Agenda Document Pack - Corporate Committee - 26/05/2026
Moray Council · 26 May 2026
Back to Corporate Committee — 26 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Corporate Committee Tuesday, 26 May 2026 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 May 2026 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minutes of meeting of 17 February 2026 7 - 12 4. Written Questions ** 5. Performance Report - People Change and Community Strategy - Period to March 2026 Report by Executive Director Finance, Strategy and Transformation 13 - 22 6. Performance Report - Customer Experience ICT and Digital Services - Period to March 2026 Report by Executive Director Finance, Strategy and Transformation 23 - 32 7. Performance Report - Financial Services - Period to March 2026 Report by Executive Director Finance, Strategy and Transformation 33 - 40 8. Performance Report - Governance - Period to March 2026 Report by Executive Director Economy, Enterprise and Operations 41 - 46 Page 1
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9. Local Government Benchmarking Framework 2024-25 Results Report by Executive Director Finance, Strategy and Transformation 47 - 78 10. Health and Safety Annual Report 2025 Report by Executive Director Finance, Strategy and Transformation 79 - 104 11. Employment Policy Framework 2025 26 Report Report by Executive Director Finance, Strategy and Transformation 105 - 114 12. 2025-28 Finance, Strategy and Transformation Service Plans - Year 2 refresh Report by Executive Director Finance, Strategy and Transformation 115 - 152 13. 2025-28 Governance Service Plan - Year 2 refresh Report by Executive Director Economy, Enterprise and Operations 153 - 162 14. Corporate Transformation Strategy Development Report by Executive Director Finance, Strategy and Transformation 163 - 190 15. Best Value Action Plan Review and Progress Reporting Report by Executive Director Finance, Strategy and Transformation 191 - 220 16. Risk Appetite Statement Report by Executive Director Economy, Enterprise and Operations 221 - 230 17. Corporate Risk Register - April 2026 Update Report by Executive Director Economy, Enterprise and Operations 231 - 262 18. Information Reports - if called in Page 2
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Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services by 12 noon 2 clear working days before the meeting for which the report is published. Please see Standing Order 38 for deadlines. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Information Report - Community Rental Support Annual Review Report by Executive Director Education, Housing and Communities 263 - 272 Information Report - Community Asset Transfers Annual Report by Executive Director Education, Housing and Communities 273 - 286 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 5pm three working days prior to the day of the meeting, please see Standing Order 36 for deadlines. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 12pm the day before the meeting. The Member who has put the question may, after the answer has been published, may ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Corporate Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Kathleen Robertson (Depute Chair) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor Jérémie Fernandes (Member) Councillor Donald Gatt (Member) Councillor Sandy Keith (Member) Councillor Elaine Kirby (Member) Councillor Scott Lawrence (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor Bridget Mustard (Member) Councillor Derek Ross (Member) Councillor Draeyk Van Der Horn (Member) Councillor Ben Williams (Member) Clerk Name: Tracey Sutherland Clerk Telephone: 07971 879268 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Corporate Committee Tuesday, 17 February 2026 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Theresa Coull, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor Sandy Keith, Councillor Elaine Kirby, 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, Councillor Ben Williams Councillor Colyer was also in attendance. APOLOGIES Councillor John Cowe IN ATTENDANCE Chief Executive, Executive Director Economy, Enterprise and Operations, Executive Director Finance, Strategy and Transformation, Chief Governance Officer (Monitoring Officer), Chief Financial Officer, Head of Housing, Properties and Communities, Head of Customer Experience, ICT and Digital Services, Head of People, Change and Community Strategy, Service Manager Strategic Finance, Service Manager Property, Estates and Assets and Service Manager Democratic Services. 1. Chair The meeting was chaired by Councillor Marc Macrae. 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 Item 13 of business on the grounds that it involves the likely disclosure of exempt information of the class. Item 3. Page 7
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Para number of the minute Para number of Schedule 7a 13 Para 4 Information relating to any particular applicant for, or recipient of former recipient of, any service provided by the authority 4. Minutes of meeting of 4 November 2025 The minute of the meeting of 4 November 2025 was submitted and approved. 5. Written Questions The Committee noted that no written questions had been submitted. 6. Revenue Budget Monitoring to 31 December 2025 The meeting had before it a report by the Chief Executive advising Committee of the revenue budget monitoring position as of 31 December 2025, Quarter 3 2025/26, and the estimated outturn for the year. Following consideration, the Committee unanimously agreed to note: i) the revenue budget monitoring position to 31 December 2025, which shows the Council is £5,102,000 over budget to date for 2025/26; ii) that this position includes overspends in Education – Out of Area Placements (£1,319,000), Financial Services (£112,000), Governance, Strategy and Performance (£120,000), and Health and Social Care and Children’s Services delivered on behalf of the Moray Integration Joint Board (£4,646,000); and underspends within Education – Devolved School Budgets (£325,000), Education, Resources and Communities (£76,000), Environmental and Commercial Services (£166,000), and Economic Growth and Development Services (£695,000); iii) the increase of £96,000 in the General Revenue Grant, as set out in paragraph 4.3; iv) the current estimated outturn for 2025/26, which forecasts a net overspend of £1,635,000, comprising projected overspends in Health and Social Care and Children’s Services (£670,000 after the Moray Integration Joint Board cost- sharing adjustment), Education (£1,751,000), Environmental and Commercial Services (£400,000) and Financial Services (£452,000), partially offset by underspends in Education, Resources and Communities (£298,000), Economic Growth and Development Services (£810,000), and Loans Charges (£573,000); v) that Heads of Service have been tasked with reducing overspends and identifying actions to bring the overall outturn position back into line with budget; and Page 8
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vi) that the projected variances within Provisions include amounts that will require transfer to earmarked reserves at year end. Committee also agreed to approve the proposal to draw down £100,000 from the Transformation Reserve to support the implementation of a new burial grounds management system on a spend to save basis, as per paragraph 5.50. 7. Capital Plan 2025-2026 Quarter 3 The meeting had before it, a report by the Chief Executive informing the Committee of the expenditure to 31 December 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. Following consideration, the Committee unanimously agreed to note: i) expenditure to 31 December 2025 of £23,729,000 shown in Appendix I; ii) Appendix 2 - major capital projects spanning more than 1 financial year; and iii) the indicative affordability indicator of reach year of the three year 2025 - 2028 capital plan. 8. RIPSA Annual Report The meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking Committee to note the use made of covert surveillance and the acquisition of communications data by Council employees in the course of their duties over the reporting period. Following consideration, the Committee unanimously agreed to note the contents of the report. 9. Corporate Transformation Strategy Development The meeting had before it, a report by the Executive Director Education, Housing and Communities asking Committee to consider and note progress on the delivery of the Council’s Transformation Strategy since the last annual report on 26 August 2025, as part of the ongoing monitoring of progress. Following consideration, the Committee unanimously agreed to note the interim update on the delivery of the Council's Transformation Strategy. 10. Performance Management Framework The meeting had before it, a report by the Executive Director Economy, Enterprise and Operations asking Committee to consider and approve the revised Performance Management Framework for the Council. Page 9
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Following consideration, the Committee unanimously agreed to approve the new Performance Management Framework. 11. Best Value Action Plan Review and Progress Reporting The meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking Committee to note progress against the actions in the Best Value Action Plan. Following consideration, the Committee unanimously agreed to note progress against the actions in the Best Value Action Plan detailed in Appendix 1. 12. Review of Purpose and Remit of Joint Consultative Committee The meeting had before it, a report by the Executive Director Education, Housing and Communities, asking Committee to consider and approve the proposed revised role, purpose, constitution and name for the Joint Consultative Committee (JCC). Following consideration, the Committee unanimously agreed to approve the proposed change to role, purpose, constitution and name to change from the Joint Consultative Committee to Joint Consultative Forum. 13. Rent Rebate - Elgin [Para 4] The meeting had before it, a report by the Executive Director Education, Housing and Communities inviting Committee to consider a request for a rent rebate in respect of a property in Elgin. Councillor Keith moved that the rent rebate be given, this was seconded by Councillor Fernandes as both felt the organisation was a valuable resource which benefited many. In response, the Chief Financial Officer stated that if the rebate was given, it would be a reduction in income for the Council and therefore a saving would need to be found to cover the reduction. Councillor Macrae, seconded by Councillor Ross proposed accepting the recommendations as printed, with Councillor Ross stating that it was on the condition that no other similar organisation was receiving a rent rebate from the Council. The Chief Governance Officer (Monitoring Officer) sought a short adjournment to allow Officers and Councillors Keith and Fernandes to discuss the motion further. On the resumption of the meeting, the Chief Governance Officer (Monitoring Officer) advised that the motion was not competent as it was not possible to determine where the saving would be made to allow the rebate to be given. He further advised that Officers were confident that they could assist the organisation in finding ways to access funding that would allow them to be able to pay the rent. Page 10
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In response, the Chair confirmed that he agreed with the advice given by the Chief Governance Officer (Monitoring Officer) and stated that the motion was not competent. In terms of Standing Order 65 Councillors Keith and Fernandes requested that their dissent to be recorded. Following further consideration, the Committee agreed to refuse the application for a rent rebate for the reasons set out in paragraph 6.1 of the report. Page 11
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Iain Sneddon Contact Email: performance@moray.gov.uk Subject: Performance Report - People, Change and Community Strategy) – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to the Committee in terms of section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 The report identifies the progress of Service Plan Actions and Performance Indicators highlighting areas of good progress and areas where there have been challenges. Mitigations and actions taken to address challenges are detailed within the body of the report. Quarter 4 performance indicator results were not available at the time of reporting; therefore, narrative relates to quarter 3 data. Service Plan action updates relate to end of quarter 4. During the second half of 2025/26, one Strategic action was completed and further progress was made across the programme. Of the 14 Service Level actions due by 31 March 2026, nine were completed, with the remaining five continuing beyond their original timescales. A further seven actions remain in progress, with completion dates extending to 31 March 2027. Item 5. Page 13
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2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. 3. RECOMMENDATIONS DUE DATE ACTIONS & MILESTONES ACTIONS & MILESTONES COMPLETE Take a partnership approach to locality planning in priority areas of Moray to enable people to influence services and develop community action 30-Jun-2026 6 Actions 0 Milestones 1 Action Complete 84% Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework 31-Mar-2027 7 Actions 0 Milestones 2 Actions Complete 72% Youth Work 31-Mar-2026 2 Actions 0 Milestones 85% Recruitment & Retention 31-Oct-2025 1 Action 0 Milestones 1 Action Complete 100% Organisational Development 31-Mar-2026 1 Action 0 Milestones 50% Communication & Engagement 31-Mar-2026 1 Action 0 Milestones 1 Action Complete 100% Best Value Actions 30-Jun-2025 1 Action 0 Milestones 60% Continuous Improvement 31-Oct-2025 1 Action 0 Milestones 1 Action Complete 100% Performance Management 31-Mar-2026 5 Actions 0 Milestones 5 Actions Complete 100% Health & Wellbeing 31-Mar-2026 2 Actions 0 Milestones 60% Workforce Planning 31-Oct-2026 2 Actions 0 Milestones 1 Action Complete 80% Workforce Culture for Change 31-Mar-2027 1 Action 20% 31-Mar-2027 30 Actions 12 Actions Complete 76% Comment As at the end of March, the proportion of planned work over the plan's period to April 2027 is 76% complete, noting most actions are due to complete in the current year. RAG categorisation in the summary table is subjective based upon progress against individual action lines, a link to the system generated report is provided at the top of this report to allow for more scrutiny. Data not available - Data not yet published or unavailable due to reporting timescales. NUMBER OF SERVICE PLAN PRIORITIES (Q4 2025/26) RAG Service Plan Performance PIs chart presents the number of indicators and RAG status based on results against targets and aligns to Service Plan Outcomes, whereas the Service Performance PIs chart reports on a set of operational service performance indicators not covered by Service Plan priorities yet significant to service delivery, again based on results against targets, a link to the system generated backing table is provided for more detailed scrutiny. STRATEGIC LEVEL SERVICE LEVEL OVERALL PLAN PROGRESS 4 1 0 2 1 0 1 2 3 4 5 6 7 8 SERVICE PERFORMANCE INDICATORS Q3 Achieving Target Within Target Below Target Data Only Data not available 5 0 1 7 1 0 2 4 6 8 10 12 14 SERVICE PLAN PERFORMANCE INDICATORS Q3 Achieving Target Within Target Below Target Data Only Data not available Page 14
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3.1 It is recommended that Committee: i) Scrutinises performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) note actions being taken to improve performance where required. Iain Sneddon Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.4 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.5 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be view via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.6 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. Page 15
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5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 The Public Service Improvement Framework (PSIF) programme is in place, with the cycle of assessments embedded. The self-assessment is complete for the Economic Growth and Development service complete. Processes are in place, and at different stages of completion for Finance and Governance. Due to changes in Council organisation structure the original timetable is subject to some slippage but on schedule to complete by summer 2026. Action GSP 2025-26 STRAT 1.2 5.2 Following approval at Corporate Committee in June 2025, the revised Succession Planning approach to recruitment and retention has been communicated and supporting documentation provided. Awareness across Human Resources (HR) and Organisational Development (OD) completed to support implementation across services. Information from existing reporting methods and systems available have been confirmed which will enable the measurement/baseline to be established. Action HROD25-28 Serv 5.1 5.3 Development work is now embedded into business as usual in terms of the communications and engagement approach, including the implementation of the Moray Engage platform and measures in place to monitor improvement. The revised 2026 engagement programme has been approved by the Corporate Leadership Team (CLT) The Communications and OD teams will continue to operate closely together to ensure that corporate and service priorities are central in all communication and engagement activities. Questions were introduced in the Employee Survey 2025 to provide a baseline for the measurement of the level of employee awareness of council priorities with 69% indicating that they are familiar with the Council’s priorities and 62% responding that they are aware of and understand the Council’s vision and values. Survey results showed that from 2023 there is a 10% increase (73% to 83%) in awareness of the challenges which the council faces over coming years and a 6% increase (73% to 79%) in understanding that the council will have to change the way it delivers services because of these challenges. Action HROD25-28 Serv 5.3 5.4 All performance management Service Level Actions have now completed within agreed timescales, four in quarters 3 and 4. The Local Outcomes Improvement Plan (LOIP) delivery framework was agreed by the board in August with biannual reporting, with the first performance report, for the period to 30 September, presented to the board on 26 November 2025. The redesign of Pentana (Service performance monitoring software) was presented to the Extended Corporate Leadership Team (ECLT) on 23 February and ‘Soft launch’ took place with services thereafter. Further development is ongoing with feedback from services. With the implementation of ‘Moray Engage’ the use of ‘Survey Monkey’ has been phased out with the contract ending 31 March 2026. The complaints system now has a Child Friendly Complaints (CFC) marker added to the closure eForm demonstrating the embedding of CFCs within the process. CFC training has been developed in house and rolled out within the Services Complaint Administrator group. Further training is planned to ensure all Complaint Administrators are familiar with the process. The Performance Management Framework has been reviewed, submitted to the corporate committee on 17 February and approved. Actions GSP 2025-26 PM 1.2, 1.3, 1.4 & 1.5 Page 16
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5.5 All elements to develop and improve knowledge and skills transfer across teams are now complete. To ensure work is maintained, progress will continue to be monitored. The Personal Discussion Group (PDG) been reviewed and first meeting of the new format was held in quarter 4. Succession Planning measures are in place across the teams along with support and development plans. Action HROD25-28 Serv 5.7.2 Challenges and actions to support – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.6 Most elements of supporting the New Elgin and Buckie areas through Locality Planning have been achieved with the action achieving 94% completion. The action will be carried forward to 2026/27 to complete outstanding work, with a revised completion date of 31 December 2026. In Buckie, the Monitoring Group has been reviewing and updating the Action Plan to identify the priorities they could have a direct influence on. Funding secured from Moray Communities Mental Health and Wellbeing fund has ensured continuity of the Hub. A further funding application to Corra Foundation for Household Hardship funding has also been successful to allow financial support to be made directly to individuals in the community. The group is strengthening partnership work with Community Planning partners to promote Buckie Engagement activity is planned to identify community-led priorities, including public voting on improvement options. In New Elgin, the Link has continued to grow, with a strong team of Volunteers that are central to designing and delivering most community activities, including the expanding of the Saturday food larder and the delivery of the Sunday family fun group and midterm family fun activities. Daily groups run throughout the week supporting the community with a range of activities, supported by partners. The first Health Issues in the Community (HIIC) course in Moray is nearing completion, with students now working on a community project, and The Link also offers CLD Adult & Family Learning, ASN support for pupils, and Digiknow digital support. Action STRAT ERC 1.1 25-28 5.7 Good progress has been made in the further development of community engagement, although not all objectives were complete by 31 March 2026. Work will continue on engagement and consultation, with the service progressing the development of an engagement and consultation strategy. Phase one of the learning estate consultation has been completed, and the learning from this stage has been shared with relevant parties. A workshop to build a shared understanding of learning estate challenges to shape the sustainable future of the learning estate was held with elected members in March 2026, with main objectives of testing and refining emerging themes and options, agree criteria for prioritising both short and long-term interventions. The original completion date was ambitious, and the work undertaken to complete phase one took longer than anticipated. The remainder of work on the project will be carried forward into 2026/27 with a revised completion date of 31 March 2027. Action STRAT ERC 1.2 25-28 5.8 Good progress was made in establishing a leadership development programme to support both corporate and individual development needs as part of the corporate management restructure. Interim Phase 1 was completed, with sessions delivered in October 2025 and February 2026, and a revised longer-term strategy and plan were developed following the Leadership Forum session. The programme was paused while senior leadership vacancies were recruited to ensure strong ownership and alignment for the next phase. With these appointments now in place, the Head of People, Change and Community Strategy will take the project forward with senior leaders, supported by a proposal for Phase 2 to be considered by the Corporate Leadership Team (CLT). Page 17
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5.9 All objectives to develop and implement a recruitment approach that addresses service requirements and promote employment opportunities within the council did not complete by 31 March due to senior leader vacancies in the service. The next phase will focus on refining and implementing the recruitment strategy, strengthening employer branding, and improving outcomes across priority service areas. Progress to date has focused on strengthening the Council’s recruitment approach through both targeted senior recruitment activity and the development of improved workforce intelligence. Discussions with partners are ongoing to develop a plan for raising the profile for living and working in Moray. Work will continue in 2026/27, with a revised completion date of 31 December 2026. Action HROD25-28 Strat 4.2 5.10 Achieving all objectives to have recognised fair and competitive pay and conditions in place proved challenging in the nine months’ timescale, with staffing and recruitment being a contributory factor, leading to non-completion by 31 March 2026. Ongoing monitoring of the Gender Pay Gap and wider equality indicators has been undertaken, alongside completion of an assessment against the Scottish Government’s Minority Ethnic Recruitment Toolkit, with improvement actions identified. The next phase will focus on implementing identified improvement actions, strengthening data-driven insights, and supporting measurable improvement in workforce equality outcomes and benchmarking performance. Work to continue in 2026/27, with a revised completion date of 31 December 2026. Action HROD25-28 Strat 4.3 5.11 At 95% complete, the implementation of actions to address issues arising from the employee survey and workforce planning themes almost met all objectives by completion date. Remaining activity will focus on completing service engagement, maintaining momentum on delivery, and embedding ongoing monitoring through the performance management framework. Action HROD25-28 Strat 4.5 5.12 Targeted youth work sessions to address health and wellbeing issues and Employability, whilst progressing well in 2025/26, was unable to complete by end of March 2026. There is recognition that work needs to continue in 2026/27 with a revised completion date of 31 March 2027. Delivery of youth work in schools continues across all eight Associated School Groups (ASGs). Young people participating in these sessions report improved levels of Health & Wellbeing, measured and monitored with Youth Work Outcomes and Skills framework. Youth Work staff have trained in Health Issues in The Community programme and are focussing on rolling out the programme in schools. Transition work with primary seven (P7) pupils have been a large part of Youth Work delivery across Moray. Supported by senior Elgin High school pupils and staff, over 60 P7s have attended weekly youth club sessions with feedback from pupils, parents and staff being very positive. Action SERV ERC 1.1 25-28 5.13 The ambitious target to develop and implement initiatives creating a culture where employees feel empowered, prepared and enabled to embrace change within a year, was unable to complete by 31 March 2026. Progress slowed due to the impact of senior recruitment. Information and analysis of the most current employees survey has been shared with services and meetings have taken place with all heads of service to develop quarterly surveys that will understand the organisation further. With continual council transformation it is recognised that this action should be ongoing for the duration of the Page 18
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plan, allowing for flexibility and adaptability in future years. Work will continue with a revised completion date of 31 March 2028. Action HROD25-28 Serv 5.2 5.14 The support of workforce related actions identified within the Best Value Action Plan are significantly overdue for completion. Progress in advancing real-time workforce data has been impacted by resource pressures associated with senior recruitment activity, with limited progress made during the second half of 2025/26. Work should now accelerate, with the next stage focussing on implementing agreed survey approaches, progressing data capability, and supporting measurable improvement in leadership and workforce outcomes. The action will be carried forward into 2026/27 with a revised completion date of 31 December 2026. Action HROD25-28 Serv 5.4 5.15 Work to revise and implement absence management procedures is well progressed but failed to meet completion deadlines. An internal audit was undertaken to review the Council’s sickness absence management arrangements with a final report being submitted to the Audit and Scrutiny committee in November 2025. The audit identified several areas where the Council promotes employee well-being and has established policies and guidance for effectively managing sickness absence. However, analysis shows that the average number of days lost through sickness absence per employee within the Council has increased over recent years. Latest LGBF data shows that Moray ranks as 23/32 for sickness absence days per employee (non-teacher) and 32/32 for teacher absences. From 2021/22 both non-teacher and teacher absences have declined in ranking by 13 places and 10 places respectively. Following approval at full council on 3 December 2025 (para 17 of the minute refers) work has progressed to deliver the Improving Attendance project. People. The Project has moved into the early stages of delivery, with a focus on establishing capacity, strengthening engagement with key stakeholders and progressing priority actions. Two members of HR staff have been recruited and will commence in April. This additional capacity will enable the project to progress to the next phase and support delivery of the approved actions. Work will continue into 2026/27 with a revised completion date of 31 March 2027, thereafter, work will continue to monitor progress and implement any necessary amendments, ensuring absence is effectively monitored and managed. Action HROD25-28 Serv 5.6.1, PIs CORP06a and CORP06b 5.16 Work to review measures to reduce absence and strengthen support for managing violence and aggression in schools did not meet all objectives by 31 March 2026. By the end of quarter 3, 2,922 violence and aggression incidents had been recorded, 13% higher than the same period in 2024/25 (2,575), with 84% occurring in education settings. In response, Education continues to lead targeted work to improve staff safety and support positive behaviour, informed by both local data and national learning. While the national trend is also reflected in Moray, the data shows that most incidents involve a relatively small number of pupils. Improved reporting is providing better insight and is helping to shape action through a joint working group with officers and trade unions. Early progress is encouraging: A new partner group has been set up to monitor data and the move from BSS to CALM is showing a reduction in incidents so far this year, staff feedback has been positive, CIRCLE is being rolled out across the service, and ASN outreach teams are targeting support where it is most needed. The next phase will focus on full implementation of the project, embedding preventative measures, and working with Trade Unions and services to secure sustained improvements in attendance and staff wellbeing. The action will carry forward into 2026/27, with a revised completion date of 31 March Page 19
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2027, and monitoring and support will continue beyond that point. HROD25-28 Serv 5.6.2 PI HROD006 Local Government Benchmarking Performance indicators 5.17 The proportion of the highest paid 5% of employees who are women has increased by 1.1% since 2023/24. At 62.3% Moray is placed within the top quartile 8/32 and 3/8 within our comparator group. From being ranked 20/32 in 2019/20 Moray has made significant progress. The long-term trend is on an upward trajectory across Scotland. PI CORP3b 5.18 Although consistently improving the (Local Authority) gender pay gap in Moray at 4% is ranked 29/32 nationally and 7/8 amongst comparators, placing Moray in the bottom quartile. Historically Moray has always been placed in the bottom quartile. Since the base year of 2015/16 Moray has witnessed a greater improvement (-5%) in comparison with both Scotland (-3.1%) and comparator average (-2%). Complaints and MP/MSP Enquiries 5.19 Between 1 October 2025 and 31 March 2026, four complaints were received and two were closed, both at frontline stage. 5.20 Two MSP enquiries were received over the period. One related to clarification of Neonatal Care leave policy and the other related to question regarding the hiring of staff from outside the UK. Case Studies 5.21 Nothing to report Consultation and Engagement 5.22 Nothing to report 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Page 20
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Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial There are none arising from this report. 6.5 Risk There are none arising from this report. 6.6 Staffing There are none arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equality Impact Assessment is not required as this report is to inform the Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION Page 21
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7.1 This report has been prepared in consultation with the Executive Director Finance, Strategy and Transformation, Service Managers, and Tracey Sutherland, Service Manager Democratic Services and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Service Plan Actions Performance Indicators Service Performance Indicators Service Complaints Page 22
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Neil Stables Contact Email: performance@moray.gov.uk Subject: Performance Report - Customer Experience, ICT and Digital Services – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2026, the Customer Experience, ICT and Digital Services Service Plan was 66% complete. Progress against Service Plan Priorities and Indicators and operational Service Performance Indicators is presented in the table and charts below. Item 6. Page 23
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2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. Page 24
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) notes actions being taken to improve performance where required. Neil Stables Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An Page 25
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overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 Work to develop and expand the Council’s digital approach is reported at 80% complete against a due date of March 2027. Over the last six months there has been further expansion of the digital approach with the development or update of public facing forms going live including short term let renewals, custom transport bookings and non-domestic rates enquiries. Work also continues within the council with completion of the Interchange Policies A-Z search function, further progress with Sharepoint Online implementation and the migration of the website to Umbraco. Trialling of Copilot for Microsoft 365 will conclude at the end of June 2026, where a review of the pilot will be undertaken looking at the justification to continue and enhance usage. (Strategic Level Action ICT25-28 Strat 4.1) 5.2 The project to provide emergency out-of-hours (OOH) support to Moray Council has successfully been completed. Initial complications with the intended supplier were resolved, with the Corporate committee approving an alternative supplier that met all necessary deadlines. The service went live on 30th June. The transition has been seamless, in part due to project team engaging with services and developing clear process maps of all OOH scenarios. (Service Plan Action GSP 2025-26 DT&E 1.2) 5.3 The review of Council business system estate has been complete, although there was some difficulty getting responses from services which were unsure of their responsibility for systems. A comprehensive list of all known systems has now been documented, this will pave the way for work to be done with Business Continuity / Risk Management to review the digital resilience of the information systems. Any systems which have not been identified as part of the initial review will be added to the list and reviewed accordingly. (Service Level Action ICT25-28 Serv 5.4.1) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.4 A draft Data Strategy and Action Plan has been developed however there has been limited progress over the last six months as the Council await further update from Scottish Government regarding the Data Maturity programme “lite”. Discussions took place with Scottish Government regarding their Data Maturity programme, a 6- month programme to help organisations such as Moray Council to improve data capabilities. Interest has been registered for Moray Council to be early adopter of the Scottish Governments new shortened Data Maturity Assessment, however, to date no progress has been made. Further discussions with Scottish Government are being sought to help in developing a progression plan. In the meantime, digital teams have been working with the Service Manager for Benefits and Money Advice regarding the adoption of the SAVVI data sharing framework and the Low Page 26
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Income Family Tracker (LIFT) to create a corporate, ethical, and intelligence led approach for identifying and supporting vulnerable households. These tools will strengthen lawful data sharing, improve integration and data quality, and enable proactive, evidence based interventions to reduce child poverty and financial hardship. This action will be carried forward to the 2026/27 Service Plan. (Strategic Level Action ICT25-28 Strat 4.2) 5.5 The three major projects for the ICT Infrastructure Team have been Mobile Device Management (MDM), Public Switched Telephone Network (PTSN) shutdown, and Scottish Wide Area Network (SWAN) 2, with the latter two being national programmes. The delivery schedule for MDM was significantly delayed but the project has now been delivered and within budget. SWAN 2 slipped its indicative target of December 2025, however has been successfully completed before the end of the reporting year – timescales for the project were impacted by third party delays. Work continues to progress on the PSTN shutdown and is on track to finish before analogue services are switched off in January 2027, this will be reported against in the 2026/27 Action Plan. (Strategic Level Action ICT25-28 Strat 4.2 / Service Level Action ICT25-28 5.8.1). 5.6 Work was undertaken over the last three months to provide some analysis of the existing ICT asset estate and the anticipated associated costs. This will be taken forward at ECLT in the very near future with a view to setting out an investment proposal to refresh the existing assets. This work will feed into the refresh of the Education ICT strategy which is included on the 2026/27 Customer Experience, ICT and Digital Service Service Plan. (Strategic Level Action ICT25-28 Strat 4.2) 5.7 Introduction of a new Customer Relationship Management (CRM) solution to improve customer experience through a more accessible and efficient online service to the public has not been completed this year, however significant work has been undertaken, and revised milestones have been set for the new system to go live in November 2026. The project team has completed all required training and are now ‘Certified Builders”. Alongside the build process there will be several technical workshops such as data cleaning and migration, as well as engagement workshops to ensure the new system is ready to go live in November. (Service Level Action DT&E 2025-26 1.1) 5.8 Team Leaders continue to manage absence in line with Health and Work policy, liaising with HR as appropriate. The majority of absences are short term. Power BI absence data is not granular enough to provide meaningful analysis; this will be raised at the Workforce Planning meeting with HR. A bespoke absence management session with HR Adviser is still outstanding. This action will continue in the 2026/27 Service Plan. (Service Level Action ICT25-28 Serv 5.7). 5.9 The rate of online staff completing e-learning modules continues to remain low, with 33% having completed the training module over quarter 4. While the uptake for the first course of 2026 is low, not all reminders have been exhausted. The Cyber Resilience and Information Security Team have amended the schedule for Page 27
