellbeing Survey for 2023/24 shows that 36% of P5-7s and 30% of S1-S3s were bullied in the year, of which 83% and 90% (respectively) report the incident happened at school. The percentage of children registered on the Child Protection Register as a result of domestic violence saw a sharp increase from 11% in 2019/20 to almost 68% in 2021/22. This number has steadily reduced during the lifetime of the 2021-2025 outcomes dropping to 32.98 % in 23/24 but has seen a slight increase to 34.69% for 2024/25. A closer look at the data revealed that the actual numbers are very small and, as a result, the figures are sensitive to fluctuations. Moray Council continue to work closely in partnership with Moray Public Protection Forum and Moray Violence Against Women and Girls Partnership to protect vulnerable Moray residents. Provision of specialist housing for support for people with learning disabilities has been made at Highland Yard, Buckie and Spynie, Elgin. The Council continue to work proactively with Health & Social Care Moray (HSCM) and NHS Grampian to deliver additional specialist housing with support for people with learning disabilities. Further provision is planned at Elgin South and Garmouth Road, Lhanbryde. The planning consent at Bilbohall, Elgin includes a “care village” which will make provision for this group in Phase 2 of development. While Moray has no dedicated, authorised short-stay halting sites for travellers, unauthorised encampments are supported by our Housing Service, through the implementation of Unauthorised Encampments Protocol. This ensures the provision of waste facilities, serviced toilets as well as housing advice and signposting where applicable, Moray has no dedicated halting sites. 2023-2025 has seen an increase in Page 210
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APPENDIX I 11 the number of unauthorised encampments across Moray, however the duration of the encampments have reduced. The preparatory work for the new Local Development Plan will include consideration of the lack of authorised sites, dependent on the level of engagement that can be sought with the travelling community. 6. Supplementary work supporting Moray’s equalities, diversity and inclusion agenda Resettlement Programmes Moray Council has engaged in various national refugee, resettlement and asylum programmes. Ethnic diversity in Moray increased over the last 6 years with the arrival of refugees from Syria, Ukraine, Afghanistan and asylum seekers from the Middle East, the Horn of Africa and Changossian descent. This increased diversity highlights the need to continue focusing on the ethnicity pay gap and promoting race equality outcomes going forward. Council Officers have developed a Moray community group representing migrants which is awaiting OSCR status for the group. The group will help facilitate two-way engagement with ethnic minority groups. Moray is the only UK Council, in agreement with the Home Office as a pilot, to engage openly with the local community on supporting asylum seekers in their area. Home Office policy does not allow disclosure of asylum seeker’s housing locations, which may work in larger, populated cities where anonymity is easier to achieve, but not in our more rural Moray community. A few stakeholder events have been held and were well attended, with many others being offered support and promising results. Education Our Education Service and their Equality & Diversity Group have developed and implemented various new guidance documents and policies to further assist and support teaching staff across Moray. These are as follows: • The Scottish Government’s Supporting Transgender Pupils in Schools was distributed to all schools across Moray to raise awareness and education for staff, helping to provide a safe, respectful and inclusive learning environment for all pupils while meeting the needs of all pupils, including transgender pupils. • Equality, Diversity and Inclusion Guidance and Self-Evaluation • Anti-Bullying Policy • Anti-Bullying Guidance (with input from Respect Me) • Mobile Phone Use in Schools Policy Due Regard to the Equality Act 2010 and the Public Sector Equality Duty (PSED) The Council’s Integrated Impact Assessments (IIA) process has developed and now incorporates assessment(s) of socio-economic impacts, human rights and the rights of Page 211
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APPENDIX I 12 the child and young people as set out by the United Nations Convention on the Rights of the Child (UNCRC). A series of training events with staff across Council services took place to raise awareness and ensure the Council can evidence more robust equalities and rights consideration. Revised guidance was agreed with Legal and Democratic Services to ensure all impact assessments are published alongside relevant committee papers, unless confidentiality requirements supersedes the need for publication. In such cases the Equal Opportunities Officer will arrange a redacted version for publication. A further review of the IIA process, including an online training module, is currently underway to raise awareness of the requirement across the Council to ensure robust, evidence based decision making is embedded in daily decision making. Lesbian, Gay, Bisexual, Transgender, Queer and other diversities (LGBTQ+) The Council have continued their ongoing support and promotion of LGBTQ+ and any local events through raising the Pride rainbow flag annually to mark Pride month alongside social media campaigns to highlight awareness and education. 7. Moray Council’s BSL Commitments Moray British Sign Language (BSL) Plan 2024-2030 was approved and implemented on 27 August 2024. The plan is sharply focused on BSL accessibility to ensure our information and services, as well as that of Health and Social Care Moray (HSCM): • are truly accessible for BSL users in their own language; • promote the inclusion of BSL in schools while supporting D/Deaf parents or the parents of D/deaf children; • promote access to employment through reasonable adjustments within the Council; • promote BSL inclusion and celebrate BSL culture through cultural quarter and MGD development; and • ensure accessible booking for accessible transport. The Council are also committed to, and widely promote, the use of Contact Scotland which is a free BSL video relay interpretation service for all BSL users to help support them when they need to use our services or contact organisations across Scotland. Moray’s BSL Plan has been recorded in BSL format to ensure full accessibility for the D/deaf community to understand the commitments we are making to them. Work is currently underway to improve the Council’s webpage to provide further essential Council information in BSL. 8. Recent Case Law Moray Council are acutely aware of the recent Supreme Court Ruling on the definition of a woman as well as the recent Court of Session case involving Scottish Borders Council (where the judge ordered that Scottish schools must provide single-sex toilets for students). The implications of these cases are currently being considered in full. Page 212
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APPENDIX I 13 The Scottish Council’s Equality Network (SCEN), Convention of Scottish Local Authorities (COSLA), Equalities and Human Rights Commission's (EHRC) and Scottish Government are holding discussions at national levels and we are currently waiting for the EHRC and Scottish Government to update to statutory and non-statutory guidance to help inform what this means in practice to identify and provide for Moray Council and HSCM service users and employees. Page 213
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APPENDIX A 14 Moray Council Equality Outcomes 2023-2025 – Actions Update CREATING A SUSTAINABLE COUNCIL - DEVELOPING WORKFORCE: Increased diversity in the workforce Action Code Action Title Due Date Latest Status Update Status Progress Status Icon EO ETHNICITY 1 HR/OD Examine workforce data to identify any ethnicity pay gap 31-Mar-2025 An article has been drafted for Connect Magazine of February 2023 to encourage staff to update their equality data on the employee portal. Draft equal pay audit has been completed. From mid 2024 there will be quarterly comms in Connect Magazine, HR Bulletin and Head Teachers’ Bulletin encouraging staff to update their demographic data on the employee portal. This will also be included in the corporate induction. May 2025 - Regular communications in Connect, HR Bulletin and HT Bulletin have encouraged staff to update their demographic data on the employee portal. Additional actions as part of a campaign to encourage further engagement from the workforce are being considered. Continuing into 2025-2029 Equality Outcomes. 50% In Progress EO ETHNICITY 2 HR/OD Examine workforce data for bias against ethnic minorities in job application process 31-Mar-2025 An article has been drafted for Connect Magazine of February 2023 to encourage staff to update their equality data on the employee portal. A draft equal pay audit has been completed. 50% In Progress Short Term Trends Improving No Change Getting Worse Action / PI Status Cancelled Overdue; Neglected / Alert Unassigned; Check Progress / Warning Not Started; In Progress; Assigned Completed / OK Unknown Data Only Page 214
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APPENDIX A 15 The SG Ethnic minority toolkit has been completed. HR are in the process of developing actions following on from this in relation to • Recruitment plan • Equality and diversity policy • Recruitment policy May 2025 - The review of relevant policies is underway as part of scheduled work in 25/26 and actions include developing the analysis of data, improved communications and training/guidance materials as part of structured campaign. EO ETHNICITY 3 HR/OD Use the Scottish Government recruitment toolkit to improve recruitment practices 31-Mar-2025 An article has been drafted for Connect Magazine of February 2023 to encourage staff to update their equality data on the employee portal. This will commence after publication of the Equal Pay Audit in May 2023. The SG Ethnic minority toolkit has been completed. HR are in the process of developing actions following on from this in relation to • Recruitment plan • Equality and diversity policy • Recruitment policy May 2025 - As above. 100% EO ETHNICITY 4 Engage with minority groups in Moray to identify policies, practices and procedures that lead to poorer outcomes for ethnic minorities 31-Mar-2025 An organisation representing ethnic minorities in Moray has been set up. Further engagement is taking place with support from Interfaith Scotland and Scottish Faiths Action for Refugees. Various language cafes have been set up in Moray and there will be an event on 17 June in Elgin during Scottish Refugee Week. May 2025 - Moray community group representing migrants has been developed and is awaiting Office of the Scottish Charity Regulator (OSCR) status. The group will help facilitate two-way engagement with ethnic minority groups. 100% EO ETHNICITY 5 Moray Licensing Board (MLB) Moray Licensing Board to explore and mitigate the language barriers that exist for licence applicants whose first language is not English. 31-Mar-2025 To date there has not been any particular language barriers at the Moray Licencing Board. However, should this arise at any given point there would be the option to bring someone with them or the Board can assist in arranging an interpreter. 100% Code Code Short Name Current Target 2019/20 2020/21 2021/22 Latest Note Short Term Trend Arrow Status Value Value Value Ethnicity Pay Gap Reduce N/A N/A N/A Refer HR Workforce Report OUR FUTURE: Drive development to create a vibrant economy of the future Action Code Action Title Due Date Latest Status Update Status Progress Status Icon EO IEG 1 Develop a collaborative approach to employability including approaches targeted at those furthest from the workplace 31-Mar-2025 Target Group 23/24 New Start and Carried Forward 24/25 New start and Carried Forward Young People 391 377 100% Page 215
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APPENDIX A 16 Adults 160 212 Parents in poverty 136 123 TOTALS 687 712 Equalities Groups Number of New Starts Economic Status New Starts 23/24 24/25 23/24 24/25 Disability / Mental Health 198 157 Unemployed 254 193 Care Experienced Young People 45 36 Economically Inactive 40 34 Refugees / Ethnic Minorities 52 14 Under-employed 31 20 Criminal Convictions 21 11 Participation Outcomes New Starts 23/24 23/24 24/25 Sector Based Work Academy Programme (SWAP) 40% 187 285 Barrier Removal Activities Personal Development Health and Wellbeing Creative Skills Life Skills Counselling Support 394 205 56 47 105 Employment 58 135 FE/HE 65 65 Engagement Phase 59 29 TOTALS 763 712 Moray Pathways Local Employability Partnership Annual Report - ED&I 17 June 2025 EO IEG 2 Pursue the Cultural Quarter and other Moray Growth Deal projects led by the Council 31-Mar-2025 Moray Growth Deal Annual Report (Full Council 8 March 2023) identified initial risks such as inflation, management of closely aligned projects and engagement potentially affecting delivery. A key aspiration linking to the Moray Growth Deal vision is an objective to increase the number of 16–29-year-olds by 1% within Moray given the long-term population projections show Moray with an aging population. This is improving but full 24/25 data is not yet available. The Cultural Quarter alongside the projects providing learning, training and employment 100% Page 216
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APPENDIX A 17 opportunities for young people and venues for entertainment and socialising is well placed to deliver on. Representatives of Parentable and Moray Disability Forum were consulted initially to discuss and identify accessibility issues which need to be addressed with the aim of making the town centre as easy to move around as possible. Moray Growth Deal Annual Report 2024 (Full Council 19 February 2025) advises that 6 of the 8 projects are in the delivery phase with focus on operational delivery to realise benefits for Moray citizens and businesses. Bus Revolution – Provision of accessible transport for more rural Moray citizens for education and leisure purposes. Business Enterprise Hub – Improved accessibility and new or refurbished facilities within the project(s) to support women back to the workplace. Cultural Quarter – Enhanced inclusive and accessible cultural offerings locally. Digital Health – Aimed at addressing health inequalities and providing preventative, personalised care. Individuals will securely own, receive, contribute to, and share their relevant health, care and wellbeing information with individuals and services who support them. At the end of 2024 all 5 living labs were activated, with two in real-world testing phase and the other 3 to progress to this stage during 2025. The labs will support individuals from various protected groups in relation to health, independent living, physical and mental disabilities, carers, age related issues. STEM (Science, Technology, Engineering, Maths) – Tackling educational inequalities by raising aspirations of 3-8 year olds. Housing Mix Delivery – Provision of up to 360 affordable housing and plots. Code Code Short Name Current Target 2022/23 2023/24 2024/25 Latest Note Short Term Trend Arrow Status Value Value Value Gender Pay Gap – Moray being place of work (ONS – ASHE based on provisional data 2024 – aligned with SLAED indicator Data only 7.6% 12.5% 16.3% National Average – 9.2% Page 217
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APPENDIX A 18 OUR PEOPLE: Provide opportunities for people to be best they can be throughout their lives with a strong and sustained focus on those individuals and groups in our society who experience the most disadvantage and discrimination Action Code Action Title Due Date Latest Status Update Status Progress Status Icon EO B1 Educational Services to implement an anti-bullying policy 31-Mar-2022 Education’s Anti-bullying Policy is complete and implemented. All appropriate links and documentation sent to all schools. 100% EO B2 Carry out annual surveys in schools to monitor effectiveness of anti- bullying approach over next 4 years 31-Mar-2025 2023 Update - The first survey has been undertaken by secondary schools. They have collated their own data to inform their action plans. Overall collation is still be completed. Anti-bullying survey for primaries to take place in term 4. With an annual roll out of the survey during Anti-bulling week commencing November 2023 July 2025 Update - Scottish Wellbeing Survey 2023/24 provides valuable data on bullying in P5-7 and S1-2. No survey was carried out in 24/25. Building Better Relationships Anti Bullying Guidance for Moray has been developed further following Scottish Government Guidance in November 2024 with input from Respect Me for approval at EDGroup and look at the recently published consequences document. I am hoping that it is only and update and that this can be launched to schools at the beginning of anti-bullying week in November. A number of Moray Schools have signed up to Respect Me Awards which is accompanied by free training modules for schools. Further awareness of the SEEMIS Bullying & Equalities module is being carried out in schools in term 1 of 25/26 academic year and a survey for 2025/26 has been developed. 25% EO DV1 C&F Children and Families intervene at the earliest opportunity to minimise the impact of domestic abuse on children, young people and parents 31-Mar-2025 Q4 2022/23 – The proportion of children registered due to concerns of domestic abuse have continued to rise during the quarter. At the end of Q4 11 children (47.8%) registered for this concern, however the proportion has only increased due to the decrease in overall numbers registered. At the end of Q3 17 children were registered for this concern (42.5%). In comparison to 2021/22 the proportions and numbers of children registered for this concern have reduced significantly. There remains little control over the nature of or volume of referrals that come into the department but work continues to ensure that children and young people are protected and supported with the impact of this. The Safe and Together approach is used to assess risk when children are living in environments where gender based violence is a risk. Safe and Together Core sessions of this training were delivered in both November & February. There are now 75 trained staff across the partnership. A further three sessions are scheduled for April, May and September which will bring totalled staff up to approx. 190. For those that have completed the core 100% Page 218
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APPENDIX A 19 sessions in time, they will be invited to the Supervisor training taking place in June. Q2 2024/2025 – The percentage of children added to the Child Protection Register due to concerns of domestic abuse has seen a slight increase this academic year. It must be noted here that the total number of children who are registered continues to be low. This means that the percentage format of the figures will be susceptible to small fluctuations. There remains little control over the nature or volume of referrals that come into the Service but work continues to ensure that children and young people are protected and supported. Specifically, the Safe and Together approach is used to assess risk when children are living in environments where domestic abuse is a risk. Training sessions have been continued throughout the year and currently, 282 staff members have been trained. This is a significant improvement from the previously reported 190 trained members of staff and work continues in this regard. EO DV2 Moray Council to liaise with Police Scotland through the Moray Violence Against Women and Girls (VAWG) to identify what lessons can be learned 31-Mar-2025 Representatives from HSCM, NHS and MC continue to attend the VAWGP and contribute to their delivery and action plans. 100% EO DV3 Liaise with Education to explore ways to support pupils who experience domestic violence 31-Mar-2025 The Mentoring Violence Programme (MVP) for secondary schools is commencing in May 2022, with cohort 1 being Buckie High, Elgin Academy and Keith Grammar. Cohort 2 will be 3 further schools and cohort 3 will be the remaining two schools. All school to be trained and linked to a network by May 2024. Third sector partners – Health, Social Work and Police have been approached to be part of the training. Additional support across all schools is undertaken through Women’s aid, and individual families/pupils are identified through MARAC and Child’s Planning. 100% EO DV4 MLB Moray Licensing Board to continue promoting social responsibility among its license holders 31-Mar-2025 2019 – Social Responsibility Workshop held with all licence holders, general public, Police and other relevant stakeholders. Licence holders concerns and thoughts were collated. Police and Best Bar None (pioneers in promoting social responsibility) gave a presentation. Unfortunately, this cannot be offered every year due to limited resources. Reliance on emails or other forms of communication, particularly during pandemic period. 1 x Licensing Standards Officer specifically for licensed premises. The general public are encouraged to call the Police if they are concerned about anything at any licenced premises in Moray. The Police Licensing Team note and inform us of concerns for investigation and visit. 100% EO HOUSING 1 Increase supply of ambulant disabled housing – Local Housing Strategy (LHS) 31-Mar-2025 Housing and Community Safety Committee 21 June 2022 – Local Housing Strategy 2019-2024 Mid Term Review Appendix Status Update – See Housing Supply Target. 30-40% of funding is allocated to development of amenity housing, although this varies from site to site. Target met. 100% Page 219
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APPENDIX A 20 A Consultative Draft Local Housing Strategy for 2025-2030 is currently being developed - H&CS Committee 25 June 2025. EO HOUSING 2 Adequate supply of appropriate housing for people with learning disabilities (LHS) 31-Mar-2025 Housing and Community Safety Committee 21 June 2022 – Local Housing Strategy 2019-2024 Mid Term Review Appendix Status Update – See Housing Supply Target. 30-40% of funding is allocated to development of amenity housing, although this varies from site to site. Local Housing Strategy Update Housing & Community Safety Committee 10 September 2024. Officers continue to work proactively in partnership with Health & Social Care Moray and NHS Grampian to delivery of additional specialist housing with support for people with learning disabilities. Provision has already been made at Highland Yard, Buckie and Spynie, Elgin. Further provision is planned at Elgin South and Garmouth Road, Lhanbryde. The planning consent at Bilbohall, Elgin granted in March 2021 includes a “care village” which will make provision for this group in Phase 2 of development A Consultative Draft Local Housing Strategy for 2025-2030 is currently being developed – Housing & Community Safety Committee 25 June 2025. 100% EO HOUSING 3 Gypsies / travellers have access to appropriate short and long terms accommodation to meet their needs (LHS). 31-Mar-2025 Following the Report to Planning & Regulatory Services Committee On 1 March 2022 on Local Place Plans, Planning Officer has liaised with Unauthorised Encampment Officer to explore ways of engaging Gypsy/Travellers in preparing Local Place Plans. May 2025 – Moray has no authorised short-stay halting sites and continues to implement Protocol of Unauthorised Encampments with a focus on managing encampments which are mainly on public land. Unauthorised Encampments Officer offers support, refuse and toileting facilities, with the permission of any landowner as well as a signposting service to access permanent accommodation if requested. This would then place gypsy travellers in the normal housing queue. Some access to Homeless service may be available. Depending on their need and circumstances at the time. 2024/25 – 27 encampments. Average stay -18 days. Planning Team are currently looking at incorporating identification of sites into the Council’s new Local Development Plan or Local Development Plan Delivery Programme, which will be dependent on engagement with travelling community. 50% Page 220
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APPENDIX A 21 APPENDIX B Employment Monitoring Data & Equal Pay Statement - Please Refer Moray Council Equality Workforce Monitoring Report 2023/24 Code Code Short Name Current Target 2020/21 2021/22 2022/23 2023/24 2024/25 Latest Note Short Term Trend Arrow Status Value Value Value Value Value No of incidents of bullying reported Reduce 170 216 354 460 331 24/25 figure as at May 2025 shows reduction. CMS021f1 Local Percentage of Children registered on the Child Protection Register as result of Domestic Abuse Reduce 48% 45% 47.8% 32.98% 34.69% Local Target now 25% Figures are per Academic Year and show slight increase CP006 Local Percentage of affordable houses delivered to amenity standard 30% N/A 36.2% N/A 30% 30% From 2018/19 to 2024/25, 220 accessible units completed out of 742 builds. H6.1a Local No. of new unauthorised encampments within period Reduce 17 12 12 15 27 Increase in numbers H6.1c Local Average duration of encampments ended within period (days) Reduce 35 37 41 28 18 Decrease in duration Page 221