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awareness training to avoid the holidays periods to see if this has a positive impact. Once the course has been closed uptake will be reported back to ECLT with a view to identifying options to increase uptake going forward. (Service Plan Performance Indicator ICT003) 5.10 Over the course of 2025/26, just under 127,000 calls were received by the Customer Services Call Centre at an average of around 10,580 calls per month. The call centre answered 83.1% of calls during the year, an improvement on the 81.9% recorded in 2024/25, however below the target of 93%. Performance in quarter 4 (79.1%) impacted the overall performance for the year, this was due to a significant increase in calls. Multiple storms during the period impacted on both waste and roads calls with grit bins, road gritting, streetlighting and bin collections the top reasons for these calls, and issues with accessing online annual billing services and making payments for Council Tax also saw a spike in customer calls. The graph below shows the quarterly call volume and answer rates over the last three years. Of the calls answered during 2025/26, 56.3% were answered within the 60 seconds target, a reduction on the 58.3 % recorded in 2024/25. Improvements in performance were made across quarters 1 to 3, however the increase in calls in quarter 4 (as noted above) impacted the answer rates with only 48.2% of calls answered being answered within the 60 second target. The graph below shows the quarterly performance over the last three years. (PIs: CPS058 and CPS058a) Page 28
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Complaints and MP/MSP Enquiries 5.11 In line with the Performance Management Framework, complaints are reviewed quarterly by departmental management in terms of time taken to respond, outcome and learning points. Detailed tables can be accessed within the Background Papers section of this report. 5.12 A total of two complaints were received during the period January to March 2026, with one complaint being closed. The complaint was dealt with at frontline stage and was not upheld. For the reporting year Customer Experience, ICT and Digital Services responded to four complaints, all at frontline stage with an average response time of 3 days. All four complaints were for Customer Services, with two upheld, one partial upheld and one not upheld. Of the three complaints upheld, two were for delays in responding to customer enquiries and one for the tone of response. Apologies were given and restorative action taken, which complainants accepted. 5.13 No MSP/MP enquiries were received over the course of 2025/26. Other Performance (not included in the Service Plan) 5.14 Nothing to report. Consultation and Engagement 5.15 Nothing to report. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 29
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation Page 30
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How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Customer Experience, ICT and Digital Services and relevant Service Managers and any comments made have been incorporated. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 31
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director, Finance Strategy and Transformation Author: Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report - Financial Services – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2026, actions relating to the Financial Services Service Plan for 2025-28 was 68% complete. Progress against Service Plan Priorities and operational Service Performance Indicators is presented in the table and charts below. 2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. Item 7. Page 33
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3. RECOMMENDATIONS 3.1 It is recommended that Committee; i) scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) notes actions being taken to improve performance where required. Suzanne Wilson Research and Information Officer Page 34
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4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 Capital monitoring has been strengthened with the introduction of revised automated monthly monitoring reports. These reports were operational for the start of the 2026/27 financial year with success to be demonstrated through Page 35
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lower level of slippage at year end and more accurate forecasting of capital spend. (Strategic Level Action FIN25-28 Strat 4.1.1) 5.2 Work to implement recommendations from the 2024/25 Annual Audit Report is complete ahead of schedule and closed by Auditors. Authorisation controls for GL Journals have been implemented, and reconciliation of Property, Plant and Equipment (PPE) has been reviewed. Fixed asset verification is now undertaken as business as usual while a review of assets under construction identified no issues requiring further action. (Service Level Action FIN25-28 5.3) 5.3 To strengthen Financial Sustainability measures, a new indicator that focuses on the reliance of reserves to bridge budget gaps has been introduced by the LGBF. In 2024/25, Moray is one of eight authorities reporting a 0% reliance. (LGBF PI FINSUS06) Challenges and actions to support – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.4 Participatory Budgeting (PB) work has continued, with Accountancy now liaising directly with services to capture community led decision making activity. While overall spend remains below target, £901,000 (38.5%) of the £2,339,000 council budget subject to PB has been attributed, the highest proportion achieved to date. Further development of PB is included in the 2026/27 Year 2 refresh of the Service Plan. (Strategic Level Action FIN25-28 Strat 4.2, Strategic Level PIs, FS215, FS214 and ERC006a) 5.5 Work to progress the Procurement Action Plan and implement actions within the Corporate Asset Management Plan has been affected by staff absence and other work priorities. Both will be carried forward into the Service Plan Year 2 refresh. (Service Level Actions FIN25-28 Serv 5.2 and 5.4) 5.6 Due to other priorities, including annual billing work, progress to streamline and digitise council tax and non-domestic billing has been limited. Initial discussions have taken place with both ICT and the software provider and this action will be carried forward into the Service Plan Year 2 refresh. (Service Level Action FIN25-28 Serv 5.5) 5.7 Published LGBF data for 2024/25 shows the proportion of invoices sampled and paid within 30 days remains relatively unchanged at 89.5%. In terms of ranking, Moray continues to be within the lowest quartile, placed 27th out of 32 authorities against a national average of 93.1%. With a family group average of 88.7%, Moray ranks 5th out of 8 comparator authorities. Work to increase efficiency and replace the Financial Management System is underway, with anticipated delivery by April 2028. Meantime, services are reminded to process invoices promptly. (LGBF PI CORP8) Page 36
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5.8 Total useable reserves as a percentage of council annual budgeted revenue provide an indication of a Council’s financial resilience and its capacity to respond to unforeseen events. Over the past three years, Moray’s usable reserves have declined. Latest data places Moray 25th out of 32 authorities with 13.8% of useable reserves against a national average of 20.5%. Within the family group, Moray is ranked 6th out of 8, against a comparator average of 18.1%. However, with a 0% reliance on reserves reported in 2024/25 (paragraph 5.3) and balanced budgets approved for both 2025/26 and 2026/27, £6million in reserves is available if required. Budget has also been earmarked for transformational change projects that aim to improve efficiency and effectiveness of the council over the longer term. (LGBF PI FINSUS01) 5.9 The ratio of financing costs to net revenue stream is one of the Prudential Indicators published during the budget setting process. It measures the proportion of budget required to meet financing costs. For General Services, the ratio compares borrowing financing costs with net expenditure funded by government grant and local taxpayers. At 10.8%, Moray ranks 31st out of 32 authorities, against a national average of 6% and 8th out of 8 within its family group where the average is 6.3%. The breach of 10% can be attributed to the introduction of the accounting standard IFRS 16 Leases in April 2024, which brings costs previously treated as service expenditure into financing costs. This has now been incorporated into future estimates. The capital budget set for 2026/27 continued to use a capping mechanism to ensure the future ratio remained with the 10% threshold. Going forward, estimated ratios for General Services reflect the ongoing requirement to increase borrowing to fund capital expenditure particularly within the Learning Estate, Libraries and Leisure Estate and the Moray Growth Deal. A review of the long-term financing strategy is also planned for 2026. (LGBF PI FINSUS03) Complaints and MP/MSP Enquiries 5.10 During the second half of 2025/26, 16 complaints were closed by Financial Services: 12 at Frontline and four as Investigative. The average response time for Frontline complaints was marginally above the five-day target while Investigative complaints met the 20-day target with an average response time of 18.25 days. 5.11 Three complaints were upheld and six partially upheld: eight related to council tax with one for payments. All complaints were the result of either procedural errors or communication issues. Learning outcomes include revision of procedures and reinforcement of existing regulations or customer care standards. 5.12 Across the whole year, a total of 14 complaints relating to council tax were upheld or part upheld. During the same period, 21,920 council tax queries were dealt with by the service. Page 37
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5.13 Eight MP/MSP enquiries were received during the second half of the year. All related to various issues around council tax or benefits. Other Performance (not included in the Service Plan) 5.14 Nothing to report. Case Studies 5.15 Nothing to report. Consultation and Engagement 5.16 Budget Managers were recently invited to complete a survey covering areas such as the Financial Management System, contact with Accountancy, budget monitoring and expenditure and training needs. Feedback received will be used to inform and support ongoing improvements to the Accountancy service. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. Page 38
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Financial Services, relevant Service Managers and Caroline O’Connor, Committee Services Officer and any comments made have been incorporated. 8. BACKGROUND PAPERS Page 39
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8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 40
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Economy, Enterprise and Operarions Author: Neil Stables Contact Email: performance@moray.gov.uk Subject: Performance Report - Governance – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to the Committee in terms of section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2026, overall progress against the Governace 2025/26 Service Plan was 77% complete. Progress against Service Plan Priorities and operational Service Performance Indicators is presented in the table and charts below. Item 8. Page 41
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2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) scruitinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) note actions being taken to improve performance where required. Neil Stables Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Page 42
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Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be view via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 2 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 Absence review meetings have been held in line with policy and appropriate actions have been taken to manage any risk. Absence levels have remained low throughout the year within Governance services, with an absence rate of 1.2% in quarter 3 against a Council average of 6.2%. Absence will continue to be actively managed in line with policy. (Action – GSP 2025-26 H&WB 1.1 / PI – H&WBGOV1.2) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.2 Grading discussions around Legal Service solicitor posts have been completed, with vacant posts being advertised. Next steps will be dependent on the uptake of posts, however the action will continue to be monitored and reported against in the 2026/27 Service Plan. Outsourcing and monitoring of spend will also continue to be reviewed. (Action – GSP 2025-26 LS 1.1) 5.3 As part of ensuring business continuity arrangements are fully in place across critical services the Corporate Leadership Team has sent reminders out to services with outstanding plans. The action completion date has been revised to June 2026 to fall in line with the Best Value Action plan. Work will continue to be monitored through the Best Value Action Plan. (Action – GSP 2025-26 IG 1.1) Page 43
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5.4 The percentage of committee draft minutes issued within the 5 working day target has steadily increased over the year, rising from 55.6% (10 out of 18) in quarter 1 to 76.9% (10 out of 13) issued within timescale in quarter 4. For 2025/26 the overall rate of draft minutes issued within timescale was 64.8%, down on the previous year (82.7%) and below the target of 85%. A combination of staff shortages, increased workloads and annual leave during the year has impacted the service, however performance has improved over the course of the year. The target level will be kept under review. There is still confidence in the level being appropriate. (PI - CS003) Complaints and MP/MSP Enquiries 5.5 In line with the Performance Management Framework, complaints are reviewed quarterly by departmental management in terms of time taken to respond, outcome and learning points. Detailed tables can be accessed within the Background Papers section of this report. 5.6 A total of three complaints were received during the period January to March 2026, with two complaints being closed. Both closed complaints were dealt with at frontline stage, with neither being upheld. For the reporting year Governance services responded to eight complaints, all at frontline stage with an average response time of 3 days. Of these eight complaints six were for Legal Services and two for Democratic Services. One complaint was upheld with action taken to update guidance notes for Council letter templates, while the remaining seven complaints were not upheld. 5.7 Over the last three years the Council have dealt with just over 1,300 non-statutory MP/MSP enquiries. This is in addition to over 2,000 statutory complaints received over the same period, with both complaints and enquiries being subject to the Model Complaints Handling Procedure (MCHP). The following graph shows the quarterly volume of MP/MSP enquiries received since Quarter 1 2023/24. On average each quarter over the last three years the Council have received 110 MP/MSP enquiries. The volume of enquiries had decreased year on year since 2020/21, however there has been a 22% increase of enquiries this reporting year compared to the previous year, with 453 received and dealt with in 2025/26. Operations & Environment Services Page 44
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(156) and Housing, Property & Communities (148) received the most enquiries, accounting for just over two thirds of the total enquiries in 2025/26. All enquiries follow a similar process to that of complaints in being formally logged and responded to. Case Studies 5.8 The Registrar Service moved from their former High Street premises to the Council headquarters in November 2025 and have now had 16 months of operating in the new environment. Postive feedback has been received from the public over the new wedding room in the Council HQ. Officers report that the confidential interview rooms in the HQ Annexe building are more suitable for access and for sensitive conversations. Overall the move is considered to be a service improvement. Consultation and Engagement 5.9 Committee services are currently consulting councillors on the user friendliness of the Council’s online committee management system with a view to targeted training sessions. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. Page 45
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☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial There are none arising from this report. 6.5 Risk There are none arising from this report. 6.6 Staffing There are none arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equality Impact Assessment is not required as this report is to inform the Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Enterprise & Operations, Chief Governance Officer, Service Managers and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Performance Indicators Service Complaints Page 46
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Louise Marshall Contact Email: performance@moray.gov.uk Subject: Local Government Benchmarking Framework 2024-25 Results 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present a corporate overview of benchmarking performance data for the period 2024-25. 1.2 This report is submitted to Committee in terms of Section III A (4) of the Council’s Scheme of Administration relating to monitoring performance in accordance with the Council’s performance management framework. 2. SUMMARY 2.1 The Local Government Benchmarking Framework (LGBF) provides evidence of trends in how resources are allocated, performance of services and levels of customer satisfaction. 2.2 At the time of reporting, results have been published for 95 indicators. Two indicators are no longer collected locally and five have yet to be published. 2.3 An assessment of relative performance in recent years can be inferred to an extent in an improving trend up to 2021/22, followed by a drop off in 2022/23, thereafter the pace of recovery has slowed from that of previous years as presented in the charts below. 2.4 Assuming no significant change in rankings for the 5 indicators yet to be published, overall, the position in terms of relative performance will remain stable and like that of 2023/24. Item 9. Page 47
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2023/24 vs 2024/25 No change 3 indicators Results improved Result worsened Not yet published 50 indicators 42 indicators 5 (5%) indicators 3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinise and note the Council’s performance in terms of a corporate overview of benchmarking results. 28% 28% 18% 23% 23% 24% 19% 24% 34% 22% 21% 19% 24% 27% 24% 28% 26% 24% 29% 20% 24% 27% 30% 28% 0% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 LGBF relative performance -national 1st quartile 2nd quartile 3rd quartile 4th quartile N/A 30% 34% 22% 23% 25% 23% 10% 18% 32% 21% 18% 19% 22% 18% 18% 29% 27% 29% 39% 30% 28% 27% 30% 24% 0% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 LGBF relative performance -family 1st quartile 2nd quartile 3rd quartile 4th quartile N/A N/A Page 48
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Louise Marshall Strategy and Performance Manager 4. BACKGROUND AND CONTEXT 4.1 Local Government Benchmarking Framework (LGBF) data is refreshed throughout the year with the final data published around June each year. The results inform the National Benchmarking Overview Report. The Improvement Service collate data from national sources following annual submissions that is subjected to extensive validation processes, a contributory factor to the time-lag in publication and reporting. A small number of results are supplied directly by local authorities. The full suite of benchmarking data can be viewed using the Improvement Service LGBF Dashboard. 4.2 Family Groups of councils were developed around the type of population that they service (e.g. relative deprivation and affluence) and the type of area in which they serve them (e.g. urban, semi-rural, and rural) to allow improvements to be identified and good practice shared through a programme of events arranged and facilitated by the Improvement Service. People Services Other Services Includes education, social work and housing. The benchmarking clubs are based on the average social context of the local authority population (using data from SIMD). Includes environmental services and culture/leisure services. The benchmarking clubs are based on the dispersion of the local authority population (using data for the Grant- Aided Expenditure indicator for population dispersion). Angus Argyll & Bute East Lothian Highland Midlothian Moray Scottish Borders Stirling East Ayrshire East Lothian Fife Moray North Ayrshire Perth & Kinross Stirling South Ayrshire 4.3 Results and commentary on benchmarking performance are included in Quarter 4 performance reports submitted to service committees in line with the Council’s performance management framework. 4.4 Caution is advised on making direct comparison between years due to significant impact of Covid-19 on results. 5. NATIONAL PERSPECTIVE 5.1 This, the fourteenth annual report, evidence that despite significant innovation, service redesign and partnership working, councils are operating Page 49
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under sustained financial, workforce and demand pressures that are reaching the limits of what can be delivered within existing resources. 5.2 Financial Pressures: structural strain • Funding failing to keep pace with inflation, demand growth and expanding national commitments. • Forward spending plans indicate further pressure on council budgets, with funding projected to fall by 2.0% in 2027/28 and 3.8% in 2028/29 against a predicted overall Scottish spending rise over the same period of 4.68% • Statutory services, primary education and social care absorb over 70% of expenditure, leaving limited scope for discretionary or preventative investment. • Infrastructure continues to deteriorate faster than repairs can be funded. • Addressing these challenges; councils explore wider transformation, whole- system redesign, shared services, digital modernisation, automation, better use of data and strong partnership working 5.3 Workforce challenges: capacity, recruitment, demographics • Workforce pressures, recruitment and retention challenges are acute in social care, social work, planning and environmental health and increased absence rates. • An ageing workforce presents succession risks, under representation of minority ethnic and disabled employees. • Service specific workforce pressures in care sector, specialist teacher shortages in STEM and rural areas. • Addressing these challenges; strengthened national and local workforce planning, improved data use and modernised employment practices. 5.4 Health and social care: rising demand, limited capacity • Demand for adult social care continues due to ageing population and increasing complexity. • Provider fragility constraining system capacity despite rising need. • Addressing these challenges; collaboration on digital tools, staff wellbeing and joint resource planning. 5.5 Education: recovery amid rising complexity • Signs of recovery in Education services, growing complexity and workforce pressures continue. • Rise in real time spending by around 20% since base year of 2010/11 to reflect national policy commitments. Substantial growth in Additional Support Needs (ASN), now affecting over 40% of pupils with specialist ASN teacher numbers continuing to fall. • Primary attainment above pre-pandemic levels, narrowing of poverty related gaps. • Attendance remains lower than expected, with non-attendance linked to anxiety and complex ASN for a small yet growing cohort. Page 50
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• Early years developmental outcomes of 27–30-month health reviews improving, quality of provision remains high. The mixed provider model increases reliance on private and voluntary settings that adds to pressures around stability and quality assurance. • Addressing these challenges; continued progress in strengthening collaboration on ASN, equity and curriculum development. 5.6 Tackling poverty: persistent structural pressures • Households facing high housing and energy costs, limited income growth and labour market inequalities. • Child poverty above 2014/15 levels. • Rent arrears falling and Council Tax collection stable but demand for crisis support remains high. • Addressing these challenges; strengthened strategic approaches to poverty through improved data, spatial analysis and whole system initiatives. 6. MORAY RESULTS 6.1 The national context presents a similar picture to that of Moray in the efforts and achievements delivered against an increasingly challenging backdrop and how sustained financial and workforce pressures have disrupted performance and efficiency improvements gained in previous years. 6.2 Despite challenges, good or improving performance is recognised in school attendance, 16–19-year-olds participation rates, gender balance in senior posts, crisis and community care grant decision timescales, hospital re- admission rates, hospital delayed discharge, road condition, waste recycling rates, financial outturn and CO2 emissions for electricity and natural gas. Generally, cost indicator results across service areas are low in comparison to other local authorities; however, this should be considered alongside performance and customer results. 6.3 Of the 95 results published, 29 results are placed in the lowest quartile (ranked 25th to 32nd), these are scrutinised in relation to improvement by the relevant Service Committee as part of 2024-25 Quarter 4 Performance Reports submitted to the June cycle of meetings. Commentary on these indicators and an additional four indicators relating to school attendance for looked after children, gross value added per capita and carbon emissions in scope of local authority, being the latest results for 2023-24 that were not published at the time of reporting to this committee last year are included at Appendix 1. 6.4 Lowest quartile performance was reviewed by the senior management team to ensure planned work will secure improvement, particularly in the following Corporate Plan priority areas. For ease of reference, throughout, indicators measuring Corporate Plan performance are emboldened. Page 51
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• Improving attainment for all, a focus within the tackling poverty and inequality priority is being progressed through the development and implementation of the following strategy areas that will directly contribute to improved performance results; National Improvement Framework self- evaluation and Raising Achievement of our Learners, Our Moray Standard: Learning and Teaching Strategy and Supporting all Learners Strategy, Moray and Northern Alliance Progressions of Literacy and Numeracy, Achievement of Curriculum for Excellence Levels Assessment and Moderation Guidelines, Quality Assurance and Moderation support, Tracking and Monitoring Guidelines and Moray Quality Improvement Framework. Devolved school budgets and wider funding of Scottish Attainment Challenge, Pupil Equity and Strategic Equity Funding ensure schools continue to work to close identified attainment gaps. Full scrutiny of Initial Analysis of Secondary School Attainment – Session 2024-25 and Initial Analysis of Achievement of Curriculum for Excellence Levels – Session 2024-25 was undertaken by Education, Children’s and Leisure Services Committee on 25 November 2025 (para 24 of the Minute refers) and 3 March 2026 (item 9 of the Agenda refers) respectively. The service continues to tackle the challenges around issues impacting on attainment that include staff absence, inability to recruit teachers in key subject areas and ongoing ICT issues locally leading to reduced learning time. • Tackling the affordability of the school estate whilst meeting climate requirements contributes to Building Thriving, Resilient, Empowered Communities is addressed with the development of the Learning Estate Strategy, delayed due to the delivery of additional supporting information to inform the Learning Estate Review, including an independent review of the school roll forecasting methodology, together with the diversion of team resource to support Future Forres Academy and Future Buckie High School projects but is scheduled to be reported to committee. The draft update of the Climate Change Strategy 2025-2035 and Routemap to Net Zero, developed through an officer/member working group, sets out how the Council will respond to its statutory duties to reduce carbon emissions, adapt to the impacts of climate change, and to embed sustainable principles within the Council, was approved, subject to public consultation by Council in September 2025 and will be presented for final approval from Council in June 2026. The Biodiversity Strategy gained final approval from Council in May 2026. • Corporate Plan Strategic Framework and improving indicator results rests on the delivery of the Medium to Long Term Financial Strategy and the Workforce and Organisational Development Strategy. 6.5 Results that have improved / worsened by 5% from previous year are highlighted at Appendix 2 and a table of results split by theme is presented at Appendix 3. Page 52
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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 Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 7.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is a securing best value and assist in comparing performance both over time and between authorities where appropriate. 7.4 Financial None arising from this report. Page 53
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7.5 Risk None arising from this report although effective performance management assists in the management of risk. 7.6 Staffing None arising from this report. 7.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 7.8 Property None arising from this report. 7.9 Information Communications/Technology/Digital None arising from this report. 7.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 7.11 Climate Change and Biodiversity Impacts None arising from this report. 8. CONSULTATION 8.1 This report has been prepared in consultation with Head of Governance, Strategy and Performance and senior managers, any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 LGBF Dashboards National Benchmarking Overview Report 2024/25 Elected Member Guidance: Understanding and Using the LGBF LGBF Indicators – Pentana backing tables Page 54
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APPENDIX 1 The Local Government Benchmarking Framework (LGBF) data provides evidence of trends in how resources are allocated, performance of services and levels of customer satisfaction. This year’s results introduce available data for 2024/25 as well as data for 14 indicators relating to 2023/24 that was not available at the time of annual reporting last year. Since base year (2010-11), changes in expenditure evidence the most significant increases in Economic Development, Adult Social Care, Education, Looked After Children and planning and reductions in Roads, Support Services, Environmental Service and Culture & Leisure. Positive performance in top quartile rankings is evident in individual indicators across most headings but more notably in Adult Social Care and Environmental Services. Exceptions based on 32 local authorities; areas of service delivery ranked in the lowest quartile are presented below as Notes to Benchmarking Results. Care should be taken when making comparison over time and with others due to the complexities around altered delivery and operating landscapes during the reporting period. The National Benchmarking Overview Report is available here. Page 55
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No Challenges Actions to improve to present time Outcome Children’s Services 1 Proportion of children looked after in a community setting increased to 78%, improving the ranking to 28th, but below the national average (88.8%). Performance has featured in the lowest quartile since 2010-11. Latest data relates to 2023-24. The Carer Recruitment Campaign continues to focus on the recruitment of foster carers and supported lodgings carers, increasing capacity. Looked after children in Moray in approved Kinship Care with family members is in line with family average, work continues to strengthen practice, ensuring children at the point of allocation, have a holistic extended family map produced on Kinship care options in the event short breaks or alternative care may be necessary. 95.5% of brothers and sisters in Foster Care and Kinship Care remain together with at least one sibling above the national average of 79%. Maintaining Relationships Project is developing an approach and policy to ensure brothers and sisters remain together where this is their assessed needs, albeit more challenging when need to accommodation 3 or more children due to resource limitations. (Source: Quarter 2 Performance Report for Children and Families and Justice Social Work, IJB 26 February 2026) Improving outcomes for Looked After and Care Experienced Children and Young People (Children Services Plan 2023- 26) 2 Percentage of pupils entering positive destinations results and rankings have dropped year on year since 2021-22, to 93.5% against largely consistent comparator results. Positive destinations include higher/further education, employment, training, personal skills development and voluntary work. In 2024-25 there were 1,086 leavers with 1,015 progressing to positive destinations, key results: 34.6% to higher and 23.8% to further education, 30.1% to employment. 6.5% (71 young people) were recorded as unemployed seeking, unemployed not seeking or unknown. • Getting it right for every child so that we continue to improve attainment for all Key actions for raising attainment are progressing at school and system levels for Senior Phase; Secondary school improvement visits are complete with moderated reports identifying strengths and areas for improvement. Secondary school targets are monitored at key milestones. Depute Headteacher Tracking and Monitoring Network developed to support collaboration, meeting in terms 3 and 4. Moray schools continue to work with key partners including Skills Development Scotland, Moray Pathways, Moray College UHI and wider employability partners to ensure pupils are supported to positive onward destinations. It should be noted that health factors may impact on future pathways and routes to success for young people where our schools continue to monitor this through early intervention approaches. (Sources: 2023-24 Analysis of Secondary School Leaver Attainment 2023-24 / Q3 Performance updates) Improved attainment at both Broad General and Senior Phase identified through ACEL and LGBF measures Page 56
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3 4 5 6 7 Average tariff points for each unit or course are calculated from the latest and best achievement of pupils based on the SCQF level of the award and grade achieved (for graded courses S4-S6). The Scottish Index of Multiple Deprivation (SIMD) identifies small area concentrations of multiple deprivation showing the difference between young people living in the most and least deprived areas. Overall average total tariff improved slightly to 829 but remains below national and family averages, similar slight improvements are recorded for SIMD quintiles 2 and 5 but slightly worsened in SIMD quintiles 3 and 4, all remain ranked in the lowest quartile. • Getting it right for every child so that we continue to improve attainment for all Following initial attainment meetings, separate group sessions with all Secondary Head and Depute Head Teachers were held to explore core issues in relation to low attainment in Senior Phase in relation to benchmarking data and effects/symptoms, root causes and possible solutions. Ten summary priorities have been developed to raise attainment. These sessions have further developed into school-based actions and system wide actions making use of existing and newly created DHT networks supported and led by secondary HTs and the Quality Improvement Manager. Moray Secondary Schools have benefitted from over £500k additional funding under the theme of tackling poverty and inequality to improve education attainment in the form of an Intervention Fund for each school to target areas for improvement. Secondary Schools continue to progress work on key priorities framed by School Improvement Plans set out annually. (Source: Initial Analysis of Secondary Attainment – Session 2024-2025) Improved attainment at both Broad General and Senior Phase identified through ACEL and LGBF measures 8 The percentage of P1, P4 and P7 pupils combined achieving expected CFE Levels in Numeracy made slight improvement to 76.9%, achieving the Stretch Aim target of 73-77% • Early intervention addressing whole family well-being to ensure that children can reach their full potential Strengthening Achievement of Curriculum for Excellence levels across the Broad General Education being taken forward through actions across strategy and support materials, professional learning and moderation, tracking and monitoring and support and challenge. Key areas of work as a wider schools and central education system continues to progress. Progress across Moray schools and centrally to address identified attainment gaps and barriers to learning and achievement also continues through ongoing monitoring of data throughout each school session as part of Moray Quality Improvement Framework (MQIF), across Associated Schools Groups (ASGs) and Family Improvement Groups (FIG) collegiate session. Moray Numeracy Strategy is being developed in partnership with Education Scotland. Schools Improved attainment at both Broad General and Senior Phase identifies through ACEL and LGBF measures Page 57
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are involved in STEM spatial skills in Maths with Glasgow University. Stretch Aim for Primary numeracy (P1, P4, P7 combined) for 2026 has been set at 78%. (Source: Initial Analysis of Achievement of Curriculum for Excellence levels: Session 2024-2025) 9 Funded early years provision which is graded good/better fell slightly to 84.0%, below national and family averages, which were also subject to slight result decreases. A new national Shared Quality Framework launched in September 2025, aimed at enhancing outcomes for children in ELC settings that provide high-quality, equitable and responsive experiences. The framework will be used as an evaluation tool, key to this process will be ELC settings evidencing robust self- evaluation processes to support improvement and the Care Inspectorate and HMiE in their inspections and evaluations. ELC settings will be supported by the central officer team, and through a variety of hybrid training opportunities, to develop their knowledge and understanding of the framework. Officers are building a Quality Improvement Framework akin to the schools one and are supporting services to develop improvement plans and associated self-evaluation processes. As a result, the number of settings not meeting the nation standard is reducing. (Source: Shared Quality Improvement Framework for Early Learning and Childcare settings ECLS 25 Nov 2025) Improve self- evaluation for self- improvement across ELC settings shared understanding of new improvement areas 10 Latest published data for School attendance rates (per 100 ‘looked after pupils’) was 82% in 2023-24, below national and family averages and on a decreasing trend since 2020-21. Education Attendance Policy, scheduled to be agreed by ECLS Committee in June 2026, has been updated and toolkits (‘Attend to Achieve’) have been developed to strengthen consistency across school settings in supporting positive pupil attendance and providing supportive guidance where necessary. Schools will use the policy and toolkit for ongoing monitoring and address levels for individual pupils, groups and cohorts that are causing concern through single agency approaches or multi-agency intervention. Parental engagement and the importance of reinforcing positive school attendance for maximum learner attainment, achievement and post-school opportunities is ongoing across schools. (Source: Shared Quality Improvement Framework for Early Learning and Childcare settings ECLS 25 Nov 2025) Improved attainment at both Broad General and Senior Phase identifies through ACEL and LGBF measures Page 58
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10.1 Slight improvement in the proportion of Child Protection re-registrations within 18 months to 10.3%, below that of national and family averages (6.8%) and remaining in the lowest quartile. The safety and wellbeing of children is ensured through timely, proportionate, and effective support, repeat registrations indicate risks have re-emerged or were not sufficiently reduced following previous support. To address this, the partnership considers the staged closure of families to social work and the move to child planning for families where children have required a protection plan. Learning from repeat registrations identifies systemic gaps and improved practices. (Source: Quarter 2 Performance Report for Children and Families and Justice Social Work, IJB 26 February 2026) Family: Keeping Children and Young People safe Corporate Services 11 Gender pay gap at 4% is above the national average of 1.4%, with average hourly rate of pay for males at £19.66 above that of females, £18.87. A high number of employees (around 40%) are employed in service areas such as catering, cleaning, care at home and schools support staff, areas populated predominantly by a high number of part time female employees; often who may hold more than one part time position across these services. It is not always possible to apply comparisons in terms of the service delivered and the composition of the workforce as not all councils deliver the same services. The implementation and embedding of the Smarter Working Project have supported the workforce in continuing to undertake a range of flexible working options, making the workplace more accessible for office-based staff which may have positively impacted the reduction in the pay gap. The commitment to continue to improve recruitment packages which support accessibility to work for all genders through more creative ways of working and that support the journey to sustainability continues. The long-term impact on the pay structure arising from the living wage and other pay related issues are monitored to have in place fair and competitive pay and conditions recognised as such and are free of bias. Some progress was made in gathering workforce data but remains an ongoing action to increase engagement to improve the workforce personal data capture and therefore more accurate reporting. Gender Pay Gap and equality issues are assessed and mitigating actions put in place if required Page 59
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12 Teacher absence levels increased in 2024/25 to 10.8 days per teacher, the highest recorded since benchmarking began, ranked lowest nationally. High levels of workforce absence present several challenges for schools, including increased reliance on supply cover, additional pressure on school leadership teams and need to manage operational continuity within already demanding environments. Improving Attendance Project report was presented to Council on 3 December 2025 (item 7 of the Agenda refers) detailing additional targeted support to assist in the maximisation of teaching staff attendance at work, reducing absence costs and reducing service impact on children and young people as part of a spend to save transformation project, agreeing funding of £89k as an initial pilot of one year support. Progress will be reported at 6 months following implementation against defined targets. The project is focused on strengthening absence management arrangements, consistent application of council policies and supporting service managers in their responsibilities, including reinforcing the supportive elements of the Health at Work Policy to promote staff wellbeing, provide consistent and fair management of absence and support sustainable returns to work alongside improved attendance levels. (Source: Improving Attendance Project, ECLS 3 March 2026) Improved attendance at work, reducing absence related costs and strengthen the consistent application of absence management processes 13 Percentage of invoices sampled that were paid within 30 days remained relatively unchanged at 89.5%. Of the 55k invoices sampled, 49k invoices were paid within 30 days, resulting in the indicator remaining in the lowest quartile. Early mapping work completed to increase efficiency and availability of digital processes for Accounts. Replacement of the finance management system is in the early stages with system operational anticipated by April 2028. Market research completed as expected and tender process underway. Services are reminded to process invoices promptly. (Source: Q3 Performance updates) Investigate workflow for authorisation database 14 Scottish Welfare Fund awarded £392k of the £657 budget (59.6%), below family and national averages. Scoping of centralised means testing has progressed and demonstrates that support can be provided towards the recovery of outstanding social care cost debts. Improvement in key areas could be gained by aligning some of the processes within social care financial assessments with the benefits and money advice Determine whether a staffing efficiency and maximisation of council resources is achievable. Page 60
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service to perhaps identify where additional support can be provided. (Source: Q3 Performance updates) Assets 15 There has been a slight decrease in 55.4% in the percentage of internal floor area of operational buildings in satisfactory condition. 119k m2 of 215k m2 was of satisfactory condition. The Moray Learning Estate is a significant contributory factor to the operational building condition indicator and with over half of the 52 schools having condition surveys of less than B condition, the indicator ranking remains in the lowest quartile. • Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements Design and construction – Elgin High School extension build Design and construction – future Forres Academy operational Design and construction – Future Buckie High School operational Engagement and consultation – ASG Level Options Development – long term investment strategy Strategic Planning – Learning Estate Review Report Engagement and consultation – effective stakeholder engagement on Learning Estate sustainability options Estate Rationalisation – future of Crossroads PS agreed Design and construction – options developed to manage for Elgin South and North primary school capacity requirements Design and construction – schools BB upgrade programme delivering minimum 3 B condition/suitability school upgrades per year (Source: Corporate Plan Q3 2025-26) Moray has high performing schools that are fit for the future and financially and environmentally sustainable. Adult Social Work 16 73.8% of care services were graded ‘good’ or better in Care Inspectorate inspections, below family and national averages. External inspection results and commentary are included in the Annual Performance Report. Services are assessed by the Care Inspectorate to ensure that services provided meet the required standards and peoples’ outcomes are being met. People who use health and social care services have positive experiences of those services, and Page 61
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Much focus is placed on learning from complaints and feedback to continually improve the quality and safety of services as well as feedback received directly via surveys conducted as part of monitoring and service redesign. (Source: Annual Performance Report 2025/25, Moray Integration Joint Board Audit, Performance and Risk Committee, 19 June 2025) have their dignity respected. Culture & Leisure 17 The cost per library visit decreased to £5.23 due to an increase in the number of library visits against a small reduction to net expenditure. In 2024-25, net expenditure totalled £2.4m, with 459k visits to library services. Across Scotland, results range, suggesting there are variations in calculation methods which has been acknowledged nationally with clarity added to the definition. • Transform our Sport & Leisure, Libraries, Learning Centres & Heritage, Music Instruction & Performance service provision to ensure a sustainable council for the future A report was submitted to Council on 3 December 2025 to update on the transformation journey of Libraries, Learning Centres and Heritage Service, proposing a tiered operating model to provide a more standardised and efficient model for future based on evidence and need. Extensive engagement with newly established library user groups in all 11 branches across Moray was held over three meetings with groups, that were supported by local members. Q3 update (93% complete) – The Change Management Plan has been partially implemented. With approval of the proposal, implementation of Change Management Plans continue. (Source: Libraries, Learning Centres and Heritage Service Transformation, Q3 performance updates) Create a sustainable future for our services by: Engaging new users to access our service to be active and ensure prevention/early intervention improves their long-term health and wellbeing prospects. Engaging new users to access digital and physical resources and support to improve their lifelong learning experiences. Creative arts participation and pathways are further developed enhancing lifelong learning experiences. Page 62
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18 The percentage of adults satisfied with Museums and Galleries (rolling 4 years) fell to 45%, below national and family averages, remaining in the lowest quartile. Due to budgetary constraints, operation of the Moray Museum Service ceased on 1st April 2020. The Falconer Museum with Store is closed until an alternative service model is established. The collection continues to be monitored and buildings maintained. N/A Environmental Services 19 The percentage of adults satisfied with refuse collection (rolling 4 years) remained at 76%. Indicator has dropped back into the lowest quartile. Taken from the Scottish Household Survey where around 10,500 households were interviewed with lower-than-expected response rates inferring the sample size may be small. This should be set against positive performance in terms of the level of recycling, costs of waste collection and disposal. A review of complaints has resulted in some procedural changes relating to Household Collections. (Source: Q3 performance updates) N/A Housing Services 20 In 2024-25, 2,799 of 6,410 (43.7%) of properties within scope met the Scottish Housing Quality Standards (SQHS). Performance has improved in recent years; however, meeting energy efficiency elements is a significant part of SHQS and results for this element have not been published since 2021-22 due to Scottish Government review of EESSH2. Indicator remains in the lowest quartile. • Continue to reduce the carbon impact arising from Housing and Property Services In 2024-25, there was significant investment to improve energy efficiency of housing stock by upgrading heating systems, building insulation and solar panel installation. Progress has stifled by resource issues relating to tenant agreement to works, contractor availability and time lag with certifications to confirm improvements. Contracts in place to continue to deliver Phased improvement of energy efficiency within corporate buildings and housing stock. Page 63
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improvements in energy efficiency within the Council’s housing stock. Scottish Housing Regulator confirmed provisional data indicated as of September 2025 EESSH compliance increased to 73.3%, the expectation for the year ending 31 March 2026 is for 80% compliance, which will positively impact on the council dwelling meeting SHQS. (Source: Q3 performance updates) Economic Development 21 The percentage of unemployed people that were assisted into work from Council operated / funded employability programmes improved to 10.4%. Of the 135 people supported into work, 79% sustained work for over 13 weeks. The Local Employability Partnership, Moray Pathways continues to support individuals into fair and sustainable jobs. Overall, over 300 people were supported, 285 are participating in vocational skills programme; Sector based Work Academy Programme (SWAP). 65 people have gone onto further or higher education. Support has also been provided through; Barrier Removal activities (involving 205 service users), Creative Skills Network activities (112 service users), CLD personal development (56 service users) and Counselling (47 service users), 29 others are currently in the engagement phase. Moray Pathways Local Employability Partnership Annual Report was submitted to the Economic Development and Infrastructure Services Committee on 17 June 2025. Moray Pathways Workforce North Event took place in December 2025 with 100 attendees and a total of 50 local employers from the energy sector, training providers and key stakeholders from the public sector. The Moray Workforce Group are working on a roadmap / action plan to progress. (Source: Q3 performance updates) Increase the number of individuals who are participating in learning, training and employment opportunities 22 Cost per planning and building standards application increased to £9,931 due to a 19% reduction in the number of applications decided to 362 and a 16% increase in gross expenditure to £3.595m. Result is above that of national and family averages. Despite the increase in cost, the average processing time per business and industry planning application at 8.5 weeks remains in the top quartile performance results. Additional expenditure for the Levelling Up project within the Planning policy service – Town Centre Development project Improved performance in line with pillars set out in the template with local case Page 64
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commenced during 2024-25 from the UK Levelling Up fund. £700k of funding provided to property owners to undertake work in Elgin Town Centre. studies and performance data 23 Slight increase in investment in Economic Development & Tourism per 1,000 population to £89,085, with a total gross expenditure in economic development and tourism of £8.5m. Economic Development – increase in spend and income for Growth Deal, Shared Prosperity and Regeneration Capital grant initiatives during 2024-25. The Council is progressing an updated Tourism Strategy for Moray which is currently under consultation with final approval anticipated in June. Meantime work on the Cultural Quarter project intended to grow tourism in the area as part of Moray Growth Deal also continues. Maximise the economic, social and cultural benefits of tourism to Moray and spread the benefits across all sectors of the community. 24 According to the Annual Survey of Hours and Earnings (ASHE), based on a 1% sample of the Pay As You Earn (PAYE). As of March 2025, in Moray 16.2% of employees (18+ workplace based) earned less than the real living wage. The increasing cost of doing business and consequential impacts on pay levels is felt particularly acutely in Moray given the existing low wage economy. The Community Wealth Building Strategy and Action Plan 2024 was approved by the Economic Development and Infrastructure Committee in April 2024. Delivery of the Strategy and actions has been restricted due to initial resourcing difficulties. Meantime further initiatives designed to improve pay levels continue including Moray Growth Deal and the emerging Skills Routemap following the Skills Summit in December 202 . These will take time to have an impact. Ensure wealth stays within our local communities. Page 65
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(Source: Q3 performance updates) Financial Sustainability 25 Total useable reserves as a percentage of council annual budgeted revenue pertains to the movement in reserves statement data providing an indication on the level of how a Council is placed to meet unforeseen events. As at March 2025, useable reserves represent 13.8% of the council annual budgeted revenue, below that of national and family averages. The Budget and Financial Plan are agreed by Council in February each year. The Council’s updated reserves policy was approved by Council in September 2024. The Council was able to set a balanced budget for 2026/27 despite ongoing cost pressure for growing demand on services and upward price inflation, acerbated by below inflationary revenue grant awards from Scottish Government. It is expected that the national average will reduce towards Moray’s level as councils are using reserves to balance their budgets (£158m used for 2026/27). The Council’s reserves include allocation for transformational projects, which seek to improve the effectiveness and efficiency of its services. (Source: Budget and Financial Plan, Full Council, annually in February) Ensure a financially sustainable future. 26 Financing Costs to Net Revenue Stream is an indicator of affordability, it highlights the revenue implications of existing and proposed capital expenditure by identifying the proportion of the revenue budget required to meet financing costs, net of investment income. Moray reported a ratio of 10.8. Indicator remains in the lowest quartile. Prudential Indicators are reported to Council and reflective the ongoing general requirement to increase borrowing to fund capital expenditure in the capital plan, particularly in the Learning Estate, Libraries and Leisure Estate and the Moray Growth Deal. The breach of 10% was because of the introduction of the accounting standard IFRS 16 Leases from April 2024 whereby additional costs previously treated as service expenditure. This indicator is factored into the Council’s financial planning and is used as a tool for assessing affordability of the capital plan, A review of the long-term financing strategy is planned for 2026. Ensure a financially sustainable future. Page 66
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(Source: Budget and Financial Plan, Treasure Management Prudential Indicators, Full Council, annually in February) Climate Change 27 Latest data published in July 2025 relates to the 2023-24 period, recording 6.54 tonnes per capita of CO2 emissions area wide for emissions within the scope of influence of the Council, ranked lowest across all authorities. The data is taken from the UK Government UK local authority and regional carbon dioxide emissions national statistics publication. 2023-24 update to the Climate Change Plan and Routemap to Net Zero, giving insight into current performance, identifying key barriers to progress and outlining next steps to keep the Council on a viable pathway to net zero was reported to Council in August 2025. Although emissions have reduced, emissions arising from the Council’s fleet and property are proving difficult to reduce at pace. Based on the pace and level of investment, the Council’s previous target of being net zero by 2030 was recognised as not being achievable. The Council agreed to amend the target to 2045 with an update to the Council’s Climate Change Strategy presented to Council in September 2025, providing an opportunity to reflect on existing commitments and reprioritise efforts to ensure that work aligns with local needs, opportunities, and the evolving statutory landscape, before making ready for extensive consultation. The Climate Change and Biodiversity strategies following public consultation will be presented to Full Council on 30 June and 7 May 2026 respectively. (Source: Climate Change Plan and Routemap to Net Zero Update, Full Council, August 2025, Climate Change Strategy 2025-2035, Full Council, September 2025) The Council adapts to the changing climate and acts sustainably 28 As at March 2025, there were 40.92 tonnes of CO2 emissions from Transport per 1000 population, above national and family averages and remaining in the lowest quartile. The data is obtained from the Sustainable Scotland Network Annual Report. The Council’s Zero Emission Fleet Replacement Strategy details the Council’s plans to decarbonise the remainder of the fleet in line with Scottish Government’s net zero targets, however these plans are challenging in the setting of required budget savings. The Council adapts to the changing climate and acts sustainably Page 67
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Being a rural authority, this brings unique challenges due to the high dependence on private cars and the lack of public transport infrastructure. The Council are playing a crucial role in decarbonising transport by encouraging active travel, implementing interventions such as providing electric vehicle charging points, improving bus services and promoting shared mobility options. (Source: Climate Change Plan and Routemap to Net Zero Update, Full Council, August 2025) Page 68
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Moray appears in the following Benchmarking Family Groups – Table Legend Relative Change Short Term Trend Rank 2024/25 2023/24 to 2024/25 Result to Previous Year Local Authorities (32) Family Group (8) Result improving by 5% or more improved 1st quartile 1st quartile Result worsened by 5% or more worsened 2nd quartile 2nd quartile no change 3rd quartile 3rd quartile 4th quartile 4th quartile People Services (A) Other Services (B) Includes education, social work and housing. The benchmarking clubs are based on the average social context of the local authority population (using data from SIMD 2012). Includes environmental services and culture/leisure services. The benchmarking clubs are based on the dispersion of the local authority population (using data for the Grant-Aided Expenditure indicator for population dispersion). Angus Argyll & Bute East Lothian Highland Midlothian Moray Scottish Borders Stirling East Ayrshire East Lothian Fife Moray North Ayrshire Perth & Kinross Stirling South Ayrshire Page 69
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APPENDIX 2 Results improved / worsened (for results published since last reported) Results that improved by 5% or > • Gross cost of looked after children in a community setting per child per week reduced from £488 to £460 • Improvement in the percentage of pupils living in the 20% most deprived areas gaining 5+ awards at Level 6 • Tariff score in SIMD Quintile 1 nearly doubled to 720, as a result ranking has moved from the lowest to top quartile. • School exclusion rates per 1,000 pupils improved to 17.1 improving ranked position by 3 places to 18th. • Slight improvement in homecare costs per hour for people aged 65 or over to £30.90 due to decreases in homecare expenditure of 7.6% and in care hours per year of 2.3%. • Significant improvement to become the lowest rate nationally for readmissions to hospital within 28 days per 1,000 discharges. • The number of bed days people (75+) spend in hospital when ready to be discharged fell for a second consecutive year, against a slight increase in population (+75) leading to an improved delayed discharge rate. • Increased attendance and reduced net expenditure resulted in a reduced cost per attendance at sports facilities, maintaining top quartile performance over the last 6 years. • Increase in number of library visits against a slight decrease in net expenditure has resulted in a reduction in the cost per library visit. Result remains above the national average and in the lowest quartile. • Cost of parks and open spaces per 1,000 population reduced due to a decrease in net expenditure. • Net cost per waste collection per premise holds top quartile ranking for a decade due to a reduction in net expenditure. • Reduced cost of street cleaning due to decrease in net expenditure against a slight increase in estimated population maintaining a top quartile ranking since measurement commenced in 2010/11. • 10% reduction in gross expenditure in roads and winter maintenance resulted in an improvement in the cost per kilometre, maintaining a top quartile ranking. • Slight decrease in gross expenditure in Trading Standards, Money Advice and Citizens Advice resulted in a decrease in cost per 1,000 population. • Significant improvement in proportion of council dwellings meeting SHQS, despite improvement, the ranked position remains unchanged and in the lowest quartile for last 4 years. • Number of unemployed people assisted into work from council operated / funded employability programme double to 135 improving the percentage result and ranking to 25th. • Slight increase in gross expenditure resulted in improvement in the investment in economic development and tourism per 1,000 population, albeit result remains well below the national average and within the lowest quartile. • Modest improvement in the proportion of properties receiving superfast broadband • Slight decrease in emissions from natural gas per capita, remaining below national and family averages and ranking in the top quartile. Results that worsened by 5% or > • Percentage of pupils living in the 20% most deprived areas achieving 5 or more awards at level 5 decreased significantly, dropping into the lowest quartile. • Decrease in the percentage of adults satisfied with local schools over a rolling 4 years. Sample size from Scottish Household Survey will be a contributory factor. • A 15% increase in the overall cost for collecting council tax resulted in an increased cost per dwelling. • Sickness absence days per teacher dropped to 10.8 days, above the national average and ranked lowest nationally. • Sickness absence days per employee (non-teacher) dropped to 15.7 days, above the national average and falling to a ranked position of 23rd. • £392k of Scottish Welfare Fund budget was spend, 59.6% of budget. • Decrease in the proportion of adult care services graded good or better to below that of the national average. • Satisfaction rates in both adults satisfied with libraries and adults satisfied with Museums and Galleries. Scottish Household Survey sample size likely a contributory factor. • Average number of days to complete non-emergency repairs increased to 6.3 days, below the national average of 10.1 days, maintaining a lowest quartile ranking. • Cost of Planning & Building Standards per planning application increased significantly due to increased gross expenditure and a decrease in planning applications decided, dropping into the lowest quartile. • Average time per business and industry planning application (weeks) increased slightly but result remains within the top quartile. • Five percentage point decrease in the percentage of immediate available employment land of total land allocated for employment purposes, improving ranked position by one place to 19th. • Total usable reserves as a percentage of annual budgeted revenue dropped to 13.8% but maintaining ranked position of just outside lowest quartile. • Ratio of Financing Costs to Net Revenue Stream for Housing Revenue Account increased to 30.1%, above the national average, remaining in the third quartile. 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APPENDIX 3 Overview of Local Government Benchmarking Framework Indicator Results Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) Children’s Services (A) Cost per primary school pupil (£) 6,358 6,876 7,163 7,178 7,252 7,606 7,780 1.0 7 2 Cost per secondary school pupil (£) 8,656 8,947 9,131 9,250 9,211 9,338 9,533 -0.4 14 4 Cost per pre-school education place (£) 8,906 11,081 11,270 10,197 10,410 12,055 12,174 2.1 4 2 % of secondary pupils achieving 5 or more awards at Level 5 66 63 62 62 64 69 66 2.2 22 5 % of secondary pupils achieving 5 or more awards at Level 6 34 30 28 30 31 41 37 1.1 23 5 % of pupils living in the 20% most deprived areas Gaining 5+ awards at Level 5 41 42 52 31 45 53 44 -7.1 21 4 % of pupils living in the 20% most deprived areas Gaining 5+ awards at Level 6 19 19 12 N/A2 21 24 17 9.5 14 2 Gross Cost of “Children Looked After” in Residential Based Services per child per week (£) 5,595 4,827 3,263 3,831 3,736 5,267 4,786 -2.5 5 3 Gross Cost of “Children Looked After” in a Community Setting per child per week (£) 478 520 475 488 460 480 429 -5.6 16 6 1 % of children being looked after in the community 82.2 80.6 75.3 78.0 77.6 88.3 83.6 -0.4 26 7 % of adults satisfied with local schools (rolling 4 years) 64.5 72.7 77.2 76.1 67.3 69.0 69.5 -8.7 23 6 2 % of pupils entering positive destinations 94.1 96.2 95.1 93.8 93.5 95.7 95.3 -0.3 30 7 3 Overall average total tariff 876 882 834 826 829 922 869 0.4 26 6 Overall average total tariff SIMD Quintile 1 887 735 571 378 720 655 543 90.5 5 1 4 Overall average total tariff SIMD Quintile 2 635 637 581 625 639 772 685 2.2 27 6 Page 71
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) 5 Overall average total tariff SIMD Quintile 3 868 868 820 780 768 895 833 -1.5 30 8 6 Overall average total tariff SIMD Quintile 4 954 944 921 917 902 1,049 991 -1.6 29 6 7 Overall average total tariff SIMD Quintile 5 959 1,005 977 970 993 1,269 1,131 2.4 28 7 % P1, P4 & P7 pupils combined achieving expected CFE Level in Literacy 63.9 65.1 67.9 70.6 72.7 74.5 74.2 2.1 21 6 8 % P1, P4 & P7 pupils combined achieving expected CFE Level in Numeracy 67.8 71.8 75.5 76.5 76.9 80.3 79.4 0.4 27 7 Literacy Attainment Gap (P1,4,7 combined) – percentage point gap between the least and most deprived pupils 19.8 26.3 32.1 N/A2 N/A2 Numeracy Attainment Gap (P1,4,7 combined) – percentage point gap between the least and most deprived pupils 17.5 24.7 26.6 N/A2 N/A2 % of children meeting developmental milestones 96.0 84.9 87.4 83.4 81.7 83.5 85.1 -1.7 24 7 9 % of funded early years provision which is graded good/better 85.2 86.9 87.5 84.1 84.0 89.0 89.1 -0.1 27 7 School attendance (%) 93.8 N/A1 91.2 90.8 91.2 91.0 91.5 0.4 16 6 10 School attendance rates (LAC, %) 89.4 83.4 82.0 N/A3 (Aug 2026) 83.7 85.2 -1.4 26 7 School exclusion rates per 1,000 pupils 14.2 20.2 17.1 15.2 15.2 -15.5 18 4 School exclusion rates per 1,000 looked after children 125.0 156.0 N/A3 (Dec 2026) % participation for 16-19 year-olds 91.8 91.6 94.5 93.1 94.3 93.3 94.3 1.2 12 6 10.1 % of child protection re-registrations within 18 months 2.3 9.8 0.0 7.0 8.8 6.8 6.8 -0.2 25 5 10.2 % LAC with more than 1 placement in the last year (Aug-July) 14.9 15.9 11.8 14.7 10.9 16.5 19.5 -3.8 4 1 Page 72
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) % of children living in poverty (after housing costs) 21.3 24.1 23.9 14.9 15.1 14.8 13.7 -0.3 22 7 Corporate Services (B) Support Services as a % of Total Gross Expenditure 4.1 3.9 3.8 3.7 3.7 4.0 3.7 0.1 14 5 % of the highest paid 5% employees who are women 61.1 62.7 59.5 61.2 62.3 60.3 59.7 1.1 8 3 11 The gender pay gap (%) 6.2 7.0 5.3 4.6 4.0 1.4 0.7 -0.6 29 7 Cost of collecting Council Tax per dwelling 9.55 9.17 8.23 7.12 8.12 5.98 8.07 14.0 22 6 12 Sickness Absence days per Teacher 4.5 6.0 7.9 9.6 10.8 7.8 8.4 12.8 32 8 Sickness Absence days per Employee (non-teacher) 8.7 11.1 12.8 14.0 15.7 14.5 14.9 12.2 23 5 % of income due from Council Tax received by the end of the year 95.8 96.7 96.7 96.2 96.2 95.5 96.1 -0.0 14 4 13 % of invoices sampled that were paid within 30 days 84.0 85.5 89.4 89.4 89.5 93.1 88.7 0.0 27 5 % of Crisis Grant Decisions within 1 day 98.5 98.0 97.8 97.9 99.5 96.0 97.6 1.6 9 2 % of CCG Grant Decisions within 15 days 90.8 95.5 89.3 98.1 99.2 90.7 95.1 1.1 8 4 14 Proportion of SWF Budget Spent 64.3 99.0 123.9 111.5 59.6 82.9 77.2 -51.9 28 7 Proportion of DHP Funding Spent 90.6 75.6 79.8 90.0 89.0 99.0 89.6 -1.0 24 5 Assets (B) % of operational buildings that are suitable for their current use 98.2 97.6 97.5 97.4 96.1 85.7 90.5 -1.3 3 2 15 % of internal floor area of operational buildings in satisfactory condition 66.9 54.9 56.3 56.3 55.4 91.0 88.4 -0.9 31 8 Adult Social W ork (A) Home Care costs per hour for people aged 65 or over (£) 33.36 24.37 26.13 32.67 30.90 32.37 34.46 -5.4 14 4 Self-Directed Support spend on people aged 18 or over as a % of total Social Work spend on adults 5.0 3.6 4.6 4.8 6.7 9.4 7.4 2.0 17 5 Page 73
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) % of people aged 65 or over with long term care needs receiving personal care at home 63.4 61.3 59.8 60.3 61.6 62.3 59.8 1.3 22 4 % of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life (rolling 4 years) 73.3 69.3 % of adults supported at home who agree that they are supported to live as independently as possible 79.3 71.9 % of adults supported at home who agree that they had a say in how their help, care or support was provided 70.2 59.5 % of carers who feel supported in their caring role 31.6 28.2 Residential costs per week per resident for people aged 65 or over (£) 600 526 696 561 573 725 724 2.1 8 1 Rate of readmission to hospital within 28 days per 1,000 discharges (%) 100.9 85.9 80.6 76.5 61.0 102.8 102.3 -20.3 1 1 16 Proportion of care services graded ‘good’ (4) or better in Care Inspectorate inspections (%) 79.8 80.0 74.0 81.1 73.8 81.9 79.8 -7.3 28 7 Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) 506 778 1057 950 820 899 939 -13.7 15 3 Culture & Leisure (B) Gross cost per attendance at Sports facilities (£) 22.46 3.11 2.66 1.87 1.63 3.77 4.40 -12.7 3 1 17 Cost per Library visit (£) 3.53 3.21 7.15 5.64 5.23 2.72 4.84 -7.3 28 5 Cost of Museums per visit (£) N/A1 N/A1 N/A1 N/A1 N/A1 Cost of Parks & Open Spaces (£) per 1,000 population 14,539 17,848 17,353 18,652 16,882 21,998 25,647 -9.5 8 2 % of adults satisfied with Libraries (rolling 4 years) 82.9 82.3 79.3 78.0 68.3 65.3 69.5 -9.7 14 5 % of adults satisfied with Parks and Open Spaces (rolling 4 years) 85.1 85.7 86.3 85.3 82.3 83.7 84.7 -3.0 22 6 18 % of adults satisfied with Museums and Galleries (rolling 4 years) 64.1 62.3 58.3 57.0 45.0 67.0 62.9 -12.0 28 8 Page 74
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) % of adults satisfied with Leisure Facilities (rolling 4 years) 72.4 74.7 71.3 69.7 65.0 65.0 68.5 -4.7 18 6 Environmental Services (B) Net cost per Waste collection per premises (£) 41.75 39.57 42.29 41.45 35.10 77.26 76.78 -15.3 2 1 Net cost per Waste disposal per premises (£) 122.43 119.27 107.92 105.58 102.53 104.45 103.26 -2.9 15 5 Net Cost of Street Cleaning (£) per 1,000 population 8,874 9,531 9,805 8,675 8,083 17,869 15,451 -6.8 3 1 Street Cleanliness Score N/A1 N/A1 N/A1 N/A1 N/A1 Cost of Maintenance per Kilometre of Roads (£) 5,162 6,038 7,034 7,608 6,827 13,629 13,954 -10.3 5 1 % of A Class roads that should be considered for maintenance treatment (rolling 2 years) 26.6 23.2 24.1 26.8 27.0 30.6 28.3 0.2 14 4 % of B Class roads that should be considered for maintenance treatment (rolling 2 years) 22.3 18.3 18.4 21.0 20.5 34.6 29.6 -0.4 2 1 % of C Class roads that should be considered for maintenance treatment (rolling 2 years) 21.3 19.3 20.6 22.7 24.7 34.2 32.3 1.9 5 1 % of unclassified roads that should be considered for maintenance treatment (rolling 2 years) 35.0 32.0 30.3 29.3 32.0 36.2 35.7 2.7 11 2 Cost of trading standards and environmental health (£) per 1,000 population 22,927 28,184 25,607 24,352 23,313 21,671 19,761 -4.3 20 7 Cost trading standards, money advice & citizens advice (£) per 1,000 population 5,729 5,800 6,460 5,918 5,547 7,203 5,887 -6.3 10 3 Cost of environmental health (£) per 1,000 population 17,199 22,384 19,148 18,434 17,767 14,469 13,874 -3.6 23 7 % of total household waste arising that is recycled 54.9 52.2 57.8 56.2 56.7 44.3 52.0 0.5 2 1 19 % of adults satisfied with refuse collection (rolling 4 years) 69.8 71.7 76.0 75.7 75.3 78.3 79.0 -0.3 25 7 % of adults satisfied with street cleaning (rolling 4 years) 58.3 58.7 62.7 57.7 55.0 57.0 63.5 -2.7 22 8 H ou si ng Se rvi ce s (A ) Gross rent arrears (all tenants) as at year end as a % of rent due for the reporting year 3.2 3.8 4.5 4.7 3.3 8.6 7.4 -1.4 1 1 Page 75
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) Note: Ranking relates to 26 Local Authorities % of rent due in the year that was lost due to voids Note: Ranking relates to 26 Local Authorities 1.2 1.2 1.0 0.7 0.7 1.7 1.4 -0.0 4 1 20 % of council dwellings meeting Scottish Housing Quality Standard Note: Ranking relates to 26 Local Authorities 93.8 6.3 15.5 22.6 43.7 82.9 70.8 21.0 26 6 Average number of days to complete non-emergency repairs Note: Ranking relates to 26 Local Authorities 6.1 8.0 5.7 5.7 6.3 10.1 14.2 10.9 4 1 % of council dwellings that are energy efficient Note: Ranking relates to 26 Local Authorities 57.4 60.4 N/A3 N/A3 N/A3 Economic Development (B) 21 % Unemployed People Assisted into work from Council operated / funded Employability Programmes 5.3 5.9 10.8 5.0 10.4 14.2 12.6 5.4 25 6 22 Cost per Planning Application 5,379 5,949 6,930 6,913 9,931 6,938 9,024 43.7 27 5 Average time (Weeks) per Planning Application 6.7 6.2 6.3 7.2 8.5 14.3 10.0 17.2 8 4 % of procurement spent on local small / medium enterprises 23.6 25.2 24.8 23.6 26.8 31.5 26.7 3.2 18 4 No of business gateway start-ups per 10,000 population 9.6 12.7 11.3 11.0 11.4 12.3 13.8 3.6 21 5 23 Investment in Economic Development & Tourism per 1,000 population (£) 41,775 52,031 89,857 80,561 89,085 138,745 181,001 10.6 26 8 24 Proportion of people earning less than the living wage (%) 21.5 19.4 13.8 14.4 16.2 11.3 13.2 1.8 25 7 Proportion of properties receiving superfast broadband (%) 85.7 85.6 87.2 87.8 93.0 97.1 96.7 5.2 24 7 Town Vacancy Rates (%) 10.9 10.6 10.6 14.1 14.0 11.4 13.2 -0.1 21 5 Immediately available employment land as a % of total land allocated for employment purposes in the local 34.8 14.9 14.9 14.9 9.7 21.3 17.4 -5.2 19 3 Page 76
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Note Indicator Description Moray National Average Family Group Average Relative Change Since previous year Rank Latest result 2020/21 2021/22 2022/23 2023/24 2024/25 Latest result Latest result % change Short Term Trend Nat (32) FG (8) development plan Gross Value Added (GVA) per capita (£) 24,619 26,594 28,144 28,220 N/A3 (Apr 2026) 30,581 23,811 0.3 9 2 Claimant count as a % of working age population (%) 5.3 3.0 2.5 2.3 2.4 3.1 2.6 0.1 11 4 Claimant count as a % of 16-24 population (%) 7.7 3.3 3.0 2.7 2.9 3.3 3.2 0.2 12 3 Financial Sustainability (B) 25 Total useable reserves as a % of council annual budgeted net revenue 25.1 26.3 24.8 19.0 13.8 20.5 18.1 -5.3 25 6 Uncommitted General fund Balance as a % of council annual budgeted net revenue 7.2 2.2 2.1 2.3 2.1 2.0 2.3 -0.2 12 4 26 Ratio of Financing Costs to Net Revenue Stream 8.0 8.3 8.7 8.7 10.8 6.0 6.3 2.0 31 8 Ratio of Financing Costs to Net Revenue Stream – Housing Revenue Account 21.6 20.7 22.0 23.6 30.1 20.7 24.5 6.5 18 7 Actual outturn as a % of budgeted expenditure 89.6 91.1 93.4 97.1 100.4 100.1 100.1 3.2 9 1 Reliance on Reserves as a % of net expenditure 4.0 1.2 0.0 0.6 0.8 -1.2 1 1 Climate Change (B) CO2 emissions area wide per capita 4.13 4.72 4.37 4.10 N/A3 (Jul 2026) 4.59 5.18 -6.2 17 4 27 CO2 emissions area wide: emissions within scope of LA per capita 6.44 7.30 6.80 6.54 N/A3 (Jul 2026) 4.04 4.9 -3.9 32 8 28 CO2 emissions from Transport per capita 29.6 36.12 44.79 38.59 40.92 29.38 26.67 4.5 29 8 CO2 emissions from Electricity per capita 30.65 33.6 30.91 32.57 32.92 45.6 39.11 1.1 5 3 CO2 emissions from Natural Gas per capita 45.97 50.10 45.83 44.15 41.72 55.52 47.88 -5.5 5 2 N/A1 Data no longer collected nationally / locally. N/A2 Result below 5; not published to protect confidentiality. N/A3 Data not yet published. Page 77
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Head of People, Change and Community Strategy Author: Katrina McGillivray Contact Email: katrina.mcgillivray@moray.gov.uk Subject: Health and Safety Annual Report 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and note the annual Health and Safety report along with progress outlined and approve proposed future actions. 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 As part of the Councils arrangements for ensuring the safety of employees and others who may be affected by its actions in accordance with the Health and Safety at Work etc Act 1974, the annual report is provided for 2025, summarising the Councils Health and Safety performance corporately, based on statistics for the period 1 January 2025 to 31 December 2025. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) consider and note the content of the annual health and safety report, as outlined in Appendix 1 and the progress towards the outcomes established in the last report; and ii) approve the proposed future actions for 2026. Katrina McGillivray Service Manager Organisational Development and Change 4. BACKGROUND AND CONTEXT Item 10. Page 79