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APPENDIX II 22 Mainstreaming and Equalities Outcomes Report 2025-2029 Foreword From the services we deliver to the decisions we make, we have a responsibility to ensure that everyone – regardless of their background, identity, or circumstances – has the opportunity to thrive. These outcomes are more than a statutory duty. They are a reflection of our values, our ambition and our accountability to our Moray communities. Over the past four years, we’ve made progress. We’ve worked with communities to understand lived experiences, tackled barriers to inclusion while further embedding equality into our everyday policy and practice but we know there is still work to do. Inequalities persist with new challenges continuing to emerge. As we introduce our new Equality Outcomes for 2025–2029, there is a renewed commitment to ensuring that fairness, dignity, and inclusion are at the heart of everything we do here in Moray. Our outcomes focus on addressing key inequalities, improving access to services, and advancing equity within our own workforce. They provide a clear ambitious framework for action, but one that is also realistic and deliverable. Achieving these outcomes will require collective effort and accountability, measuring progress transparently and learning continuously. We will continue to work in partnership with communities, partners and the third sector, listening to voices that are often marginalised to strengthen our insight and inform better decisions. Equality is a continuous journey. We are committed to leading that journey, ensuring that equity remains central to Moray Council’s vision and identity for a more inclusive future. Chief Executive – Karen Greaves Elected Member Champion, Equalities and Diversity – Councillor Bridget Mustard Index 1. Introduction 2. Legal Context 3. Strategic Context 4. Moray Equalities Data – Key Findings 5. Equalities considerations 6. Engagement 7. Equality Outcomes 2025-29 Page 222
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APPENDIX II 23 8. Mainstreaming Equalities 9. Governance and Accountability 10. Monitoring and Reporting 11. British Sign Language (BSL) Action Plan – Update 12. National Context 1. Introduction Diversity in Moray is growing which evidences the importance of raising awareness around equality matters in our daily lives, in the delivery of our services and within our own workforce. While we move from concluding our 2021-2025 equality outcomes to looking forward to 2025-2029 it is important we set out the need for continued, refreshed and renewed resolve to focus on eliminating discrimination, supporting equality of opportunity and fostering good relations. This means ensuring equality, diversity and rights being placed at the heart of everything we do. Whilst the report sets out our statutory obligations under the Equality Act, both in relation to our workforce and the wider community. Mainstreaming equality is about integrating an equality perspective into the everyday functions of the Council while listening to and working in collaboration with our communities, stakeholders and partnerships. Moray Council remain committed to promoting and cultivating more inclusive services across Moray by embedding equality into our daily activities to meet the diverse needs of our Moray population. This ensures that everyone, regardless of their individual background or circumstances, can access the same services without barriers. 2. Legal Context The Equality Act 2010 sets out the legal framework Moray Council have to operate within. It clearly sets out the Council’s statutory duties and responsibilities as follows: Our ‘General Duty’ is our Public Sector Equality Duty (PSED) (as set out in S.149 of the Act). It means that Moray Council, in the exercise of all our functions, must have due regard to: 1) Eliminating unlawful discrimination, harassment and victimisation and other conduct that is prohibited under the Equality Act; 2) Advancing equality of opportunity between those who share a protected characteristic and those who do not; and 3) Fostering good relations between those who share a protected characteristic and those who do not. Protected characteristics under the Act are age, disability, gender reassignment, pregnancy and maternity, race – including ethnicity, nationality and travellers, religion or belief – including no religion or belief, sex, sexual orientation, marriage and civil partnership. Quite simply, we are all protected under this legislation. We all Page 223
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APPENDIX II 24 fall into one of the groups covered by the Equality Act, protecting us all against unfair treatment. Our ‘Specific Duties’ are set out in the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012. Their purpose is to support and ensure Moray’s performance in relation to meeting the general duties above. The specific duties also apply to our Education Service and Licensing Board. These include: • Developing and publishing a biennial mainstreaming report; • Publishing equality outcomes and report on our progress (at least every two years); • Assessing and reviewing our policies and practices; • Gathering and using our employee information; • Publishing our gender pay gap information; • Publishing our Equal Pay Statements; • Considering public procurement award criteria and conditions; and • Publishing accessible information. The Fairer Scotland Duty – This covers any socio-economic disadvantage. Part 1 places a legal responsibility on the Council to: • Show that it has actively considered (‘pay due regard’ to) how it can reduce socio-economic inequalities in high level, strategic decisions; and • Publish a short written assessment on how it has done this. Socio-economic disadvantage includes low income, low/no wealth, material deprivation, area deprivation, socio-economic background (social class). The inequalities of outcome that people in our communities face as a result of socio- economic disadvantage include: • Poorer skills and attainment • Lower healthy life expectancy • Lower quality, less secure and lower paid work • Greater chance of being a victim of crime • Less chance of being treated with dignity and respect Human Rights Act 1998 Taking a human rights-based approach is about using international human rights standards to ensure that people’s human rights are put at the very centre of policies and practice. A human rights-based approach empowers people to know and claim their rights. It increases the ability of organisations, public bodies and businesses to fulfil their human rights obligations. It also creates solid accountability so people can seek remedies when their rights are violated. Moray Council commits to using the Scottish Human Rights Commission (SHRC) PANEL principles, to ensure a human rights-based approach. • Participation – people should be involved in decisions that affect their rights • Accountability – monitoring of how people’s rights are being affected and remedies when things go wrong Page 224
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APPENDIX II 25 • Non-Discrimination – all forms of discrimination must be prohibited, prevented and eliminated. People who face the biggest barriers to realising their rights should be prioritised • Empowerment – everyone understands their rights and be supported to take part in developing policy and practices affecting their lives • Legality – approaches are grounded in the legal rights that are set out in domestic and international laws. United Nations Convention on the Rights of the Child (UNCRC) (Incorporation) Scotland Act 2024 covers the rights of children and young people up to the age of 18. 3. Strategic Context Meeting the above statutory duties supports the delivery of: • Moray Council’s Corporate Plan 2024 which commits to: o Tackling Poverty & Inequality through reducing child poverty and inequalities in incomes, health and education as well as supporting vulnerable members of our community o Building Stronger Greener Vibrant Economy through improving access to work, training and affordable childcare. o Building Thriving, Resilient, Empowered Communities through increasing affordable housing. • Health & Social Care Moray Strategy Delivery Plan 2025-28 and Equality Outcomes 2025-29 4. Moray Equalities Data – Key Findings Moray’s Ethnic Diversity Moray has a predominantly White British population (97.6%) with a growing but still relatively small proportion of ethnic minority residents (2.4%) which is a significantly lower ethnic diversity than the national average at 12.9%. 1 9% of school pupils in Moray identify as ethnic minorities. Of these, 5% were categorized as 'White' ethnic minorities, and 3% as other ethnic minorities. This proportion has been gradually increasing over the past decade, from 5% in 2012 to 9% in 2021.2 While Moray remains predominantly White British, there is a gradual increase in ethnic diversity, particularly among the younger population. Age and Gender Distribution It’s well known that Moray has a higher proportion of older adults compared to younger populations. Between 2001 to 2022 the 65 + age group has increased by 58.2% while the 16–24 age group was the smallest at 4.8%. The gender distribution is relatively balanced, with 50.5% females and 49.5% males.3 Disability While the Scotland's Census 2022 census did collect information on long-term health conditions and disabilities for the whole of Scotland, it doesn't offer specific 1 Scotland’s Census 2022 2 2021 Pupil Census and Grampian Racial Equality Council (GRREC) 3 National Records of Scotland Page 225
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APPENDIX II 26 regional breakdowns so did not specifically release disability data for Moray. The Scottish data is used by central and local governments for resource allocation, service provision, and policy development as well as monitoring and improving health care, assessing progress towards better population health while reducing health inequalities. Socioeconomic Factors Moray continues to face challenges due to a low-wage economy with average gross full-time hourly pay and weekly earnings significantly less than the Scottish average which puts Moray at 28 out of 32 Scottish Local Authorities (where 1 is highest). This is contributing factor to poverty in Moray as it offers less resilient to the cost of living increases in comparison to other regions. Moray is currently ranked 14 out of 32 Scottish local authorities for poverty levels (1 being the highest). The percentage of children living in poverty in Moray rose by 3.2% to 24.1% from 2014 to 2022 compared to the national rise of 2.9% with 23% for 2023/24. The Council’s Corporate plan has prioritised tackling poverty and inequality, focusing on areas such as children’s services, housing, transport and education. The council is actively addressing socio-economic disparities through its corporate Poverty Group and is committed to supporting those that are disadvantaged through various initiatives and partnerships. The Fairer Moray Forum and the Community Planning Board co-ordinate a partnership approach to tackling poverty, to make an impact and improve the lives of Moray residents. Education and Employment Participation The overall participation of young adults in education, employment, and training has improved in the previous two-year period, despite a slightly lower number of participants in 2024/25. By late 2024 93.1% of 16 -19 year olds were engaged in these activities, a slight decrease since 2023. 5. Equalities considerations Moray Council’s Integrated Impact Assessments (IIA) process aims to ensure that protected groups are not disproportionately affected by any council proposals, particularly during budget processes, internal reviews and/or service redesigns. The IIA process is fluid with assessments evolving during the lifespan of the proposal, review, policy, project, strategy or plan to allow emerging qualitative and quantitative evidence or data to continually inform the decision-making process. A corporate database has been developed which will assist in retaining oversight of all corporate policies and review dates while monitoring that integrated impact assessment requirements are being met internally. Equalities data is renowned for having limitations and gaps for example, around non- disclosure of specific disabilities, ethnicity, etc. as well as around gender-based violence. Ongoing efforts are being made across services to identify and reduce these data gaps where possible to help understand the needs of our communities. For example, service activity only tells us about those who use services and not about those who need services but are not able to access them. These findings aim Page 226
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APPENDIX II 27 to improve data collection to assist in guiding strategic planning and decision- making towards improved outcomes for local population. 6. Engagement Community engagement is critical in shaping our equalities focus, the development of equality outcomes as well as informing our strategic plans and evidencing our decision-making process. Various outreach methods are used such as public consultations, surveys, focus groups, forums to ensure diverse voices are heard to help us understand their specific needs, particularly those who experience disadvantage. Council services consult regularly with our service users and residents. This informs integrated impact assessments which assess any potential impacts on protected groups and how we as a Council can mitigate those impacts to lessen or remove any inequalities, discrimination, disadvantage or barriers when planning and delivering our services. This engagement will remain very much at the forefront of what we do with a new Moray Engage engagement platform to support valuable contribution from our communities. 7. Equality Outcomes 2025-29 Local authorities in Scotland are required to set and publish equality outcomes that reflect the needs and challenges faced by people with protected characteristics in their local communities. These outcomes should address inequalities identified through evidence, engagement and analysis of local data and focus on measurable and achievable results, such as improving access to services, reducing poverty or increasing participation in civic life. To ensure our equality outcomes align with the Council’s Corporate, Local Outcomes Improvement Plan and Service Plans we have worked with Heads of Service to identify existing commitments based on identified strategic needs from their individual service delivery plans to set achievable, inclusive and effective equality outcomes for 2025-29 that aim to reduce disadvantage wherever possible. This collaboration ensures services are working with the same common goal of delivering their service to meet those strategic needs, while embedding equalities into their everyday environment for our workforce and our customers. To ensure further cohesive and integrated service delivery across Moray, consideration has also been given to Moray Integrated Joint Board’s Equality Outcomes for 2025-29 which were approved on 29 May 2025. The equality outcomes detailed below represent the Council’s aims as an employer, a service provider, a democratic body engaging with local communities and groups to inform its policies and decisions. The focus going forward remains embedding equalities daily, both internally as an employer and externally as a service provider. Moray Council commits to improving the equality journey for Moray residents through these 2025-2029 equality outcomes: Page 227
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APPENDIX II 28 • Moray residents receive inclusive, accessible and equitable information and services from Moray Council without barriers • Promote, embed and mainstream a better understanding and intolerance of discrimination, disadvantage and inequality for people with protected characteristics. • Moray Council will take practical steps to achieve tangible changes with a clear focus on measurable progress. • As an inclusive employer, continue to improve the diversity of our workforce ensuring that there are equal opportunities for protected groups both for internally and external applicants while supporting ongoing flexible working models to advance equality of opportunity. Education Authority Equality Outcome Our schools are safe, inclusive learning environments reducing incidents of bullying and exclusions while promoting and supporting attainment for pupils. Licensing Board Equality Outcome Moray Licensing Board and Licensing Committee (being separate entities from Moray Council) will continue to work with Moray Council in jointly delivering and publishing equality outcomes to ensure commitment to enhancing inclusion, accessibility and eliminating discrimination or disadvantage within the remit of MLB. These equality outcomes set a clear path for addressing systemic inequalities that may still exist while fostering a more inclusive, fair, and just community. Each outcome is designed to focus on practical actions, with clear success indicators to track progress and ensure meaningful change as set out in the 2025-2029 Action Plan at APPENDIX I. 8. Mainstreaming Equalities There is a clear national drive for a fundamental shift in organisational delivery to ensure that equality is at the centre of our culture and practices. The Scottish Government is currently finalising the development of an Equality and Human Rights Mainstreaming Strategy for Scotland, due to be implemented in late 2025. It outlines a framework for the public sector to tackle systemic inequalities by embedding equality and human rights into all their everyday functions and decisions with the aim of creating a Scotland where everyone enjoys their human rights, and where diverse, inclusive, empowered, resilient, and safe communities thrive. The strategy promotes a comprehensive vision based on these drivers as well as actions to improve mainstreaming across various areas, such as removing systemic barriers and improving how decisions are made. Its approach emphasises the importance of considering intersectional disadvantage by recognising that different forms of disadvantage can compound and create unique challenges for certain individuals. There are six fundamental key drivers within the strategy - strengthening leadership, developing accountability and transparency, ensuring an effective regulatory and Page 228
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APPENDIX II 29 policy environment, utilizing evidence and experience, enhancing capability and culture, and improving capacity. Council’s will be expected to work with partners at government level, across the public sector and our communities to ensure the strategy's success. A detailed action plan and toolkit will accompany the strategy to support implementation across the public sector. Regular reviews and updates will be made to the strategy to ensure it remains relevant and effective in addressing evolving equality and human rights challenges. The Scottish Government are also currently in the process of reviewing the PSED and introducing a new Scottish specific duty to ensure inclusive communication is embedded proportionately across the work of local authorities when communicating with the public. This duty would sit alongside and enhance other work currently being undertaken by the Scottish Government to embed inclusive communication across the public sector, such as developing national standards, best practice, an inclusive communications toolkit as well as a monitoring system to measure effectiveness. Moray Council will strive to support this national vision where possible. 9. Governance and Accountability Overall responsibility for Moray Council’s compliance with the statutory duties under the Equality Act 2020 will sit with the Chief Executive and Corporate Leadership Team (CLT). Operational responsibility for delivering the equality outcomes will rest with Heads of Service, Service Managers and / or identified Lead Officers. All Council staff carry the corporate responsibility to embed the principles of equality, diversity and inclusion into their operational daily practices wherever possible. Our partners NHS Grampian and Moray Integrated Joint board will use their own governance structure and will monitor their agreed 2025-2029 outcomes. 10. Monitoring and Reporting Progress on our equality outcomes will be monitored to ensure ongoing momentum towards achieving the outcomes over the four-year period. The monitoring mechanisms will include: • Quarterly updates on the Council’s Pentana Performance Monitoring Platform, in line with existing Service Plan updates. • Integrated Impact Assessments (IIAs) - Ensuring relevant staff are trained in IIAs and developing them at the start of process to inform any decision making rather than retrospectively. • Biennial progress reports to Corporate Committee – Providing detailed updates on the implementation and progress of equality outcomes. Page 229
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APPENDIX II 30 • Service user feedback mechanisms - Regularly collecting and analysing feedback from service users to inform equitable service delivery. • Equality, Diversity & Inclusion Staff Surveys - Gathering insights from staff about workplace equality and inclusivity. 11. British Sign Language (BSL) Action Plan - Update Moray British Sign Language (BSL) Plan 2024-2030 was approved and implemented on 27 August 2024 with a range of actions to support our D/deaf community here in Moray. Focus to see these actions through to completion will continue and BSL Plan progress updates will be included in the equality outcome progress reports going forward to ensure a holistic and cohesive reporting structure. Work is currently underway to update the Council’s webpages with relevant Council information in BSL format to reduce barriers to D/deaf community accessing important service information. 12. National Context Recent Case Law Moray Council are acutely aware of the recent Supreme Court Ruling on the definition of a woman as well as the recent Court of Session case involving Scottish Borders Council (where the judge ordered that Scottish schools must provide single- sex toilets for students). The implications of these cases are currently being considered in full. The Equalities and Human Rights Commission's (EHRC) produced an interim update on the practical implications of the judgement followed by a consultation on proposed changes to their Code of Practice which closed on 30 June 2025. A revised Code of Practice is currently being developed and is due to be published in due course. It aims to provide formal guidance to service providers, public bodies and associations in relation to their duties under the Equality Act 2010 and how to put them into practice. The Scottish Council’s Equality Network (SCEN), Convention of Scottish Local Authorities (COSLA), European Human rights Commission (EHRC) and Scottish Government are holding discussions at national levels with the aim of providing statutory and non-statutory guidance to help inform what this means in practice for Moray Council and Health & Social Care Moray service users and employees. Page 230
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Moray Council Equality Outcomes 2025-2029 Action Plan 1 1. Service Definition Delivering a statutory equality, diversity and inclusion advisory service across Moray Council and HSCM 2. Service Resources Resource - 0.5 FTE. Delivery is aided through individual Services, Service Plans and existing Council commitments. Moray Council have statutory duties under the Equality Act 2010 to ensure we are continually embedding the following three legal requirements, known as the Public Sector Equality Duty (PSED), into our service plans and daily service delivery to: 1) End unlawful behaviour that is banned by the Equality Act 2010, including discrimination, harassment and victimisation. 2) Advance equal opportunities between people who have a protected characteristic and those who do not. 3) Foster good relations between people who have a protected characteristic and those who do not. Equality Outcomes 2025-2029: 1) Moray residents receive inclusive, accessible and equitable information and services from Moray Council without barriers 2) Promote, embed and mainstream a better understanding and intolerance of discrimination, disadvantage and inequality for people with protected characteristics. 3) Moray Council will take practical steps to achieve tangible changes with a clear focus on measurable progress. 4) As an inclusive employer, continue to improve the diversity of our workforce ensuring that there are equal opportunities for protected groups both for internally and external applicants while supporting ongoing flexible working models to advance equality of opportunity. Strategic Outcome or Priority Corporate Plan (CP) or LOIP (L) Action(s) Planned Outcome Outcome measures Completion target Lead Service Plan SP PSED addressed Equality Outcome EO GOVERNANCE, STRATEGY & PERFORMANCE / HR & OD (CP) Legislative/Regulatory (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Review of Customer Services - Introduce updated/new Customer Relationship Managment Solution Review of E, D & I training for staff including IIA process Improved customer experience, service efficiencies, increased customer self service Increased staff awareness of equalities requirements through review of More accessible and efficient service to the public Number of staff completing online modules Implementation - 31 March 2026 31 March 2027 Customer Services Manager Equal Opportunities Officer, OD & Service Managers SP PSED - 1, 2 & 3 EO – 1, 2 & 3 PSED - 1, 2 & 3 EO - 1, 2 & 3 Page 232
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Moray Council Equality Outcomes 2025-2029 Action Plan 2 Review of Corporate E,D & I policies, guidance and resources IIA requirements Increase information available in BSL for D/deaf community Facilitate / implement national Scottish Governement mainstreaming intitiatives Ethnicity – Continue to examine / develop workforce data to Equalities training / e-modules for staff Review and develop corporate equalites policy and relevant guidance / resource documents Monitor Corporate Policy Database to identify IIA need Improved webpages with relevant MC information in BSL to ensure enhanced accessibility Implementation of BSL Plan Review mainstreaming strategy and inclusive communications toolkits for implemntation Continue to encourage staff to Policy, guidance, resource developed and implemented IIAs for all policies and reviews Number of BSL webpage/information videos / views BSL Plan actions progressing through to completion Implementation of toolkits Increased / improved ethnicity data available March 2027 March 2027 March 2027 2027 March 2027 March 2027 Equal Opportunities Officer EOO Equal Opportunities Officer EOO & Lead Officers EOO & Lead Officers Head of HR PSED - 1, 2 & 3 EO - 1, 2, 3 & 4 PSED - 1, 2 & 3 EO - 1, 2, 3 PSED - 1, 2 & 3 EO - 1, 2 &3 PSED - 1, 2 & 3 EO - 1, 2 &3 PSED - 1, 2 & 3 EO - 1, 2, 3 & 4 SP PSED - 1, 2 & 3 EO - 4 Page 233