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4.1 The following outlines the main elements required of the Council to ensure the safety of employees and others who may be affected by its actions: • Making plain the organisation’s commitment to have good standards of health and safety management; • Defining the roles that people at all levels play in ensuring the good standards are maintained; • Having systems in place to ensure awareness of hazards and assessment of risks to employees, customers, partners and others who may be affected by the Council’s activities; • Having in place effective arrangements to eliminate or control those risks; • Monitoring the system in place and reviewing it on an ongoing basis; • Providing access to health and safety advice and support; • Engagement with employees at all stages of the process to ensure adequacy. 4.2 The annual report on corporate health and safety provision within the Council supports this approach. 4.3 Reporting is also in place at a service level. Harbour incidents are reported quarterly and annually to Economic Development and Infrastructure Services Committee as part of the reporting on Marine Safety. Violence and Aggression in Schools is the subject of separate reporting to Education, Children’s and Leisure Services Committee and to the Community Planning Board. Progress around policies and procedures, training and support for those working in schools continues in accordance with the agreed programme of activity. 5. PROPOSALS 5.1 It is proposed that committee note the decrease in incidents reported and that work continues on a targeted basis to continue to reduce the overall number of incidents. 5.2 It is proposed that committee note that incidents relating to Violence and Aggression remain an area of focus, with some increase reported within a Supported Accommodation facility and within Schools. Work is continuing to support the implementation of the agreed planned programme of activity, alongside actions arising from engagement with trades union representatives and front-line staff in Schools. The increase is consistent with the national context with a rise in reported incidents across local authorities in Scotland. 5.3 It is proposed that Committee approve the actions outlined in section 6 of the Annual Report 2025 to continue to build on progress made to date and further develop key areas identified. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 80
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory duty to ensure the health and safety of staff and people who use Council services. An annual report is an effective method of recognising achievement, progress made and highlighting opportunities for further improvement. 6.4 Financial There are no financial implications arising directly from this report. Accidents can have implications for Council resources and may result in losses that are difficult to quantify as they are contingent on the unknown specifics of a future accident. In addition, there may be financial implications arising from claims made by employees and third parties arising from injuries sustained and/or losses incurred as a result of accidents and incidents. 6.5 Risk Health and Safety is included within all levels of the Council’s risk register. There is a risk of claims from employees and third parties arising from accidents and incidents. Over the course of 2025 there were no claims settled in accordance with the Council’s insurance Page 81
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provisions. Risks are monitored through Departmental Health and Safety Forums and are escalated to the Central Health and Safety Committee as appropriate. 6.6 Staffing Staff time is required to implement the actions set out in the report. This will be accommodated within existing resources by adjusting priorities to be worked on. 6.7 Best Value and Transformation None 6.8 Property None 6.9 Information Communications/Technology/Digital Continued support required for the revised incident reporting system and liaison regarding the new customer relationship system. 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 Head of People, Change and Community Strategy, CLT, ECLT and Central Health and Safety Committee and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None Page 82
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Health & Safety Annual Report - Appendix A 2025 Page 83
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Introduction The Health and Safety at Work etc Act 1974 requires employers protect the health, safety and welfare of all employees, clients, visitors and the general public. To ensure all work and operations are conducted in line with these regulations, Moray Council operates a Health & Safety management system based on a widely accepted model of Planning, Doing, Checking and Acting. To help with this, any incidents are logged and details used to identify where preventative and protective measures may be needed. This appendix provides an overview of recorded incidents during the period January to December 2025. Health & Safety Incidents – Moray Council During 2025, 170 Health & Safety incidents were reported by Moray Council, a decrease of 7.6% compared to 2024. Since 2021, incidents have remained relatively stable, only varying by 14 over the period. An average of 177 incidents were recorded over the five- year period (Figure 1). Figure 1 60% of all incidents in 2025 were recorded by Education (102 incidents) with the remainder recorded across Environmental & Commercial Services (44), Health & Social Care (19), Housing & Property (4) and Economy, Environment & Finance (1). No incidents were recorded by Education & Resources, Governance, Strategy & Performance or HR, ICT and Organisational Development. RIDDOR Incidents (those falling under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013) decreased in 2025 to 7 (Figure 2). Three incidents were recorded within both Education and Environmental & Commercial Services, with the remaining incident occurring within Housing & Property services. (Table 1 & Figure 2). Page 84
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Table 1 RIDDOR Incidents - How was it caused? Education Environmental & Commercial Services Housing & Property Hit by a moving/falling/flying object 1 Slip, trip or fall on the same level 2 Manual handling 1 Other 2 Hit by a fixed object 1 Anonymised data from the North of Scotland Health & Safety Liaison Group shows the incident rate for Moray has decreased in 2025. Moray remains the second lowest Local Authority with a rate of 1.88 incidents per 1,000 FTE employees (Figure 3). Figure 3 Health & Safety Incidents – Education Incidents recorded by Education increased in 2025 by 8 (9%) to 102. 59 (58%) took place within a Secondary School setting, a significant reduction from the proportion witnessed in 2024 (72%). In contrast 33 incidents (32%) occurred in Primary schools, increasing from 19 (20%) in 2024 (Figure 4). Figure 4 1 3 6 9 7 0 2 4 6 8 10 2021 2022 2023 2024 2025 Health & Safety Incidents -RIDDOR Figure 2 Page 85
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76 incidents (75%) involved a school pupil. Those involving Employees/Contractors increased to 26 (25%). No incidents involved members of the public. (Figure 5). Figure 5 Incidents involving Employees/Contractors, were due to several different causes with small increases noted in ‘Slip, trip or fall on the same level’, ‘Hit by a moving/falling/flying object’, ‘Exposure to harmful substances’, ‘Hitting a fixed or stationary object’ and ‘Other’ categories. (Table 2). Table 2 Overall, most incidents within Education during 2025 were classed as a ‘Minor Injury’ (Figure 6). ‘Slip, trip or fall on the same level’ and ‘Other’ were the most common cause (Table 4) with a ‘Minor wound e.g. a small cut or graze’ the most common injury (Table 3). Education - Incidents involving Employees/Contractors 2020 2021 2022 2023 2024 2025 Slip, trip or fall on the same level 14 12 3 4 11 14 Hit by moving/falling/flying object 4 2 2 3 Manual Handling 2 2 Sport/Play 1 2 1 1 2 Aggressive incident 1 2 1 1 1 Contact with machinery/material being machined 1 1 Contact with sharp object or tool 1 1 Defective equipment/building 1 3 1 Contact with electricity 1 1 Exposed to a harmful substance 1 1 Exposed to fire or explosion 1 Fall from a height 1 1 Hitting a fixed or stationary object 1 2 Other 1 5 Service User Action 1 Trapped by something collapsing/overturning/jamming/closing 1 Grand Total 23 22 13 8 21 26 Page 86
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Figure 6 Table 4 Health & Safety Incidents – Environmental & Commercial Services There was a notable reduction of incidents recorded by Environmental & Commercial Services during 2025 from 70 to 44 (37%). Apart from ‘Waste Services’, showing a slight increase of four incidents, all other services recording more than one incident witnessed significant reductions. Most notably, incidents within Open Spaces, Roads Maintenance/ fleet services and catering all witnessed significant reductions (40%, 80% and 57% respectively (Figure 7). Figure 7 Minor Injury - How Was it Caused Total Slip, trip or fall on the same level 21 Other 20 Hit by a moving/falling/flying object 10 Hit by moving/falling/flying object 6 Exposed to temperature extremes 5 Hitting a fixed or stationary object 2 Manual Handling 1 Not provided 1 Fell out of a tree 1 Inappropriate equipment used 1 Defective equipment/building 1 Fall from a height 1 Total 70 Minor Injury - What was the injury Total Minor wound e.g small cut, graze 15 Otherstrain/sprain 12 Bruising 9 Minor burns/scalding 8 Bruising 8 Other 3 Bruising & Minor wound eg small cut, graze 3 Puncture type injury 2 No significant injury 2 Back injury 2 Eye injury 2 Serious wound eg deep cut 1 Fracture/bone break 1 Bruising/Mental stress 1 Loss of consciousness 1 Grand Total 70 Table 3 Page 87
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Across Environmental & Commercial Services, the most common type of incident was ‘Minor Injury’ (Table 5). ‘Hit by a moving object’ and ‘Slip Trip or fall’ were the most common causes of accidents, accounting, collectively, for 44% of all causes (Figure 8). Environmental & Commercial Services have received targeted Health and Safety interventions over several years including, the revision of departmental handbooks and various audits of documentation such as reviewing risk assessments within Catering and Roads Maintenance. The reduction of incidents within the service may be due to this improved H&S culture becoming embedded within the service. Figure 8 11 incidents resulted in ‘Equipment or building damage’ (Table 6). 5 were recorded by Open Spaces due to Grass Cutting/Strimming operations that led to flying debris damaging windows, cars or garden furniture. Care is taken when carrying out strimming operations, but the nature of the task makes it very difficult to add additional control measures. A further four were recorded by Waste services, all related to driving incidents. Table 6 Minor Injury - What was the injury Total Building/equipment damage 11 Strain/sprain 9 Minor injuries 6 Scalding/Burns 5 Bruising 4 Other 3 Fracture/broken bones 2 Back/injury 2 No significant injury 1 none 1 Total 44 Minor Injury - How was it caused Total Hit by moving/flying object 10 Slip trip 10 Other 7 Hit by fixed object 7 Manual handling 4 Hitting a fixed or stationary object 2 Trailer unhitched from vehicle 1 Exposed to a harmful substance 1 Contact machinery 1 Sports outdoor activity 1 Total 44 Table 5 Page 88
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Health & Safety Incidents - Housing & Property Housing & Property incidents fell significantly from 15 in 2024 to only four recorded incidents in 2025, all relating to employees / contractors. Two incidents involved contact with electrical cables and one incident resulted in a sprained ankle. The remaining incident, recorded as RIDDOR reportable, was caused by the use of inappropriate access equipment which caused the contractor to fall whilst accessing the property roof. The last two years have seen a number of health & safety training courses delivered to staff within Housing & Property, such as safer driver training and robust manual handling training. This may have led to the reduction of musculoskeletal injuries and driving incidents across the service. Health & Safety Incidents - Health & Social Care During 2025, 19 incidents took place within Health & Social Care; all were recorded by the Care at Home Service. Eight were categorised as ‘Manual Handling’, five as ‘Slip, trip or fall’, three ‘Animal bites’, two recorded as ’Other’ and one ‘Needlestick injury’. Page 89
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Violence & Aggression Incidents – Moray Council In 2025, Violence & Aggression incidents recorded by Moray Council, increased by 233 (6.5%) to 3,808 (Figure 9). Of particular note, was the significant increase of incidents recorded within Corporate Services, which more than doubled from 18 to 40 incidents between 2024 and 2025. Of these 40 incidents 30 were recorded as ‘Verbal Abuse’, a marked increase from the eight in 2024. Supported Accommodation recorded 118 more incidents in 2025 showing a 25.5% increase. Education also witnessed on increase, but to a much lesser degree 93 (3%). Figure 9 Violence & Aggression Incidents – Education Between January and December 2025, 3188 Violence & Aggression incidents were recorded by Education, an increase of 93 (3%) from 2024. Incidents within a Nursery and Primary School setting both increased, with a significant increase of 221% (14 to 45) seen within nursery settings. Secondary Schools recorded a decrease of 55 (10%) (Figure 10). Figure 10 Page 90
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Since 2023 Violence and Aggression incidents within Education have been recorded using an electronic system. Incident types changed with all categories of an incident included rather than just the main category of each resulting in figures significantly increasing. Since 2023, where 3,327 incidents were recorded there has been a small overall decline (4%). For 2025, the 3,188 recorded incidents covered a total of 10,821 incident types. ‘Physical Assault (No Weapon)’ was the most commonly occurring, accounting for 20%. ‘Antisocial/Disruptive Behaviour’ (1,985) and ‘Verbal Abuse/Threats’ (1,631) were the next most commonly occurring. Collectively these three incident types were responsible for more than half of all types (Figure 11). Most notable was the significant increase in the number of incidents involving ‘Malicious Communication and Slander’ by 200% from 401 in 2024 to 1,206 in 2025, followed by incidents involving ‘Vandalism’ which increased by 72% (441 to 758). Incidents involving ‘Threatening/Menacing Behaviour’ and ‘Threat of Physical Assault (No Weapon)’ both saw significant decreases of 41%. The proportion of either threats of or actual physical assaults reduced slightly between 2024 and 2025 by 5%. Figure 11 The introduction of an online reporting form has improved the analysis of Violence & Aggression incidents within Education and supported more targeted interventions. Mandatory trauma-informed training has been introduced, and work is continuing to strengthen support for staff as part of wider health and wellbeing improvements. A joint working group with officers and trade unions is reviewing recording processes and progressing actions to support staff. The move from BSS to CALM is showing encouraging early progress, with a reduction in incidents so far this year and positive feedback from staff. The CIRCLE inclusive classroom approach is also being rolled out across the service. Central ASN outreach teams are using violence and aggression data to target support to schools, promoting a whole-school approach to meeting behaviours and needs. A zero-tolerance campaign on work-related violence will be Page 91
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launched in 2026, focusing in turn on different services and interaction types, including malicious communications and slander. Violence & Aggression Incidents – Supported Accommodation During 2025, 580 Violence & Aggression incidents were recorded at the Supported Accommodation Facility, 118 more than in 2024. Due to an ongoing system issue, service-wide data on injuries sustained is not currently available (Figure 12). Throughout the year, staff continued to use Positive Behaviour Support (PBS) strategies while supporting 23 service users, a 65% increase since 2024. Individual needs have been closely monitored, with adjustments made to reduce anxiety and support stability. Longer-term work is ongoing to secure the most suitable support and accommodation where needed. Since 2024, there have been issues with the particular Incident Reporting Software used in Supported Accommodation and while incidents are recorded it is not possible to extract details such as physical interventions and injuries sustained on a whole service basis. Work is continuing with ICT to produce a new recording system that will be able to record this level of detail. Figure 12 Violence & Aggression Incidents – Corporate Forty Violence & Aggression incidents were recorded Corporately during 2025, 22 more than 2024. (Figure 13). ‘Verbal Abuse’ incidents remain the most commonly occurring, accounting for 75%. Incidents involving ‘Physical Assault’ and ‘Disruptive Behaviour’ both halved over the period. (Figure 14). The increase in Corporate V&A incidents is due to the increase in reports from the Care at Home service; this has been precipitated by an increased focus on awareness around reporting and recording all incidents which may not have been the case in previous years. Page 92
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Figure 13 Figure 14 Working Days Lost to Industrial Injury The number of working days lost to industrial injury can fluctuate considerably due to the varying circumstances. Often only one case can contribute to a significant increase. Working days lost have fallen slightly during 2025 to 162. This covers 12 incidents, with 3 leading to a longer-term absence due to broken bones / Ligament damage. (Figure 15) Page 93
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Figure 15 Page 94
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APPENDIX 1 MORAY COUNCIL HEALTH AND SAFETY ANNUAL REPORT (January 2025 to December 2025) 1 Purpose 1.1 The purpose of this report is to provide information on the performance of the Council in ensuring the health and safety of the workforce and people who use our services. This is done through the utilisation of monitoring data and includes recommendations for improvements required to procedures and/or systems. 1.2 The national context for similar organisations on incidents and enforcement action is also considered for the purposes of shared learning. 2 Summary of Key Themes 2.1 Continued progress on the priorities identified in the 2024 report has been made, including a focus on updating policy and guidance documents across a wide variety of key health and safety topics. These include an updated and refreshed Fire Safety Policy, Electrical Safety Guidance and an updated Asbestos Management plan. Fire risk assessment continues to feature heavily, with a risk based, planned programme of work providing an important framework. All Moray Council premises have an up-to-date Fire Risk Assessment in place and reviews, and reassessment are being undertaken in a timely manner. 2.2 Systems, process and format improvement has continued to be a key focus in 2025 with considerable work undertaken on a range of guidance documents that have been reviewed and updated. This includes updated guidance on risk assessment for Head Teachers which is available on the interchange following approval at LNCT and updated Personal Emergency Evacuation Plan guidance. A specific moving and handling policy has been produced and accepted which is required to participate in the Scottish Manual Handling Passport Scheme. Progress with the development of Electronic Incident reporting in Education has been made with the roll out of the form due for term one 2026 /27. The introduction of this system supports improved efficiency, reducing the time required for manual entry of data. Further work to develop bespoke arrangements to support Education Services will be taken forward in collaboration with ICT. The implementation of the Employee Protection Marker System, which is a premises-based marker system, has been delayed by the introduction of a new Customer data management system. The new system will have the capacity to record markers and further detailed work is required to ensure the system can support the implementation of the agreed Employee Protection Marker System. Consideration is being given to the resource required to ensure this work is adequately and appropriately supported to ensure all services are considered and the scheme is suitable for all users. Page 95
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2.3 Health and Safety Culture continues to be an important theme with actions and interventions implemented on a targeted basis as required and more generally through embedding messaging and communication through the existing framework, supported by Comms and OD colleagues as appropriate to requirements. The outcomes from the Health and Safety section of the 2025 Employee Survey, which provides some indication of the culture of Health and Safety within in the workplace are as follows; • Over three quarters of respondents agree that they are given the proper equipment to keep them safe and protect their health (82%). This is the same figure as 2023. • There is an increase of 4% points from the 2023 results (56% to 60% in 2025) with regards to respondents feeling involved in decisions regarding health and safety • Positively, there was an increase in the number of respondents (64%) who feel that their mental health is sufficiently supported (from 59% in 2023), and there was no change in the percentage who feel able to maintain and/or improve their mental health and wellbeing during the last year (59%). • There was little or no change in the number of respondents feeling able to cope well (73%, down by 1% from 2023) and over seven out of ten respondents feel they have a good work / life balance (72%) which is the same as in 2023. The outcomes from the survey will help target communications and interventions in those services which were highlighted in the survey as requiring improvement. 2.4 Incidents based on human error continue to occur, particularly in some safety critical services and work continues to eliminate the underlying causes. With organisational development support, improvements in embedding health and safety awareness into the workforce continues. 2.5 Incidents of work-related violence have increased slightly across all Council service areas in 2025. Work continues to support the reduction of incidents of work related violence across all services, including targeted training in dealing with challenging behaviour and a zero-tolerance campaign is due to be launched during 2026 in association with Organisational Development and Communications colleagues which will improve messaging to the public and users of services that violence and aggression towards staff is unacceptable. 3 Review and Monitoring of Council Performance 3.1 Statistical Review Page 96
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3.1.1 Appendix A sets out the analysis of health and safety incidents that were reported during the year January – December 2025, with comparison to previous years’ performance. 3.1.2 The main points to note are: a) The number of incidents reported in 2025 was 170, down by 7.6% when compared to 2023 (184 incidents), this is down 42% (128 incidents less) when compared with 2019. Incident trends within services will continue to be monitored to ensure targeted support is provided where required. b) Following a similar trend as in 2024, Education has the most reported incidents, followed by Environmental and Commercial Services, followed by Health & Social Care then Housing and Property Services. Violence and aggression involving staff remains a key priority. In 2025, 3,808 incidents were recorded, an increase of 233 (6.5%) on 2024, with most reported in Education as outlined in paragraph 3.3.6. Within primary, secondary and ELC settings, 3,188 incidents were recorded, up 3% (93 incidents) on 2024. In response, Education continues to lead targeted work to improve staff safety and support positive behaviour, informed by both local data and national learning. While the national trend is also reflected in Moray, the data shows that most incidents involve a relatively small number of pupils. Improved reporting is providing better insight, and this is helping to shape action through a joint working group with officers and trade unions. Early progress is encouraging: the move from BSS to CALM is showing a reduction in incidents so far this year, staff feedback has been positive, CIRCLE is being rolled out across the service, and ASN outreach teams are targeting support where it is most needed. d) During 2025, a Supported Accommodation Facility reported 580 Violence & Aggression incidents, up from 462 in 2024 (up 118). Throughout 2025, staff have continued to make use of Positive Behaviour Support (PBS) strategies however they continue to face some challenging behaviour. The needs of service users have been closely monitored and where needed, modifications have been made to help reduce anxieties. Longer term, work is ongoing to secure more suitable support for some service users. The number of users of this service has risen by 65% since 2024 which will go some way to explain the increase in V&A incidents within the service. e) Elsewhere in the Council, 40 incidents of Work-Related Violence were reported, up from 18 in 2024. This increase in recorded incidents is due to increased focus on recording and reporting incidents within the Care at Home team and ensuring that all instances of Work Related Violence are logged correctly and added to the database. As with Supported Accommodation the number of users of the Care at Home service has also increased which will help explain the increase in recorded incidents. Page 97
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f) Work on the incident reporting processes for both workplace incidents and incidents involving violence and aggression has progressed significantly supporting improvement in the reporting of data and its analysis. g) Quarterly and annual reporting of harbour incidents to the Harbour Board indicate a very low number of incidents and a significant difference from the previous year (10 incidents). There was 1 near miss where the person was nearly struck by a falling slate following a significant storm event and one where a member of the public drove his push bike over a cover which he says caused him to come off his bike. There were no common factors in the 2 incidents. 3.2 Summary of issues arising from Incidents/Accidents/Interventions 3.2.1 The following summarises some of the main issues arising from incidents and accidents to illustrate the nature and range of risks the council has faced and to inform decisions on improvements for the future with appropriate remedial actions. • Violence and Aggression continues to feature heavily, and appropriate actions and interventions are being addressed through the measures outlined at para 3.3.6 • A number of slip incidents during a spell of inclement weather in Jan 2025 highlights the requirement for adequate winter maintenance plans to be produced and implemented, when required, during the year. All services were asked to ensure that Winter Maintenance plans were up to date, and services had the equipment and personnel available to implement the plan in each location for winter 25/26 • A trailer incident identified issues with hitch attachments on some commercial vehicles. All relevant vehicles were inspected, a small number were repaired, and towing was paused until the work was complete. This led to updated workshop procedures and pre-use vehicle checks. 3.3 Review of Progress 3.3.1 Health and Safety activity is set out in the annual action plan and then monitored through the council’s performance management framework via the service plan and a more detailed workforce plan. 3.3.2 The following outlines the progress that has been made in addressing action areas established in the 2024 Health and Safety Annual report. 3.3.3 Accident/Incident: Page 98
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a) Audit high risk services or issues (Continue with programme of audits in accordance with the timescales for completion according to prioritisation in order of importance.) Audits have been carried out by the H&S team in Care at Home service to ensure accidents and incidents of Violence & Aggression were being documented and recorded correctly. Of note is the increase of incidents being reported within Care at Home between 2024 and 2025; whilst further analysis is required, it appears that the audit has highlighted to staff, the need to report all incidents regardless of whether time off work was required. b) Monitor the implementation of Driving Safely Policy and guidance within targeted services Routine monitoring is in place through Departmental Health and Safety Forums, and any actions required as a result are managed through this process. All reversing incidents are reported and investigated by the service as a priority. c) Produce updated Accident / Incident investigation guidance (as part of launch of the changed incident reporting system) Updated Accident / Incident investigation guidance has been produced and has been issued in co-ordination with and as part of the launch of the electronic report form. 3.3.4 Implement changes to the Incident Reporting System including launch and communications across the organisation. Good progress has been made with a review of the incident reporting process, including the development of an electronic form. The form has been in use within Environmental & Commercial Services since March 2024 and has been well received by users. The further roll out of this form to Education will take place in August 2026. The electronic recording system for Violence & Aggression in Education has now been in place for over two years and any feedback from users on this system has been taken into consideration when finalising the corporate systems. 3.3.5 Implement changes to Safety Management System: The Corporate Fire Safety Policy has been reviewed with a revised Policy and supporting guidance being presented to Corporate Committee in May 2026. The review of the Health and Safety Policy is referenced below under review of Safety Management System. 3.3.6 Violence and Aggression – continue to support the work required in accordance with the priorities identified by Head of Education. Work is continuing to support the implementation of identified priorities in this area. The ASN Management Group continues to review Violence & Aggression incidents and resources are directed to provide support in schools where there is a developing trend that causes concern. The working group which was set up with participation from HR, Trades Union representatives, Education leadership staff and staff from schools at all levels continues to support relevant and appropriate actions informed by the data on incidents and experiences of staff and is now led by Education services. Page 99
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It is noted that although the number of reported incidents has increased slightly for 2025 a reduction of incidents was recorded in secondary schools. A meeting has been organised with ELC to investigate the increase in reported V&A incidents in nurseries. Whilst initial investigation suggests this is related to improved knowledge of reporting requirements for staff rather than an increase in incidents, the data will be explored in further depth and appropriate measures and actions agreed with the service. In addition, the national context will continue to be monitored, and any implications and changes required will be taken forward as appropriate. 3.3.7 Fire Risk Assessments: Continue to implement the fire risk assessment rolling programme. Progress with the implementation of the refreshed rolling programme, which uses a risk-based priority approach for fire risk assessment has been good. The Health and Safety Team will continue to undertake the required assessments according to the priority attributed to them. 3.3.8 Risk Assessment: Develop online training package. Significant work has been carried out with Education Services in particular, and risk assessment guidance for Head Teachers has been produced. Work is continuing on developing an appropriate training package, including a blended learning approach as appropriate to the target audiences. 3.3.1 0 Inspection: Continue to monitor Joint Inspection programme. A number of inspections have taken place over in 2025 within depots and work is ongoing in liaison with Education Services to identify how inspections in schools can be supported. One inspection of a school took place in 2025 with the assistance of the H&S team, and an action plan has been drawn up to ensure any issues requiring attention have been dealt with. The Programme continues to be monitored at a service level through the Departmental Health and Safety Forums. 3.3.1 1 Risk Management: work with Organisational Development colleagues to implement measures in targeted areas with high or increasing incident reports. Work continues with OD colleagues, to ensure that the messaging on health and safety culture is embedded within services and that appropriate interventions are in place on a targeted basis, including, for example access to training required. Further work on behavioural safety and links with other work outlined in the plan for 2026, such as better incident reporting, incident investigation training package, risk assessment online training packages are being developed. 3.3.1 2 High level review of Safety Management System and identification of priorities for the revision of policies, ensuring availability of up-to-date resources for managers. The Health & Safety Policy for the organisation contains all the arrangements that the Council has in place to manage Health & Safety and consists of a large collection of supporting policies, procedures and guidance on the range Page 100
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of areas that require to be managed. These form the basis of the Corporate Health & Safety management system. Due to the range and complexity of these various areas, and the documents in place to support these, the Policy/ Procedures are being reviewed in stages with priority given to those areas that have been assessed as higher risk. Priority areas have been identified and for 2026, this includes the continued review of the Health and Safety Policy. The focus for early 2026 will be on reviewing COSHH arrangements and ensuring the approach, guidance and forms used within the council are up to current standards. Audits are planned for HSCM and Education to ensure compliance with current standards and regulations. Hand Arm Vibration (HAVS) audits will continue to be conducted within Services that use handheld powered equipment, to ensure the Council is meeting the obligations set out within the regulations. Training is planned for 2026 to ensure the necessary expertise and equipment is available in house to undertake HAVs monitoring An online risk assessment training module is being developed to aid the provision of risk assessment training across the Council. 4 Benchmarking and National Developments 4.1 Annual Incident Rate (AIR) figures based on RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013) incidents for 2025 is 1.88 for Moray Council based on the number of Full Time Equivalent employee numbers. In comparison, the AIR figures for 2024 were 2.41 2023 were 1.58, 2022 were 1.12, 2020 were 1.42 and 2019 3.17. Benchmarking with other local Councils indicates that, the AIR for Moray Council is similar to or lower than the returned rate from members of the North of Scotland Health & Safety Liaison Group (anonymised): Moray 1.88, LA1 1.62, LA2 1.89, LA3 2.18, and LA4 6.19 4.2 The incident rate for 2025 is down slightly in comparison with previous years. Figures available from the HSE for all UK employers in 2025 show a similar trend, though comparing the Council with HSE data is difficult as the HSE figures are generally sector based, whereas the Council is a multi-sector organisation. 4.3 Skillcast’s top 10 health and safety prosecutions for 2025 show the continuing scale of fines for serious failings, ranging from £800k for a construction company after an employee suffered serious injuries in a fall Page 101
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from height to £6m for Cambridge County Council following multiple failings in the operation of a guided busway that led to two fatalities. The top fine in 2025 was £6m. The top 10 also included a £2.48m fine after a waste worker was killed by a reversing skip lorry, underlining the importance of separating pedestrians and vehicles and using banksmen during reversing. Other local authority prosecutions included Bury Metropolitan Borough Council (£200k), after an employee was injured when a scissor lift toppled while he was straightening a 20-foot Christmas tree, and Glasgow City Council (£80k), after a member of the public was struck by a collapsing, corroded lamppost. 5 Conclusions and Proposed Developments 5.1 A slight decrease in reported incidents but a slight increase in Work Related Violence can be seen. 5.2 Overall, in general terms there are no significant concerns highlighted as regards the Council’s Health and Safety performance. The risks that have been identified are being appropriately managed, with plans in place to progress with addressing the concerns, including continued focus on work related violence. 5.3 Continued progress has been made on the issues reported on last year. Work will proceed on the areas identified in accordance with the plans in place which will be the subject of continual review, taking account of any competing priorities and demands. 5.4 Monitoring and audit work will continue particularly in relation to Work Related Violence. Concerns regarding Violence and Aggression continue to be managed and addressed through a planned approach within the services where these types of incidents are most prevalent, supported by the Health and Safety Team as appropriate. There is significant work underway in the Education service along with interventions across schools and continuing work on a multi-agency partnership basis. The relationship between the implementation of measures as a result of the actions of the working group led by Education with the statistics on WRV in schools will be explored in further detail starting with reviewing incident data from ELC which as a service has shown the greatest percentage rise in incidents. 5.5 Further monitoring of Reversing Incidents and Driver behaviour will continue in 2026 through the relevant Departmental Health and Safety Forums. 5.6 Important progress on revising guidance, systems and processes has been made with changes being implemented as required. The implementation of the Employee Protection Warning Marker system in particular is a key piece of work which will be taken forward in 2026 aligned with the new Customer Relationship System. Page 102
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5.7 Work will also continue across the OD team in terms of utilising the range of tools and techniques available and the framework for communications to support managers in targeted areas to monitor and raise awareness amongst their teams, including appropriate use of training interventions. 6 Action Plan Actions Target for Completion Accident/Incident: Audit high risk services or issues Continue with programme of audits in accordance with the timescales for completion according to prioritisation in order of importance Quarterly review Continue roll out of changes to the Incident Reporting System. This has been completed within E&CS Term 1 2026 / 2027 Implement changes to Safety Management System: Review of Health & Safety Policy with focus on COSHH arrangements August 2026 Fire Risk Assessments: Continue to implement the fire risk assessment rolling programme Adhere to identified timescales for completion according to prioritisation in order of importance Quarterly review Violence and Aggression – continue to support the work required in accordance with the priorities identified by Head of Education In accordance with timescales outlined in the work on Violence and Aggression in Schools being taken forward by the Head of Education Risk Assessment: Develop online training package July 2026 Inspection: Continue to monitor Joint Inspection programme Ongoing Risk Management: work across OD to implement measures in targeted areas with high or increasing incident reports Planned work to be implemented in order of priority over the course of 2026 Employee Protection Markers – Implementation of agreed approach December 2026 High level review of Safety Management System and identification of priorities for the revision of policies, ensuring Ongoing with outline plan of work for first phase by June 2026 Page 103