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Moray Council Equality Outcomes 2025-2029 Action Plan 3 identify ethnicity pay gap Review of relevant HR policies as part of scheduled work as part of structured campaign to Recruitment Policy/ Plan and Equality and Diversity Policy update ethnicity data Improved recruitment process, training, guidance materials to eliminate any bias against ethnic minorities Increased number of staff from ethnic minority backgrounds March 2027 Head of HR SP PSED - 1, 2 & 3 EO - 4 EDUCATION RESOURCES AND COMMUNITIES (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities Development of new Corporate Digital Community Engagement platform Improved inclusive and accessible engagement. More communities and individuals from a diverse range of backgrounds are involved in local decision making and in helping to plan and deliver of local services Improved specific location measures in locality plans and case study-based reporting to evidence delivery ERC008 % increase in number of local residents engaged in locality planning process (NE / Buckie) ERC001 % of local people who agree with ‘I can influence decisions affecting my local area’. June 2025 Communities Services Manager SP PSED - 1, 2 & 3 EO - 1, 2 & 3 ICT (L) Empowering & connecting communities. (CP) Building Thriving, Develop and expand the Council’s digital approach Expand and enhance use of digital technologies across services to improve the Increased accessibility and number of users (from diverse backgrounds) of March 2027 Information Systems Manager SP PSED - 1, 2 & 3 EO - 1, 2 & 3 Page 234
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Moray Council Equality Outcomes 2025-2029 Action Plan 4 Resilient, Empowered Communities Further support Smarter/Hybrid Working efficient, effective service delivery Increased Council capacity to flexible homeworking to support working parents, carers, disabilities additional online services. No of staff with flexible working arrangments March 2027 Infrastructure Manager SP PSED - 1, 2 & 3 EO - 1, 2 & 3 EDUCATION (L) Building a better future for our children & young people. (CP) Tackle Poverty and Inequality Continue to monitor bullying in schools. Surveys to monitor effectiveness of Anti- bullying and Mobile phone Use policies over next 4 years Early intervention addressing whole family well-being to ensure than children can reach their full potential Reduction in bullying incidents reported Continue to improve attainment at both Broad General and Senior Phase identified through ACEL and LGBF measures No of bullying incidents recorded on SEEMIS Literacy and numeracy attainment gap reduced percentage pointgap between the least and most deprived pupils Increased %age of pupils achieving expected CFE level in literacy and numeracy March 2026 June 2026 June 2026 SMcL SMcL SMcL PSED - 1, 2 & 3 EO - 1, 2 & 3 SP PSED – 1 EO - 1, 2 & 3 SP PSED – 1 EO - 1, 2 & 3 (L) Building a better future for our children & young Getting it right for every child – continue to improve attainment Improved attainment at both Broad General and Senior Phase Percentage of school leavers gaining 5+ awards at levels 5 and 6 (LGBF Feb 2026 SMcL SP PSED – 1 EO - 1, 2 & 3 Page 235
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Moray Council Equality Outcomes 2025-2029 Action Plan 5 people. (CP) Tackle Poverty and Inequality identified through ACEL and LGBF measures CHN6 / CHN7) Leavers achieving 1+ @ SCQF Level 5 / Level 6 (Core Stretch Aim) Overall average total tariff (LGBF CHN12a) Feb 2026 Feb 2026 SMcL SMcL SP PSED – 1 EO - 1, 2 & 3 SP PSED – 1 EO - 1, 2 & 3 Equity and improving outcomes for all Continue to review the Supporting All Learners strategy in line with changes implemented by ASN review and focus on inclusive practice Ensuring wellbeing, equality and inclusion for all learners QI 3.1 ratings in inspection or self- evaluation increase June 2026 SMcL SP PSED – 2 EO - 1, 2 & 3 Reviewing Additional Support Needs Review and evaluate alternative curriculum offers Better meet the needs of learners with ASN QI 3.1Improved attainment for those with ASN June 2026 SMcL SP PSED – 1&2 EO - 1, 2 & 3 Embed non- negotiable training in practice Inclusive practice is evidenced across the service QI3.1 Inspection & QA Visit Feedback June 2026 JS/DD/CF SP PSED - 1, 2 & 3 EO - 1, 2 & 3 Reduce exclusions through partnership interventions and approaches Reduction in exclusions particularly for CEC&YP Stretch aim met Improved attainment for CEC&YP June 2026 LS SP PSED - 1, 2 EO - 1, 2 & 3 Expand information sharing work with Health colleagues to encompass all ASG’s Greater knowledge of children coming in to ELC’s needs More robust information in ASN forecasting tool June 2026 HS/DD SP PSED - 2 EO - 1, 2 & 3 Develop key messages for supporting 0-5’s & families with communication skills Improved understanding of early comm needs. Improved offer of training within 80% Staff across variety of sectors are confident in supporting children June 2026 HS SP PSED - 2 EO - 1, 2 & 3 Page 236
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Moray Council Equality Outcomes 2025-2029 Action Plan 6 incorporating Speech and Language Therapy (SALT). Health, ELC and SALT to support those needs 0-5 & families with communication skills EDUCATION, RESOURCES & COMMUNITIES (L) Building a better future for our children & young people. (CP) Tackle Poverty and Inequality Develop / support initiatives to reduce inequalities (Active Schools and Community Sport) Continue development of targeted approaches focussed on poverty, mental health and disability/ASN Work with relevant organisations to develop and implement projects/initiatives that contribute to addressing inequalities Targeted youth Work in secondary supporting Improved health and wellbeing in our young people Young people have access to high quality services that support their learning, wellbeing and independence. Local residents can participate in sport and culture opportunities to develop their skills and confidence Young people are more ready to enter employment, No. of targeted programmes delivered No of collaborative projects/initiatives addressing inequalities implemented Milestones (Y 1) Create / Imp. Moray Disability Sports Hub Complete cohort 2 - Mental Health Accreditation for Sports Clubs. AS&CS Deliver min. 5 poverty projects. Milestones (Y 2) Complete ED&I Map for the Sport & Culture Service. Minimum of 5 poverty projects delivered. % Increase youth engagement and participation. 31 March 2028 31 March 2026 Sport & Culture Services Manager Communities Service Manager SP PSED – 1, 2 & 3 EO - 1, 2 & 3 SP PSED - 2 EO - 1, 2 & 3 Page 237
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Moray Council Equality Outcomes 2025-2029 Action Plan 7 employability skills / positive transitions to school, college, work, training training or college and or participate in informal learning programmes they have co-designed Number of young people engaged in Youth Work activities. ECONOMIC GROWTH & DEVELOPMENT (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy (L) Improving Wellbeing of our population (CP) Tackle Poverty and Inequality Delivery of Moray Growth Deal outputs that aim to make Moray a more attractive place to live and do business in. Drives improved equality and accessibility Continued MGD project delivery through creation of new and improved accessible facilities / services: Elgin Town Hall Grant Lodge Man & Innov. Centre Affordable homes On demand public transport STEM hubs and outreach activity BE Hub Digital Health assets 1% increase 16-29 year olds in Moray. Early Years STEM: Increase numeracy attainment (80% P1,P4,P7 combined). 8% increase attainment STEM subjects at Net 5 / Higher (1777 Quals A-C level). March 2028 (continuing to December 2031) March 2028 (continuing through to progress by December 2031, but realised up to mid 2030s) MGD Manager MGD Manager SP PSED – 1, 2 & 3 EO - 1, 2 & 3 SP PSED – 1, 2 & 3 EO - 1, 2 & 3 Page 238
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Moray Council Equality Outcomes 2025-2029 Action Plan 8 Enable more parents to work by increasing availability of affordable School Remove barriers to employment Reduce health inequalities 36% increase positive destinations. BE Hub - Attract, retain, develop skills to increase avg. F/T wage in Moray & increase %age population with NVQ3/4 + quals to at least Scottish avg. Deliver min. 10 projects exploring entrepreneurship, business support systems & digital capability in rural settings. Reduce STEM gender gap 50/50 men/women. Digital Health Increased health & wellbeing & reduced health inequalities Bus Revolution 20% reduction no. people facing transport barriers to employment, education or recreation. (NOMIS) Gender Pay Gap % unemployed assisted into work March 2026 Employability Team Manager/ Moray SP PSED – 1, 2 & 3 EO - 1, 2 & 3 Page 239
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Moray Council Equality Outcomes 2025-2029 Action Plan 9 Aged childcare provision Minimise barriers to people working such as school age childcare provision with initiatives, policy, guidance. being prepared from Council employability programmes No. Parents helped through Employability partnership No. school aged childcare places available Pathways LEP Lead HOUSING & PROPERTY (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities Delivery of the Housing, Investment and Affordable Housing Supply programmes Increase in affordable housing available in Moray Number of affordable housing completions at end of current FY 31 March 2028 HS&DM SP PSED – 1 EO - 1, 2 & 3 (L) Building a better future for our children & young people. (CP) Tackle Poverty and Inequality Reduce no. children in temp. accomm, the duration of stay for families and the homeless impact on children Prevention of homelessness or rapid rehousing for families threatened with homelessness No. children in temp. accomm. No. homeless presentations from families with children Instances of homeless prevention Duration of homelessness for families with children Education measure TBC 31 March 2026 HNM SP PSED – 1 EO - 1, 2 & 3 Page 240
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Moray Council Equality Outcomes 2025-2029 Action Plan 10 Revise housing contribution Statement Assess & repond to HN of older people with HSCM/IJB 31 Dec 2025 HDSM/HNM SP PSED – 1 EO - 1, 2 & 3 FINANCIAL SERVICES (L) Developing a diverse, inclusive & sustainable economy. Procurement – PSAP and policy satisfies equalites requirements Strategic Action Plan targets achieved and IIAs for contracts. 80% of PSAP indicators achieving or exceeding target March 2026 CFO SP PSED – 1, 2 & 3 EO - 1, 2 & 3 MORAY LICENSING BOARD (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Review Licensing statement and policies to further enhance and continue to embed equalities requirements Identify applicable E,D&I training where possible for MLB and / or LLF Continue to promote and support schemes around positive behaviours to license holders and through partnership working Light touch review and refresh of: Licensing Board Statement of Policy; Licensing Compliance and Enforcement Policy; Hearing procedures; and Licensing IIA Identify relevant training for MLB and encourage uptake Promotion of any schemes that may promote accessible, inclusive licensed permises Updated policies and statement with IIAs informing the process. Training delivered and no. of MLB members with re- freshed ED&I training Limited or no complaints in relation to accessibility, inclusion or disadvantage March 2027 March 2027 March 2027 Legal - Solicitor (Licensing & Regulatory) MLB Legal - Solicitor (Licensing & Regulatory) MLB Legal - Solicitor (Licensing & Regulatory) MLB PSED – 1, 2 & 3 EO - 1, 2 & 3 PSED – 1, 2 & 3 EO - 1, 2 & 3 PSED – 1, 2 & 3 EO - 1, 2 & 3 Page 241
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: HR017/25 Author: Head of HR, ICT and Organisational Development Contact Email: hr@moray.gov.uk Subject: Digital Strategy 2025-2028 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to ask Committee to approve the proposed Digital Strategy and Plan 2025-2028. 1.2 This report is submitted to Committee in terms of Section III (B) (34) of the Council’s Scheme of Administration relating to the development and implementation of information technology policies. 2. SUMMARY 2.1 At the Corporate Committee on 28 January 2025, it was agreed that the previously combined ICT and Digital Strategy would be separated to help the Council establish its digital vision and ambition and accelerate the pace of its digital transformation, which had been constrained by a lack of resource (paragraph 8 of the minute refers). 2.2 To achieve the required step change in business, greater vision, ambition and direction and provide the catalyst for innovation and digital transformation it was noted that specific expertise and resources would be required. This was also informed from learning from other project work such as smarter working and the learning estate where dedicated resources have enabled projects to progress. 2.3 Given the challenge in terms of specifying the digital vision and ambition and specifically where a business case might be made for investment, a plan for taking the next stage of discovery forward was agreed that would include learning from others and innovation and thought leadership. The outcome was anticipated as 2-fold: Item 14. Page 243
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- Identification of 2-3 key projects based on experience elsewhere that could be translated at pace into Moray over a 9 – 12 month period, and - Specification of the Council’s Digital Transformation ambition with an accompanying statement of high-level outcomes and new ways of working that can be expected to contribute to a sustainable future council 2.4 This report provides an update on that discovery work and proposes a Digital Strategy that will move the Council’s transformation forwards by laying the foundations for future development through modernising and maximising use of current digital platforms and technology and taking advantage of best practice and innovation elsewhere. 3. RECOMMENDATIONS 3.1 It is recommended that Committee approve the Digital Strategy 2025-2028 and Action Plan 2025-26: Author Name Frances Garrow Job Title Head of HR, ICT and Organisational Development 4. BACKGROUND AND CONTEXT 4.1 The Council’s previous ICT and Digital Strategy and Plan set the direction and work required to respond to, support and achieve the priorities of the Council for both ICT and digital requirements. Since then, focus has increased on the opportunities for digital development across the Council to enable and progress transformation to different ways of working to support a more sustainable future council. 4.2 Initial scope for Digital advancement has been identified through the Council’s first Digital Maturity Assessment report from the Digital Office (Scotland) and an externally facilitated workshop of service managers. As noted in the Transformation Strategy agreed by the Council on 24 April 2024 (paragraph 9 of the minute refers) there is significant opportunity to influence service design, delivery and ways of working through digital approaches. This will extend beyond the role of the ICT service and technical solutions and will require council wide ambition, leadership and drive. This includes articulating more clearly and supporting the Council’s strategy for digital development within Education to enhance learning, teaching, attainment and optimising life opportunities for young people as well as linking closely with the Council’s approach to customer experience and accessibility of services. 4.3 The Council is engaged with national digital work in areas including Digital Health Care and Innovation Centre for the Care in Place Project, Microsoft technology forums specifically aimed at Local Government covering use of AI, Power Platform, Data and Innovation. The Council participate in the work led by the national Digital Office to participate in and monitor the direction of national development work to ensure that the Council capitalises on areas that would be of relevance, benefit and are achievable with regard to future innovation. 4.4 The output from the digital workshop referred to earlier in the report identified areas to improve efficiency and expand lean processes. However, this is largely expansion of work that is already within the planned transformation projects and that is happening in Page 244
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services. To achieve a step change in business, greater vision, ambition and direction and provide the catalyst for innovation and digital transformation, more is needed. 4.5 Following agreement at Corporate Committee in January, an internal officer group undertook further discovery work, largely through attending digital transformation events, meeting with digital system providers for specific purposes such as the Customer Relationship Management system replacement project or meeting with providers that have been involved with public sector digital transformation projects. 4.6 While this work has enabled some further revision of what the Council’s digital vision and ambition might be it did not unearth a clear step change that would facilitate a significant increase in pace or direction. Nonetheless, the internal officer group have identified the main elements and outcomes that are relevant to the Council’s current maturity with regard to digital transformation and these have been drawn into a draft strategy with a series of high-level actions identified to be taken forward. 4.7 Success measures will be developed for each specific element as the particular projects develop so that there can be measurement and tracking of effectiveness. This is likely to begin with high level expected benefits that are refined through learning given the exploratory and developmental nature of the work. Nonetheless, the success measures should become more specific regarding the outcomes and benefits on an iterative basis, and this will be tracked through the Council’s Transform Board as well as through the regular performance management updates to Committee at service level. 4.8 The recently agreed corporate management review changes are designed to help address the significant capacity gaps that are impacting the pace of change and progress of the modernisation and transformation agenda. Notwithstanding the revised structure, digital transformation requires collaboration between and from services including support functions. 5. PROPOSALS 5.1 Taking account of the Council’s corporate vision and strategic priorities, the Best Value Actions and Transformation Strategy projects as well as the current context within services across the Council, the proposed strategy has three main themes: - Business Systems and Processes – end to end business process improvement, integrated and efficient systems, increased automation leading to reduction in duplication, inefficiency and waste - Customer Experience – customer journey and experience improvements informed by effective use and integration of data - Workforce Development – maximised use of current digital tools and platforms, improved skills and confidence leading to increased organisational capacity 5.2 Recognising that digital development is not just about technology and devices but extends to people, culture and leadership, it is proposed that the Council’s digital vision is: Page 245
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“to embrace the possibilities that digital technologies provide to improve outcomes and services for our customers and our workforce and enabling a digitally connected community.” 5.3 The over-arching outcome is improving customer experience and accessibility and this is achieved through modernisation (i.e. adopting new technologies and reducing reliance on legacy systems), improving decision making and data maturity to facilitate a needs and evidence led approach to effective and efficient decision making, efficiency to reduce duplication and waste and innovation and future readiness to foster creativity and innovation amongst the workforce, understanding the art of the possible and seeking opportunities for collaborative improvement. 5.4 Next steps include drafting of a detailed delivery plan that is prioritised based on assessment of need, deliverability, potential benefits and allocation of resources, with clear communications to begin engaging with managers and the workforce regarding establishing where the gaps in skills, knowledge and understanding are to be able to properly address these. 5.5 Such is the pace of technological and digital development that it is proposed that the Digital Strategy is kept under annual review to ensure it remains relevant thereby providing the opportunity for adjustment and refocusing based on the progress made between reviews. 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: Page 246
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☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal There are no policy or legal implications. 6.4 Financial There will be financial implications from the proposed development of digital service opportunities. These are not quantified at this time and will be reported to a future meeting of this committee for consideration. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There are significant risks for the Council if the pace and scale of digital transformation does not increase rapidly. Notwithstanding this, the Council has to be assured that resources and budget allocated to digital transformation projects have a proportionate chance of achieving the outcomes and benefits are capable of being realised. 6.6 Staffing As the Council seeks to transform and modernise through its digital strategy and plans, resource will be required to take the work forwards. These requirements will be clearly specified in any project mandates or business cases and includes Organisational Development and Change resource. In addition to this, specific technological issues may emerge which may require ICT involvement to plan and resolve. 6.7 Best Value and Transformation Page 247
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This Digital Strategy supports the achievement of the priorities set out in the Corporate Plan. 6.8 Property There are no property implications. 6.9 Information Communications/Technology/Digital The information communication technology and digital implications are contained within the body of the report. 6.10 Equalities, Social Inclusion and Economic Impact The Digital Strategy will help improve accessibility to Council services. 6.11 Climate Change and Biodiversity Impacts There are no specific climate change and biodiversity impacts. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Leadership and Extended Corporate Leadership Teams and the internal officer working group and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Transformation Strategy and ICT Strategy and Plan 2025-2028. Digital Maturity Assessment Outcome Report and Update (3MB) Page 248
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APPENDIX 1 MORAY COUNCIL DIGITAL STRATEGY 2025-2028 Version Date Lead Next Review Due 1.0 27 August 2025 Head of HR, ICT & OD August 2026 Page 249
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1 Introduction Digital technology is transforming society while Moray Council delivers services to the community in an environment of increasing demands, higher customer expectations, reducing budgets and higher costs. Digital development provides the potential and opportunity to enhance delivery of council services and expansion of digital technology will play a key part in our future sustainability. This Digital Strategy sets the vision and direction for how we will review and redesign services using a digital first approach with a strong customer focus alongside workforce development to ensure we enable and embed the cultural shift and efficiencies both within our community and our workforce. While delivering on our key corporate priorities we are committed to ensure that our services are as effective and efficient as possible and securing a sustainable financial future for our Council. VISION “to embrace the possibilities that digital technologies provide to improve outcomes and services for our customers and our workforce and enabling a digitally connected community.” We AIM to place our communities and customers at the heart of what we do. This means ensuring digital developments are accompanied by improved digital access, skills and confidence to improve inclusivity, make sure that no-one is left behind and digital exclusion is reduced. Ambitious and forward-looking, our PURPOSE is to seek out digital opportunities, using information and data safely and effectively, to make informed and insightful decisions with increased responsiveness. We will increase digital service delivery, supporting customers and the workforce to develop their digital skills and confidence, providing the appropriate tools, skills and environment to support innovation leading to improved quality of services at lower cost. We will create an environment that supports new technology to be embraced enabling residents of Moray to receive optimised, effective and efficient customer services. RESULTS Achieving enhanced digital development and maturity will RESULT in the Council streamlining its systems and access to services as well as being able to focus resource on people who require further assistance. The obligation to deliver services as efficiently and cost-effectively as possible is enabled by digital delivery that will also provide more choice, control and accessibility to service users. This strategy sets out a high-level framework for our vision and future direction so that digital technology, innovation, services and infrastructure all contribute towards our future sustainability. The pace of technological change and innovation remains rapid however and future developments may require revisions to the strategy and plan going forwards. Page 250