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availability of up to date resources for managers Page 104
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Anne Smith Contact Email: hr@moray.gov.uk Subject: Employment Policy Framework Review 2025 -26 1. PURPOSE ☒ For Decision ☐ For Information 1.1 1.2 The purpose of this report is to consider and approve the update on the employment policy framework for 2025 -26 To consider and approve a proposed future approach to the employment policy review framework. 1.3 This report is submitted to Committee in terms of Section III B (25) of the Council’s Scheme of Administration relating to the formulation, implementation and review of policies and practices for Council employees. 2. SUMMARY 2.1 This report provides an update on the employment policies reviewed during 2025 - 26 and seeks approval on the future approach to the employment policy framework. 3. RECOMMENDATIONS 3.1 It is recommended that Committee approve: i) the changes to the Bullying and Harassment Policy. This policy has been updated to reflect legislative changes, in particular, the preventative duty with regards to prevention of sexual Item 11. Page 105
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harassment. Changes have been made to reinforce organisational culture and leadership role commitment and to improve navigation / user experience; ii) the changes to the Code of Conduct policy. This policy outlines the standards of behaviour and conduct of employees across the council. It has been updated to enhance user experience, reflect current job titles and add clarification regarding conduct with other employees and with Councillors. Roles and responsibilities have been clarified including the role of the Comms Team and guidance on the use of social media along with links to other relevant policies; iii) the addition of Disability Leave to the Special Leave Policy to reflect operational case management experience, good practice and support wellbeing and attendance at work for employees with a disability. Guidance is included on purpose and application with provision for up to 5 days special leave to be granted as appropriate. Approve the allocation of 2 days special leave to employees who volunteer to participate in an on call rota in the event of requiring to mobilise the provision of rest centre(s) to enable the council to fulfil its Emergency Planning responsibilities under the Civil Contingencies Act (2004); iv) the changes to the Whistleblowing Policy. The changes include clarifying roles and responsibilities (officers and witnesses) and a review of the language, job titles and terminology; v) the changes to the Recruitment and Selection Policy to reflect updated arrangements regarding sponsorship, legislative changes to the PVG scheme, the Council’s approach to succession planning and referencing trainee/ apprenticeship roles. Language and job roles have been updated; and vi) the changes to Equality and Diversity policy which includes the amendment to Equality, Diversity and Inclusion policy which better reflects the purpose and scope of the policy and best practice. Changes include use of gender-neutral language, simpler navigation and providing examples for clarification, along with an overarching statement which applies to all policies and outlines fair and equal treatment of the workforce and potential employees. 4. BACKGROUND AND CONTEXT Page 106
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4.1 The Council’s employment policy framework is reviewed regularly to ensure it remains up-to-date in terms of legislative requirements, good practice and operational relevance. 4.2 This year continued the previously agreed approach where policies are reviewed initially through a desk-top exercise to establish the level of review required: minimal for essential updates, mid-level for more in-depth amendments or full where a change of approach is being considered. 4.3 4.4 The policies referred to in this report have been reviewed as set out in Appendix 1 which provides a summary of the changes. Based on the desk top reviews referred to above, work required on policies for review was categorised as minimal for essential updates. 4.5 4.6 Policies scheduled for review in 2026 - 27 The number of policies being reviewed reflect current capacity. Policy reviews, as referenced at Corporate Committee on 25 April 2023, have moved to a 5- year rolling review programme which allows for the current employment policies to be subject to a regular and timely review. However, it should be noted that where impending legislation or operational demands require earlier reviews, these will be scheduled accordingly to ensure compliance and service delivery is maintained. The transitional period to align all policies onto the 5 year rolling programme is continuing with a prioritisation based approach and plan in place to bring all employment policies in line with this review framework. The approach to the employment policy framework is currently being reviewed, the outcome of which will be brought to Corporate Committee in August 2026. 5. PROPOSALS 5.1 5.2 Each year the Council’s employment policy framework is reviewed to ensure that the policies remain up to date and relevant based on the priorities within the Corporate Workforce Plan and the strategic direction of the Council. The policies referred to in this report ensure that the 2025 -26 review has been undertaken in accordance with these priorities. It is proposed that the future approach to the employment policy framework is considered, separating the strategic position from the more operational work and that this approach is adopted for the 2026- 27 review and for future years. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: Page 107
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SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital XX Equalities. Social Inclusion and Economic Impact x Climate Change, Biodiversity and Sustainability X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective employment policies are essential to delivering effective services and ensure compliance with legislation, best practice and council requirements that support improvements through Best Value, and will better enable the Council to fulfil the ambitions set out in it's strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council is required to deliver legally compliant people policies that allow the organisation to operate within the legal framework. 6.4 Financial There are potentially minimal financial implications arising from the content of this report arising from the addendum to the Special Leave Policy depending on the number of employees that may be eligible for paid special Page 108
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leave for disability reasons. It is anticipated that numbers will be low and may not lead to annually recurring costs. 6.5 Risk There are no risk implications arising from this report other than those set out within the body of the report relating to the requirement to comply with legislation. 6.6 Staffing There are no staffing implications arising from this report. 6.7 Best Value and Transformation There are no best value and transformation impacts arising from this report. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no implications arising from this report 6.10 Equalities, Social Inclusion and Economic Impact Employment policies are written with due regard to equalities/socio economic requirements and impact. The addition of Disability Leave provisions within the Special Leave Policy is an example of a strengthened position in this regard. 6.11 Climate Change, Biodiversity and Sustainability Impacts There are no climate change or biodiversity impacts arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of People, Change and Community Strategy, Service Manager Organisational Development and Change and the Personnel Forum and views of managers have been incorporated into the policy updates. The policies have been discussed and developed with the Policy Forum with Trade Union representatives for Scottish Joint Council, Craft Operatives and Teachers and any comments made have been incorporated into the report. The report has also been presented to CLT for their review and comment which have also been incorporated into the report. 8. BACKGROUND PAPER 8.1 Appendix 1 – Policy Revisions Page 109
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APPENDIX 1 Policy Name Description Bullying and Harassment Policy The revisions introduce clear and comprehensive information about what constitutes sexual harassment, supported by practical examples. The policy establishes evidence of a risk-assessed approach to ensure compliance with preventative duties, defining responsibilities for both prevention and intervention. The policy includes reference to third-party harassment. There is an emphasis on reinforcing organisational culture and leadership commitment to tackling these issues. Code of Conduct Several minor updates have been made, including revised job titles, clearer guidance regarding equal opportunities and discrimination and updated information about councillor’s conduct with employees in line with www.gov.scot. Additional clarifications have been provided on expectations for conduct between council employees and the policy now includes questions to help consider conflicts with outside employment. The policy now references the Prevention of Corruption Act in the Gifts and Hospitality section, and expands on media contact procedures, highlighting the role of the Communications team. A new equality statement outlines the council’s commitment to inclusion, while a reference to the Substance Abuse Policy offers further clarity and directs employees to relevant guidance. Finally, the protocol in Appendix A has been updated. Special Leave Policy (a) addition of disability leave A recent review of the Special Leave Policy proposes the inclusion of Disability Leave, aligning the policy with operational case management experience, neighbouring local authorities and best practice. Disability Leave is designed to support disabled employees by offering authorised, planned or unplanned time off for reasons related to their disability—such as medical appointments, treatment, Page 110
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or rehabilitation—without activating sickness absence triggers. The policy update includes clear eligibility criteria, guidance on application, and a recommended cap of five paid days per year, with further adjustments determined individually under the Equality Act 2010. This change aims to proactively support employee wellbeing, ensure compliance with legal standards, and enhance operational planning while maintaining accurate absence records. (b) Allocation of 2 days special leave for volunteers added to the Special Leave Policy Amendment arising from the consideration of the approach to be taken to the establishment of support centres in the event of the mobilisation of the provision of such centre(s) to enable the council to fulfil its Emergency Planning responsibilities under the Civil Contingencies Act (2004). The allocation of 2 days special leave to those who volunteer to be part of an on call rota to incentivise participation in the rota recompensing for the training required and the disruption to domestic plans, being available and prepared to assist as required. (c) Provision for members of voluntary emergency service organisations Special Leave to attend training to bring into line with provisions for Armed Forces volunteers and to support recruitment of volunteers to the SFRS in particular. Whistleblowing Policy The Whistleblowing Policy review has incorporated officer feedback and legislative changes. Key updates include recognising sexual harassment as a protected disclosure under the Employment Rights Act 2025, clarifying the role of the Chief Governance Officer/Monitoring Officer regarding public interest, and updating responsibilities. Witness involvement in investigations clarified, with guidance emphasising selective interviewing based on relevance and reasonableness, while balancing privacy concerns. Clarity for Whistleblowers in receiving confirmation Page 111
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correspondence outlining the investigation process, their rights, and next steps if dissatisfied. The policy also features updated language and references reflecting organisational changes, improved guidance and training for staff and managers. Recruitment and Selection Policy The recruitment and selection policy has undergone several revisions to enhance clarity, accessibility, and compliance with current organisational standards. These changes include the introduction of version control and updated branding to ensure alignment with other current policies. The Council’s commitment statement has been expanded to make more robust. Legislative updates have been captured with regards to PVG (Disclosure Scotland) changes and a section added on the Right to Work in the UK. New additions include referencing the Succession Planning approach and Apprentices/ Trainees positions. Headers have been introduced for Data Protection, Security and Retention of Information, and Training, highlighting the increased focus on safeguarding information and staff development. This provides a firm foundation for development of the Council’s Recruitment and Retention Strategy. Equality, Diversity and Inclusion Policy The Equality and Diversity policy has several updates: The title will now include 'Inclusion', aligning with best practice. The scope of the policy will be clarified to ensure it covers apprentices, interns, and similar roles. Guidance will be expanded to address discrimination based on non-job-related factors such as trade union membership, agency worker status. The policy will introduce version control, and update branding and format, including a content page and hyperlinks. There will be a clarification of employee liability regarding unlawful discrimination, emphasising that bullying and harassment can also constitute unlawful discrimination. Finally, gender-neutral language will be adopted throughout the policy. Page 112
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Jon Matthews/Audrey Michie/Chris Leonard/Jamie Fraser Contact Email: jon.matthews@moray.gov.uk audrey.michie@moray.gov.uk chris.leonard@moray.gov.uk jamie.fraser@moray.gov.uk Subject: 2025-28 People, Change and Community Strategy, Customer Experience, ICT and Digital and Finance Service Plans (Year 2 refresh) 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the People, Change and Community Strategy, Customer Experience, ICT and Digital and Finance Service Plans (Year 2 refresh). 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans (Year 2 refresh) have been prepared identifying the improvement targets for the remaining term of the plans. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) consider and approve the Service Plan (Year 2 refresh) for People, Change and Community Strategy in Appendix 1; ii) consider and approve the Service Plan for Customer Experience, ICT and Digital (Year 2 refresh) in Appendix 2; Item 12. Page 115
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iii) consider and approve the Service Plan for Finance (Year 2 refresh) in Appendix 3. Jon Matthews Executive Director Finance, Strategy and Transformation 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework that sets out the strategic direction for services. 4.2 It should be noted that actions from the refreshed Best Value Action Plan, approved by the Corporate Committee on 26 August 2026 (para 8 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services support their improvement work with the Public Sector Improvement Framework (PSIF), or by using another recognised self-evaluation tool. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for each of the services based on the performance monitoring carried out throughout the year and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Reports that are also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous Service Plans. 4.7 It should be noted that while there has been some re-organisation of teams and alignment of services following the management restructure, service plans have been prepared Page 116
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taking account of Council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the year 2 refresh of Service Plans to ensure that they continue to reflect the next iteration of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 As the service has set high level priorities for a three-year period 2025-28, performance is reported against that period, with actions and indicators being reviewed annually. Planned focus in new plans for Finance, Strategy & Transformation 5.2 The revised Council structure has given the opportunity to consider how best to integrate services corporately and connect service plan activity to gain greater impact from co- ordinated, cross service effort directed towards the delivery of the Council’s corporate plan priorities. As a result, the corporate priority of tackling poverty and inequality has been identified to provide a common focus across several service plans. More specifically, to advance this, services plan will: use whole systems approaches to ensure there is joined up activity across services and partners; consider how data can be used to give greater insight to enable targeting and early intervention; and take forward the use of locality and placed based approaches to drive improved results. People, Change and Community Strategy 5.4 Progress on planned work (success) • The new digital engagement platform ‘Moray Engage’ is fully operational and being well used by Council services. • The continuous Improvement framework has been re-established, and a Public Service Improvement Framework (PSIF) programme is in place, with a cycle of assessments embedded. An Interchange PSIF page has been created along with a dedicated Engage page to provide guidance to services undertaking self-assessment. • Human Resources, Organisational Development and ICT services undertook in the pilot PSIF assessment. Priorities were agreed with a draft implementation plan in place. Implementation of the plan is ongoing. • A revised Succession Planning approach to recruitment and retention was approved at the Corporate Committee in June 2025. • The communication and engagement programme has been revised, approved by the Corporate Leadership Team (CLT) and embedded into practice. A review of engagement activity is underway which will provide evidence for the development of a new Consultation and Engagement strategy. • The Local Outcomes Improvement Plan (LOIP) delivery framework was agreed by the board and first report presented to the board in November 2025. • Pentana (Performance management software) was redesigned using ‘user friendly’ portals to present service and corporate plans in an easy-to-follow format. • Engagement using surveys has fully transitioned from ‘Survey Monkey’ to ‘Moray Engage’. • The complaints system has been amended to embed Child friendly complaints (CFC) into the process. • The Performance Management Framework was review and approved at the corporate committee in February 2026. Page 117
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• Work has completed to improve and develop knowledge to promote skills transfer across teams. Succession Planning measures are in place across the teams along with support and development plans. 5.5 Progress on planned work (areas for development / not delivered) • The support for New Elgin and Buckie areas through Locality Planning fell slightly short of completion with recognition that further support is needed. Outstanding work will continue in 2026/27.Although well progressed, the further development of community engagement remains in progress. Timescales to complete the Learning Estate consultation were ambitious given the scale of work involved. The remainder of work on the project will be carried forward into 2026/27. • Phase 2 to establish a leadership development programme to address corporate and individual needs within the corporate management restructure remains outstanding. A proposal is being developed to support the delivery of the phase 2. Work to continue in 2026/27. • Progress to develop and implement a recruitment approach that addresses service requirements and promote employment opportunities within the council has been stifled by the challenges in recruiting to ‘hard to fill posts and key posts with Human Resources (HR) and Operational Development (OD). Work to continue in 2026/27. • Achieving all objectives to have recognised fair and competitive pay and conditions in place proved challenging in the nine months’ timescale, with staffing and recruitment being a contributory factor. Work to continue in 2026/27. • Actions to address issues arising from the employee survey and workforce planning have been developed but implementation remains ongoing. Remaining activity will focus on completing service engagement, maintaining momentum on delivery, and embedding ongoing monitoring through the performance management framework. Work to continue in 2026/27. • There is recognition that targeted youth work sessions to address health and wellbeing issues and Employability requires more time to achieve agreed outcomes. Youth Work staff have trained in Health Issues in The Community programme and are focussing on rolling out the programme in schools. Work to continue in 2026/27. • The ambitious one-year timescale to develop and implement initiatives creating a culture where employees feel empowered, prepared and enabled to embrace change proved challenging. Progress slowed due to the impact of senior recruitment priorities. Work will continue into 2026/27. • Progress of work to support of workforce related actions identified within the Best Value Action Plan was limited during 2025/26. Resource pressures associated with senior recruitment priorities impacted the progress in advancing real-time workforce data. Outstanding work will be carried forward into 2026/27. • The revision and implementation of absence management procedures, although well progressed did not meet all objectives. Absence rates continue to rise amongst both teaching and non-teaching staff. • Work to review measures to reduce absence and provide support to reduce violence and aggression in schools was unable to meet all set objectives. Violence and aggression incidents in schools continue to remain high. 5.6 Planned focus in new plan (reflecting above and challenges to come) Page 118
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• Further build on work to strengthen community engagement and decision making within identified areas, with a focus to develop and support community resilience and promote inclusivity. • Develop an adult learning signposting landing page promoting easier access of learning opportunities for adult learners. • Revise and develop the workforce strategy to reflect organisational requirements and develop the workforce. • Continue to build targeted Youthwork, supporting young people transitioning from secondary school to positive destinations. • Further development of Pentana (Performance monitoring system) providing additional service monitoring availability. 5.7 The service plan for People, Change & Community Strategy is attached in Appendix 1. Customer Experience, ICT and Digital 5.8 Progress on planned work (success) • Delivered continued momentum on the Council’s digital transformation programme, with tangible progress on high profile priorities including the corporate website rebuild, SharePoint Online EDRMS migration and wider adoption of Microsoft 365 tools. • Strengthened digital accessibility and user experience, embedding user centred design and accessibility standards across new and redesigned digital services, particularly in relation to the CRM project. • Enhanced cyber resilience and assurance, progressing delivery of the Cyber Resilience Plan alongside phishing simulations, security testing and alignment with national standards and certifications. • Advanced customer service modernisation, with substantive groundwork completed for CRM replacement, improved self-service and stronger engagement between Customer Services and operational teams. 5.9 Progress on planned work (areas for development / not delivered) • Delivery timescales for some large scale, complex programmes (notably elements of the corporate data agenda) have extended into 2026/27, reflecting scale, technical complexity and wider organisational dependencies. • Customer insight and benchmarking activity remains at an early stage, with baseline measures still being established ahead of more routine reporting. • Progress on certain initiatives has been affected by external and national dependencies, including supplier timetables, legacy system constraints and nationally led connectivity programmes. • Ongoing capacity pressures across ICT and Digital Services continue to require prioritisation between transformation delivery and critical business as usual support. 5.10 Planned focus in new plan (reflecting above and challenges to come) • Complete delivery of major digital platforms, including the new corporate website, intranet rebuild, CRM implementation and continued migration away from legacy systems. • Embed a Council wide customer strategy, setting clear service standards, improving consistency across channels and strengthening the use of customer insight to drive improvement. Page 119
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• Progress a corporate data strategy, strengthening data governance, analytics capability and use of insight to support transformation and decision making. • Further enhance cyber resilience, infrastructure sustainability and business continuity, including continued reduction of the on-premise estate and compliance with national security and telephony requirements. • Maintain a strong focus on accessibility, inclusion and usability, ensuring digital services deliver measurable improvements for residents, staff and elected members. 5.11 The service plan for Customer Experience, ICT and Digital is attached in Appendix 2. Finance 5.12 Progress on planned work (success) • Financial planning has improved with revised methodology in place to ensure a more accurate revenue budget with closer estimate and actual outturns • Final audited accounts confirmed full compliance with the requirements of the accounting standard IFRS 16 Leases. • All recommendations from the 2024/25 Annual Audit Report have been addressed and closed by Auditors including a review of journals processes and introduction of authorisation, streamlining reconciliation of Property, Plant and Equipment to the Fixed Asset Register, fixed asset verification incorporated into business-as-usual work and a review of assets under construction with no issues identified. 5.13 Progress on planned work (areas for development / not delivered) • Due to staff leave, progress is yet to be made with the implementation of the annual Procurement Action Plan. • Staff absence, vacancies and other priorities affected delivery of the Financial Services actions within the Corporate Asset Management Plan. • Similar issues affected work relating to streamlining council tax processes and introducing e-billing for non-domestic rates although initial discussions have taken place. 5.14 Planned focus in new plan (reflecting above and challenges to come) • Strengthen capital monitoring with the introduction of automated monthly monitoring reports. • Progress service efficiency work for both Taxation and Accounts. • Implement the Procurement Action Plan and recommendations from the latest Annual Audit Report. • Work with ICT to deliver agreed milestones of the Financial Management System replacement project. • Explore options to introduce a empty homes levy and/or a second home premium in relation to Council tax. 5.15 The service plan for Finance is attached in Appendix 3. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: Page 120
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SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact ✓ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Page 121
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Strategy and Plan priorities in a service context. The main themes arising from these include: • Building capacity and resilience • Change management and a workforce culture to support and enable change. • Health and Well-being management (including absence management). • Recruitment and retention. 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. Service contributions to the delivery of the Climate Change Strategy, Biodiversity Strategy, Net Zero Fleet Strategy, Travel Strategy etc. are captured in the respective annual reports. The Corporate Plan recognises that sustainability, environmental, climate change and biodiversity considerations are incorporated within existing projects and are specifically considered as part of committee reporting processes. In a service context, consideration is also given to Climate Change and Biodiversity under the following main themes with activities and good practice gathered half yearly within routine performance reporting processes - • Contributing to the reduction of greenhouse gas emissions through reducing energy use, recycling, planning in a way to allow use of public transport, local procurement etc. • Adapting to the effects of a changing climate by integrating changing climate into future plans and existing projects, tracking weather impacts on services, supporting partners, customers, and the public to adapt through promoting resilience • Acting in a sustainable manner by enhancing owned greenspaces, planning in a way that also benefits nature, ensuring staff have the skills and knowledge to protect and restore biodiversity, help communities and clients connect with nature 7. CONSULTATION 7.1 This report has been prepared in consultation with the service managers in Customer Experience, ICT and Digital, People, Change & Community Strategy and Finance and any comments made have been incorporated into the report. Page 122
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8. BACKGROUND PAPERS 8.1 Nil. Page 123
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 1. Service Definition: COMMUNITY STRATEGY The Community Strategy team delivers Moray Council’s Community Learning and Development functions, which includes the Community Support Unit, Youth Work, and Adult and Family Learning. The service also provides support to Community Councils and leads on community engagement. In addition, Community Strategy oversees all corporate and internal communications, and has responsibility for the Council’s overarching strategic direction, performance management, and continuous improvement. PEOPLE & CHANGE People Management and Payroll The People Management Service delivers professional HR advisory and administrative support alongside a full in-house payroll function. The team works in partnership with managers and TUS colleagues to ensure effective workforce management, compliance with employment legislation and national agreements, and the accurate, timely payment of salaries - supporting strong governance and the consistent delivery of Council services Organisational Development and Health and Safety The Organisational Development and Change service provides professional expertise to develop workforce capability, strengthen organisational culture and enable effective sustainable change aligned with Council priorities. The Service works collaboratively with managers across leadership and talent, workforce engagement and culture, workforce planning and policy, health, safety and wellbeing, strategic change, and workforce development. Through this work the service enables the Council to have the capacity, capability and culture to deliver high quality services to communities. 2. Service Resources: FTE: 157.41 FTE Revenue Budget: £13,278,377 3. What have we identified for improvement in 2025-28 What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Communities and Place – supporting our communities to build capacity and influence decision-making that impacts on them and their local area. Local Outcome Improvement Plan (LOIP) Corporate Plan Moray Partnership CLD Plan Ongoing engagement with our communities People and Change: • Leadership Capacity and Development • Workforce Planning and Change • Organisational Development • Recruitment and Retention • Health and Well-being • Gender Pay Gap Workforce and OD Strategy 2024-27 BV Consolidated Action Plan 2025 Employee Survey 2025 Management of workforce implications linked to budget savings HR metrics Feedback from Trades Union Representatives and Managers Health & Safety Annual Report 2025 Corporate Plan 2024-29 Page 124
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) Local Government Benchmarking Framework (LGBF) 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high 3 low) (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities 1. Take a partnership approach to locality planning in priority areas of Moray to enable people to influence services and develop community action through support of locality planning process in New Elgin and Buckie 1.1 Locality Planning process supported in New Elgin and Buckie through work of community led action groups developing and delivering projects. 1.2 Further development of community engagement with the Develop stronger, more resilient, supportive, influential and inclusive communities (L) More communities and individuals are more involved in local decision making and in helping to plan and deliver of local services (CP) Improvements in specific location measures in locality plans Consideration being given to case study- based reporting to evidence delivery for locality plans PIs • ERC003 Number of new Community action plans in place • ERC004 Number of Support Agreements linked to community assets. • ERC036 % of Support 1. 31 March 2027 1.1 31 Dec 2026 1.2 31 March 2027 Service Manager – Community Strategy & Engagement 1 Page 125
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) public on the future of council services. 1.3 Support the engagement and consultation work on service specifics as they emerge (e.g. Libraries and Leisure) (BV1.2) 1.4 Work with community planning partners to develop shared engagement (BV1.2) 1.5 Explore with partners establishing community survey/panel (BV1.2) Agreements meeting at least one objective. • ERC008 % increase in number of local residents engaged in locality planning process (NE & Buckie) • ERC001 % of local people who agree with the statement ‘I can influence decisions affecting my local area’. 1.3 Ongoing 1.4 Ongoing 1.5 30 Dec 2026 (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities 2. Develop stronger, more resilient, supportive, influential and inclusive communities 2.1 Extend approaches to promote easier access to adult learning in Moray Confident, skilled and self-reliant communities where expectations and aspirations are raised and achieved • Adult Learner Signposting landing page developed • Increase and sustain number of adult learning opportunities posted on ALIS system • Increase in people accessing community-based adult learning opportunities delivered March 2027 / ongoing Head of People, Change & Community Strategy 1 Page 126
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) • Case studies/qualitative reports on activities and impacts shared (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework 3. Develop and maintain a skilled, motivated and flexible workforce and adapt to deliver sustainable services through – • Developing Leadership Capacity • Workforce Planning and Change • Workforce and Organisational Development • Recruitment and Retention • Health and Wellbeing 2.1 Establish Leadership Development programme to address corporate and individual needs aligned to the qualities and leadership skills as set out in the Provide clear leadership, direction and model behaviours to foster: • A positive and respectful workplace. • Maximise capacity and performance. • Enhance employee experience and wellbeing by continually improving our culture and engagement. 2.1 • Revised longer term strategy and plan developed to meet organisational requirements. • Interim phase 1 completed. • Range of leadership development activity in place across management tiers. • Leaders developed to lead challenging agenda with feedback on positive impact made, measured by skills analysis surveys at key points. • Number of 1/2/3 tier managers trained and showing improvements in awareness of key learning points 2. Dec 2026 2.1 Dec 2026 Service Managers – People Management & Organisational Development & Change (2.1, 2.4 & 2.5) Service Manager – People Management (2.2 & 2.3) 1 Page 127
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) corporate management restructure. 2.2 Develop and implement a recruitment approach that addresses service requirements. Promote employment opportunities and raise the profile of Moray Council as an employer. 2.3 Have in place fair and competitive pay and conditions that are recognised and free of bias. 2.4 Develop an approach that modernises the conditions of service and contributes to the financial sustainability of the Council. 2.5 Have in place actions to address issues arising from the employee survey and workforce planning themes 2.6 Ensure key projects are resourced, planned and delivered (measured through skills analysis survey). • Employee survey question(s) on management impact to provide baseline and show improvement over time. 2.2 • Increased number of candidates meeting criteria for council vacancies in hard to fill posts (specifics to be developed further as per service requirements) • Attrition rates improved (lowered) for areas with high turnover (to be developed further as per service requirements). • Reduced number of repeat adverts and reduction in time taken from advert to first day of employment. 2.2 Dec 2026 2.3 Dec 2026 2.4 Dec 2026 2.5 Dec 2026 2.6 Oct 2026 Page 128
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) within agreed timescales and budget (Service Level Priority in 2025/26) • Feedback of positive impact from managers through personnel forum. • Baseline for number of career progression opportunities established. 2.3 • Assessment against Scottish Government’s Minority Ethnic recruitment toolkit with improvement actions identified • Improvement in ranking for LGBF indicators relating to Gender Pay Gap & % of highest paid 5% who are women. • Increased number of applications and subsequent appointments from ethnic minority groups. 2.4 Page 129
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) • Option development for Working week e.g reducing working hours, and subsequent action plan for preferred option selection • Working practices reviewed and levels of enhanced rates payable reduced • Terms and conditions revised 2.5 • Employee Survey action plan developed and agreed at Committee • Services progress improvements as per action plan • Service level actions arising from workforce planning are progressed within services and monitored through the regular performance management framework Page 130
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 2.6 • Projects are resourced sufficiently to allow timely completion of aims and objectives • Projects completed on time and achieved objectives • Workload on project and core staff is managed and manageable PIs • CORP3b - % of highest paid 5% employees who are women. • CORP3c – The gender pay gap (5) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Youth Work 4. YW deliver targeted work in each secondary supporting Working together to make the biggest difference to the PIs • ERC023 Increase the % of youth 3. 31 March 2027 Service Manager – Community 2 Page 131