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2 Context National - The national context is set by Scotland’s Digital Strategy, “A Changing Nation: how Scotland will thrive in a digital world” which sets out the national direction and is a critical enabler of public service reform and digital reform. The Improvement Service / COSLA / Solace are jointly leading transformation and identifying examples of best practice while the Digital Office (Scotland) leads collaboration on digital developments nationally. Strategic - The Council’s Digital Strategy is aligned to the council’s vision and strategic priorities that are contained within the Corporate Plan the Local Outcome Improvement Plan along with the Best Value Action Plan and Transformation Strategy as our route map to efficient, effective and sustainable future service delivery. Local - Within the Council currently there are multiple legacy (older/pre-existing) systems that require to be maintained and upgraded as they become unsupported by providers and technology moves on. This also provides however opportunities for the Council to look for new solutions and opportunities that give scope for advantage, learning from innovation and best practice elsewhere. 3 Drivers Our key drivers for digital development are informed by several specific challenges within services including specifically Education and Customer Services, which are categorised into 5 main elements. Legacy Systems – there are legacy systems in use that are not conducive towards the use of developing technologies. While some of the larger systems are scheduled for review and renewal, a comprehensive review of other systems currently in use is required to allow the Council to assess the associated risks and issues, consider the strategic approach to be taken for planned migrations and future options. Acceleration and Maximisation – the council needs to accelerate the pace of change and use of current digital technology, maximising use of its current systems and software such as the M365 suite of applications. Addressing Gaps and Advancing Adoption – ensuring awareness of developments being applied that could address gaps through speedy adoption of new developments that have been tried and tested by others. Workforce Development – the Council workforce has variable experience of using different digital technologies with varying levels of competence and confidence. This requires development to be able to provide people with the skills and knowledge they need, including time and space to explore and understand the currently available technology. This will ensure they are prepared and enabled to embrace digital developments in their jobs, with a clear vision and direction set from the leaders of the Page 251
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organisation and a commitment to support workforce development to make the shift in behaviour happen. Innovation and Future Readiness – the council needs to create an environment that fosters innovation and creativity, ensuring we are better prepared and future ready including ‘digital thinking’ through benchmarking, collaboration and participation in national and sector leading digital activity. 4 Themes Taking the above into account the following areas of focus are identified to contribute towards improving customer experience and accessibility to provide a comprehensive digital front door to council services with more services available online providing choice about how and when they are accessed, with improvements that drive efficiency and free up staff time to focus on more value adding areas e.g. customers who need additional assistance. Business Systems and Processes – driving end to end process improvement, linking to other systems where required leading to efficient, integrated internal systems. This includes process improvement (e.g. LEAN), upgrades, use of automation, reducing duplication, inefficiency and waste, instil standard operating procedures per system to ensure consistency and reduce the risk of error. Customer Experience – clear strategy for customer service and experience, new Council website and customer relationship management system with clear links to lines of business systems, process improvement on customer journey and experience including use of new technologies which combined with decision making and data maturity will lead to better use of customer data. unification and integration of data enabling swifter and more comprehensive analysis of need, evidence led approach to enable effective and efficient decision making through better understanding of data, benchmarking and best practice thereby helping us make the right decisions at the right time. Workforce Development – maximise the use of current digital tools e.g. standard office tools, M365 suite of applications that help create, communication, collaborate, automate, analyse, report. Introduce new technology including digital tools for front line staff. Improve skills and confidence to increase organisational capacity for change with staff empowered to explore, test out and embrace new ways of working. Preparing and enabling staff to have the time, space, skills and confidence to engage with the current technology and platforms, enabling them to fully utilise and realise the capacity for benefits these should bring by adoption of and embedding new ways of working. 5 Plan Priority Rating: 1 – critical in terms of scale of impact and/or to success of other actions Page 252
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2 – wide scale impact and/or supports achievement of other outcomes 3 – clear benefits but importance may be outweighed by other actions 4 – ongoing area of work where further development is not required at this stage Themes Outcome Change Date Priority Business Systems and Processes End to end process improvement across the Council using LEAN principles Legacy systems upgraded or replaced including integration and links between inter- dependent business systems Increased use of AI, self-service, automation and workflow e.g. HR- Payroll to improve efficiency Inventory and assessment of major systems to facilitate planned approach to scalability and future proofing Replacement of major business systems: - Lagan (Customer Relationship Management) - CareFirst (Social Work and Care) - Council website June 2026 Mar 2026 Per project 1 2 1 Customer Experience Single view of person enabled Business intelligence enabled decision making Corporate customer experience strategy that links with ICT and Digital Strategies Increased integration between council systems to ensure a single customer record, reduce duplication of information and enable a more joined up approach to service delivery Data Strategy approved and in place including integrated approach to data Dec 2026 Mar 2027 Nov 2026 1 2 1 Page 253
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New/Refreshed Council website New refreshed Council Intranet using collaboration and data sharing agreements Data Maturity Assessment baselined and measured over time Standardisation of data reporting tools across organisation for better use of customer data New technology to improve the customer journey automating repetitive tasks and business processes to help improve first response process Modern and engaging digital front door: - New online processes - New functionality for e.g. bookings and appointments An engaging staff portal designed to connect employees with the information they need, when they need it Jun 2026 Mar 2027 Per project Oct 2026 Dec 2026 3 2 1 1 2 Workforce Development Current systems and software fully utilised Improved use of MS Office suite of tools Enhanced understanding and use of M365 suite of tools to create, communicate, collaborate, analyse, report, plan, etc Dec 2026 Dec 2026 1 1 Page 254
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Workforce empowered Use of digital tools for frontline staff developed Create an environment that empowers and fosters employee confidence to develop digital skills to bring about the change of behaviour required New ways of working adopted and embedded Improved organisational preparedness for using new technologies for core business e.g. AI-driven chatbots to provide 24/7 interactive assistance to customers, automation introduced for simple repetitive processes, and the use of Copilot for time consuming tasks like the production of contracts of employment Oct 2026 Dec 2026 Ongoing Mar 2026 2 1 2 2 This strategy will be supported by a more detailed delivery plan that will be closely linked with the ICT Strategy and Action Plan to ensure appropriate infrastructure to support digital development to support the Council’s approach to Customer Experience, development of the Education digital approach and other areas of cross- over or close inter-dependence. Information Governance assistance for some initiatives and the capacity to provide this will also be required to be considered. Monitoring, Evaluation and Review The implementation of the Digital Strategy and Plan will be monitored and evaluated through the Council’s agreed performance management framework i.e. departmental Page 255
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management teams, service plan monitoring and the Transform Board for larger discrete projects. Progress on the Strategy and Action within the plan will be reviewed annually initially given the pace of digital transformation and change. Page 256
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: GSP042/25/AM/KS Author: Alison Morris Contact Email: Alison.morris@moray.gov.uk Subject: Updated Data Protection Policy Version 2.0 Report 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to request the Committee to consider and approve an updated Council wide Data Protection Policy version 2.0 1.2 This report is submitted to Committee in terms of Section III (B) (40) of the Council’s Scheme of Administration relating to ensuring suitable framework is in place for performance management across the Council 2. SUMMARY 2.1 The updated Data Protection Policy is required to ensure ongoing Data Protection compliance is in place across the Council. 2.2 The Committee is asked to consider the recommendations set out below. 3. RECOMMENDATIONS 3.1 It is recommended that Committee considers and approves the updated Data Protection Policy as set out in APPENDIX 1 and summarised in Section 4 below Alison Morris Information Governance Manager and Data Protection Officer 4. BACKGROUND AND CONTEXT 4.1 The Council’s first Data Protection Policy was approved in 2018, when the Data Protection landscape changed with the introduction of the Data Protection Act 2018 and the General Item 15. Page 257
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Data Protection Regulation (GDPR) in May 2018. Since then the requirements of Data Protection legislation have been incorporated into the Council’s workings, and further legislative changes have happened too, including GDPR being incorporated into UK law after Brexit and is now known as UK GDPR. 4.2 This updated Policy aims to ensure a clear and consistent approach to Data Protection compliance across the Council. 5. HIGHLIGHTS FROM THE COUNCIL’S DATA PROTECTION POLICY VERSION 2.0 5.1 The Data Protection Policy version 2.0 applies to all Council employees; aiming to embed a Data Protection compliance culture throughout the Council. It ensures that all Council employees are aware of their obligations in relation to Data Protection and provides increased clarity on the Data Protection requirements for Elected Members. 5.2 The Policy endeavours to cover the Council’s commitment to compliance; it’s understanding of the Data Protection Principles, appreciation of the various lawful bases for processing personal data, Data Subject Rights, and the regulatory role of the Information Commissioner’s Office (ICO). The Policy defines the roles and responsibilities of Council staff and Elected Members in relation to Data Protection. 5.3 The Policy also acknowledges that the Council is enthusiastic about the innovative and efficiency opportunities presented by the rise of AI technology, whilst highlighting the potential risks and mitigations that Data Protection compliance may require. 5.4 The Policy covers the Council’s commitment to taking Data Protection seriously, particularly in relation to data breaches, data sharing and processing agreements, as well as providing Privacy Notices and staff training. 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 Page 258
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Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None 6.4 Financial There are no financial implications arising from this report, however the promotion and implementation of effective Data Protection compliance impacts positively on the Council’s ability to mitigate its exposure to financial risk, particularly monetary penalties levied by the ICO for non-compliance. For serious breaches of Data Protection the ICO have the power to issue fines of up to £17.5 million. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk None 6.6 Staffing None 6.7 Best Value and Transformation None 6.8 Property Page 259
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None 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact None 6.11 Climate Change and Biodiversity Impacts None 7. CONSULTATION 7.1 This report has been prepared in consultation with The Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance, Democratic Services Manager and the Council’s Information Assurance Group and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Appendix 1: Data Protection Policy v2.0 Page 260
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August 2025 v2.0 Page 5 of 18 APPENDIX 1 Data Protection Policy August 2025 Version 2.0 Document Control Sheet Name of Document: Data Protection Policy Author: Information Governance Team Consultees: Information Assurance Group Distribution: Council wide upon approval Status: Version 1.0 Version 2.0 Date: 25 May 2018 August 2025 Page 261
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August 2025 v2.0 Page 6 of 18 Contents Definitions ............................................................................................................................. 7 1. Data Protection Policy Statement ................................................................................... 9 2. Introduction ................................................................................................................. 10 3. The Data Protection Principles ...................................................................................... 10 4. Lawful Bases for Processing Personal Information......................................................... 11 Personal Data Lawful (Legal) Bases .................................................................................. 11 a) Consent: .............................................................................................................. 12 b) Contract:.............................................................................................................. 12 c) Legal obligation: ................................................................................................... 12 d) Vital interests: ...................................................................................................... 12 e) Public interest: ..................................................................................................... 12 f) Legitimate interests: ............................................................................................. 12 Special Category Data & Criminal Offence Data ................................................................ 12 5. Data Subject Rights ...................................................................................................... 13 6. Information Commissioner’s Office (ICO) ..................................................................... 13 Registration and Fees ....................................................................................................... 13 7. Roles and Responsibilities ............................................................................................ 14 Senior Information Risk Owner ......................................................................................... 14 Information Asset Owners ................................................................................................ 14 Data Protection Officer (DPO) ........................................................................................... 14 Information Security Officer ............................................................................................. 15 Information Assurance Group (IAG) .................................................................................. 15 Employees ....................................................................................................................... 15 Elected Members ............................................................................................................. 16 8. Processing Personal Data ............................................................................................. 16 Data Sharing/Processing Agreements ............................................................................... 16 Privacy Notices ................................................................................................................ 17 9. Personal Data Breaches ............................................................................................... 17 10. Training .................................................................................................................... 17 11. Artificial Intelligence (AI) ........................................................................................... 17 12. Further Information and Legislation........................................................................... 18 Page 262
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August 2025 v2.0 Page 7 of 18 Definitions Accountability Principle: This requires the Council to be responsible for its own compliance with Data Protection Legislation and to demonstrate that compliance. Controller: A person, usually an organisation, which alone, or jointly with others, determines the purposes for and manner in which personal data is used (how and why to process personal data). This includes employees of the controller. The Council is considered to be the controller for most of its activities that involve personal data. Criminal Offence data: The UK GDPR gives extra protection to “personal data relating to criminal convictions and offences or related security measures”. The Information Commissioner’s Office (ICO) refer to this as ‘criminal offence data’ and clarify that this covers a wide range of information about offenders or suspected offenders in the context of criminal activity, allegations, investigations and proceedings. It includes not just data which is obviously about a specific criminal conviction or trial but may also include personal data about unproven allegations and information relating to the absence of convictions. It also covers a wide range of related security measures, including personal data about penalties, conditions or restrictions placed on an individual as part of the criminal justice process, or civil measures which may lead to a criminal penalty if not adhered to. It does not cover information about other individuals, including victims and witnesses of crime. Data Protection by Design and by Default: an integral element of accountability. It necessitates embedding data protection into everything the Council does, throughout all processing operations, while documenting the decisions the Council takes (for example in Data Protection Impact Assessments (DPIAs)). Measures that the UK GDPR suggests as potentially appropriate includes minimising the data collected, applying pseudonymisation techniques, and improving security features. DPA 2018: the Data Protection Act (DPA) 2018, which sits alongside the UK GDPR and sets out the framework for data protection in the UK. Data Protection Legislation: means any law applicable to the processing, privacy and use of personal data, including the DPA 2018, the UK GDPR and the Privacy and Electronic Communications (EC Directive) Regulations 2003 (PECR). It also includes any amendments, or successor legislation. Data Subject: An identified or identifiable living individual to whom personal data relates. Page 263
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August 2025 v2.0 Page 8 of 18 Personal data: Any information relating to an identified or identifiable natural person (data subject). An identifiable natural person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, an online identifier, or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person. It also includes any expression of opinion about the individual and any indication of the intentions of the controller or any other person in respect of the individual – e.g., a manager’s assessment of an employee’s performance during their probation period. Personal data breach: a breach of security leading to the accidental or unlawful destruction, loss, alteration, unauthorised disclosure of, or access to, personal data. Processor: A person (usually an organisation) that processes data on behalf of and as specified by the controller. This will always be a third-party with whom the controller has a contract that specifies what, how and the other conditions under which the data will be processed. Record of Processing Activities (ROPA): A requirement under UK GDPR Article 30 and part of accountability; this is a record that the Council must maintain of its processing activities, including the purposes for the processing, any data sharing and retention. Special Category Data: This is personal data that reveals racial or ethnic origin, political opinions, religious or philosophical beliefs, trade union membership, the processing of genetic data, biometric data (where used for ID purposes), data concerning health or data concerning a data subject’s sex life or sexual orientation. Special category personal data is subject to much stricter conditions of processing. Personal data relating to criminal convictions and offences are not included but similar extra safeguards apply to its processing. Processing: Means any operation or set of operations performed on personal data. This includes collecting, storing, recording, using, amending, analysing, disclosing or deleting it. Third party: Anyone other than the data subject, controller, processor and others who, under the direct authority of the controller or processor, are authorised to process personal data. UK GDPR: the UK version of the European Union General Data Protection Regulation (GDPR), as amended and incorporated into UK law by the European Union (Withdrawal) Act 2018, and as amended by the Data Protection, Privacy and Electronic Communications (Amendments etc) (EU Exit) Regulations 2019. Page 264
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August 2025 v2.0 Page 9 of 18 1. Data Protection Policy Statement In order to carry out many of its functions and responsibilities, Moray Council (the Council) must process personal data. The individuals whose data is processed, such as by collecting, storing, sharing and suchlike, may include members of the public, current, past and prospective employees, customers and service users, and, suppliers. This Policy sets out the Council’s commitment to ensuring that all personal data processed by the Council is managed appropriately, in accordance with Data Protection Legislation (including the Data Protection Act 2018 (DPA 2018) and the United Kingdom General Data Protection Regulation (UK GDPR)). This commitment is imperative for compliance with the Council’s legal obligations, and, to contribute to the maintenance of confidence between the Council, its customers and service users, employees and those with whom it carries out business. Personal data in all formats are covered by this Policy. This includes, but is not limited to: • hardcopy information such as paper files, • electronic information, such as in databases, emails, and, • media, such as audio recordings (i.e. telephone recordings and voicemails) and images (i.e. CCTV footage, photographs). The Council recognises that a personal data breach if not addressed in an appropriate and timely manner, can result in physical, material or non-material damage. Where personal data breaches do occur the Council will, without undue delay, seek to contain the harm to individuals, investigate the breach, and where appropriate report the breach to the ICO, as well as to learn the lessons from any actual or suspected breaches. This Policy applies to all employees and elected members as well as consultants, volunteers, contractors, agents or any other individual(s) performing a function on behalf of the Council. It seeks to assist all such individuals with Data Protection compliance and embed a Data Protection compliance culture within the Council. Violations of this Policy may result in disciplinary action. Page 265
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August 2025 v2.0 Page 10 of 18 2. Introduction Data Protection legislation provides a framework that ensures personal data is properly managed and gives individuals rights to know how personal data may be processed, including how it is collected, used and stored. Data Protection legislation dictates: • The Data Protection Principles, • The lawful bases under which Personal Data may be processed, • Data Subject Rights, including the right to erasure, right of access (i.e. Subject Access Requests), and, sets timescales for compliance with these rights, • How personal data should be processed; including transparency, i.e. Privacy Notices • The requirements for recording and responding to personal data breaches, and, • The requirement for an organisation’s ICO registration, and, appointment of a Data Protection Officer (DPO) 3. The Data Protection Principles UK GDPR sets out seven key legally enforceable principles that lie at the heart of the UK data protection regime. Under UK GDPR Article 5, personal data shall be: i. processed lawfully, fairly and in a transparent manner in relation to data subjects (‘lawfulness, fairness and transparency’) ii. collected for specified, explicit and legitimate purposes and not further processed in a manner that’s incompatible with those purposes; further processing for archiving purposes in the public interest, scientific or historical research purposes or statistical purposes shall not be considered to be incompatible with the initial purposes (‘purpose limitation’) iii. adequate, relevant and limited to what is necessary in relation to the purposes for which they are processed (‘data minimisation’) iv. accurate and, where necessary, kept up to date; every reasonable step must be taken to ensure that personal data that are inaccurate, having regard to the purposes for which they are processed, are erased or rectified without delay (‘accuracy’) v. kept in a form which permits identification of data subjects for no longer than is necessary for the purposes for which the personal data are processed; personal data may be stored for longer periods insofar as the personal data will be processed solely for archiving purposes in the public interest, scientific or Page 266
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August 2025 v2.0 Page 11 of 18 historical research purposes or statistical purposes subject to implementation of the appropriate technical and organisational measures required by UK GDPR in order to safeguard the rights and freedoms of the data subject (‘storage limitation’) vi. processed in a manner that ensures appropriate security of the personal data, including protection against unauthorised or unlawful processing and against accidental loss, destruction or damage, using appropriate technical or organisational measures (‘integrity and confidentiality’). And, vii. The seventh principle is accountability; this requires the Council to be responsible for its own compliance with Data Protection Legislation and to demonstrate that compliance. Under UK GDPR Article 24(1), the Council must implement technical and organisational measures to ensure, and demonstrate, compliance with the UK GDPR; the measures should be risk-based and proportionate; and reviewed and updated as necessary. The UK GDPR sets out several different measures organisations can take to meet accountability obligations, these include: • Implementing data protection policies, • adopting a data protection by design and default approach, • ensuring contracts are in place (also known as a data processing agreement) with all processors that handle personal data on its behalf, and, • maintaining a ROPA. The Council must also ensure that it maintains records of consent and of any personal data breaches. As part of its accountability obligations, the Council also maintains an Information Asset Register (IAR), a register of Data Protection Impact Assessments (DPIAs), and a Data Sharing/Processing Register. Compliance with these principles is key to data protection compliance. Failure to comply could lead to regulatory action by the Information Commissioner’s Office (ICO); Article 83(5)(a) states that infringements of the basic principles for processing personal data are subject to the highest tier of administrative fines and leave the Council open to substantial fines of up to £17.5 million. 4. Lawful Bases for Processing Personal Information Personal Data Lawful (Legal) Bases The lawful bases for processing are set out in UK GDPR Article 6(1). Before processing commences the lawful basis must be determined and documented, including within Page 267
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August 2025 v2.0 Page 12 of 18 the Privacy Notice for the process. At least one of the below lawful bases must apply whenever the Council processes personal data: a) Consent: the individual has given clear consent for the Council to process their personal data for a specific purpose. b) Contract: the processing is necessary for a contract that the Council has with the individual, or because the individual has asked the Council to take specific steps before entering into a contract. c) Legal obligation: the processing is necessary for the Council to comply with the law (not including contractual obligations). d) Vital interests: the processing is necessary to protect someone’s life. e) Public interest: the processing is necessary for the Council to perform a task in the public interest or for the Council’s official functions, and the task or function has a clear basis in law. f) Legitimate interests: the processing is necessary for the purposes of legitimate interests pursued by the Council or a third party unless there is a good reason to protect the individual’s personal data which overrides those legitimate interests. However, this basis is not available to processing carried out by the Council in the performance of its official tasks: it can only apply to the Council when it is fulfilling a different role. Special Category Data & Criminal Offence Data UK GDPR gives extra protection to special category data and data about criminal convictions, criminal offences or related security measures. These types of data are subject to much stricter conditions of processing. When the Council is processing special category data, or criminal offence data, an additional condition for the processing must be identified. For special category data, a condition under UK GDPR Article 9 must be identified. For processing criminal offence data, the Council also requires either ‘official authority’ or a separate condition for processing the data in compliance with UK GDPR Article 10. In both instances the Article 6 lawful basis for processing, and, the Article 9 special category data and/or Article 10 criminal offence data should be documented in Data Protection Impact Assessments (DPIA) so that the Council can demonstrate compliance and accountability. Under the DPA 2018, the Council is required to have an Appropriate Policy Document (APD) in place when relying on certain specified conditions to process special category data and criminal offence data, which: (a)explains the controller's procedures for securing compliance with the principles in Article 5 of the UK GDPR (principles relating to processing of personal data) in connection with the processing of personal data in reliance on the condition in question, and Page 268
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August 2025 v2.0 Page 13 of 18 (b)explains the controller's policies as regards the retention and erasure of personal data processed in reliance on the condition, giving an indication of how long such personal data is likely to be retained.1 5. Data Subject Rights Data Protection legislation provides data subjects with the following rights regarding their personal data: • The right to be informed; including about how personal data will be used. • The right of access to their personal data (Subject Access Request). • The right to rectification; the right to require the Council to correct any inaccuracies. • The right to request the erasure of any personal data held by the Council where the Council no longer has a basis to hold the data. • The right to request that the processing of their personal data is restricted. • The right to data portability (rarely applicable for Council processing) • The right to object to the Council processing their personal data. • Rights in relation to automated decision making and profiling. Each of these rights has a common set of standards that the Council must adhere to; including that requests must be responded to within one calendar month. 6. Information Commissioner’s Office (ICO) The ICO is the UK regulator for data protection and information rights; enforcing the Data Protection Act 2018, UK GDPR, Privacy and Electronic Communications (Amendments etc) (EU Exit) Regulations 2019 and more. There are a number of tools at the ICO’s disposal to take action for a breach of Data Protection. These include: assessment notices, reprimands, warnings, enforcement notices and penalty notices (administrative fines). For serious breaches of the Data Protection principles, they have the power to issue fines of up to £17.5 million, or 4% of annual turnover, whichever is higher. Criminal prosecutions can also be pursued.2 The ICO can also undertake an audit with an organisation to assess its compliance with Data Protection Legislation. Registration and Fees The Council, including the Licensing Board, are registered with the ICO; registration number Z7512703. 1 Schedule 1, Part 4, Paragraph 39 of the DPA 2018. 2 For example, under s170 of the DPA 2018, it is a criminal offence for a person knowingly or recklessly- (a)to obtain or disclose personal data without the consent of the controller, (b)to procure the disclosure of personal data to another person without the consent of the controller, or, (c)after obtaining personal data, to retain it without the consent of the person who was the controller in relation to the personal data when it was obtained. Page 269
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August 2025 v2.0 Page 14 of 18 Elected Members, as Data Controllers, are exempt from paying the registration fee and are not required to be registered. 7. Roles and Responsibilities Senior Information Risk Owner The Council’s Chief Executive is the Council’s Senior Information Risk Owner (SIRO) in relation to Information Governance, which includes Data Protection. Information Asset Owners Information Asset Owners (IAOs) are the Council’s Corporate Leadership Team and Heads of Service. The IAO’s role is to understand what information is held by their departments and services, how it should be managed and ensure it is compliant. They must ensure that written procedures are in place and followed relating to these activities, risks are assessed and mitigated, and, the risk assessment processes are audited. The IAOs are also responsible for ensuring their department or service’s IAR and ROPA entries are accurate and up to date. Overall responsibility and accountability for ensuring that all staff and associated third parties comply with information legislation, this Policy and associated policies, procedures and guidance lies with the Senior Management Team. Data Protection Officer (DPO) The role of the Data Protection Officer is to: • Inform and advise the Council and its employees about their obligations to comply with Data Protection Legislation, • Monitor compliance with Data Protection legislation, including the assignment of responsibilities, awareness raising and training of staff, • Provide advice and guidance about Data Protection, including advice regarding DPIAs and acts as a contact point for individuals (staff and customers) exercising their Data Subject Rights, • Ensure appropriate arrangements are in place between the Council and other organisations processing or sharing personal data, • Manage, report and notify of any data protection breaches (data breaches), • Co-operate with the ICO and act as their point of contact on issues related to the processing of personal data. The Council’s DPO is the Information Governance Manager, who can be contacted via dataprotection@moray.gov.uk Page 270
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August 2025 v2.0 Page 15 of 18 Information Security Officer The Information Security Officer is responsible for creating, implementing and maintaining the Council’s security policy and procedures to reflect changing local and national requirements. This includes requirements arising from legislation, security standards and national guidance. The Information Security Officer will support service areas on achieving best practice and compliance with security requirements. The Council’s Information Security Officer is the ICT Team Leader (Cyber Resilience and Information Security). Information Assurance Group (IAG) The purpose of the IAG is to co-ordinate the Council’s information assurance activity by bringing together those with specific responsibility in this area. It provides strategic overview and co-ordination of Data Protection, Information Governance and Information Security issues within the Council including: • Policies, guidance and working practices • Development of good practice recommendations • General advice and guidance • Review of data breaches, producing learning actions where appropriate • Communication and training • Management of information risks • Information retention and storage Employees All employees, elected members, and any other individuals with authorised access to the Council’s information must be familiar with the requirements of Data Protection legislation. All have a responsibility to ensure that personal data is properly managed and protected at all times. This requires continued compliance with the Council’s policies, procedures and other guidance. If an employee is found to have breached this policy, they may be subject to the Council’s disciplinary procedure. If a criminal offence is considered to have been committed further action may be taken to assist in the prosecution of the offender(s). It is the responsibility of all to promptly report any identified or reasonably suspected personal data breaches to line managers and the DPO as per the Guidance on Data Breach Management. The legislation makes it compulsory for organisations to report a personal data breach, which is likely to result in a risk to an individual’s rights and freedoms, to the ICO within 72 hours of becoming aware. The 72-hour reporting deadline commences from the moment a Council staff member becomes aware of a breach. The DPO will investigate, decide whether a breach should be reported to the ICO and will handle the submission of relevant details. Page 271
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August 2025 v2.0 Page 16 of 18 Elected Members Elected members, when acting as a member of the Council, such as a member of a committee, they must abide by the requirement of employees stated above. Elected members, when acting in their capacity as a representative of constituents of their ward, are Data Controllers in their own right. In this scenario they are responsible for processing personal data correctly and ensuring their own Data Protection compliance. When an Elected Member is performing their Councillor duties they have a right to access Council information when it is reasonably required. When Elected Members are acting on behalf of a member of the public an Elected Member may need the written consent, normally by way of a mandate, from that individual. 8. Processing Personal Data The Council will process personal data to support the wide ranging activities the Council carries out. Data Sharing/Processing Agreements When the Council shares personal data with other organisations the Council will comply with the provisions of the ICO’s Data Sharing Code of Practice. It is good practice for the Council to have a written Data Sharing Agreement (DSA) in place when sharing personal data with another Controller on a routine basis. Having a DSA in place, ensures all parties understand the purpose of the sharing, what will happen at each stage and their various responsibilities. DSAs assist the Council in demonstrating compliance with its accountability obligations under Data Protection legislation. This is separate from when the organisation is Processing Personal Data on the Council’s behalf. Under UK GDPR, a Data Processing Agreement (DPA) or similar contract must be in place every time a Controller uses a Processor to process personal data; binding the Processor to the Controller in respect of its processing activities. Each DPA must set out the subject matter and duration of the processing, the nature and purpose of the processing, the type of personal data and categories of data subjects, and, the Controller’s obligations and rights. The Information Governance team will review and advise on all such agreements prior to signature, then centrally register and store all such agreements. The final responsibility for signing and returning agreements lays with services. The Information Governance team will also highlight any other Data Protection requirements, such as DPIAs and Privacy Notices. Page 272
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August 2025 v2.0 Page 17 of 18 Privacy Notices Under Articles 13 and 14 of UK GDPR, individuals have the right to be informed about the collection and use of their data. A privacy notice informs individuals what the Council does with their personal data including why the Council needs it, the legal basis for the processing and who the Council will share it with. Privacy notices must be provided to the prospective data subjects at the time their data is about to be collected. The Council’s Information Governance team holds the master copies of all Privacy Notices and maintains the publicly accessible webpage: www.moray.gov.uk/PrivacyNotices. Privacy Notices can be made available in other formats upon request. 9. Personal Data Breaches The Council recognises that a personal data breach if not addressed in an appropriate and timely manner, can result in detriment to both the Council and the affected data subjects. Where personal data breaches do occur the Council will, without undue delay, put in place mitigations to contain any harm caused, investigate the breach, and where appropriate report the breach to the ICO. Lessons learnt from any actual or suspected breaches can then be reviewed with further mitigations implemented to reduce the likelihood of similar breaches in the future. A central register of personal data breaches is held by the Information Governance Team, and regular reports of breaches will be shared with Heads of Service and the IAG. 10. Training All employees will be provided with Data Protection training as soon as reasonably practicable after starting to work for the Council. This essential training is available through CLIVE (LearnPro) as an online module, as well as a Data Protection Refresher module. Heads of Service are responsible for ensuring that employees within their Service are trained appropriately. Service specific Data Protection training can be organised with the Information Governance Team and is already available for Social Work via the Social Work Training Team. Elected Members will also be provided with Data Protection training, initially as soon as reasonably practicable after they are elected. Training should be renewed annually and must be refreshed when instructed to do so. 11. Artificial Intelligence (AI) The Council is enthusiastic about the innovative and efficient opportunities presented by the rise of AI technology. The Council recognises that AI, if used effectively, has the Page 273
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August 2025 v2.0 Page 18 of 18 potential to increase efficiency and innovation within the Council. However, AI technology also raises significant risks for the rights and freedoms of data subjects. As such, personal data should not be disclosed whilst using AI technologies until a DPIA has been completed and fully approved by the Council’s DPO. Whilst working, especially when working remotely, employees should be mindful of any ‘smart products’ such as virtual assistant technology; ensuring that these are not privy to work conversations or meetings, in which confidential or personal data is discussed. 12. Further Information and Legislation • Data Protection Act 2018 • UK GDPR • Information Commissioner's Office (ICO) • Council Information Management Webpages: Includes: Data Protection, Records Management Plan, Re-Use of Public Information, Access to Information (including Freedom of Information) • Interchange Information Governance Pages: Includes: Data Protection Guide, Guidance on Data Breach Management, Computer Use Policy, Corporate Information Security Policy Page 274
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Report to: Corporate Committee Meeting Date: 26 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: GSP020/25 Author: Tracey Sutherland Contact Email: Tracey.sutherland@moray.gov.uk Subject: Community Council Scheme of Establishment 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to invite the Committee to consider and approve the proposed Moray Council Scheme for the Establishment of Community Councils 2025- 2029 following a period of review. 1.2 This report is submitted to Committee in terms of Section III (B) (48) of the Council’s Scheme of Administration relating to the functions of the Council in connection with Community Councils. 2. SUMMARY 2.1 Following 2 rounds of consultation with Community Councils (CC), Elected Members and members of the public, amendments to the Council’s Scheme for the Establishment of Community Councils 2025-2029 have been proposed. 3. RECOMMENDATIONS 3.1 It is recommended that Committee agree: i) the amendments to the Scheme for the Establishment of Community Councils following the 2nd round of consultation as detailed in Appendix I; ii) the amended election timetable as detailed in Appendix II; and iii) that should further major amendments be required following consideration at this meeting, a 3rd round of consultation is carried out and the CC Elections Item 16. Page 275
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are postponed until after the 3rd consultation and a further report is brought back to Committee for consideration. Tracey Sutherland Democratic Services Manager 4. BACKGROUND AND CONTEXT 4.1 The Local Government (Scotland) Act 1973 required local authorities to introduce schemes for the establishment of Community Councils (CC) in their area outlining various arrangements including the framework for CC formation, elections, meetings, boundaries, and finance. Periodically, prior to each CC election, the CC scheme is reviewed and any amendments made come into effect at the next scheduled election due to commence in August 2025. 4.2 Public consultation has taken place on the existing CC scheme from 28 August 2024 – 23 October 2024 and then again on the amended CC scheme between 30 May 2025 – 25 July 2025. 4.3 Commentary regarding the consultation responses are detailed in section 5 and 6. 5. PROPOSED AMENDMENTS TO THE SCHEME OF ESTABLISHMENT 5.1 The proposed amendments to the CC Scheme for 2025-2029 are shown in green and red on APPENDIX 1 and include the model constitution, standing orders and code of conduct. Amendments have been proposed based on comments or requests made during the consultation periods or due to administrative issues during the previous term. 5.2 The green changes are those which were received following the 1st round of consultation. The red changes are those suggested following the 2nd round of consultation. 5.3 One proposal suggested during the 2nd round of consultation was to change the name of Dufftown and District Community Council to include Cabrach in the title, so it is proposed to rename the Community Council, Dufftown, Cabrach and District Community Council. 5.4 Dufftown and District Community Council is not currently formed and it is felt that by changing the name it would hopefully improve the buy in from the local community. The Cabrach Trust have indicated that they would be keen to offer support to underpin the establishment of a refreshed Community Council for the area. 6. PROPOSED AMENDMENTS TO THE COMMUNITY COUNCIL BOUNDARIES 6.1 The first round of the consultation returned a large number of suggested boundary changes for the Community Councils. These have been given careful consideration and the specific local points are acknowledged. However, it is also important to consider the impact of boundary changes on the effective administration of community council and local government elections. Some of the changes identified would result in the Community Council boundaries being different to the Council Ward boundaries which can cause confusion and adds complexity to election administration. Page 276
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6.2 Officers have undertaken to carry out further work later in the year to determine whether the changes would be viable. Due to the timescales for the consultations, the proposed boundary changes will be considered outside of the Scheme of Establishment Review and any changes will be consulted on at a later date. 6.3 The current boundaries will remain in place for the forthcoming Elections. 7. ELECTION TIMETABLE 7.1 APPENDIX II details the timeline for the Community Council Elections. 7.2 The amended timeline will allow any potential candidate, who is not already on the Electoral Register to apply by 9 September 2025. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. Page 277
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☐ Improving wellbeing of our population 8.3 Policy and Legal Local Government (Scotland) Act 1973 – the Local Authority must provide a scheme for establishment of Community Councils in their area. Local Government etc. (Scotland) Act 1994 continues this provision. 8.4 Financial There is currently no budget provision assigned to the Community Council election. The election cost cannot be forecast accurately as it cannot be predicted how many CC electoral areas will be contested nor how many postal votes will be issued or returned. Any costs will be funded from existing budgets. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 8.5 Risk Should further major amendments be made to the final proposed scheme during consideration of this report, then in line with Scottish Government’s best practice review guidance a further round of public consultation is recommended. If this is required then the scheduled CC elections will be postponed while this consultation is conducted and a further report is brought back for consideration. 8.6 Staffing None arising directly from this report. CC elections will be undertaken by the elections office as part of their normal scheduled work. If a major unscheduled poll was announced for Autumn 2025 this will cause resourcing pressure. 8.7 Best Value and Transformation None arising from this report. 8.9 Property None arising from this report. 8.10 Information Communications/Technology/Digital None arising from this report. 8.11 Equalities, Social Inclusion and Economic Impact Page 278