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) employability skills and a positive transition from secondary school into college, work or training for identified young people. 3.1 Youth Work staff deliver targeted sessions in partnership with school to address health and wellbeing issues and/or Employability activities in S3. 3.2 Outreach youth workers are employed in Buckie, Forres, Keith and Elgin to pilot work in school and in the community with young people who are not fully engaged in learning. outcomes for people in Moray. Young people are more ready to enter employment, training or college. Young people participate in informal learning programmes they have co-designed and as a result have increased attendance at school. engagement and participation. • ERC023a Number of young people engaged in Youth Work activities. Strategy & Engagement Recruitment and Retention 4 Develop a succession planning approach that builds internal Internal capacity is increased with internal candidates enabled to Measures for number of internal applicants developed: March 2028 Service Manager – Organisational 2 Page 132
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) capacity and contributes to a positive culture 4.1 Develop approach to build succession planning 4.2 Monitor the application of the Council’s agreed succession planning approach that builds internal capacity and contributes to a positive culture prepare for alternative and promoted positions. Year 1 – measure/baseline established (Complete) Year 2 – 5% increase in volume of internal applicants Year 3 – 2.5% increase 5% increase in number of career progression opportunities Development & Change Organisational Development 5 Develop and implement initiatives to create a culture where employees are prepared for change. Encourage flexibility and adaptability to support employees to adapt to new ways of working including embedding digital skills and competence to improve efficiency and levels of service. Employees are empowered, prepared and enabled to embrace change. Employee survey questions 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 March 2028 Service Manager – Organisational Development & Change 1 Page 133
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) of service achieved as a result of change • Positive feedback from change exercises Best Value Actions 6 Implement workforce related actions contained within the Best Value Plan in accordance with agreed timescales Effective distributive leadership and collaborative working. Organisational capacity to deliver services, communication that promotes an improvement focused culture and effective arrangements to support transformation. Improved use of data including exploration of use of real time data where possible Milestones: • Employee survey responses show greater than 20% improvement in leadership questions • Culture of cooperation and partnership evidenced in leadership survey results • Real time data researched and assessed with timescale for implementation if viable Dec 2026 Service Managers – People Management & Organisational Development & Change 1 Continuous Improvement – Strategy & Performance 7 Guide relevant services to complete assessments by March 2026. Cycle is embedded. March 2027 Strategy and Performance Manager 2 Page 134
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Performance Management 8 Further development of Ideagen for performance reporting Creation of dashboards for reporting Agree format and reporting of dashboards 31 March 2027 3 9 Provide information and research support in the development of the LOIP 2027 Council meets data and analysis requirement in its contribution to the revision of LOIP priorities Actions and outcome measures in place for LOIP 2027 March 2027 1 Health & Wellbeing 10 Ensure the Health and Work Policy and Procedures providing a supportive and comprehensive framework within which to manage health and wellbeing and any absence that occurs are applied by managers Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. PIs • CORP6a Sickness absence days per teacher reduced by 0.5 days per fte (Reduce by 0.5 days) • CORP6b Sickness absence days nonteacher reduced by 0.5 days per fte (Reduce by 0.5 days) • Sickness absence days lost (Service) (Non-Teacher) • % of Sickness (Service) (Non- Teacher) 31 March 2027 (Ongoing Annually) Service manager – People Management 2 Page 135
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APPENDIX 1 PEOPLE, CHANGE & COMMUNITY STRATEGY - SERVICE PLAN 2025-28 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) 11 Proactively support the Health & Wellbeing of employees; review measures to reduce sickness absence including day one notification; ensure revised operational procedures are applied by managers; provide support for reducing incidents of V&A in schools Absence is managed effectively and levels are reduced efficiently and timeously Measures are deployed that support school-based staff to feel safe at work and feel equipped to manage challenging behaviour appropriately • Review proactive measures to reduce sickness absence. Ensure revised absence management procedures are applied by managers. March 2027/Ongoing Service Managers – People Management & Organisational Development & Change 2 Workforce Culture for Change 12 Develop workforce culture to support and enable change Employees are involved in change with opportunities to support the design, delivery and implementation of service-related changes and transformation • feedback from teams will be used to assess the effectiveness of change management through and the successful implementation of service-related changes 31 March 2027 (Ongoing) Service managers 1 Page 136
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) 1. Service Definition: Customer Experience, ICT and Digital Services provides the strategic leadership, technology infrastructure, data capability, and customer focused design that enable the Council to deliver modern, efficient and accessible services. The service brings together customer contact, digital development, and ICT operations to support transformation across the organisation and improve outcomes for our residents, communities and workforce. 2. Service Resources: Service Resources: 87.16 FTE Budget: Capital £526k Budget: Revenue: £5,559k 3. What have we identified for improvement in 2025-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Acceleration and Maximisation of Digital Tools Digital Strategy 2025–2028 Workforce Digital Skills, Capability & Confidence Digital Strategy 2025–2028 Innovation & Future Readiness Digital Strategy 2025–2028 Business Intelligence and Insight ICT Strategy 2025-2028 Assurance (Security, Compliance & Resilience) ICT Strategy 2025-2028 Forward Planning ICT Strategy 2025-2028 Note: Progress against BV Actions will be monitored and reported out with Service Plan process Page 137
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Acceleration and maximisation of digital tools Expansion and enhancement of digital technologies across services to improve efficiency, effectiveness and ways of working. Reduced reliance on legacy platforms. Increase usage of AI technologies such as Copilot and Copilot Agents in the organisation. •Reduction in legacy systems usage • Adoption levels of M365 apps (Forms, Planner, OneNote etc.) Ongoing Service Manager Digital Services 1 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Increase use of LEAN process reviews using Engage Modeller Service processes are simplified and streamlined, resulting in reduced waste and faster end‑to‑end delivery. • Number of processes reviewed using Engage Ongoing Service Manager Digital Services 1 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Migration of SharePoint On‑Premise EDRMS to SharePoint Online Migration to a modern, cloud‑based information management environment improving accessibility, searchability and compliance. • 100% of EDRMS content migrated • Number of services actively using new SPO EDRMS • Reduction in on‑premise storage for EDRMS June 2026 Service Manager Digital Services 1 Page 138
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Migration of documents from Shared Drives to M365 (SharePoint, Teams, OneDrive) Improved information governance, reduced duplication, better security and shift to modern collaborative working. • GB/TB of data migrated • Number of shared drives decommissioned • Reduction in on‑premise storage for Shared Drives March 2027 Service Manager Digital Services 1 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Website Rebuild (Corporate Website) Delivery of a modern, accessible, user‑centred website built on a secure and supported CMS platform. Improved usability, performance and navigation to support residents, businesses, partners and staff. • WCAG 2.2 accessibility compliance • Shift to new website platform • Decommission of legacy platform June 2026 Service Manager Digital Services 1 (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Intranet Rebuild (Corporate Intranet) Delivery of a modern, accessible, user‑centred intranet built on a secure and supported CMS platform. Improved internal communication, collaboration, knowledge‑sharing and staff • WCAG 2.2 accessibility compliance • Increased staff engagement with content and tools March 2027 Service Manager Digital Services 1 Page 139
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) self‑service across the organisation. (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Develop a data approach to enhance the value of data to support key corporate priorities Develop and implement a corporate data strategy and plan for big data that connects data and develop analytics to inform and drive service efficiency. This data approach will; - enhance the value of data through robust, open and transparent access that supports key corporate priorities e.g. Transformation through the use of data analytics, Power BI etc. - ensure data and information is held, accessed and made available to improve understanding and inform decisions in a safe and lawful way. Develop and implement a corporate a data strategy and plan for big data to connect data, develop analytics to inform and drive service efficiency March 2027 Service Manager Digital Services 1 Page 140
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high, 3 low) Service Development (ICT) Support services to fully utilise systems and platforms to enhance service delivery to the public e.g. Gladstone in Sport and Leisure, Spydus in Libraries, Lagan (Customer Services). Service specific systems are fully functional, and downtime is minimised. Enhancements and upgrades are supported. Reduction in downtime. Enhancements and upgrades are completed within prescribed timescales per system. March 2027 (or per contractual requirements) Service Manager Digital Services 1 Assurance (ICT) Cyber Resilience – Implement enhanced measures to manage cyber security and resilience risks Implementation of Cyber Resilience Plan completed. Business Continuity Plans / work for corporate and service cyber resilience completed. Plan implemented for enhanced risk-based approach. 80% of online workforce completed eLearning modules Improved self- assessment tool ratings including certifications (e.g. PSN Accreditation, Cyber Essentials/Plus) Reduced number of high- risk actions arising from annual health IT health check March 2027 Service Manager ICT 1 Forward Planning (ICT) Identify, plan, schedule and support large scale corporate system replacements Corporate system replacements are replaced efficiently and timeously in accordance with agreed council procedures Systems replaced within scheduled timeframes Compliance with procurement procedures and due technical diligence March 2027 Service Manager Digital Services 2 Health and Wellbeing (Staff) Ensure the Health and Work Policy and Procedures, providing a supportive and comprehensive framework Improve attendance at work and manage sickness absence through additional targeted support to assist in PIs • Sickness absence days lost (Service) (Non- Teacher) March 2027 (Ongoing Annually) Service Managers 2 Page 141
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) within which to manage health and wellbeing and any absence that occurs, are applied by managers. maximising attendance thus reducing costs and improve practice and adherence to policy. • % of Sickness (Service) (Non-Teacher) Customer Services Introduce new CRM solution Improve customer experience, service efficiencies, increased customer self-service Outcome Measure - More accessible and efficient service to the public No remaining forms on legacy system Decommission of legacy CRM System Milestones Contract Finalisation Training Discovery Sessions Implementation Build Go‑Live Post‑Go‑Live Enhancements March 2027 Dec 2025 Feb 2026 March 2026 Nov 2026 Nov 2026 March 2027 Service Manager Customer Service and Experience 2 Education Support and contribute to development of Education ICT Strategy Support and contribute to the development of an Education ICT Strategy that ensures readiness for future digital development that enhances learning and teaching as well as the possible impact of developing technologies such as AI. ICT infrastructure has the technology and the capacity required to support Bandwidth increased across school estate (SWAN 2) Digital learning devices and use of technology increased Internet link from Education Scotland novated to the Council, and bandwidth increased. 31 March 2026 (end of Capita SWAN contract) 2029 (as part of SWAN 2) 30 April 2026 Service Manager ICT 1 Page 142
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) future digital development opportunities to facilitate enhanced digital learning and teaching that suits long term educational requirements. Refresh of Education ICT Strategy October 2026 ADD ANY NEW SERVICE LEVEL ACTIONS BELOW 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Customer Services Creation of a Customer Strategy Develop a Council-wide customer strategy to be adopted by all services, that sets clear customer service standards and expectations, embeds the customer in decision-making and performance, and improves how we understand and respond to customer needs across all services and channels—shifting from reactive delivery to proactive improvement. • Committee approval of new customer strategy December 2026 Service Manager Customer Service and Experience 1 Customer Services Investigate AI solutions (Telephony / Chatbot) AI and automation deployed to improve customer experience, reduce pressure • Investigation complete March 2027 Service Manager Customer 2 Page 143
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) on staff, and provide faster, more accurate resolutions. Service and Experience Customer Services Internal service liaison and improvement Enagement with all council services currently supported by Customers Services, to review and quality-assure all in-person and telephony functions in addition to CRM engagement, ensuring appropriate customer choice, with appropriately accessible, intuitive and well-provisioned services across all available channels. Record of quarterly regular service liaison meetings, with record of agreed actions noted, subsequently tracked and completed. March 2027 (recurring annually) Service Manager Customer Service and Experience 2 Customer Services Customer Survey / Benchmarking Establish a clear baseline of customer experience and sentiment to inform improvements and measure progress over time. • Baseline customer satisfaction score captured • Year‑on‑year improvement in satisfaction • Benchmarking results against comparable councils or services June 2026 Service Manager Customer Service and Experience 1 Customer Services New Telephony / Call Recording Replacement of legacy telephony and call recording systems with a modern, cost‑effective platform that improves reliability, reporting and customer experience. • New system implemented on schedule • Reduction in telephony outages / faults • Improved call quality and reporting capability • Reduction in call abandonment rates March 2027 Service Manager Customer Service and Experience 2 Customer Services Commercialising copy shop Investigate viability of generating revenue by providing print / copy shop support to public/ third sector partners. • Completion of viability assessment, ensuring full cost recovery plus profit, at commercially competitive rates. March 2027 Service manager Customer Service and Experience 2 Page 144
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) • Successful trial of in- sourced print requests via external customer portal • Go Live Complaints Handling Refreshed Child Friendly Complaints guidance and training Development and delivery of improved CFP guidance and training to Moray staff and residents as applicable. All Child Friendly Complaints recorded and reported as part of complaints process. • Development of refreshed CFC guidance • Promotion of this to staff and external customers • Training to be delivered to staff via self –directed learning and workshops • % of CFCs being recorded monitored and reported 31 March 2027 Service manager Customer Service and Experience 2 ICT BYOD (Bring Your Own Device) A secure, compliant BYOD framework enabling flexible working and reduced hardware costs. • BYOD policy approved and implemented • Number of staff successfully onboarded • Reduction in corporate device procurement March 2027 Service Manager ICT 1 ICT Telephony Review Comprehensive review of all telephony provisions to identify rationalisation, savings and modernisation opportunities. • Telephony footprint reduced • Savings realised • Consolidation onto fewer, modern platforms March 2027 Service Manager ICT 2 ICT Review/Refresh of ICT Provision for Elected Members Modern, secure and user‑friendly digital provision for Elected Members to support effective communication, casework and governance. • Updated devices / systems deployed • Improved satisfaction of Elected Members • Fewer support calls raised by Members Feb 2027 Service Manager ICT 1 ICT Reduction of On‑Premise Server Estate Reduced dependency on ageing on‑premise infrastructure through consolidation, migration to cloud platforms, and decommissioning of legacy • Reduction in physical servers • Reduction in on‑premise hosting/energy costs • Number of applications migrated to cloud/SaaS March 2028 Service Manager ICT/Service Manager Digital Services 1 Page 145
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APPENDIX 2 CUSTOMER EXPERIENCE, ICT & DIGITAL - SERVICE PLAN 2025-2028 (Year 2 refresh) systems. This improves resilience, security, and long‑term cost efficiency. • Decommissioning milestones achieved • Reduction in data centre incidents/outages ICT Rollout of Windows 11 Modern, secure, and supported desktop operating environment rolled out across the organisation, ensuring compliance, improved performance, and compatibility with modern applications. • Number of devices upgraded to Windows 11 • Reduction in Windows 10 devices remaining in scope • Reduction in security vulnerabilities associated with outdated OS • Successful deployment of required apps and configurations • Improved device performance/boot times March 2027 Service Manager ICT 1 ICT Public Switched Telephone Network (PSTN) Switch-Off Programme Migration of legacy PSTN, and Integrated Services Digital Network Services (ISDN) solutions to modern digital All-IP based solutions. • All legacy systems migrated by national switch- off deadline • Reduction in telephony costs January 2027 Service Manager ICT 1 Page 146
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APPENDIX 3 FINANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) 1. Service Definition: Finance provides support to services across the Council, to the Grampian Valuation Joint Board and, in partnership with NHS colleagues, contributes to supporting the Moray Integration Joint Board. Main functions include Financial Planning and Reporting, Treasury Management, Investment, Accountancy, Banking and Insurance, Accounts Payable and receivable, Taxation (Council Tax and Non- Domestic Rates billing and recovery) and Procurement. 2. Service Resources: FTE 60 Budget £2,828,379 3. What have we identified for improvement in 2026-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Ensure financial sustainability by strengthening the financial management process: - Strengthen capital monitoring - Ensure capital budget set in advance is realistic Best Value Action Plan 2025-2026 Replacement of financial management system Key corporate system and major project Note: Progress against BV Actions will be monitored and reported out with Service Plan process Page 147
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APPENDIX 3 FINANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) 4. Local Outcomes Improvement Framework (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies Financial Management Strengthen capital monitoring Financial plans show how the local authority will align service provision with funding to ensure the sustainability of its services in the future: Automated monthly monitoring reports More accurate forecasts of capital spend Financial planning improves in line with recommendations from the Annual Audit Review: see Section 5 Pilot assessed and reported to AMWG Reports generated per agreed timetable Lower level of slippage at year end April 2026 July 2026 June 2026 Service Manager Strategic Finance Service Manager Finance Operations Service Manager Strategic Finance 1 BV 3.6 Page 148
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APPENDIX 3 FINANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high, 3 low) Implement the annual Procurement Action Plan (PSAP) Implement the actions identified as priorities in the Procurement Action Plan: - Review Procurement Policy Strategic Action Plan targets achieved 80% of PSAP indicators achieving or exceeding target March 2027 Service Manager Strategic Finance 2 Implement recommendations from the Annual Audit Report Implement the actions agreed with the auditors: - Review reconciliation of Property, Plant, Equipment note to Fixed Asset Register - Review assets with nil Net Book Value (NBV) - Further develop Participatory Budgeting Improved processes Prepare reconciliation Determine if any amendments required Capture more information on community led decision making. Auditor agreement that actions implemented in full Working paper Audit trail for treatment of assets with nil NBV Amendments made Year on year increase in amount allocated until 1% of budget (as defined by COSLA) is allocated via PB process. September 2026 2nd review - June 2026 July 2026 July 2027 Chief Financial Officer Service Manager Finance Operations Service Manager Finance Operations Service Manager Strategic Finance 1 1 1 1 Page 149
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APPENDIX 3 FINANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) Implement actions from the Corporate Asset Management Plan Implement the actions assigned to Financial Services: - Agree timetable for Asset Management Plan review Improve the Asset Management Planning process Actions complete by assigned due dates June 2026 Chief Financial Officer/Service Manager Strategic Finance 2 Increase Service Efficiency – Taxation Increase efficiency and digital processes for Taxation: - Streamline Council Tax e-billing sign up Process - Non-Domestic Rates e-billing Streamline Council Tax e-billing sign up process Non-Domestic Rates e-billing - Introduce e- billing for NDR payers Increased uptake of e- billing Increased payments by Direct Debit Generate and maximise uptake of NDR e-billing April 2027 April 2027 Service Manager Taxation 2 Increase Service Efficiency – Accounts Increase efficiency and availability of digital processes for Accounts. - Investigate workflow for authorisation database Introduction of workflow to facilitate management of task Database up to date Now subsumed under FMS replacement (action below) April 2028 Service Manager Finance Operations 2 Replace financial management system Contract comes to an end 2027 – graduate to new system Fully functional integrated financial management system ICT Gateway project approval Procurement Process Underway Procurement Process Complete May 2026 June 2026 Sept 2026 Service Manager Finance Operations 1 Page 150
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APPENDIX 3 FINANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) Data loading and System Testing Underway System operational Jan 2027 April 2028 Health and Wellbeing (Staff) Ensure the Health and Work Policy and Procedures, providing a supportive and comprehensive framework within which to manage health and wellbeing and any absence that occurs, are applied by managers Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. PIs • Sickness absence days lost (Service) (Non-Teacher) • % of Sickness (Service) (Non- Teacher) 31 March 2027 (Ongoing Annually) Service Managers 2 ADD ANY NEW SERVICE LEVEL ACTIONS BELOW Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high, 3 low) Increase Service Efficiency – Taxation Council Tax: Explore the potential to introduce a Second Home Premium and/or Empty Properties Levy Committee decision Oct 2026 Service Manager Taxation 2 Strategic Decision Making - Capital Review approach to capital investment with more agile and strategic focus. Increase in agility within capital planning incorporated into the 27/28 Capital Plan. Dec 2026 Service Manager Strategic Finance 2 Page 151
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Rhona Gunn/Alasdair McEachan Contact Email: rhona.gunn@moray.gov.uk/ alasdair.mceachan@moray.gov.uk Subject: 2025-28 Governance Service Plan (Year 2 refresh) 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Governance Service Plan (Year 2 refresh). 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plan (Year 2 refresh) has been prepared identifying the improvement targets for the remaining term of the plan.. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the Service Plan (Year 2 refresh) for Governance in Appendix 1. Rhona Gunn Executive Director Economy, Enterprise and Operations 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework that sets out the strategic direction for services. Item 13. Page 153
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4.2 It should be noted that actions from the refreshed Best Value Action Plan, approved by the Corporate Committee on 26 August 2025 (para 8 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services support their improvement work with the Public Sector Improvement Framework (PSIF) or by using another recognised self-evaluation tool. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below based on the performance monitoring carried out throughout the year and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Reports that are also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous Service Plans. 4.7 It should be noted that while there has been some re-organisation of teams and alignment of services following the management restructure, service plans have been prepared taking account of Council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the year 2 refresh of Service Plans to ensure that they continue to reflect the next iteration of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 As the service has set high level priorities for a three-year period 2025-28, performance is reported against that period, with actions and indicators being reviewed annually. Page 154
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Planned focus in new plans for Governance 5.2 The revised Council structure has given the opportunity to consider how best to integrate services corporately and connect service plan activity to gain greater impact from co- ordinated, cross service effort directed towards the delivery of the Council’s corporate plan priorities. As a result, the corporate priority of tackling poverty and inequality has been identified to provide a common focus across several service plans. More specifically, to advance this, services plan will: use whole systems approaches to ensure there is joined up activity across services and partners; consider how data can be used to give greater insight to enable targeting and early intervention; and take forward the use of locality and placed based approaches to drive improved results. 5.3 Whilst Governance services support front line services, they do not have any direct actions tackling poverty. Governance 5.4 Progress on planned work (success) • Council Scheme of Delegation has been reviewed and updated. • Registrars move to Council HQ has successfully bedded in. [Note: detail for services which were formerly Governance, Strategy and Performance and which have moved to other Heads of Service through the restructure are detailed in service plans for those Heads of Service.] 5.5 Progress on planned work (areas for development / not delivered) • Completion of Business Continuity Plans for all services. A revised date of June 2026 is detailed in the Council’s Best Value Action Plan. • Legal services recruitment remains an issue. This impacts on other services such as Social Work and Property Services. A recruitment campaign for solicitor posts is underway. Alternatives to outsourcing are under consideration. 5.6 Planned focus in new plan (reflecting above and challenges to come) • Review the Council’s Scheme of Administration to identify potential efficiencies following the senior management restructure and transfer of children’s services to MIJB. 5.7 The service plan for Governance is attached in Appendix 1. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Page 155
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Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact ✓ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: • Building capacity and resilience • Change management and a workforce culture to support and enable change. • Health and Well-being management (including absence management). Page 156
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• Recruitment and retention. 6.7 Best Value and Transformation The service plans support the Council to continue its Best Value journey. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. Whilst Governance service support front line services, they do not have any direct actions tackling climate change. Service contributions to the delivery of the Climate Change Strategy, Biodiversity Strategy, Net Zero Fleet Strategy, Travel Strategy etc. are captured in the respective annual reports. The Corporate Plan recognises that sustainability, environmental, climate change and biodiversity considerations are incorporated within existing projects and are specifically considered as part of committee reporting processes. In a service context, consideration is also given to Climate Change and Biodiversity under the following main themes with activities and good practice gathered half yearly within routine performance reporting processes - • Contributing to the reduction of greenhouse gas emissions through reducing energy use, recycling, planning in a way to allow use of public transport, local procurement etc. • Adapting to the effects of a changing climate by integrating changing climate into future plans and existing projects, tracking weather impacts on services, supporting partners, customers, and the public to adapt through promoting resilience Acting in a sustainable manner by enhancing owned greenspaces, planning in a way that also benefits nature, ensuring staff have the skills and knowledge to protect and restore biodiversity, help communities and clients connect with nature 7. CONSULTATION 7.1 This report has been prepared in consultation with the Service Managers in Governance and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 157
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APPENDIX 1 GOVERNANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) 1. Service Definition: Governance Strategy and Performance Services to the public: Licensing, Registrars Service, Elections Support services: Legal (inc Monitoring Officer), Licensing, Committee services. Elected Members support, , Audit and Risk, Records Management 2. Service Resources: Budget Revenue: £1.967m 3. What have we identified for improvement in 2026/27 What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Introduce a local Code of Corporate Governance for the Council Benchmarking best practice with other local authorities. Update the Council’s records management policies Identified through the Council’s Annual Information Governance Report and subject to action required by National Records of Scotland. 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high 3 low) Page 158
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APPENDIX 1 GOVERNANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) No Strategic Actions 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Improved Governance Internal Audit: Work with services to ensure business continuity arrangements are up to date Business Impact Assessments reviewed for all critical services and business continuity plans updated as appropriate To aid appropriate response to unplanned events and circumstances 30 June 2026 Head of GSP 2 Legal Services Legal Services: Identify means to increase staffing levels Improve resilience of legal advice service Better balance in internal vs external costs 31 March 2027 Legal Service Manager 2 Health & Wellbeing Ensure the Health and Work Policy and Procedures providing a supportive and comprehensive framework within which to manage health and wellbeing and any absence that occurs are applied by managers Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. Reduction in number of days absence per employee 31 March 2027 Head of Service 2 Page 159
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APPENDIX 1 GOVERNANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) ADD ANY NEW SERVICE LEVEL ACTIONS BELOW 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) (CP) Legislative/Regulatory Establish a Local Code of Corporate Governance Establish Code as a primary Council governance document which informs the Annual Governance Statement Research model codes from elsewhere and agree best model for Moray Committee agreement of Code and review of arrangements December 2026 May 2027 Chief Governance Officer 1 (CP) Legislative/Regulatory Agree a Council Risk Appetite Statement and review the Council’s Risk Register in light of this The new approved Risk Appetite Statement will inform the Corporate Risk Register as well as report, programmes, plans and policies Risk Appetite Statement approved by committee Draft and consult on proposed changes to the Corporate Risk Register Corporate Risk register reviewed in light of the Risk Appetite Statement May 2026 Aug 2026 November 2026 Audit and Risk Manager 1 (CP) Legislative/Regulatory Review the Council’s Committee structure in light of the management restructure to ensure effective reporting Provide clarity over the overlaps with MIJB Survey all Heads of Service and Committee Chairs Revised SOA through committee December 2026 March 27 Democratic Services Manager 1 Page 160
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APPENDIX 1 GOVERNANCE - SERVICE PLAN 2025-2028 (Year 2 refresh) Efficiencies in reporting over newly aligned services Registrars Service Address pressures from increased volume of business. Seek efficiencies in ways of working through contact centre and digital improvements Increased efficiency and improved customer service To be determined following specification of improvements. • Will include improved service availability • reduced cost per transaction March 2027 Democratic Services Manager 2 Information Governance Records management: review and update records management policies Policies support revised council information storage landscape, including use of teams and sharepoint. Prioritisation of policies for review All policies reviewed in accordance with Records Management Action Plan June 2026 June 2027 Legal Services Manager / information Governance Manager 1 Work alongside ICT to roll out Sharepoint online to services who currently use shared drives More efficiency through digitisation Initial step: migration of services who currently use sharepoint to sharepoint online All services migrated to sharepoint online EDRMS December 2026 June 2027 Legal Services Manager / Information Governance Manager 2 Page 161
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Jon Matthews Contact Email: jon.matthews@moray.gov.uk Subject: Transformation Strategy Development – Interim Update to 31 March 2026 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 annual report on 26 August 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 March 2026, summarising ongoing projects and future plans aimed at enhancing financial sustainability and service delivery. 2.2 The report seeks the Committee's consideration of progress made across the projects in the Council's Transformation Strategy. Appendix 1 provides a holistic summary table of the projects in the transformation programme, logging their status and performance against several metrics. It is noted good progress has been made across the majority of the projects, with fourteen out of the seventeen projects having an aggregated RAG status of green, and all projects’ direction of travel trajectory either being level or upwards. Appendix 2 contains the highlight project reports, which are completed and submitted as part of the Transformation Programme Board governance. As such, they provide additional level of granularity on each project, across project progress updates, risks and issues, and next steps within the project. 2.3 The next Transformation Strategy Update will go to Corporate Committee in September 2026. Item 14. Page 163
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3. RECOMMENDATIONS 3.1 It is recommended that the Committee considers and notes the quarterly update on the delivery of the Council’s Transformation Strategy. Jon Matthews Executive Director Finance, Strategy and Transformation 4. BACKGROUND AND CONTEXT 4.1 The Council at its meeting on 24 September 2025 (paragraph 13 of the minute refers) approved Stage 3 of the Council’s Transformation Strategy, which contains opportunities for new ways of operating to make the council sustainable in the longer term. This Stage 3 of the Strategy takes forward development of transformation work from the first iteration that was agreed in April 2024. 4.2 The updated Strategy approved in September took account of progress made on the programme of transformation projects, developing projects that came forward from research and discovery work and new thinking that emerged from workshops held with councillors and senior officers. The Strategy sets the projects for new ways of operating against four themes of Community Focused, Sustainable Places, Smarter Internal Working, and Strategic Economic, Environmental and Regeneration Deevelopent. The Strategy outlines ongoing projects and future plans for both these and new areas of work with the aim of enhancing financial sustainability and improving service delivery. 4.3 The next steps are to continue the projects as set out in the update and to continue development of the innovation and discovery areas noted within the Strategy, such as commercial opportunities and digital and customer services. 5. PROPOSALS 5.1 It is proposed that Committee considers and notes progress on the delivery of the Council’s Transformation Strategy. 5.2 Officers will engage with Elected Members to review the reporting framework which optimises the level of information provided for scrutiny prior to the next substantive report to Committee in August 2026. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) √ Policy and Legal √ Financial √ Risk √ Page 164
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Staffing √ Best Value and Transformation √ Property √ Information Communications Technology/Digital √ Equalities. Social Inclusion and Economic Impact √ Climate Change and Biodiversity Impact √ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. 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. 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. Appendix 1 details the cost and savings across the approved projects. 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 Page 165
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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 is being considered as part of the Phase 2 structural review. 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 some of the projects within the transformation programme, as detailed in Appendix 2. 6.9 Information Communications/Technology/Digital There are no Information Communications/Technology/Digital implications from this report, although it is an aspect of several of the projects within the transformation programme, as detailed in Appendix 2. 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 contribute to future environmental sustainability and climate change, as detailed in Appendix 2. 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 Page 166