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None arising from this report. 8.12 Climate Change and Biodiversity Impacts None arising from this report. 9. CONSULTATION 9.1 Public consultation has taken place on the existing CC scheme, including Elected Members and CCs, from 28 August 2024 – 23 October 2024 and then again on the amended CC scheme between 30 May 2025 – 25 July 2025. Following responses to the second round of consultation, additional amendments are proposed in the final scheme. Consultations in the preparation of this report have been undertaken with the Returning Officer, Depute Chief Executive (Education, Communities and Organisational Development) Head of Governance, Strategy and Performance, Communities Service Manager, Community Learning and Engagement Manager, Community Council Liaison Officer and the Equalities Officer. 10. BACKGROUND PAPERS 10.1 None Page 279
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Moray Scheme for the Establishment of Community Councils 2025-2029 Incorporating Community Council members’ Code of Conduct, Model Constitution, Standing Orders & Area Descriptions Document Version 3.0 Document Status DRAFT Document Date August 2025 Document Owner Democratic Services Manager and Communities Service Manager Review Date November 2028 Page 280
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. Version Control 1.0 30 June 2017 Scheme 2017-2021 finalised following TMC meeting of 29 June 2017 1.1 2 August 2017 Correction to typo in Appendix 1 1.2 19 September 2017 Correction to minor numbering error in Appendix 2 and 3 1.3 30 November 2020 Proposed changes to scheme drafted and inserted 1.4 02 December 2020 Second revision of scheme redraft 1.5 15 December 2020 Second revision of scheme redraft following internal consultation 1.6 11 January 2021 Corrections to formatting issues 1.7 26 February 2021 Changes to scheme amended and inserted following 2nd round comments 1.8 2 June 2021 Minor changes to proposed scheme following final proofing for report 2.0 2 July 2021 Scheme 2021-2025 finalised following TMC meeting of 30 June 2021 3.0 26 August 2025 Changes to scheme following 1st and 2nd round comments Page 281
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Moray Council Community Council Scheme 2025- 2029 1 Contents Introduction ......................................................................................................... 2 1 Statutory Purpose of Community Councils .................................................. 3 2 Establishment of Community Councils under the Scheme ........................... 3 3 Community Council Name ......................................................................... 4 4 Role and Responsibilities of Community Councils ....................................... 4 5 Community Council Areas .......................................................................... 7 6 Membership of Community Councils .......................................................... 7 7 Scheme of Electoral Arrangements ............................................................. 8 8 Filling of casual vacancies between elections .............................................. 8 9 Additional Membership ............................................................................ 10 10 Term of Office .......................................................................................... 10 11 Equalities & Inclusion ............................................................................... 11 12 Disqualification of Nomination or Membership .......................................... 11 13 Meetings ................................................................................................. 13 14 Liaison with the Local Authority ................................................................ 14 15 Resourcing a Community Council ............................................................. 15 16 Liability of Community Council Members .................................................. 16 17 Dissolution of a Community Council ......................................................... 16 Appendix 1 – Community Council names, membership numbers, sub-divisions and area description ................................................................................................. 18 Appendix 2 – Model Constitution ......................................................................... 24 Appendix 3 – Standing Orders .............................................................................. 33 Appendix 4 – Code of Conduct ............................................................................ 38 Page 282
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Moray Council Community Council Scheme 2025- 2029 2 Introduction Community Councils were established in Scotland following the Local Government (Scotland) Act 1973. Thereafter, the Local Government etc. (Scotland) Act, 1994, which produced the current system of unitary Local Authorities, made provision for the continuation of Community Councils. Under the legislation, every local community in Scotland is entitled to petition their local authority to establish a community council in their area. Community Councils are voluntary non-party political bodies, formed under a statutory framework, and are recognised as statutory consultees in relation to planning and liquor licensing. The roles and responsibilities of community councils are set out within the scheme and is supported by the council through a discretionary administrative grant and a dedicated officer to enable and support Community Councils in their role within the community. The role of Community Councils in Scotland was further strengthened by the Community Empowerment (Scotland) Act 2015 which identified them as community participation bodies. Community councils have a statutory right to be consulted on applications for planning permission and have a key role as per the Planning (Scotland) Act 2019 in engaging with the statutory planning system. The Local Authority is required to publish a community council scheme (the ‘Scheme’) setting out the provisions for the formation and operation of Community Councils in Moray. The Scheme is supplemented with a number of documents being the Code of Conduct, Model Constitution and Standing Orders, as well as specific policies relating to operational matters. This version of the Scheme will come into operation from November 2025 at the start of the new term and will be subject to review periodically prior to each new term. Page 283
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Moray Council Community Council Scheme 2025- 2029 3 1 Statutory Purpose of Community Councils 1.1 The statutory purposes of Community Councils established under the Scheme are set out in Section 51 (2) of the Local Government (Scotland) Act 1973, as follows:- ‘’In addition to any other purpose which a Community Council may pursue, the general purpose of a Community Council shall be to ascertain, co-ordinate and express to the local authorities for its area, and to public authorities, the views of the community which it represents, in relation to matters for which those authorities are responsible, and to take such action in the interests of that community as appears to it to be expedient and practicable’’ 2 Establishment of Community Councils under the Scheme 2.1 Upon the Local Authority’s revocation of the existing Scheme and decision to make a new Scheme, it shall publish a Public Notice, which shall invite the public to make suggestions as to the areas and composition of the Community Councils. 2.2 Thereafter, a consultation process on the proposed Scheme shall be undertaken prior to its formal adoption by Moray Council. The scheme may be amended at any time following approval by Moray Council. 2.3 If for any reason there is no established Community Council in an area following elections, twenty local electors whom must be on the electoral register for the area concerned may make a request by way of petition to Moray Council for an election to be held. Any members elected in this way will only hold office for a period of up to four years from the date of nomination/election until the end of term for the next scheduled election, in accordance with election procedures. 2.4 The first elections to be held under the Scheme shall be held in 2025 on a date to be determined by the local authority. 2.5 Subsequent elections will be held on a four-yearly-cycle on dates to be determined by the Community Council in agreement with the Local Authority. Should community councils’ election cycle fall in the year of Scottish local government or parliamentary elections, the electoral proceedings will be held in the following year. 2.6 The local authority will administer all elections. Page 284
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Moray Council Community Council Scheme 2025- 2029 4 See also Section 8 3 Community Council Name 3.1 The name for each Community Council will be as shown in Appendix 1. These can be modified with the prior approval of Moray Council. 4 Role and Responsibilities of Community Councils 4.1 The general purpose of Community Councils is to act as a voice for their local area. This will involve them articulating the views and concerns of local people in their area on a wide range of issues of public concern and make representations to Moray Council, other public sector bodies and private agencies on matters within their sphere of interest; 4.2 It is essential these views are demonstrated to be accurately representative of the community or communities the Community Council represents. Accordingly, the Community Council must have in place, with reference to the national standards of community engagement, recognised consultative mechanisms to validate their views and devise strategies to secure greater involvement by all sectors of the community whom they represent. 4.3 Role 4.3.1 Community Councils have a statutory right to be consulted on planning and licensing applications; 4.3.2 Local authorities have a statutory oversight of Community Councils and are required by statute to consult Community Councils regarding planning applications. In addition, Community Councils are consulted on licensing matters and community planning. 4.3.3 Community Councils are a community participation body under the Community Empowerment Act 2015 and may make requests in relation to this provision; The Community Empowerment (Scotland) Act 2015 provides statutory rights for community councils along with other community organisations. This includes Part 3 Participation Requests, Part 8 Common Good and Part 9 Allotments. 4.3.4 There should be mutual engagement in the establishment of working relationships with Moray Council, the Community Planning Partnership, Local Area Forum and other agencies; Page 285
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Moray Council Community Council Scheme 2025- 2029 5 4.3.5 Community Councils may be consulted on any other matters by Moray Council, Community Planning Partnership and other public sector and private agencies; 4.3.6 Community Councils may carry out other activities that are in the general interests of the communities they represent, provided these activities fall within the objectives of their Constitution and the terms of the Scheme; 4.3.7 In carrying out their activities Community Councils must at all times adhere to the law, the terms of the Scheme and the Community Council Members’ Code of Conduct; 4.3.8 Each Community Council is required to adopt a Constitution, based upon the Model Constitution (Appendix 2), together with Standing Orders (Appendix 3), to encourage and maintain consistency for all Community Councils and to facilitate their proceedings being properly structured and regulated, to ensure that items of business relevant to the community are properly debated and decisions reached in a democratic manner. The Community Council’s constitution is required to be approved by Moray Council and shall not come into force until approved. The Council cannot approve a constitution that is in conflict with the scheme. A new constitution must be approved at the start of each term office following election, even if no amendments have been made. 4.4 Responsibilities 4.4.1 Community Councils have a duty under statute to represent the views of their local community. It is vital therefore they reflect the broad spectrum of opinion and interests of all sections of the community. Good Practice Guidance/handbook has been produced to help Community Councils to deliver on these responsibilities. 4.4.2 In order to fulfil their responsibilities and in being effective and representative, Community Councils shall: - a. Provide contact details of community council members, subject to the provisions contained within the Data Protection Act 1998 and the General Data Protection Regulations (2018). b. Provide contact details of the Community Council and how it may be contacted by the general public. c. Inform the community of the work and decisions of the Community Council by posting agendas and minutes of meetings in public places, such as libraries and noticeboards, online and social media; Page 286
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Moray Council Community Council Scheme 2025- 2029 6 d. Agendas and draft minutes of Community Councils’ meetings must be presented to the Moray Council’s nominated contact within 30 days from the date of that meeting, and ratified minutes within 14 days of approval and be circulated to Community Council members, relevant elected members and other interested parties. e. With reference to the national standards of community engagement, have in place consultative mechanisms to ascertain, co-ordinate and reflect the views of all sectors of the community which it represents, to liaise with other community groups within the area, and to fairly express and consider the diversity of opinions and outlooks of the people within the course of Community Council business. f. Seek to broaden both representation and expertise by promoting the associate membership of the Community Council of persons for specific projects/issues. g. Make particular efforts to encourage young people and other under- represented groups to attend/participate in Community Council meetings and to ensure equality of opportunity in the way the Community Council carries out its functions. h. At all times, seek to ensure that all persons, including vulnerable groups and children, shall be kept safe and free from harm and protected from physical, sexual, verbal and emotional abuse when involved with the Community Council in line with Moray Community Councils Protection of Children & Vulnerable Adults Policy, if adopted by the Community Council. i. Maintain proper financial records and present financial reports at Community Council meetings. j. Inform Moray Council’s nominated contact of any change in membership (resignations, associate membership, etc.) and circumstances, as soon as is practicable. k. Encourage all community council members to participate in training provided for the benefit of community councils and their effective operation, whether council or externally provided. l. Respond to enquiries and feedback from the community. Page 287
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Moray Council Community Council Scheme 2025- 2029 7 5 Community Council Areas 5.1 Moray Council has listed the named Community Council areas, area descriptions and maps defining their boundaries found in Appendix 1 to the Scheme. Maps of all the Moray Community Council boundaries are available at www.moray.gov.uk/communitycouncils. 6 Membership of Community Councils 6.1 There shall be minimum and maximum membership of elected Community Council members in a Community Council as set out in Appendix 1. 7 Community Council Elections Eligibility 7.1 To be eligible to be a community council member; individuals must be; a. aged 16 years or older, and, b. qualification to stand for election is by both; i. residency within the specific Community Council area and, ii. named on the current electoral register for the Community Council area as a local government elector. iii. The same criteria shall apply to voters in a community council election. 7.2 There shall be provision made for non-voting Associate Membership for purposes as defined by each Community Council (section 10.1). Such persons will not be counted in terms of meeting a quorum, or towards the total number of community council members. 7.3 No elected member of Moray Council shall be eligible to be a member of a Community Council and, if a member of a Community Council is so elected, they will be deemed to have resigned from the Community Council, the day after the result of the Local Government election is declared. 7.4 Elected members of Moray Council and members of the United Kingdom and Scottish Parliaments are entitled to become ex-officio members of Community Councils, with no voting rights (section 10.2). 7.5 If for any reason, the number of community council members falls below the minimum number of members as set out in Appendix 1, the nominated contact for Moray Council in consultation with Democratic Services administering the scheme, will support the community council subject to their agreement, for a Page 288
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Moray Council Community Council Scheme 2025- 2029 8 period of no more than three months, to address any arising issues and seek to achieve the minimum membership required. 7.6 If after the expiration of the three months from the date of membership ceasing to meet the minimum membership and sufficient progress has not been made in meeting the same, then in consultation with the community council and elected members of the Moray Council for the Community Council area the Democratic Services Manager may seek to grant a further three month extension to the support provided, consult with the Returning Officer to initiate an interim election or recommend dissolution of that Community Council to the Moray Council. 8 Scheme of Electoral Arrangements 8.1 The Returning Officer, being the Returning Officer appointed by Moray Council for all major elections or their nominated representative(s) will be responsible for the administration of the elections under this Scheme. 8.2 The election will be conducted in accordance with the procedures laid within the Scheme of Electoral Arrangements for Community Councils. 8.3 The Electoral Scheme will be subject to periodic review as required by the Returning Officer. 9 Filling of casual vacancies between elections 9.1 Casual vacancies Casual vacancies on a Community Council may arise in the following circumstances: a. When a Community Council member formally resigns; b. When a Community Council member ceases to be resident within the Moray local government area; c. When a Community Council member has their membership disqualified or revoked (Section 13); d. On the death of a Community Council member; e. When a Community Council member is elected to serve as a councillor for the Moray Council, or the Scottish Parliament or UK Parliament. Page 289
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Moray Council Community Council Scheme 2025- 2029 9 f. Due to unreasonable non-attendance by a Community Council member at scheduled Community Council meetings for a period of six months. g. Should a vacancy or vacancies arise on a community council between elections, it shall be a requirement that the local authority undertake appropriate election arrangements. Filling a vacancy can be undertaken either through the process of an interim election or by co-option. 9.2 Co-option to Community Councils 9.2.1 Filling a vacancy can be undertaken through co-option. However, should circumstances arise that lead to the number of full Community Council members falling below HALF of the maximum permitted membership, Moray Council shall be informed and may undertake arrangements for an interim election, where appropriate, to be held. 9.2.2 Co-opted members must be eligible for membership of the Community Council as detailed in Section 7. 9.2.3 Notice of any proposed co-option is required to be intimated to all of the Community Council’s members at least 14 days prior to the meeting when the matter will be decided. 9.2.4 Co-opted members must be accepted onto the Community Council by a two- thirds majority of the full Community Council members present and voting. 9.2.5 Such co-opted members shall have full voting rights, with the exception of voting on co-option of members, and will serve until the next round of elections or at such time they become a full member. 9.2.6 After 6 months from the date of their co-option to the Community Council the co-opted member will become a full member with the same rights and this full member will no longer be counted within the ratio of co-opted members. 9.2.7 The number of co-opted members may not exceed a THIRD of the current elected Community Council membership. Should the ratio of co-opted to elected Community Council members become greater than one third, due to any circumstances, Moray Council shall be informed and may determine arrangements thereafter for an interim election, where appropriate. Page 290
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Moray Council Community Council Scheme 2025- 2029 10 10 Additional Membership 10.1 Associate Members 10.1.1 Associate members may be appointed by a Community Council where there may be a need for individuals with particular skills or knowledge. These individuals do not have voting rights. 10.1.2 Associate members may also include representation from other constituted local voluntary organisations. 10.1.3 Associate members serving one Community Council cannot be elected or co- opted members of any other Community Council unless they are representing constituted local voluntary organisations. 10.1.4 Associate members may serve for a fixed period as determined by the Community Council or for the term of office of the Community Council that has appointed them. 10.1.5 Associate members are not required to be residents of the community council area. 10.2 Ex-Officio Members 10.2.1 Moray Council Councillors, MPs, and MSPs whose wards or constituencies fall wholly or partly within the geographical area of the Community Council area shall be deemed ex-officio members of the Community Council. 10.2.2 Ex-officio members shall have no voting rights and will not be entitled to be elected or nominated representatives of a Community Council. 10.3 Youth Membership 10.3.1 Each Community Council is able to appoint two youth members between the ages of 16-18. Youth members must live within the Community Council area. These members shall be in addition to the total membership of each Community Council but will be considered as full members of the Community Council. They will have full voting rights, with the exception of co-option and will be appointed for a two-year term. 11 Term of Office 11.1 All members of the Community Council hold office for a period of approximately four years from the date of election until the date of the next Page 291
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Moray Council Community Council Scheme 2025- 2029 11 scheduled election, in accordance with the election procedures outlined in Section 8. 11.2 Those members appointed by co-option will hold office for a period of up to four years from the date of co-option until the date of the next scheduled election of the appropriate year, as outlined above. 11.3 The term of office will cease on the occasion that the Community Council is dissolved by Moray Council (Section 18). 11.4 The Returning Officer reserves the right to vary the Community Council term, should other electoral timetables conflict with the Community Council election for that term, to prevent disruption and conflict to election processes. 11.5 Moray Council will administer all elections. 12 Equalities & Inclusion 12.1 The Equality Act 2010 makes it unlawful to discriminate against persons or groups on the grounds of the protected characteristics of race, sex, gender recognition, disability, age, sexual orientation, marriage and civil partnership, pregnancy and maternity, and religion or belief. 12.2 Recognition should be given to the contribution of everyone participating in the work of the Community Council. 12.3 Community Councils must comply with the duties of equal opportunities legislation and ensure that equality of opportunity be given to every participant to have their knowledge, opinion, skill and experience taken into account. 12.4 Consideration must be given by the Community Council as to the location of their meeting place and reasonable adjustments made in terms of accessibility and facilities for disabled or disadvantaged users as far as practicable, to ensure that the needs of all members, visiting public or other additional members are met. See also Code of Conduct (Appendix 4) 13 Disqualification of Nomination or Membership 13.1 Membership of a Community Council is invalidated should a Community Council member’s residency qualification within that Community Council area cease to exist; the Community Council may automatically terminate their membership, with written notice and inform Moray Council as set out in 4.4.2(i). Page 292
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Moray Council Community Council Scheme 2025- 2029 12 13.2 Membership of a Community Council is invalidated should a Community Council member’s name no longer appear on the electoral register for that Community Council area. 13.213.3 If any member of a Community Council fails to attend any Community Council meeting, with or without submitting apologies, throughout a period of 6 months, the Community Council may terminate their membership, with written notice, provided that the termination of the membership must be an item on a meeting agenda and be carried with a two-thirds majority vote of those present and voting. The Community Council shall then inform Moray Council as set out in 4.4.2(i). 13.313.4 At the discretion of individual Community Councils, a period of leave of absence for a Community Council member may be granted at any meeting of the Community Council and minuted at any meeting of the Community Council. 13.413.5 In terms of nomination, a person shall be disqualified from being nominated as a candidate for election as, or if already elected from being a Community Council member if; a. He/she is a person whose estate has been sequestrated by a court in Scotland or who has been adjudged bankrupt elsewhere than in Scotland; or b. He/she has, within five years before the day of nomination, or election or since his election, as the case may be, been convicted in the United Kingdom, the Channel Islands, the Isle of Man or the Irish Republic of any offence and has had passed on him/her a sentence of imprisonment (whether suspended or not) for a period of not less than three months without the option or a fine; or c. Where a person is disqualified, under the subsection above, by reason of his/her estate having been sequestrated, the disqualification shall cease if and when- • the sequestration of his/her estate is recalled or reduced; or • he/she is discharged under or by virtue of the Bankruptcy (Scotland) Act 1985. d. Where a person is disqualified, under the first subsection above, by reason of having been adjudged bankrupt then • if the bankruptcy is annulled on the ground that he/she ought not to have been adjudged bankrupt or on the grounds that his/her debts have been paid in full, the disqualification shall cease on the date of the annulment; Page 293
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Moray Council Community Council Scheme 2025- 2029 13 • if he/she is discharged with a certificate that the bankruptcy was caused by misfortune without any misconduct on his/her part, the disqualification shall cease on the date of his/her discharge; and • if he/she is discharged without such a certificate, his/her disqualification shall cease on the expiration of five years from the date of his/her discharge 14 Meetings 14.1 Inaugural Meeting 14.1.1 The Inaugural (first) meeting of a Community Council following a Community Council election, will be called by Moray Council’s nominated representative, and will take place within 1 calendar month of the date of the election, or as soon as practicable thereafter. 14.1.2 The business of the inaugural meeting may include consideration of a Constitution and Standing Orders, appointment of office bearers and any outstanding business matters from the outgoing Community Council. 14.1.3 Adoption of a constitution by the Community Council and thereafter approval by Moray Council must follow within 4 months of the Inaugural meeting. 14.1.4 In the absence of Community Council agreeing and signing their constitution and seeking approval of the same by Moray Council, the Community Council shall not be constituted, and Community Council members must abide by the Model Constitution in the interim until they are constituted. 14.2 Meeting Location and Frequency 14.2.1 Scheduled Community Council Meetings should be held in a formal setting, in a room with physical quorum and with the right for public attendance, unless national or local restrictions or prevailing conditions determine otherwise that meetings should be held remotely by a method determined by the Community Council. Community Councils may wish to use other remote means for decision making purposes; the method used must be accessible and available to all its members and any external persons who participate. 14.2.2 The frequency of meetings will be determined by each Community Council, subject to a minimum of one Annual General Meeting, if held and 6 ordinary meetings being held each year. The Annual General Meeting shall be held in a month of each year to be determined by the Community Council. 14.2.3 Dates, times and venues of regular meetings of the community council shall be fixed at the first meeting following ordinary elections and thereafter at its annual general meeting (if held) otherwise annually. This information must be Page 294
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Moray Council Community Council Scheme 2025- 2029 14 supplied to the Council once agreed and the Community Council must give public notice in advance of meetings. 14.3 Quorum The quorum for Community Council meetings shall be one THIRD of the current actual voting membership of a Community Council, or 3 voting members, whichever is the greater. (see also section 5) 14.4 Content of Business An outline for the content of business that Community Councils should adhere to when holding ordinary, special and Annual General Meetings is contained within the Standing Orders (Appendix 3). 15 Liaison with the Local Authority 15.1 In order to facilitate the effective functioning of Community Councils, Moray Council has nominated an official to liaise with Community Councils. 15.2 Unless there is a specific agreement or an issue is a specific departmental issue, all correspondence between Moray Council and the Community Councils should preferably, in the first instance, be directed through that official unless otherwise advised. 15.3 Community Councils shall provide copies of their agendas and minutes, and notify any changes to membership within prescribed timescales (section 4.4), to Moray Council via the named official. 15.4 Community Councils may make representations and requests to Moray Council and other public and private agencies, on matters for which it is responsible and which it considers to be of local interest. 15.5 Representations should be made, in the case of statutory objections, such as planning or licensing matters, to the appropriate departmental Moray Council official. 15.6 Under the Community Empowerment Act 2015, requests for inclusion under the provisions of this Act should be made to the nominated Moray Council official. 15.7 On issues where a Moray Council department is consulting with Community Councils, representations should be made to the appropriate departmental officer. Page 295
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Moray Council Community Council Scheme 2025- 2029 15 15.8 In cases of ongoing Community Council member dispute or complaint, the Community Council should contact the nominated officer for further support and guidance. 16 Resourcing a Community Council 16.1 Financial Year 16.1.1 The financial year of each Community Council shall be provided for in the Constitution of each Community Council and shall be from October to September in each succeeding year to allow for the proper submission of audited statement of accounts to the Community Council’s Annual General Meeting (if held) or ordinary meeting as per the Community Council Constitution. 16.2 Annual Accounts 16.2.1 The annual accounts of each Community Council shall be independently examined by at least one examiner appointed by the Community Council, who is not a member of that Community Council by the end of November each year. 16.2.2 A copy of the independently examined statement of accounts/balance sheet shall be forwarded immediately thereafter the statement is approved at the Community Council’s Annual General Meeting (if held) or ordinary meeting, to the nominated official of the Local Authority. 16.2.3 The nominated official may, at their discretion and in consultation with the Council’s Head of Financial Services, require the Community Council to produce such records, vouchers and account books, as may be required. 16.3 Annual Administrative Grant 16.3.1 As per Section 55 of the Local Government (Scotland) Act 1973, Moray Council may provide an administrative grant to Community Councils to assist with the operating costs of the Community Council. 16.3.2 The grant shall be fixed at a rate reviewed and advised annually by Moray Council and may be disbursed in one or more instalments during the course of the financial year. 16.3.3 The administration grant is available to cover the costs of administering community council business which includes: a. Auditors' fees b. Production and circulation of minutes, agenda and annual reports or other Community Council documentation Page 296
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Moray Council Community Council Scheme 2025- 2029 16 c. Stationery d. Photocopying e. Postage f. Travel costs g. Telephone and mobile phone costs h. Information Technology (IT) costs including hardware and software i. Accommodation lets j. Affiliation fees k. Subscriptions l. Bank charges m. Advertising n. General publicity, promotional and ceremonial activities o. Consultation with the community p. Honorariums’ to the Community Council secretary and Treasurer 16.3.4 Moray Council shall determine any additional support services and resourcing as necessary. 16.3.5 On dissolution or suspension of the Community Council, all equipment purchased with the administration grant provided by the Moray Council including IT, peripheral devices, telephones and mobiles must be handed back, within one month of the date of dissolution, to the nominated officer within the Moray Council to be held for the use of successive Community Council(s) established on all or part of that area. 16.4 Other Financial Resources 16.4.1 Each Community Council shall have the power to secure external funding and resources for schemes, projects and all other purposes consistent with its functions. 17 Liability of Community Council Members 17.1 Insurance is required for a Community Council to be operational. A scheme of insurance liability cover has been arranged. The insurance liability cover becomes effective upon Moray Council advising the insurance underwriter of the establishment of a Community Council. 18 Dissolution of a Community Council 18.1 The terms for dissolution of a Community Council are contained within the Model Constitution (Appendix 2). 18.2 Notwithstanding these terms, should a Community Council fail to hold a meeting for a period of 3 consecutive prescribed meeting dates, or its Page 297
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Moray Council Community Council Scheme 2025- 2029 17 membership falls below the prescribed minimum for a period of 3 consecutive prescribed meeting dates (during which time the Community Council and Moray Council have taken action to address the situation as detailed in Section 6.6 onwards), Moray Council shall take action to dissolve that Community Council. 18.3 On dissolution, the Community Council must surrender equipment, records and files as detailed in section 15.3.5. Page 298
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Moray Council Community Council Scheme 2025-2029 18 Appendix 1 – Community Council names, membership numbers, sub-divisions and area description Each Community Council below is listed with the minimum (Min) and maximum (Max) Membership numbers to form. The sub-divisions are listed with reference to the number of members from each sub-area alongside the associated electoral register reference. The first part of an individual’s elector number will be made up of the polling district reference noted below. CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 1 Elgin 9 18 6 1A Elgin City North (9) MM0507 (pt) Riverside Caravan Park only MM0601 Elgin- Bishopmill West MM0602 Elgin – Bishopmill East MM0603 Elgin – Cathedral MM0604 Elgin – Pinefield Riverside Caravan Park, Bishopmill, Lesmurdie, Cathedral, Moycroft, Chanonry, Tyock, Waulkmill, East End, Pinefield, Ashgrove 1B Elgin City South (9) MM0701 Elgin – Central West MM0702 New Elgin West MM0703 New Elgin East MM0704 – Elgin Linkwood Borough Briggs, Bruceland, Old Mills, Lady Hill, West End, The Wards, Greenwards, New Elgin, Linkwood, Glassgreen, Hardhillock, Dunkinty, Palmerscross 1 (Pt) = Part Polling District split across Community Council areas –contact Moray Council’s Elections Office for more information if unsure which area a person is eligible for. Page 299
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Moray Council Community Council Scheme 2025-2029 19 CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 2 Forres 6 12 4 No sub-divisions MM0803 (pt) (incl. Invererne, Seafield, Netherton) MM0804 Forres South & Sanquhar MM0805 Forres East MM0806 Forres West and Mundole MM0807 Forres Central MM0808 (pt) (excl. Altyre, Blairs) Forres, Mundole, Mannachie, Sanquhar, Knockomie, Chapelton, Balnageith, Invererne, Waterford, Seafield, Hillhead, Netherton, Lochyhill, Springfield, Forres Enterprise Park 3 Findhorn & Kinloss 5 10 3 3A Findhorn (5) MM0801 Findhorn Findhorn 3B Kinloss (5) MM0803 (pt) Kinloss, Grange, Newton of Struthers MM0506 (pt) Alves and Roseisle (areas at Upper Hempriggs) Kinloss, Mill of Grange, Milton of Grange, East Grange, Cassieford, Kinloss Barracks, Seapark, Woodside, Newton of Struthers, Cassieford, Hatton, Damhead, Muirhead, Milton Brodie, Miltonhill 4 Dyke Landward 4 7 3 No sub-divisions MM0802 Dyke-Darnaway MM0810 Edinkillie (pt) (incl. Dounduff only) Dyke, Conicavel, Culbin, Moy, Brodie, Kintessack, Earlsmill, Whitemire, Dounduff 5 Finderne 4 7 3 No sub-divisions MM0808 (pt) Altyre, Blairs only MM0809 Rafford MM0810 Edinkillie (excl. Dounduff) Rafford, Easter Lawrenceton, Dunphail, Edinkillie, Logie, Cathay, Altyre, Burgie, Blairs, Blervie, Brodieshill, Relugas, Glenerney, Braemoray 6 Burghead & Cummingston 5 10 3 6A Burghead (8) MM0501 Burghead & Cummingston Burghead & St Aethans 6B Cummingston (2) Cummingston Page 300
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Moray Council Community Council Scheme 2025-2029 20 CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 7 Hopeman & Covesea 4 7 3 No Sub-divisions MM0502 Hopeman Hopeman, Covesea, Williamston, Plewlands, Burnside, Greenbrae, Weddershill 8 Lossiemouth 5 10 3 No Sub-divisions MM0503 Lossiemouth West & Drainie MM0504 Lossiemouth East Lossiemouth, RAF Lossiemouth 9 Heldon 9 18 6 9A Dallas (2) MM0101 Dallas Dallas, Kellas 9B Fogwatt & Birnie (4) MM0406 Fogwatt Fogwatt, Birkenhill, Birnie (excl. Glenlatterach), Thomshill, Clackmarras, Longmorn (excl. Gedloch) 9C Duffus (2) MM0505 Duffus Duffus, Gordonstoun, Roseisle (north), Bank of Roseisle, Waterton 9D Alves & Roseisle (4) MM0506 (pt) Alves & Roseisle (excl. areas at Upper Hempriggs) Alves, College of Roseisle (south), Coltfield, Cloves, Newton (pt), 9E Miltonduff & Spynie (6) MM0507 (pt) Miltonduff (excl. Riverside Caravan Park) Miltonduff, Spynie, Newton (pt),Quarrywood, Findrassie, Pluscarden, Barnhill, Kintrae, Mosstowie, Pittendreich, 10 Innes 5 10 3 10A Lhanbryde & Pitgaveny (4) MM0401 Lhanbryde & Pitgaveny Darkland, Lhanbryde, Pitgaveny (incl. Spynie Palace and surrounds), Troves, Teindland, Barmuckity, Threapland 10B Urquhart (2) MM0402 Urquhart Urquhart, Lochhills, Muir of Lochs, Cappieshill, Innes 10C Garmouth & Kingston (2) MM0403 Garmouth & Kingston Garmouth, Kingston, Corskie Page 301
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Moray Council Community Council Scheme 2025-2029 21 CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 10D Mosstodloch (2) MM0407 Mosstodloch Mosstodloch, Dipple, Stynie, Orbliston 11 Buckie & District 6 12 4 11A Buckie (8) BM0301 (pt) Buckpool BM0303 Buckie West BM0304 Buckie East BM0305 (pt) Millbank, Mains of Buckie BM0306 (pt) Portessie Buckie, Buckpool, Portessie, Maltings and Industrial Estate 11B Rathven & Arradoul (4) BM0202 (pt) excl. Bloomfield, Denside & Smithston BM0301 (pt) Auchentae, Arradoul MM0302 Westerton Arradoul BM0305 (pt) Cleanhill, Rannachy, Hilton BM0306 (pt) Rathven BM0307 (pt) Strathlene Cottages area Rathven, Arradoul, Drybridge, Loanhead, Letterfourie, Addie Hill, Hilton, Auchentae, Inchgower, Whitegate, Whitefield, Westerton Cottages, Strathlene Cottages area 12 Findochty & District 4 7 3 No sub-divisions BM0202(pt) (Carnoch Cottage, Bloomfield, Smithstown only) BM0307 (pt) Findochty excl. area at Strathlene Court, Moor of Scotstown Findochty, Moor of Scotstown, Moor of Findochty, Westertown, Bauds, Law Hillock 13 Portknockie 5 10 3 No sub-divisions BM0201 Portknockie BM0202(pt) (Denside only) Portknockie, Hillhead, Cruats, Denside 14 Cullen & Deskford 4 9 3 14A Cullen (6) BM0202 (pt) excl. Bloomfield, Smithston & Denside & Carnoch Cottage Cullen, Lintmill, Bin of Cullen 14B Deskford (3) BM0203 Deskford Kirktown of Deskford, Berryhillock, Skeith Page 302
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Moray Council Community Council Scheme 2025-2029 22 CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 15 Lennox 7 14 4 15A Spey Bay (2) MM0404 Spey Bay Auchenhalrig, Bogmoor, Nether Dallachy, Upper Dallachy, Spey Bay, Tugnet 15B Portgordon (4) MM0405 Portgordon Portgordon, Enzie(pt), Gollachy 15C Fochabers (6) MM0408 Fochabers Fochabers, Bellie, Ordiquish, Forgie 15D Clochan & Enzie (2) MM0409 Clochan Clochan, Enzie(pt), Broadley, Tynet 16 Keith 5 10 3 No sub-divisions BM0206 Fife-Keith BM0207 Keith and Rural (pt) Fife Keith, Keith, The Den, Corsairtly Farm 17 Strathisla 5 10 3 No sub-divisions MM0103 Boharm MM0107 Drummuir MM0204 Newmill BM0205 Grange MM0207 Keith and Rural (pt) BM0208 Rothiemay Aultmore, Berryhillock, Craighead, Drummuir, Botriphnie, Boharm, Rothiemay, Newmill, Farmtown, Grange, Glentauchers, Knock, Maggieknockater, Mulben, Towiemore 18 Speyside 5 10 3 No sub-divisions MM0102 Rothes MM0104 Knockando MM0105 Archiestown MM0106 Craigellachie MM0108 Aberlour Rothes, Knockando, Archiestown, Aberlour, Craigellachie, Carron, Cardhu (Cardow), Dailuaine, Edinvillie, Glenlatterach (incl. Gedloch), Ruthrie, Tomnabent, Woodside of Ballintomb, Inchberry Page 303
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Moray Council Community Council Scheme 2025-2029 23 CC No. Community Council Name Membership Sub- Divisions & (No. of seats) Electoral Register & Polling District reference 1 Locality/ Settlements / Rural Communities in Area Min Max Quorum 19 Dufftown & District Change name to Dufftown, Cabrach and District 5 10 3 No sub-divisions MM0109 Dufftown & Cabrach Dufftown, Cabrach, Auchindoun, Glen Rinnes, Glenfiddich 20 Glenlivet 4 7 3 No sub-divisions MM0108 Ballindalloch MM0110 Glenlivet MM0111 Tomintoul Auchbreck, Cragganmore, Glenlivet, Glenfarclas, Bridgend of Glenlivet, Tomintoul, Ballindalloch, Inveravon, Kirkmichael, Auchnarrow, (Knockandhu), Lettoch Page 304
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Moray Council Community Council Scheme 2025-2029 24 Appendix 2 – Model Constitution COMMUNITY COUNCIL CONSTITUTION 1. Name The name of the Community Council shall be …………………………..Community Council (referred to as “the Community Council” in this document). 2. Area of the Community Council The area of the Community Council shall be as shown on the map associated with, and described in, Moray Council’s Scheme for the Establishment of Community Councils (Scheme). 3. Objectives The objectives of the Community Council shall be: a. to ascertain, co-ordinate and inclusively reflect the views of the community which it represents, to liaise with other community groups within the area, and to fairly express the diversity of opinions and outlooks of the people; b. to express the views of the community to Moray Council for the area to public authorities and other organisations; c. to take such action in the interests of the community as appears to it to be desirable and practicable; d. to promote the well-being of the community and to foster community spirit; e. to be a means whereby the people of the area shall be able to voice their opinions on any matter affecting their lives, their welfare, their environment, its development and amenity. 4. Role and Responsibilities In the discharge of their functions and the conduct of their business, the Community Council and its membership shall have regard to their role and responsibilities as set out in Section 4 of the Scheme for the Establishment of Community Councils, approved by Moray Council and in the Community Council members’ Code of Conduct (Appendix 4 of the Scheme). Page 305
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Moray Council Community Council Scheme 2025-2029 25 5. Membership The Community Council’s membership is as governed by Section 6 of the Scheme and as determined from time to time by Moray Council. 6. Method of Election Election procedures shall be governed by the method of election laid down in Section 8 of the Scheme. 7. Resignations a. Resignations of members must be submitted in writing by hard copy or by electronic means to the Chairperson, stating the effective date of resignation. This is not permitted to be retrospective. b. If the Chairperson resigns then he/ she should notify the Vice-Chairperson and Secretary in the same manner. c. Any notification of resignation received should be acknowledged by the recipient within 7 days or at the next scheduled Community Council meeting whichever is soonest. d. If a resignation is made during the course of a Community Council meeting and no written resignation is then submitted, if the resignation has been witnessed by the remainder of the Community Council members present at the meeting, then once formally minuted the resignation will stand. e. A notice of resignation may be withdrawn before the next scheduled meeting of the Community Council before it is formally minuted. f. A resignation is final once noted and minuted during the course of business at a meeting of the Community Council. g. If the member resigning is appointed as Treasurer, all accounts, financial documents and records, whether electronic or in hard copy, held by them on behalf of the Community Council, shall be passed by the resigning member to the nominated person appointed by the Community Council within 7 working days of the effective date of resignation of the Treasurer. h. If the member resigning is appointed as Secretary or Minute Secretary, all documents, data and records, whether electronic or in hard copy, held by them on behalf of the Community Council, shall be passed by the resigning member to the nominated person appointed by the Community Council within 7 working days of the effective date of resignation of the Treasurer. Page 306
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Moray Council Community Council Scheme 2025-2029 26 8. Casual Vacancies on the Community Council a. Where a vacancy arises which does not result in the number of Community Council members falling below the minimum number as specified in the Scheme (Appendix 1), and at least 6 months has passed since the last election, the Community Council may, if it considers it to be desirable, agree to:- i. the filling of a vacancy by co-option with voting rights to a maximum of one third of the total membership of the community council as governed by Section of the Scheme. ii. the vacancy to be left unfilled until local public interest is expressed or until the next set of regular elections. b. Where a vacancy arises which does result in the number of Community Council members falling below the minimum number as specified in the Scheme (Appendix 1), Moray Council shall be informed. 9. Voting Rights of Members of the Community Council a. The right to vote at any meeting of the Community Council or any committee thereof, shall be held by all Community Council members whether elected or co-opted, but not by Associate Members appointed for specific issues on a temporary basis, or ex-officio members. b. With the exception of circumstances which may arise under the Scheme: Section 9.2– Community Council Elections [Co-option]; and Standing Orders: Clause 8 – Alterations to the Constitution and its Clause 18 – Dissolution, all decisions of the Community Council will be decided by a simple majority of those eligible to vote and present and voting. c. In the event of a vote of the Community Council members that results in a majority not being achieved, the chairperson shall have a casting vote. 10. Election of Office-Bearers a. At the first meeting of the Community Council after elections in the year the Community Council shall appoint a Chair, Secretary, Treasurer and other such office-bearers as it shall from time to time decide. b. All office-bearers shall be elected for four years unless otherwise determined and recorded by the Community Council c. Community councils are required to notify the Council within 10 working days of all Office Bearer appointments and/or resignations. The following information must be provided: Page 307
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Moray Council Community Council Scheme 2025-2029 27 i. Position of office bearer ii. Forename and surname of office bearer iii. Home address, including postcode, of office bearer iv. Email address for office bearer (this will be publicly displayed on the Council’s website). It is recommended that a generic email address is provide rather than a personal email address. d. Without the express approval of Moray Council, no one member shall hold more than one of the following offices at any one time: Chairperson, Secretary or Treasurer. 11. Committees of the Community Council The Community Council may appoint representatives to committees of the Community Council and shall determine their composition, terms of reference, duration, duties and powers. 12. Meetings of the Community Council a. The quorum for Community Council meetings shall be at least one third of the current actual eligible voting membership, or 3 eligible voting members, whichever is the greater. b. Once in each year the Community Council may convene an Annual General Meeting (AGM) for the purpose of receiving and considering the Chairperson’s annual report on the Community Council, the submission and approval of the independently examined annual statement of accounts and the appointment of office bearers. c. Excluding the AGM, if held, the Community Council shall meet not less than 6 times throughout the year. d. Dates, times and venues of regular meetings of the Community Council shall be fixed at the first meeting of the Community Council following ordinary elections and thereafter at its AGM or once a year. Special meetings shall require at least 7 days public notice, either called by the Chairperson, or on the request of not less than one-half of the total number of Community Council members. An authorised or nominated officer of the Moray Council has the discretion to call a meeting of the Community Council. e. If national or local restrictions determine otherwise that meetings should be held remotely by a method determined by the Community Council, then the Community Council shall follow operational guidance on procedures on remote meetings as issued and reviewed from time to time by the Moray Council. Page 308