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programme, including as the project initiation board reviewing new mandates and driving forward specific project work. 8. BACKGROUND PAPERS 8.1 Vehicles: Pool Car paper (Member access only) 8.2 23 April 2024 Corporate Committee (item 06 Report ) and Appendix) 8.3 24 April 2024 Special Full Council (item 04 Report and Appendix 1 and Appendix 2) 8.4 13 August 2024 Full Council (item 6a Report and Appendix 1 and Appendix 2 8.5 5 November 2024 Corporate Committee (item 16 Report and Appendix) 8.6 28 January 2025 Corporate Committee (item 09 Report and Appendix) 8.7 10 June 2025 Corporate Committee (Item 08 Report)10 June 2025 Corporate Committee (Item 08 Report incorporating Appendix) 8.8 26 August 2025 Corporate Committee (Item 10 Report incorporating Appendix)) 8.8 26 August 2025 Corporate Committee (Item 10 Report) 8.9 24 September 2025 Full Council (Item 11 Report) 8.10 17 February 2026 Corporate Committee (Item 9 Report) Page 167
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APPENDIX 1 TRANSFORMATION PROGRAMME SUMMARY TABLE RAG status is aggregation of the three RAG categories in the project highlight reports. Revenue Capital Future Workforce Sustainability Jul'26 £120 £1,000 Upwards G Depot and Stores Rationalisation Sustainability Sep'28 £7,500 £210 £3,400 Level G Industrial Estate Economy Dec'26 Confidential - commercial negotiation Level G Customer Service CRM Sustainability Dec'26 £350 Service Quality / Capacity Level G BIM System Sustainability Jan'28 £72 Service Quality / Capacity Level G LED Lighting Economy Mar'28 £218 £38 Level G Solar PV Sustainability Mar'28 £333 £53 Level G ICT & Digital – Housing Repairs Community Dec'25 Service Quality / Capacity Upwards G Raising Attainment: Well-being (ASN) Community Feb'26 Service Quality / Capacity Level G Smarter Working Phase 3 (Homes) Sustainability Mar'26 £115 £200 £250 Level G Business Support for Schools Sustainability Mar'26 £27 Level G Digital Inclusion Raising Attainment Sustainability Mar'26 £25 Service Quality / Capacity Upwards G Just Transition Economy Apr'26 £3,200 Wide ranging business case Level A Moray Growth Deal Economy Dec'31 £92,848 Wide ranging business case Level R Levelling Up 3 Poverty Mar'28 £18,300 Wide ranging business case Upwards G Elgin Neighbourhood Board Community 2036 £20,000 Wide ranging business case Upwards G Learning Estate Community Mix £116,000 Wide ranging business case Level A Major Programmes Stage Project Corporate Priority Target Date Direction of Travel RAG Status Concept / Development Implementation / Delivery Complete / Closing Project Funding (£'k) Annualised Benefit (£'k) Page 168
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APPENDIX 2 TRANSFORMATION PROJECT HIGHLIGHT REPORTS Project Title: Future Workforce SRO/PM: H/ People, Change & Community Strategy / Senior HR Advisor Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DEFINITION £120K Approx. £1,000,000 per annum N/a GREEN GREEN AMBER Jul 26 45 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green • Research phase completed • Analysis of working hours and T&Cs (including working hours) completed • Benchmarking with other councils completed • Scoping exercise undertaken in conjunction with Service managers to determine any implementation risks of changing standard working week • IIA drafted – needs developed as project progresses, due to complexity of scoping process and potential impact on specific groups of staff Risks and Issues Overall risks with project: Business risks: - Customer service: Internal and external - Public reputation - Longer wait times / reduced service access - Industrial action - Low morale and employee or customer dissatisfaction Service / Operational / Implementation risks: - Timescales for landing all elements - Employee relations within services - Instability – prolonged period of change for employees - Risk of statutory deadlines / targets not being met - Loss of grant funding if timescales not met - Cost risks: Need to use more overtime / agency / recruit extra staff - Collective bargaining / change management process / timescales - Increased absence / labour turnover - Risk of additional costs through additional overtime or FTE required - Some tasks may need stopped / reduced - Workload – some services are already struggling to deliver workload, and this can be compounded with vacancies / difficulties in recruitment Next Steps •Recommendation on which (and the sequencing of) ways of working and terms & conditions changes should be delivered to ensure a sustainable, competitive employment package •Complete full business case to progress •Engagement and collaboration with Trade Unions Page 169
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Project Title: 19-0003a Depot and Stores Rationalisation SRO/PM: H/Housing, Property & Communities / Depot & Stores Proj Officer Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule PLANNING £7.5M £210,028 £3.4M GREEN GREEN GREEN Sep 28 9% Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Status: GREEN The project remains GREEN, with steady progress across key operational planning workstreams. The overall position is stable, and the refined sequencing continues to support realistic delivery expectations Progress since last period: • Work Breakdown Structures (WBS) have now been completed for each service and site. These have fed directly into the delivery sequencing, which has been refined to align more closely with operational capacity and service requirements, with tasks now assigned accordingly. • Depot release activity continues, with Tyock, Skateneuk and Auchenhove all progressing. Tyock remains on track for its planned March 2026 closure, and interest/ownership discussions are underway for Skateneuk. • In line with the Full Business Case, preparations are underway to return to the ED&I Committee in June to provide a formal delivery update. Risks and Issues • Delivery sequencing: Continued refinement is needed to keep plans aligned with operational capacity. • Consultation timelines: Depot closures remain dependent on consultation and change processes being concluded as expected. • Resource transition: Although stabilising, the shift in Project Officer resourcing continues to require oversight to maintain momentum. • Key dependencies: ICT, Estates and service availability continue to influence sequencing and delivery timescales. Next Steps • Progress Tyock Depot, Skateneuk, and Auchenhove closure activity through to implementation. • Continue service-level discussions to confirm operational needs and dependencies for further depot release opportunities. • Embed the refined delivery sequencing into live operational planning for individual depot sites. • Prepare a draft report for the June ED&I Committee meeting, in line with Full Business Case commitments. Page 170
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Project Title: 24-012 Industrial Estate (Transformation Strategy) SRO/PM: H/Housing, Property & Communities / SM/Property, Estates & Assets Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DELIVERY - - - GREEN GREEN GREEN 12/26 75% Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Project details, including financial information, risks and issues, and next steps are treated as confidential while transaction live. Details are included in Committee report to Council on 25 February. Risks and Issues Next Steps Page 171
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Project Title: 24-016 Customer Service CRM and systems support SRO/PM: H/Customer Experience, ICT & Digital Services / Business Support TL, Customer Svcs &Exp Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule Delivery 350k GREEN GREEN GREEN Dec 26 20 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green • Project marked as GREEN as currently on-time and in-budget. Project plan in place; Project Board and Team assembled. • All contract paperwork signed 05/01/26 • Existing CRM process mapping fully completed • Formal service engagement workshops commenced Risks and Issues A comprehensive project risk register has been developed and is being actively maintained as part of the overall Project Plan. The primary risk related to the delayed contract signing an issue outside Moray Council’s control which has resulted in significantly compressed timescales for build, testing, and go-live activities. This is further impacted by the absence of any discovery sessions with Netcall to date and lack of Netcall project team. Internal governance arrangements are well established, with regular Project Board and Project Team meetings in place. The Moray project team has now completed the majority of the required Netcall training. Service Engagement workshops have been delivered throughout January and February, with only two remaining to be completed in March. Approval has been secured to utilise an element of the project staffing underspend to appoint an additional Project Officer. This role will provide essential capacity to support build, test, and go-live activities in light of delays in Netcall mobilising their project team. Netcall have confirmed their project team will be in place from March 26. Next Steps Finish initial Service Engagement workshops (Mar 26) Discovery sessions with Netcall (Mar 26) Start CRM build (Mar 26) Page 172
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Project Title: 21-0010 Buildings Information Management Systems (BIM) SRO/PM: H/Housing, Property & Communities / Senior Asset Management Officer Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DELIVERY 72 - - GREEN GREEN AMBER Jan 2028 3 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Reason for Amber: • The schedule is currently Amber due to ongoing work with the consultancy to finalise key delivery details. The key headings and general content for the remaining work packages are now defined. The remaining content for Workstream 1 and Workstream 3 has been agreed, and a requisition was raised on 18 February. However, planning activities with Okana cannot progress until Procurement raises the order. • Training completion, sitting at 13% after six weeks of access to the training materials. 38% of staff have logged in to the platform. This is largely due to current workload pressures across teams. To return Green: • Procurement to raise the outstanding order so that Property and Okana can begin developing the delivery plan and timeline for the remaining content of Workstream 1 and all of Workstream 3. • Once planning is complete, detailed content and costings will be requested for the remaining workstream packages. • Training is required to be completed prior to remaining Workstream 1 content being delivered. Risks and Issues Okana and Property are currently planning the workstream packages required to review and audit our existing EDRMS (Electronic Document & Records Management System) and CDE (Common Data Environment). At the same time, IT are progressing the implementation of new Microsoft 365 services and configurations. This overlap introduces a risk that the review may not accurately reflect the future operating environment or fully identify the changes required. This will continue to be closely monitored. The schedule status has moved to Amber. While Property remain confident the workstreams can be delivered within the agreed timeframe, planning for the remaining content cannot advance until Procurement raises the outstanding order. Detailed timelines and resource plans from Okana will only be available once this order is in place. In addition, progress is at risk due to low training completion. Only 13% of training has been completed after six weeks, with 38% of staff having logged in. If personnel do not complete the required training, upcoming group sessions during Workstream 1 and later workstreams may not be fully effective, reducing the benefit and potentially impacting delivery confidence. Page 173
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Next Steps • Procurement to raise the outstanding order to enable Property and Okana to progress detailed planning for the remaining content of Workstream 1 and all of Workstream 3. • Work with Okana to develop the delivery plan and timelines for the remaining workstream packages once the order is in place. • Request detailed content and costings for the outstanding workstream packages following completion of the planning stage. • Increase training completion across all identified personnel, ensuring staff have the required foundation ahead of group sessions in Workstream 1 and subsequent workstreams. Page 174
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Project Title: 24-010 LED SRO/PM: H/Housing, Property & Communities / SM/Property, Estates & Assets Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DELIVERY £218k £38k - GREEN GREEN GREEN Mar 28 33 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Initial work on next phase of new lighting in school properties progressing. Review of delivery method progressing taking account of reduction in design option in house. Option on delivery will be presented as part of sign off of each project by Chief Finance Officer and Head of HP and C. Will be reliance on external support for design. Planning for work at Moray Resource Centre, Buckie library and Lhanbryde PS underway with works due in 2026. Costs and savings depends on projects taken forward with budget approved on spend to save principles paper to Transform Borad of 24 March demonstrated savings being achieved. Risks and Issues Continues to be some concern around future programme which relies on spend to save principles which limits expenditure in advance of approved project. Lookng at options to ensure induvial work packages can be developed without creating cost pressures. Next Steps Paper on savings generated to be shared with CLT. Continue to develop programme for wider estate and provide proposals for the next phase of projects looking at high energy consuming sites. Work being undertaken to ensure works link to any planned works in other assets. Page 175
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Project Title: 24-011 Solar PV SRO/PM: H/Housing, Property & Communities / SM/Property, Estates & Assets Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DELIVERY £333k £53k - GREEN GREEN GREEN Mar 28 33 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability x X Progress Update To include reason for Red/Amber status and actions to get back to Green New software package being implemented jointly with Climate Change Team to help in assessing energy savings/value for money calculation for future projects. Work progressing to identify next projects. Costs and savings depend on projects taken forward with budget approved on spend to save principles paper to Transform Borad of 24 March demonstrated savings being achieved. Risks and Issues Continues to be some concern around future programme which relies on spend to save principles which limits expenditure in advance of approved project. Looking at options to ensure induvial work packages can be developed without creating cost pressures. Next Steps Paper on savings generated to be shared with CLT. Submit proposals for approval under delegated powers focusing on properties with high electrical usage. Page 176
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Project Title: 22-007: ICT & Digital – Housing Repairs SRO/PM: SM/Building Svs / Senior Project Officer H&P Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule CLOSURE GREEN GREEN GREEN Dec 25 97 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green As a result of the Change Request submitted in September, the project was extended to December 2025 and is now in the Closure Phase • The issue with the customer facing version of the repair’s online customer reporting tool has been resolved. As a result, the updates which promote online booking for non-Emergency repairs have been implemented on the Customer facing webpage. Note: The Repairfinder functional updates will be held over for implementation in next financial year as they will have financial implications. • The Moray Mobile application development and implementation have been completed for both the Planner and standard version o The revised app for operatives has been rolled out with no further issues. Note: The next version of the app with additional features will be developed and rolled out post project o The Planner App for the Schedulers with its additional functionality has been tested and was implemented with the Scheduling Team from 24th November which allows jobs to be retained on the system for non-mobile workers e.g. contractors • Operationally annual leave and existing vacancies within trades have continued to impact but the service is still being maintained. However, two new processes have been implemented which keep cases open and retain on the system to allow better management and reporting are now in place. • Procedures being updated and handed over to Senior Scheduler • Out of Hours service continues to evolve operationally with further small amendments. • The interim processes to cover the end of the X Tag application and the implementation of the new NEC module is now fully in place with legacy data now available on an internal server. Risks and Issues RED Risk & Issues - None to report Next Steps • Monitor and finalisation of Phase 2 “To Be” processes and handover • Repairfinder Diagnostics tool - Finalise update of Repairfinder diagnostic tool and online tool server fix. • Complete end of project report Page 177
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Project Title: 18-013 Raising Attainment: Well-being (ASN) SRO/PM: H/Education / SM/Business Support Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule CLOSURE GREEN GREEN GREEN Feb’26 95% Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green End of project report went to ECLS in February 2026. Project now closed Risks and Issues Ongoing risks sit within business as usual with bi-annually reports to committee. Next Steps As above. Page 178
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Project Title: 22-013 Smarter Working Phase 3 SRO/PM: H/Housing, Property & Communities / SM/Property, Estates & Assets Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule CLOSURE £115k 200K 250K GREEN GREEN AMBER MAR 26 80% Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Status: GREEN The project remains GREEN, with steady progress across all remaining workstreams. The overall position is stable, and activities are transitioning into business-as-usual (BAU) as planned. The schedule remains AMBER due to licensing implementation timelines extending beyond March 2026. Progress since last period: • All snagging works at Rose Cottage have now been fully completed, finalising the closure of 10 Duffus Road. • Storage rationalisation and space utilisation work continues, with ongoing efforts to reduce surplus items and support directorates in managing workspace requirements effectively. • Corporate Phonebook: The core review phase is complete, and the work has now moved into the next stage of the process for implementation and ongoing maintenance. • Smarter Working SharePoint Site: Development is underway on a redesigned SharePoint site for the Smarter Working Interchange pages. The new version aims to be more intuitive, interactive, and easier for staff to navigate, with refreshed content and improved signposting. Risks and Issues • Relocation timelines for April and May 2026 remain on track; continued coordination is required to prevent slippage. • Resource pressures continue to impact the pace of storage and space planning activity, though progress is being maintained. Next Steps • Continue supporting storage and space utilisation activity, ensuring alignment with wider accommodation planning. • Embed BAU processes and updated guidance into the new Smarter Working SharePoint site and support its transition into live use. Page 179
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Project Title: 19-007a Business Support for Schools (Schools Business Admin) SRO/PM: H/Education / SM/Business Support Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule Closing 27k n/a GREEN GREEN AMBER Mar 26 80 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X x Progress Update To include reason for Red/Amber status and actions to get back to Green Updated paper to ECLS on 25/11/25 included ELC roll based option. Was agreed and change management plan being implemented. Saving agreed. Risks and Issues Next Steps Move to end of project report Page 180
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Project Title: 21-014 – Digital Inclusion Raising Attainment: Curriculum Breadth – Digital Inclusion SRO/PM: H/Educ & H/Customer Exp, ICT & Digital S SM/ ICT Infrastructure Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule Closing 24,500 N/A N/A GREEN GREEN AMBER Mar 26 95 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green All of the in-scope devices from the initial iPad asset list have been enrolled in the MDM system. All new devices are procured with a licence and are fully enrolled prior to their deployment by default. The total number of devices enrolled is just over 1306, of which 307 are devices procured after the start of the MDM implementation. On that basis, the project is now considered to have moved to business as usual. Risks and Issues • No new risks / issues Next Steps • End of project report • Project closure Page 181
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Project Title: Just Transition SRO/PM: H/Growth Planning & Climate / SM/Strategic Planning & Dev Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £’m Revenue Saving £ Capital Saving £ Objectives Budget Schedule CONCEPT 3.2 AMBER AMBER GREEN April 2026 65% Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green Project development proceeding, series of sub-groups working up project development templates. Roundtable engagement session held with local MPs and MSPs, and members of CCWG held on 8 January. Meeting with Council Leader and Cabinet Secretary for Climate Action held on 21 January. Agreed next steps including SG officials identifying additional/alternative funding opportunities from across government to support projects. Report to Council on 28 January agreed project shortlist, process for bid submission, next steps and ongoing engagement with MPs/MSPs and JCC. Met with Scottish Government officers mid February and talked through projects and likely timescales for Fund opening. Fund subsequently opened start of March with submissions to be lodged by 11th May. Officers working up details of what will go into bid, what elements could be multi year and how Prospectus can be updated to maintain the longer term aspiration. Risks and Issues Risk that funding is not made available in subsequent years to support delivery of projects. Risk that multi year approach for some projects is not supported. ambition. Next Steps Project subgroups to meet to refine/finalise project templates, identify other funding and firm up what will be included in this years bid. Officers to meet with JT Fund officials in late March/ early April to discuss how bid is shaping up. Page 182
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Project Title: Moray Growth Deal Programme
SRO/PM: SRO: Rhona Gunn, Executive Director Economy, Environment and Operations /
Programme Manager: Michael Kelly, Service Lead (Growth Deal)
Phase - 8
projects
within
programme
Budget Info RAG
Insert RAG colour and text per row.
Ensure reason for amber/red remedies in update
Project
Target
End
Date
%
Project
£’000
Revenue
Saving £
Capital
Saving £
Objective
s
Budget Schedule
- 6 in delivery
- 1 pre-
delivery (BE
Hub)
- 1 to be
scoped
(skills)
£92,848 n/a n/a Amber /
Red
Amber /
Red
Amber Dec 31 n/a
Transformation Strategy Priorities
Mark with a x which associated with project
Trend
Mark with a x under applicable arrow
Poverty Economy Community Sustainability
X X
Progress Update
To include reason
for Red/Amber
status and actions
to get back to Green
Amber / red status a result of challenges being experienced on 2 Growth
Deal projects. Work actively being progressed to mitigate these that will
enable the RAG indicator to be downgraded during Q1 2026/27 FY.
Skills project
Positive progress being made. Outputs from Optimat work considered at a
special meeting of the MGD Programme Board on 13 March. At this,
approval was granted for the recommended option to be advanced to a
Strategic Outline Case (SOC) stage subject to a number of conditions.
Optimat are working to complete the SOC by 31st March, with the PMO in
dialogue with the lead partner to secure commitment regarding how they
will approach and finance revenue costs associated with the OBC and FBC
stages. The aim is that at the 30 April MGD Programme Board, members will
be asked to formally approve the adoption of this project into the Deal and
for the Government review process to commence. An update paper will
submitted to 6 May Moray Council. {Post Script: now delayed to Council at
end of June}
Moving the Business Enterprise Hub project into delivery
Whilst progress has been slow, activity at the beginning of March indicates
resolutions are being identified for outstanding issues. A verbal update can
be provided at the Transform Meeting, but all parties are being asked to
conclude agreements and for the site to move into delivery by the end of
March.
Outside of these, recent milestones to highlight are:
- EY STEM: Visit by HRH Duke of Gloucester on 6 March and a pilot
session on 7 March for families to visit the centre, with over 120
attending over four, 1 hr sessions.
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- Member briefings: Across 2 and 9 March, briefing sessions were provided for Councillors on the status of all projects. Risks and Issues Programme Level Risk Mitigation Ability to realise benefits stated in full deal document (2021), specifically around job creation. This is due to a key project (skills) still being in development. - PMO working with PMs during Q4 to enhance benefits monitoring approach. - Outcome of skills consultancy work will provide indicative view of benefits that can be generated from finial project. - Revised Scottish Government benefits guidance due late Q4 / early Q1, informing the development of a revised benefits plan. With flat Government funding, inflationary pressures could affect the ability of projects to deliver some or all of their outputs. - Continued focus on cost, through the agreement of fixed price agreements, use of cost consultants and understanding fallback value engineering opportunities. - Projects to be aware of and explore external funding opportunities. Project level Risk Mitigation Positive Bus Revolution passenger numbers are predominantly from concessionary card users which weakens the revenue sustainability of services. Ongoing work to review evidence in advance of seeking approval for phase 3 expansion plans: AI review of service activity and modelling of mobile data transport data. Inability to move BE Hub project into delivery and advance the full development potential of South Street site. Work ongoing between the Council and Robertsons Property Limited to identify a replacement RSL for the site. Aim is for a positive outcome late Q4 at which point all parties can finalise legals and construction can start. Failure to secure sufficient funding to progress all or an economical viable phase of Grant Lodge renovation activity. Project will not move into construction tender phase until sufficient funding in place and applications have been made for external funding. Paper due to be submitted to Council on 6 May regarding next steps. Inability to identify a proposal for a replacement skills project that is capable of meeting Government Green Book requirements. Optimat consultancy work continues. Expectations is that by the 30 April MGD Programme Board a decision will be taken on whether to adopt a new skills project into the Deal. Page 184
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Next Steps April - Decision sought from MGD Programme Board on 30 April to formally approve the skills SOC and to move this into the outline business case stage (whilst seeking Government approval for this change). May - 2 papers being submitted to the 6 May Moray Council meeting: Grant Lodge update and skills project papers (both confidential) - The annual report paper will be submitted to the 26 May Corporate Committee meeting as part of the wider annual Transformation update and then the 3 June Community Planning Board meeting. Page 185
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Project Title: 24-005 Levelling Up 3 SRO/PM: H/Growth Planning & Climate / SM/Strategic Planning & Dev Prg Manager LUF Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £ Revenue Saving £ Capital Saving £ Objectives Budget Schedule DELIVERY £18.3M GREEN GREEN GREEN Mar 28 20 Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green • Main contractor appointed, Pat Munro for delivery of projects within LUF Procurement Framework (civils, active travel, small building projects). • Proposed changes reported to Council in August with further report agreed by Council in February 2026. • Legal agreements, consents and design all being progressed across the projects. • South Street development delayed until RSL partner confirmed. Legals finalised. • Gordon Arms Hotel title concluded and contract awarded. Risks and Issues • Risk of not agreeing terms with landowners/ developers. • Cost of materials and availability of workforce. Next Steps • Physical works start in Cooper Park at the toilet block and the pond. • Conclude Heads of Terms for central regeneration project. • Complete design works for all 2026/27 projects and finalise programme of works. • South Street conclude all legals and works start on site in April Page 186
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Project Title: 24-004 Plan for Neighbourhoods - Elgin Neighbourhood Board SRO/PM: H/Growth Planning & Climate / SM/Strategic Planning & Dev Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £’m Revenue Saving £ Capital Saving £ Objectives Budget Schedule CONCEPT 20 GREEN GREEN GREEN 10 yr Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update To include reason for Red/Amber status and actions to get back to Green • Community engagement completed. Projects assessed and scored. Regeneration Plan and Vision finalised and submitted by the deadline of 28th November. • Report agreed at 6 November Council meeting. • Working on updated Terms of Reference and a public “easy read” summary of the Regeneration Plan. • Preparing to move into Delivery and liaising with projects which have been included. • Chair and Vice chair of Board have indicated their intention to stand down in the coming months once recruitment for their replacements has been completed. Recruitment process will begin mid March with aim of reporting recommended chair and vice chair to Council in June. • Suggestion that feedback for all Towns in the Programme won’t be given until 31st March. No questions have been raised by MHCLG about the Elgin Regeneration Plan and informal feedback is very positive about the quality and detail. Risks and Issues Risk around future maintenance costs for the Council which is mitigated by a maintenance bond approach. Next Steps • Receive feedback on the Regeneration Plan and Vision to UK Government and make any changes necessary. • Host event likely in August to raise awareness of projects in the Plan which could be a wider Elgin Regeneration event. • Complete “easy read” summary version of Plan and Vision. • Update Terms of Reference approved. Page 187
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Project Title: Schools for Future – Learning Estate Strategy Delivery Programme SRO/PM: Corporate Director (Education, Housing and Communities)/Service Manager (Education Estate) Phase Budget Info RAG Insert RAG colour and text per row. Ensure reason for amber/red remedies in update Project Target End Date % Project £’m Revenue Saving £ Capital Saving £ Objectives Budget Schedule Major Program me - Mix 116.0 (Yr: 26/27 -28/29) GREEN AMBER AMBER ON GOING Transformation Strategy Priorities Mark with a x which associated with project Trend Mark with a x under applicable arrow Poverty Economy Community Sustainability X X Progress Update Risks and Issues Next Steps o Findrassie – project continues to be on hold due to updated roll forecasts. o Elgin High School: Agreement to scale down project to internal refurbishment option delivering 950+ capacity. Progress Concept design with Hub support, progressing as planned. o Forres Academy: Completion of baseline RIBA Stage 3-4 Detailed Design Apr 26. Hub Stage 2 report due May. Approved Planning Application - Special Committee Meeting 14 Jan 2026. Schools Act (2010) Consultation on school relocation approved by Council 25 Feb 26. Common Good - application to Court of Session late Nov – 1st hearing substantive hearing 5th May, further hearing with decision planned 11th May 26. Planned Full Business Case (final budget sum) and Contract progression agreement - target full Council 19 May 2026. Overall project - AMBER due to risk of delay in any of the statutory approvals impacting critical path. o Buckie – Phase hybrid project option 58 -72 months -- November ECLS report recommendations approved including options to continue being explored via continued use of hub appointed external design team in preparation for any future potential funding bids. Reviewing options for transfer of LEIP2 to element of Phased Hybrid project - letter to Scottish Government following ELCS Committee 23 Jun 26. o B-B Upgrade work – Initial 5 schools Phase 1 fabric first programme approved and progressing. Further 5 schools identified to complete design to 'ready for tender' stage. • Completed: Speyside HS, Milnes HS, East End PS, Rothes PS (Phase 1), Mosstodloch Phase 1, Mortlach Phase 1. • Construction Phase: Cullen PS - Phase 1 complete (external render - delayed). Phase 2 Mar/Apr 26; Rothes PS (Phase 1 in progress); Mortlach PS(Phase1 in progress), Alves PS - project delay due to design complexity, procurement issues. • Design Phase: Rothes Phase 2, Mosstodloch Phase 2. Mortlach Phase 2 Dyke, Burghead, Bishopmill, Aberlour and Knockando ASN Future Requirements: to be determined ASN Review infrastructure requirements. ASN capacity increase project planned for Millbank Primary school – Jun/Jul 2026. Page 188
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School Condition Surveys: All School Surveys completed. Plan for next cycle from 2026. School Suitability Surveys: New 5 Year Cycle planned and implemented. Asset Management Planning - Appointment of external Asset Management resource for next 6 months to develop Risk Optimised affordable asset management planning. NetZero Carbon Interventions: Working with Climate Team to review and agree 2030 and 2038 targets. Supporting strategy review and revision workshops. ASG Engagement – All Associated school groups (ASG) completed. Mar 26 Elected Members workshop on draft findings and options. Learning Estate Review Report to ECLS Committee later this year. Page 189
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Finance, Strategy and Transformation Author: Jon Matthews Contact Email: jon.matthews@moray.gov.uk Subject: Best Value Action Plan Progress Reporting 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To note progress against the actions in the Best Value Action Plan. 1.2 This report is submitted to Committee in terms of paragraph III B (7) of the Council’s Scheme of Administration, monitoring the Council’s Best Value Action Plan. 2. SUMMARY 2.1 The Council’s refreshed Best Value Action Plan was approved by the Corporate Committee on 26 August 2025 and was last considered by Corporate Committee on 17 February 2026. The Action plan includes improvement actions taken from external audit recommendations and internal self-assessment and elements of transformation. 2.2 This report summarises the progress in relation to each of the seven Best Value themes within the Action Plan. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee reviews and notes progress against the actions in the Best Value Action Plan detailed in Appendix 1. Jon Matthews Executive Director Finance, Strategy and Transformation Item 15. Page 191
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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: 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 The Corporate Committee agreed a refreshed Best Value Action Plan on 26 August 2025 that set out the Council’s priorities for the next three years to enable it to meet its Best Value duty (item 8 of the minute refers). The Plan considers several actions from external audit reports and from internal self-assessment and the Committee has agreed to receive quarterly updates. The last update was to Corporate Committee on 17 February 2026. 4.4 The updated Best Value Action Plan, showing progress is attached as Appendix 1 to this report. Progress can be summarised as follows: 4.4 .1 Vision and Leadership: • Constructive summit with Community Planning Partners on the 2025 wildfires response. 4.4.2 Governance and Accountability. • Work progressing on business continuity plans in readiness for end of June’26 as per Feb’26 Committee approval. • Significant activities completed across Cyber Resilience plans, with more planned in next two quarters. • Recruitment of leadership roles completed. 4.4.3 Effective use of resources: • Reporting for transformation programme aligned with other Council agendas and cadence. • Executive Director (Finance, Strategy & Transformation) recruited and in role. Their remit will review further improvements to be made across the transformation programme governance. • 2026/27 Balance budget set and clear assumptions made for capital projects. Medium-Long term financial strategy incorporated transformation project assumptions. Page 192
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4.4.4 Partnership and Collaborative Working: • Progress has been limited in the quarter. However, two significant roles to lead these initiatives have been recruited. They are the Executive Director of Finance, Strategy & Transformation, and Head of People, Change and Community Strategy. 4.4.5 Sustainable development: • The climate change strategy is progressing with community engagement, aligned with revised timeline set in Feb’26 Corporate Committee. • Funding has been secured for a Grampian region wide adaptation risk assessment from Climate Ready Regions funding at Scottish Government. Work is underway with Aberdeenshire and Aberdeen City Council under the fund’s parameters. 4.5 For the past two years the Council has carried out a joint Councillor/Officer Best Value self-assessment with questions based on national guidance. The outcome of this assessment has then fed into the actions in the Best Value Action Plan. 4.6 Planning is underway (in collaboration with the Improvement Services organisation) for a best value self-assessment workshop with councillors and the extended corporate leadership team on the 28th of April. This will focus on continuous improvement across the Best Value seven themes. 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 Public Sector Improvement Framework (PSIF) 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) 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 Page 193
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6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. The Best Value Action Plan supports the Council to deliver the priorities in the Corporate Plan and supports the Council values of Improving: drive improvement; Ambitious: ensure sustainable and efficient services; and Responsive: promote community participation and involvement and involve our communities. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Best Value Action Plan supports the Council to fulfil its statutory duty to demonstrate Best Value, introduced in the Local Government (Scotland) Act 2003. 6.4 Financial There are no specific financial implications, however, the Best Value Action Plan supports the Council in its duty to make best use of resources and there are a number of specific actions that relate to financial management that are moving forward. 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 Page 194