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Moray Council Community Council Scheme 2025-2029 28 f. Copies of all minutes of meetings of the Community Council and of committees thereof shall be approved at the next prescribed meeting of the Community Council, but the draft minute shall be circulated within 30 days from the date of that meeting and ratified minutes within 14 days of approval, to Community Council members, other appropriate parties and the nominated officer of Moray Council’s Liaison Officer for Community Councils. g. The Community Council shall abide by its Standing Orders for the proper conduct of its meetings. h. The Community Council has a duty to be responsive to the community it represents. Should the Community Council receive a written request (petition), signed by at least 20 persons resident within the Community Council area to convene a special meeting for a particular matter or matters to be debated, it shall call such a meeting within 14 days of receipt of such a request and advertise it in the manner prescribed locally for special meetings called by the Community Council. i. The Community Council can meet to discuss items of business in private but only where it considers it appropriate to do so. The decision to meet in private will be agreed in advance and decided by a majority vote. Notice of such a meeting will be given to the public in the usual way. However, the Notice will record that the meeting, or a part thereof, shall be held in private. 13. Public Participation in the Work of the Community Council a. All meetings of the Community Council and its committees (subject to 12(h), above) shall be open to members of the public. Proper provision is to be made for the accommodation of members of the public and the opportunity should be afforded at each meeting to permit members of the public to address the Community Council, under the guidance of the Chairperson. b. Notices calling meetings of the Community Council and its committees shall be posted prominently within the Community Council area for a minimum period of 7 days before the date of any such meeting, and, where possible, be advertised by other suitable means. 14. Information to Moray Council a. Moray Council’s Liaison Officer shall be sent an annual calendar of the Community Council’s prescribed meeting dates, times and venues, which should be agreed at a Community Council’s AGM/ordinary meeting, minutes of all meetings, the annual report, the annual financial statement, information about changes to membership and co-options and any other such suitable information, as may from time to time be agreed between the Community Council and Moray Council. Page 309
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Moray Council Community Council Scheme 2025-2029 29 b. When special meetings of the Community Council are to be held, the Moray Council’s Liaison Officer should be advised of the date, time venue and subject(s) of debate of such meetings, at least 7 days in advance of the meeting date. 15. Control of Finance a. All monies raised by or on behalf of the Community Council or provided by Moray Council and other sources shall be applied to further the objectives of the Community Council and for no other purpose. The monies provided by Moray Council in the administrative grant for administrative and other approved purposes shall be used only as prescribed in section 15.5.3 of the Scheme. Monies raised from other sources may be used in accordance with the terms of this provision (so long as they are consistent with the objectives of the Community Council), or in the absence of such terms, for the furtherance of the objectives of the Community Council. b. The treasurer shall undertake to keep proper accounts of the finances of the Community Council. c. Any two of three authorised signatories, who would normally be office-bearers of the Community Council, may sign cheques on behalf of the Community Council. Authorised signatories may not be co-habitees. d. A statement of accounts for the last financial year, independently examined by a least one examiner appointed by the Community Council, whom are not members of this Community Council, shall be submitted to an AGM (if held)/Ordinary meeting of the Community Council and shall be available for inspection at a convenient location. e. The financial year of the Community Council shall be from October to September the succeeding year. Examined accounts as received and approved by the Community Council at an ordinary meeting or at the AGM (if held) shall be submitted to Moray Council following approval at a meeting of the Community Council. 16. Complaints In the event of a complaint being received about the Community Council or one or more of its members, the Community Council will refer to the Community Council complaints procedure. 17. Title to Property a. The Community Council, may purchase lease, hire or otherwise lawfully acquire such property or other rights and privileges as may be necessary for Page 310
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Moray Council Community Council Scheme 2025-2029 30 the benefit of the community, and construct, maintain and alter the same. The title of all and any real property is to be vested in the Community Council Office bearers acting as trustees for the Community Council. The number of trustees shall not be less than two or more than four. Property and other assets belonging to the Community Council shall be vested in the Chair, Secretary and Treasurer of the Community Council and their successors in these respective offices. b. Before any of these actions are undertaken the Community Council must contact the nominated officer at Moray Council. c. In the event of the Community Council dissolving, all efforts should be made to transfer any properties to similarly minded local bodies with a charitable purpose. 18. Alterations to the Constitution a. Any proposal by the Community Council to alter this Constitution must be first considered by a meeting of the Community Council and the terms of the proposal to alter the Constitution shall be stated on the notice calling the meeting, which shall be issued not less than ten days prior to the meeting. Any proposed alterations may not prejudice the terms and objectives contained within the Scheme. b. If the proposal is supported by two-thirds of the total voting membership of the Community Council and is approved in writing by Moray Council, the alteration shall be deemed to have been duly authorised and can then come into effect on the date of approval by Moray Council. 19. Dissolution a. If the Community Council by a two-thirds majority of the total voting membership decides at any time that it is necessary or advisable to dissolve, it shall agree a date for a public meeting to be held to discuss the proposed resolution to voluntarily dissolve. i. It is a requirement that not less than ten days prior to the date of such meeting a public notice be given by means of notification in the local newspaper. ii. If the resolution is supported by a majority of those persons present and qualified to vote and is approved by Moray Council, the Community Council shall be deemed to be dissolved and all assets remaining, subject to the approval of Moray Council, after the satisfaction of any proper debts or liabilities shall transfer to Moray Council who shall hold the same in trust for a future Community Council representing that area or part of that area. Page 311
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Moray Council Community Council Scheme 2025-2029 31 b. In the event that the Community Council is dissolved under the above procedure, and twenty or more electors subsequently wish the re- establishment of a Community Council for the area, these electors shall submit a petition to Moray Council in accordance with Section 52(7) of the Local Government (Scotland) Act 1973, on receipt of which the Returning Officer may arrange for elections to be held in accordance with the Scheme. c. Where for any reason, the number of Community Council members falls below the minimum specified in the Appendix 1 of the Scheme Moray Council after providing support as detailed in section 6.6 onwards of the Scheme to the Community Council may, by suspending the Constitution of the Community Council, cause the Community Council to be dissolved and in this event, the procedures for the establishment of a new Community Council being those identified in the immediately preceding paragraph hereof, may be initiated in consultation with the Returning Officer. Page 312
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Moray Council Community Council Scheme 2025-2029 32 20. Approval and Adoption of the Constitution This Constitution was adopted by Community Council, on (DATE) Signed Chairperson PRINT Date Signed Member PRINT Date Signed Member PRINT Date And was approved on behalf of the Moray Council on date Signed PRINT Position Section: Legal & Democratic Services Page 313
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Moray Council Community Council Scheme 2025-2029 33 Appendix 3 – Standing Orders 1. Meetings (all held in public) a. Ordinary meetings of the Community Council shall be held in the months of ____________________________________________ Special Meetings may be called at any time on the instructions of the Chairperson of the Community Council on the request of not less than one- half of the total number of Community Council members; or the receipt of a common written request (petition), signed by at least 20 persons, resident within the Community Council area, to convene a special meeting for a particular matter or matters to be debated, it shall call such a meeting. A special meeting shall be held within 14 days of the receipt of the request made to the Secretary of the Community Council. b. The notice of ordinary meeting or Annual General Meeting (AGM) (if held) of the Community Council, featuring the date, time and venue, shall be provided to each Community Council member and the Moray Council’s Liaison Officer by the Secretary of the Community Council, at least 7 days before the date fixed for the meeting. c. If national or local restrictions determine otherwise that meetings shall be held remotely, by a method determined by the Community Council, then the Community Council shall follow operational guidance on procedures on remote meetings as issued and reviewed from time to time by the Council. 2. Minutes Minutes of the proceedings of a meeting of the Community Council shall be drafted within 30 days from the date of that meeting, distributed in accordance with Section 4 of the Scheme of Community Councils and shall, following their approval, be signed at the next meeting of the Community Council by the person presiding thereat and retained for future reference. 3. Quorum A quorum shall be one third of the current voting membership of the Community Council, or 3 voting members, whichever is the greater. 4. Order of Business a) Ordinary Meeting The order of business at every ordinary meeting of the Community Council shall be as follows, unless otherwise determined during emergency or remote meetings as per issued guidance: - Page 314
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Moray Council Community Council Scheme 2025-2029 34 i. Recording of membership present and apologies received. ii. A Community Council member who is present at the meeting where any item of business in which he or she has any financial or other interest is to be dealt with, shall disclose their interest as soon as possible after the start of the meeting. iii. The minutes of the last meeting of the Community Council shall be submitted for approval. iv. Any other item of business, which the Chairperson has directed, should be considered. v. Any other competent business, including Treasurers report. vi. Questions from the floor. vii. Chairperson to declare date of next meeting and close meeting. b) Annual General Meeting (AGM) (if held) It will not be uncommon that the Community Council has arranged for an ordinary meeting of the Community Council to begin at the close of the AGM, to enable any outstanding reporting on business matters to be heard; and for Community Council members and members of the public to have an opportunity to bring matters to the attention of the Community Council, possibly for inclusion on a future agenda. The order of business at every AGM of the Community Council shall be as follows: - i. Recording of membership present and apologies received. ii. The minutes of the last Annual General Meeting of the Community Council shall be submitted for adoption. iii. Chairperson’s Annual Report (and questions from the floor). iv. Secretary’s Annual Report (and questions from the floor). v. Treasurer’s submission of Balance Sheet and Annual Accounts duly independently examined and certified correct (and questions from the floor). vi. Chairperson to declare date of next Annual General Meeting and close meeting. Page 315
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Moray Council Community Council Scheme 2025-2029 35 c) Extraordinary General Meeting The order of business at every extraordinary general meeting of the Community Council shall be as follows: - i. Recording of membership present and apologies received. ii. Business for debate, as described in the calling notice for the special meeting. iii. Chairperson to close meeting. 5. Order of Debate a. The Chairperson shall decide all questions of order, relevancy and competency arising at meetings of the Community Council and her/his ruling shall be final and shall not be open to discussion. In particular, the Chairperson shall determine the order, relevancy and competency of all questions from the public in attendance at meetings of the Community Council raised at 4, above. The Chairperson in determining the order, relevance and competency of business and questions shall have particular regard to the relevance of the issue to the community and ensure that the discussion and proceedings are conducted in such a manner that decisions are reached in a democratic manner. b. The Chairperson shall have the power, in the event of disorder arising at any meeting and with reference the Unacceptable Actions policy, if adopted by the COMMUNITY COUNCIL, to adjourn the Community Council meeting to a time he/she may then, or afterwards, fix. c. Every motion or amendment shall be moved and seconded. d. After a mover of a motion has been called on by the Chairperson to reply, no other members shall speak to the question. e. A motion or amendment once made and seconded shall not be withdrawn without the consent of the mover and seconder thereof. f. A motion or amendment which is contrary to a previous decision of the Community Council shall not be competent within six months of that decision. Page 316
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Moray Council Community Council Scheme 2025-2029 36 6. Voting a. Voting shall be taken by a show of hands of those present and eligible to vote, with the exception that, the election of office bearers may be held by secret ballot. b. The Chairperson of a meeting of the Community Council shall have a casting vote as well as a deliberative vote. c. Where votes take place during remote meetings, the Community Council shall follow guidance issued by Moray Council regarding operational procedures during remote meetings. 7. Obstructive and Offensive Conduct With reference to the Unacceptable Actions policy, if adopted by the Community Council, in the event of any member of the Community Council or member of public disregarding the authority of the Chairperson of the meeting, or conducting themselves in a disruptive, obstructive or offensive manner, a motion may be moved and seconded to remove the individual from the remainder of the meeting. Such a motion will be put to the meeting without discussion and if supported by a majority of members of the Community Council present and voting will be declared carried. The individual will be required by the Chairperson to leave the meeting immediately. 8. Alteration of Standing Orders A proposal to alter these Standing Orders may be proposed to Moray Council to be altered or added to at any time by the Community Council, provided that notice of motion to that effect is given at the meeting of the Community Council previous to that at which the motion is discussed. The Local Authority shall have final discretion on any proposed change. 9. Committees The Community Council may appoint such committees as it may from time to time decide and shall determine their composition, terms of reference, duration, duties and powers. 10. Suspension of Standing Orders Page 317
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Moray Council Community Council Scheme 2025-2029 37 These Standing Orders shall not be suspended except at a meeting at which three-quarters of the total number of Community Council members are present and then only if the mover states the object of his motion and if two-thirds of the Community Council members present consent to such suspension. Page 318
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Moray Council Community Council Scheme 2025-2029 38 Appendix 4 – Code of Conduct CODE OF CONDUCT FOR COMMUNITY COUNCIL MEMBERS This Code of Conduct is based on a similar Code of Conduct for Local Authority councillors and relevant public bodies as provided for in The Ethical Standards in Public Life etc. (Scotland) Act 2000. Community Council members, as elected representatives of their communities, have a responsibility to make sure that they are familiar with, and their actions comply with, the principles set out in this Code of Conduct. The Code of Conduct and its principles, shall apply to all Community Council members and those representing the Community Council. These principles are as follows: • Service to the Community (Public Service) • Selflessness • Integrity • Objectivity • Accountability and Stewardship • Openness • Honesty • Leadership • Respect When appointed to the Community Council, members formally agree to abide by the Code of Conduct. Service to the Community • As a Community Council member you have a duty to act in the interests of the local community, which you have been elected or nominated to represent. • You also have a duty to act in accordance with the remit of the Moray Council Scheme for the Establishment of Community Councils, as set out by Moray Council under the terms of the Local Government (Scotland) Act 1973. • You have a duty to establish and reflect, through the Community Council, the views of the community as a whole, on any issue, irrespective of personal opinion. Page 319
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Moray Council Community Council Scheme 2025-2029 39 You should ensure that you are, within reason, accessible to your local community and local residents. Various mechanisms to allow the general community to express their views, i.e. email address, website, social media channels, suggestion boxes, community surveys and opinion polls should, where possible, be made available. i.e. suggestion boxes, community surveys, opinion polls should, where possible, be made available. • Selflessness • You have a duty to take decisions solely in terms of the interest of the community that you represent. • You must not use your position as a Community Council member to gain financial, material, political or other personal benefit for yourself, family or friends. Integrity • You must not place yourself under any financial or other obligation to any individual or organisation that might reasonably be thought to influence you in your representation of your community. • If you have any private and/or personal interest in a matter to be considered by the Community Council, you have a duty to declare this and if deemed necessary by other members, withdraw from discussions and the decision making process with regard to that matter. • You should not accept gifts or hospitality that may be seen to influence or be intended to influence your opinion or judgement. The offer and/or receipt of any gifts, regardless of form, should always be reported to and noted by the Secretary of the Community Council. Objectivity • In all your decisions and opinions as a Community Council member, you must endeavour to represent the overall views of your community, taking account of information which is provided to you or is publicly available, assessing its merit and gathering information as appropriate, whilst laying aside personal opinions or preferences. • You may be appointed or nominated by your Community Council to serve as a member of another representative body. You should ensure that this Code of Conduct is observed when carrying out the duties of the other body. • You are free to have political and/or religious affiliations; however you must ensure that you represent the interests of your community and Community Council and not the interests of a particular political party or other group. Page 320
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Moray Council Community Council Scheme 2025-2029 40 Accountability and Stewardship • You are accountable for the decisions and actions that you take on behalf of your community through the Community Council. • You must ensure that the Community Council uses its resources prudently and in accordance with the law. • Community Council members will individually and collectively ensure that the business of the Community Council is conducted according to the Scheme for the Establishment of Community Councils (Scheme) and this Code of Conduct. • Community Council members will individually and collectively ensure that annual accounts are produced showing the financial undertakings of the Community Council as set out in the Scheme for the Establishment of Community Councils. • They must also ensure that all resources are used efficiently, effectively and fairly and are used strictly for the purposes of Community Council business and for no other purpose. • Minutes of meetings recording all actions and decisions made should be produced and circulated to all members of the Community Council as soon as possible after each meeting. • Any breach of the Scheme as set out by the Moray Council under the terms of the Local Government (Scotland) Act 1973 may be reported to Moray Council via the Community Council complaints policy to determine what action, if necessary, should be taken. Openness • You have a duty to be open about your decisions, actions and representations, giving reasons for these where appropriate. • You should be able to justify your decisions and be confident that you have not been unduly influenced by the views and/or opinions of others. • If you have dealings with the media, members of the public, or others not directly involved in your Community Council, you should ensure that an explicit distinction is made between the expression of your personal views and opinions from any views or statement made about or on behalf of the Community Council. Page 321
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Moray Council Community Council Scheme 2025-2029 41 • If you are present at a meeting where any item of business in which you have any financial or other interest is to be dealt with, you shall disclose your interest as soon as possible after the start of the meeting. Honesty • You have a duty to act honestly. • You also have an obligation to work within the law at all times. • You must declare any private interest relating to your Community Council duties and take steps to resolve any conflicts arising in a way that protects the interest of the community and the Community Council. Leadership • You have a duty to promote and support the principles of this Code of Conduct by leadership and example, to maintain and strengthen the community’s trust and confidence in the integrity of the Community Council and its members in representing the views and needs of the local area. • You must also promote social inclusion and challenge discrimination in any form. • You should act to assist the Community Council, as far as possible, in the interest of the whole community that it serves. • Where particular interest groups’ concerns are in conflict with those of other groups or other areas you should help to ensure that the Community Council is aware of them. Respect • You must respect fellow members of your Community Council and those that you represent, treating them with courtesy, respect and in a non-discriminatory manner at all times. This should extend to any person, or member of staff within any organisation or body regardless of their position that you may you have dealings with in your capacity as a Community Council member. • Recognition should be given to the contribution of everyone participating in the work of the Community Council. • You must comply with equal opportunities legislation including the Equality Act 2010, and ensure that equality of opportunity be given to every participant to have their knowledge, opinion, skill and experience taken into account. • You should ensure that confidential material, including details about individuals, is treated as such and that it is handled with dignity and discretion and is not Page 322
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Moray Council Community Council Scheme 2025-2029 42 used for personal, malicious or corrupt purposes and with regard to data protection policy and legislation. Page 323
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Draft Community Council Elections 2025 Election Timetable Last date for application to the Electoral Register 9 September 2025 Notice of Election - Publication of public notice calling for Nomination of Candidates -35 Friday 3 October 2025 First time for candidates to lodge nomination papers -34 Monday 6 October 2025 Latest time for candidates lodging nomination papers -23 Not later than 4pm on Tuesday 21 October 2025 Final date for the withdrawal of nominations -23 No later than 4pm on Tuesday 21 October 2025 Declaration of Community Council established, if uncontested -22 Wednesday 22 October 2025 Start of new term for uncontested Community Councils Monday 27 October 2025 Publication of Notice of Poll for contested seats/Community Councils (if required) -22 Wednesday 22 October 2025 Postal votes for all contested areas prepared and printed Last day for Postal Votes to be issued for Contested Seats* By - 11 Thursday 6 November 2025 Last time to apply for a replacement for a spoilt of lost postal vote 0 No later than 4pm on the day of the poll. Close of Poll (if required) 0 Friday 21 November 2025 Counting of Votes +5 By Friday 28 November 2025 Declaration of Community Council established (contested) (Election Results) +5 By Friday 28 November 2025 Page 324