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6.8 Property None. 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact This is covered in the Best Value inspection regime itself and the Council’s duty to deliver best value. 6.11 Climate Change and Biodiversity Impacts Sustainable development is a theme with the Best Value Action Plan 7. CONSULTATION 7.1 This report has been prepared in consultation with Extended Corporate Leadership Team (ECLT) who have contributed to the action plan update 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 27 August 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) 8.6 Corporate Committee report on 28 August 2025 Best Value Action Plan (item 8) 8.7 Corporate Committee 4 November 2025 (Item 14 Report) 8.8 Corporate Committee 17 February 2026 (Item 11 Report) Page 195
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Best Value Action Plan 2025-2026: Progress Update Appendix 1 1. Vision and Leadership: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Collaborative Leadership – ensuring Members and Officers work effectively to secure key decisions 1.1 Strengthen links to strategic documents in Committee reports Head of Gov 01/10/2025 31/03/2026 100 December 2025: Additional guidance for authors on how to complete the “Summary of Implications” section has now been published by committee services. Action complete Sept 2025: Discussion at CLT around need for further guidance for authors on how to manage the new report template and “Summary of implications” section. Risk remains static within Corporate Risk Register. July 2025: New Committee template in place with ability to show links. Additional report drafting guidance being considered on how to complete the sections. April 26: action complete. December 2025: Remove specific action from plan Sept 2025: Committee Services working on guidance aim to put revised guidance in place by Dec 25. Updated guidance on interchange Community and Partner Engagement on Council priorities 1.2 Working with Community Planning Partners (CPP) to develop shared engagement CE / ED (FST) 01/07/24 30/06/26 85 March 2026: Wildfire Summit delivered jointly with CPP to stakeholders. December 2025: Shared work underway by CPP on Poverty and Wildfire Summit. Discussions held in respect of resourcing which will be progressed further when new post holders start. Sept 2025: Online Moray Engage now active and presentation/report was provided to CPP Board meeting. Update report on community engagement drafted for consideration by CPOG. July 2025: Discussion held with Community Engagement Group to reflect on the findings from the CPB self-assessment undertaken with the March 2026: Resourcing and working arrangements to be progressed now Council team in post. December 2025: Progress two events and agree resourcing and working arrangements. Sept 2025: CPOG to note community engagement position Consider resourcing for community planning Page 196
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1. Vision and Leadership: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log 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. Continuous Improvement – implement self- evaluation 1.3 Consider and establish service score cards to provide overview to develop and track service improvement corporately Head of PC&CS 01/08/24 31/03/26 90 March 2026: EGD PSIF complete with improvement actions agreed with HoS. Finance checklist analysis complete and planning around consensus session underway. Governance checklist being prepared for circulation. Evidence of common organisational themes emerging and some resistance around participation, reflected in checklist returns, consensus session numbers. December 2025: Programme progressing as planned. Improvements for HR/OD incorporated at DMT level. EGD PSIF process ongoing with consensus to agree improvement plan scheduled for January 26. Finance to begin Jan 26. Improvement actions are being recorded in service/team plans rather that separate score cards. With multiple PSIF processes complete, March 2026: Corporate PSIF assessment for Members and ECLT planned for April 2026. Outcomes from session to be reported to Corporate Committee in Aug’26. December 2025: continue with programme. Ensure it becomes a cyclical process. Report on initial findings to ECLT. Consider where best to capture actions and whether Pentana (performance information system) work meets Scorecard expectation. Page 197
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1. Vision and Leadership: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log arrangements to track improvements corporately can then be viewed and added to as subsequent services complete PSIF processes. Sept 2025: HR/OD self-assessment complete. Moray Engage in use for checklist, interchange page created to hold introduction. EGD PSIF underway and programme to July 2026 in place. 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. Page 198
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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 Head of Gov 28/03/24 30/06/26 [31/12/25] 90 March 2026: Remaining services working towards completed plans for the revised deadline December 2025: Business continuity plans have been prepared for 80% of services identified as critical services. Sept 2025: Work is ongoing to refine the template plan to services to tailor their response/mitigation measure for a wider range of potential disruption events. This is a more sophisticated approach than that previously adopted and should ensure better resilience. July 2025: Critical services identified. 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. March 2026: update position in June26 then remove from BV action plan and move to business as usual. December 2025: An extension of the deadline until 30 June is sought to allow remaining critical services to complete business continuity plans using the streamlined plan. Sept 2025: Finalise revised BC plan template for Nov 25. 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 199
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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. Head of Gov 28/03/24 30/04/26 100 Action Complete as per December note December 2025: • Critical services have been identified partly as planned through business impact assessment forms and partly from experience from the Covid Pandemic. • Given limited resources for guiding remaining services through the process, and the higher priority of having plans in place for critical services (Action 2.1) it is proposed that work on business impact assessments for remaining non-critical services is de- prioritised and embedded in a rolling programme which is monitored through CLT. Sept 2025: As below. July 2025: Critical services have been identified through business impact assessment and Business Continuity Plans are being developed for these services. Action Complete as per December note December 2025: Treat as completed. Sept 2025: Process will be embedded as a cyclical programme. Page 200
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Digital Resilience Management 2.3 Complete implementation of Cyber Resilience Plan H/CE, ICT&DS 28/03/24 30/09/26 [31/12/25] 60 March 2026: NRS inspection Action Plan and agreement to complete. Updates to cyber action plan ongoing to include emerging priorities. Completed Scottish Government (SG) Cyber Resilience Assessment (CRA) and awaiting bespoke actions arising therefrom. Intermediate Phishing Awareness module prepared and launched. Started preparations for next phishing simulation. ITHC revised to include requirements for Cyber Essentials. Restarted discussions with Cyber and Fraud Centre Scotland with a view to undertaking cyber incident response exercise with ECLT in May. Reviewing the free tabletop exercising (TTX Gym) from SG. Downloaded most recent versions of documents in the SG Cyber Incident Response toolkit. Attended supplier webinars for the provision of a Security Operations Centre (SOC) service following the dissolution of the Digital Office procurement project. December 2025: Senior ICT officer appointed at the end of Oct 25, which takes the Cyber Resilience and Information Security team up to full complement. Review of tasks and priorities on action plan started. Cyber and Fraud Centre Scotland lined up to do a desktop exercise for incident response. Phishing simulation completed in Nov 25. Cyber awareness modules for 2026 provisionally agreed. Report prepared in response to the Accounts Commission review of the cyber-attack experienced by Comhairle nan Eilean Siar. Sept 2025: Recruitment and selection process has taken longer than expected however, appointment of remaining Senior ICT Officer post is imminent. The consequential vacancy for the ICT Team Leader (Server & Network Team) arising from the internal appointment to cyber team has also been delayed. As a result, the ICT Team Leader (Cyber Resilience and Information Security Team) has primarily been focusing on the SWAN 2 project, which March 2026: Finalise cyber action plan including emerging priorities for 2026/27. Consider Areas to Improve from SG CRA and add actions arising to the plan. Review training uptake and report back to CLT. Undertake phishing simulation. Complete cyber incident response exercise with CAFCS and review outcomes. Complete ITHC and prepare for PSN accreditation submission. Review Cyber Incident Response Plan in line with latest SG template, as well as most recent versions of the playbook scenarios. Assess options for the SOC service. December 2025: Update cyber action plan. Undertake desktop exercise once all of the senior management posts are filled. Launch next training module (intermediate Phishing) late Jan / early Feb 26. Complete procurement for next IT Health Check and penetration testing. Request for Extension: The action plan has been reviewed by the new Head of Service for Customer Experience, ICT and Digital. Due to the number of outstanding actions that must be completed before the plan can be incorporated into business-as-usual activity, we request that the end date for this item be extended to 30 September 2026. Sept 2025: Catch up on work for cyber action plan, the Information Security Policy, and the desktop exercise for Incident Response. Undertake next phishing simulation in October. Finalise on security awareness modules for 2026. July 2025: Complete recruitment and selection process. Review and update Cyber Resilience Action Plan with revised Page 201
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log is a key priority to provide additional bandwidth for schools, and which has a deadline of December 2025. Progress on the cyber action plan, the Information Security Policy, and the desktop exercise for Incident Response, has therefore been limited. Cyber awareness training on Remote Working for corporate staff, and Ransomware for teachers and staff in schools has been undertaken. Going forward, future training modules will be launched in January, May, and September to avoid holiday periods. A requirements specification has been drafted for the procurement of external ICT security services. There is an expectation that all Councils will undertake Cyber Essentials certification as well as the PSN accreditation process. The requirements specification needs to be adjusted accordingly before running the competitive procurement exercise. 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. 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. Page 202
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Digital Resilience Management 2.4 Complete Business Continuity Plans/work for corporate and service cyber resilience H/CE, ICT&DS 28/03/24 30/09/26 [31/03/26] 60 March 2026: Discussions with business Continuity and Risk Manager ongoing. Working with services to review BC and Data Resilience processes. Work on Business Systems Review nearing completion – this will pave the way for identifying the list of prioritised information systems. Allocation of resource for service BCP. December 2025: Newly appointed Senior ICT Officer has started discussions with the corporate Business Continuity and Risk Manager with regard to Business Continuity Plans. Sept 2025: As indicated in 2.3 above, there has been limited resource available to progress this. July 2025: Limited progress during Q1. Priority for Q2. Establishment of dedicated team will help to progress this. March 2026: Progress work on Business Continuity plans. Complete Business Systems review. Progress service BCP. December 2025: Significant progress on Business Continuity plans. Start work on prioritised list of systems for Disaster Recovery. Request for Extension: The current state of business continuity plans across all services is still being assessed by both Internal Audit and ICT. It is anticipated that a clearer understanding of the scale of work required will emerge as this quarter progresses. However, it is already evident that this action will not be completed by 31 March 2026, and it is therefore requested that the end date be extended to 30 September 2026. Sept 2025: Draft final version of BC plan. July 2025: Draft final version of BC plan. Page 203
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2. Governance and Accountability: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Management restructure 2.5 Ensure the Council is actively recruiting to the vacant posts within the management structure and the plans are in place should the recruitment process be unsuccessful. Ensure constitutional documents are updated, interim arrangements are in place and post implementation evaluation is carried out. CE 01/09/2025 31/03/2026 100 March 2026: Structure populated and postholders started in post. Induction completed and work on Leadership Development underway. December 2025: Critical appointments have now been made. Constitutional documents have been updated to reflect the revised structure. PI’s relating to the restructure have been agreed. Sept 2025: A number of vacant posts have been filled however there are still significant gaps within the directorate of Finance, Strategy and Transformation and the post of permanent Chief Social Work Officer. CE has put interim arrangements in place for covering vacant posts and report due to December full Council to amend Scheme of Delegation. March 2026: Key action complete. December 2025: remaining postholders have still to take up posts. PI’s to be collected for evaluation post-implementation. Sept 2025: Second round of recruitment with revised advertisement focus is underway. Page 204
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Page 205
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Transformation and Sustainable Services 3.1 Stage 3: Future council programme (normal business) CE / ED (FST) 01/08/24 28/08/26 70 March 2026: Executive Director for Finance, Strategy and Transformation (ED FST) in role from mid Feb’26. His role includes lead officer for the transformation programme. Transformation Board met 24th March for a review of each project. Councillor briefing session on 9th March which provided greater visibility on the Moray Growth Deal projects. December 2025: work continues to develop the planned projects in the Transformation Strategy. Council on 3 December approved resources for the improving attendance project; the Transformation Board on 8 October noted the end of project report for ASN and this is planned for committee early in 2026. The MGD early years stem facility is preparing for opening with early access tours taking place in December 2025. Progress also continues on the learning estate projects with updates being presented to ECLS committee in November 2025. Sept 2025: Council on 24/9/25 approved Stage 3 of the Transformation Strategy and update set of projects to support delivery of the strategy 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 March 2026: Report to Corporate Committee on 26th May, which will summarise overall transformation programme, as well as providing one-page summaries of each project. December 2025: Initiation of Improving Absence project Progress project approvals for Regional Renewable Funding project Sept 2025: Development of projects and new areas for consideration by Transformation Board 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 comm overview report Page 206
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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 CE / ED (FST) 01/08/24 30/01/26 100 December 2025: Reporting to the Transform Board has been streamlined to provide better oversight and alignment to Committee progress reporting which is next scheduled for March 2026. Development work now complete and governance operating effectively Sept 2025: Updated agenda and reporting format prepared for Transformation Board to improve oversight, tracking and consistency of reporting format for committee. Council on 24/9/25 approved Stage 3 of the Transformation Strategy and update set of projects to support delivery of the strategy 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. December 2025: Progress reporting to March Corporate committee Now established way of working. Development work complete Page 207
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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 3.3 Build in engagement with communities and staff about the need for change and impact any mitigation of proposed changes. CE / ED (FST) 01/08/24 30/01/26 100 December 2025: Information has been prepared ready to support budget position in early 2026. Moray engage now being actively used for internal and public engagement. Community engagement is established part of transformation approach (e.g. learning estate, growth deal projects, leisure and libraries as illustrations of approach) Sept 2025: Community engagement work continues through the Moray Engage online engagement platform. In addition, Leisure user groups have been formed and initial meetings underway. 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 December 2025: now established ways of working. Development work complete Sept 2025: Leisure user groups to meet. Continued promotion and use of the online engagement tool. July 2025: Leisure user groups to be established Online engagement tool to launch Transformation and Sustainable Services 3.4 Annual reporting on Transformation Strategy and Moray Growth Deal to be aligned Ref: BV Thematic Action 3 CE / ED (FST) 01/09/25 31/03/2026 100 Action Complete as per December note December 2025: Improvements made to the operation of the Transform Board and reporting to committee will include aligning annual reporting. Sept 2025: Discussions are ongoing about aligning reporting streams. Meantime transformation board updates are being re formatted to show similar alignment. Action Complete as per December note December 2025: As below. Sept 2025: Reporting will be aligned in 2026 and discussions between relevant officers ongoing. BV thematic report Corp cttee 26/08/25 Page 208
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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 3.5 Review Transformation Programme Governance Ref: BV Thematic Action 7 CE / ED (FST) 01/03/2026 30-09-26 30/03/26 30 March 2026: Improvements implemented however ED (FST) will review and consider any further improvements required. Updated Transformation Programme Committee Paper being presented to May’s meeting. December 2025: Improvements made to the operation of the Transform Board and reporting to committee. Project development and monitoring is operating effectively within these governance arrangements. Work has been delayed due to vacancies in the management structure. Policy and procedure document review remains to be actioned Sept 2025: A light touch review has been completed with a substantive review postponed until recruitment to the Head of People, Change and Community Strategy is completed March 2026: ED(FST) reviewing programme governance December 2025: Policy and procedure document review Extension of timescale to Sept 2026 requested BV Thematic report Corp cttee 26/08/25 Page 209
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log 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. CFO 01/07/24 31/03/2026 75 March 2026: Q3 Capital Monitoring (reported to CC 17 Feb 2026) Estimated full year outturn of 65% Capital Plan delivery. Full year spend figures expected ~20 April and to be reported to Council June 2026. December 2025: Revised RAG introduced to highlight deviation from target spend. Sept 2025: Q1 report introduced a target spend of 90% of budget to date – slippage of over 10% in any asset class will be reported to Corporate Committee for individual scrutiny 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 Capital budget managers are being challenged to develop more detailed timelines for their projects to improve forward planning. December 2025: Draft capital budget for 2026 onwards prepared March 2026: Q4 report June 2026. December 2025: Q3 report February 2026 October to December 2025: Review of capital plan 2026 to 2029 including detailed phasing review December 2025: 3 year plan and 10 year indicative plan to be drafted and reported to Council January 2026 Officers use only: Guidance for Budget Monitoring to Committee Capital Plan 2024/2025 04/12/2024 Q1 capital report to Corporate Committee 26 August 2025 Q2 capital report to Council 3 December 2025 3.7 Ensure capital budget set in advance is realistic, reducing the need for significant budget amendments in the first months of the financial year. CFO 01/09/2025 28/02/26 100 March 2026: Budget for 2026/27 set using realistic assumptions. It is noted that these assumptions rely on key tool-gates being reached across both funding and project activity, which if not met, will lead to budget variances. March 2026: Progress versus budget will be completed as part of core Council financial reporting. Page 210
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3. Effective Use of Resources: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Financial Management 3.8 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 CFO 01/01/26 28/02/26 100 March 2026: Complete. Presented to Special Meeting of Moray Council 25 Feb 2026. December 2025: work on update underway Sept 2025: Update planned for February 2026 to meet timescale for 2026/27 budget. March 2026: Complete. No further action. December 2025: report to council February 2026 Sept 2025: Commence update including link with latest transformation Strategy update. BV thematic report Corp cttee 26/08/25 Page 211
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4. Partnership and Collaborative Working: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Page 212
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Partnership Working for Moray 4.1 Work with Community Planning Partners (CPP) to develop shared priorities for incorporation into Local Outcome Improvement Plan (LOIP) CE/ ED (FST) 28/03/24 31/10/26 35 March 2026: The Head of People, Change and Community Strategy has begun engagement with CPP partners to better understand where there may be gaps in shared working and alignment across partners. Building on this, a session is planned for the April officer meeting to discuss how partners will develop an engagement plan in preparation of the next iteration of the Local Outcome Improvement Plan (LOIP). This will focus on gathering robust evidence of need and ensuring that future priorities are shaped collaboratively and reflect the collective insight of partners and communities. December 2025: Shared work underway by CPP on Poverty and Wildfire Summit. Discussions held in respect of resourcing which will be progressed further when new senior post holders start. Work will then focus on developing shared priorities for incorporation into a new LOIP. Sept 2025: Changes in senior representation at CPOG / CPB have delayed the ability to progress the development of new LOIP. CPP sessions to be planned. 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 March 2026: Work to be progressed and timeline developed. December 2025: As below following new post holders taking up roles. Sept 2025: Plan and undertake CPOG / CPB session to identify and agree process and resource to progress work. Partnership Working for Moray 4.2 Investigate and develop potential single Moray Plan CE / ED (FST) 28/03/24 31/10/26 12 March 2026: No further work has been developed on a single plan following the new Moray Council Corporate Plan, published in 2024. As engagement begins on the new iteration of the LOIP, work will be carried out to better align the plans with the aim to move to a single Moray plan in future years. March 2026: Work to be progressed and timeline developed. December 2025: As below following new post holders taking up roles. Page 213
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4. Partnership and Collaborative Working: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log December 2025: As below and will commence following new post holders taking up roles. Sept 2025: Changes in senior representation at CPOG / CPB have delayed the ability to progress the development of new LOIP and consideration of a potential single Moray Plan. CPP sessions to be planned. 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. Sept 2025: Plan and undertake CPOG / CPB session to identify and agree process and resource to progress work. Page 214
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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. CE / ED (FST) 28/03/24 31/10/26 10 March 2026: As per note below – work underway for Health and Social Care. December 2025: Discussions are ongoing to identity areas of either shared services or delivering ‘once for Grampian’ Sept 2025: Early discussions have commenced with partners to identify areas to align activity – e.g. at Chief Officers Group, MIJB, NHS Grampian, Improvement Service 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 March 2026: Progress H&SC work. Newly recruited Executive Director for Finance, Strategy & Transformation reviewing opportunities for creating efficiency and effectiveness from partnership approach, starting with their direct corporate service remit (e.g. procurement). December 2025: As below – areas suited to this approach to be identified and explored. Sept 2025: Continue discussions to identify and agree process and resource to progress work. Page 215
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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 CE / ED (FST) 28/03/24 30/10/25 100 December 2025: Continuing as established work. Sept 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. 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. No further development work - complete Page 216
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5. Sustainable Development: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Sustainable Development Identify any gaps that require consideration and action. ED EEO 8/03/24 30/11/26 [31/03/26] 70 March 2026: The area wide climate change strategy is progressing with the information gathered in from the community workshop analysed and organised into themes. This is being supplemented by directly engaging with additional businesses and organisations identified at the workshop and gathering in additional information around the themes through wider community engagement. Moray CAN is progressing how to present the strategy as an online accessible resource rather than a static document. Funding has been secured for a Grampian region wide adaptation risk assessment from Climate Ready Regions funding at Scottish Government. This is a partnership of Moray, Aberdeen and Aberdeenshire Councils with Aberdeen City Council being the lead organisation for the grant. Within the climate risk assessment, council specific annexes for each council area will be developed to ensure internal relevance, alignment with local strategies and ease of communication with communities and partners. This will be used to supplement the area wide climate change strategy. Community views have been gathered on the revised Moray Council Climate Change Strategy. There were no changes to the sustainable development section. March 2026: Timeline for the area climate change strategy is in draft and will be available ahead of the November meeting of Corporate Services Committee, the Moray CAN annual gathering (October), and the Community Planning Partnership, before going out for wider community consultation through Moray Engage. Grampian region wide adaptation risk assessment to go out to tender and work to be completed during financial year 2026-27 in line with grant conditions. Final version of the revised Moray Council Climate Change Strategy to be presented to the May Full Council. Climate Change Strategy/updated Routemap to Net Zero - ED & I 10/03/2026 (item 13) Local Heat and Energy Efficiency Strategy (LHEES) Update 2026 ED & I 10/03/2026 (item 14) v Page 217
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December 2025: The MEP subgroup has met again and discussed the community involvement around the socio-economic benefits of renewable energy and infrastructure upgrades. The Council’s Climate Strategy which will embed sustainable development is out for consultation. Officers and Moray CAN are meantime progressing the area wide climate change strategy and have held a community workshop to gather information. However additional community engagement is required, Moray CAN have been unable to prioritise this for the December deadline but now have funding for 2026/27 and can programme this activity. December 2025: The MEP subgroup is reporting up to MEP the issues around the infrastructure upgrades. The area wide climate change strategy has taken longer due to partnership working. Moray CAN will now programme in additional community engagement activity. In addition, shared work on adaptation is being investigated which would be invaluable in framing the Regional CSS. Based on these discussions a further extension is sought to November 2026 for two elements of actioning gaps, broken down as follows: • Scope out partnership interest in shared sustainable development priorities/actions in the LOIP Review – this aspect will be taken forward in an area wide Climate Change Strategy which is taking longer than anticipated due to partnership working, but a draft for consultation is anticipated to be available ahead of the November meeting of Corporate Services Committee • Consider and Embed Community views on sustainable development in the revised Climate Change Strategy – this has been done at a level appropriate for the Council’s own strategy, with reporting of the final strategy to be done before the end of June 2026 at the latest. Climate Change Strategy - FC 24/9/2025 (item 10) Climate Change Plan & Route to Net Zero - FC 27/8/2025 (item 12) Climate Change Overview - CPB 03/12/2024 (item 2) Climate Change Strategy / updated Routemap to Net Zero - FC 4/12/2024 (item 15) Page 218
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5. Sustainable Development: Actions Lead Start Date End Date % Complete Current Position Next Step Evidence Log Sept 2025: The MEP subgroup has met twice and agreed a focus on climate change including sustainable development alongside other areas. Talks with Moray CAN and others on an area wide climate strategy are progressing. 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. Sept 2025: The MEP subgroup needs to identify shared priorities with work plans allied to these. Work on the Area wide strategy can now proceed apace following on opening of consultation on the draft Climate Change Strategy and as Moray CAN have now held their annual conference on 3.10.25. There is a need to extend the end date for this work to reflect availability of partnership resources and this is sought to 31.3.26. 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. Page 219
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Atholl Scott Contact Email: atholl.scott@moray.gov.uk Subject: Risk Appetite Statement 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to seek approval of a Risk Appetite Statement, developed following a briefing and workshop session held with councillors and senior managers in attendance. The statement will provide a point of reference when considering risk as part of the decision-making processes of the Council and its committees. 1.2 This report is submitted to Committee in terms of Section III (B) (36) of the Council’s Scheme of Administration relating to council wide or corporate risk assessment and the mitigation and management of these risks. 2. SUMMARY 2.1 Good governance practice within local government requires the effective management of risk. Currently the Council has the following mechanisms in place to manage risk: • A Risk Management Policy and guidance. • Strategic and service/project specific risk registers • Consideration of risk implications in committee reports 2.2 The Council’s Corporate Risk Register (CRR) describes the strategic risks the council faces and how these risks are being managed. The Council currently reviews its CRR on a quarterly basis and the latest iteration, dated April 2026, is provided as a separate item on the agenda of this committee meeting. 2.3 Whilst the CRR references the concept of risk appetite, national guidance suggests that the Council should also have in place an overarching Risk Appetite Statement. 2.4 A briefing and workshop was held with Councillors and the Corporate Leadership Team on 29 October 2025 at which views were gathered on the level of risk appetite that might be acceptable for the Council across eight strategic risk categories aligned to the Corporate Risk Register. Item 16. Page 221
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2.5 Following evaluation of the workshop session a draft Risk Appetite Statement has been prepared and is provided as Appendix 1 for approval. 3. RECOMMENDATION 3.1 It is recommended that Committee: i) considers and approves the draft Risk Appetite Statement provided as Appendix 1 to this report; and ii) agrees that the Risk Appetite Statement be added to report writing guidance as a source of reference for Officers drafting committee reports. Atholl Scott Business Continuity/Risk Management Officer 4. BACKGROUND AND CONTEXT 4.1 4.2 Risk appetite is defined as the level of risk an organisation is willing to accept in pursuit of its strategic objectives. The Corporate Risk Register (CRR) references the appetite for risk under high level risk themes. Appetite levels vary, for some risk themes the overall risk exposure needs to be minimised, for others, there is greater openness to higher levels of risk. Higher levels of risk are appropriate where there is agreement that such risk levels are both proportionate and necessary in pursuit of the council’s established objectives and priorities. Risk appetite informs decisions we all make as individuals; for example, in relation to participation in extreme sports, some will be averse to taking part, others will be willing or eager to do so. Similarly, savers with a lower risk appetite may opt for the security and fixed returns from bank deposits; others with a higher risk appetite may pursue potentially greater returns from other investments. Risk management in the council has added complexity but the broad principles around determining risk appetite are similar. 4.3 Traditionally Councils, with responsibility for public funds, have been seen to be risk averse, however, there is now broad acceptance that informed and managed risk taking is both appropriate and necessary to support delivery of Best Value. Risk appetite will vary depending on circumstances presenting, as such there is a need to give consideration to risk appetite levels from time to time, having regard to known wider external influences and to both strategic and operational challenges within the council. Page 222
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4.4 4.5 4.6 4.7 4.8 4.9 4.10 The levels of risk appetite can be described on a continuum as follows: Low risk - Willing to accept only little or no risk Lowest risk appetite Low to Moderate risk- Willing to accept a low amount of risk Moderate risk - Willing to accept a medium amount of risk Moderate to High risk - Willing to accept a higher amount of risk High risk - Willing to accept a high level of risk Highest risk appetite It is important that all relevant factors are considered when determining the approach to be taken. In most instances the council will have to consider an aggregate of several or sometimes multiple risk issues as part of its decision-making processes. Consideration of risk appetite is not new, and the council, through established governance arrangements, routinely considers the impact of risk when determining policy priorities and outcomes. There may also be instances where risk appetite is exceeded, requiring risks to either be tolerated or actions taken in further mitigation. Illustrative recent examples include roads maintenance plans for the current year, where a deterioration of roads condition exceeded appetite - but has been tolerated given the council’s relative position compared with other Scottish councils and financial constraints; and absence management data which detailed that both appetite and tolerance levels had been exceeded and required further targeted interventions. A briefing/ workshop session was held with councillors and the Extended Corporate Leadership Team on 29 October 2025 to reflect on risk appetite across eight strategic risk categories aligned to those in the Corporate Risk Register. The discussion and debate was extensive with multiple viewpoints expressed. Workshop participants recognised that determining risk appetite in any given set of circumstances can be both complex and challenging. Consideration was given at the workshop to: • Aligning levels of risk appetite to strategic objectives • Using risk appetite to support decision making consistent with sound management of public resources. • Levels of risk tolerance- the level of variation from the Council’s ideal risk appetite position that is acceptable before action or escalation is required. Outcomes from the workshop discussions are summarised below The draft risk appetite statement expands on this information and is provided as Appendix 1. Strategic Governance and Leadership -Risk Appetite – Moderate to High Effective strategic governance and leadership has been recognised as key to delivery of Best Value, and consideration of risk is a necessary element of strategic decision making to optimise delivery of services to the Moray community. Legal and Regulatory Compliance – Risk Appetite - Low Page 223
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4.11 4.12 4.13 4.14 4.15 4.16 4.17 There is acknowledgement of the importance of the regulatory framework the council operates by, and of the need for compliance with laws or regulations. Financial and Resource Management- Risk Appetite - Moderate There is consensus that appropriate and effective financial controls must be maintained but this does not preclude innovative action to ensure services are sustainable and can be preserved so far as is practicable. Workforce and Organisational Capacity -Risk Appetite -Low to Moderate With staff being the council’s most important resource there is a commitment to improving organisational culture in areas including communications and staff engagement and promoting opportunities that encourage applications for vacant posts. Operational Service and Performance – Risk Appetite – Moderate to High The challenge of maintaining operational service and performance standards has been recognised and there is an appetite to pursue opportunities for change in circumstances where tangible improvements are assessed as achievable.. Digital, Information Governance and Technology- Risk Appetite -Low to Moderate The council is averse to any occurrences that may result in loss, theft, or unauthorised access to information that it holds, while embracing an appetite for sustainable, well thought through digital transformation. Reputational- Risk Appetite - Low The The council l seeks to mitigate risks that may impact on its reputation , acknowledging that a higher level of risk may present where agreed council decisions seen as necessary prove unpopular. Environmental and Climate - Risk Appetite -High The appetite for addressing environmental risk is already evidentwith multiple measures taken to mitigate the effects of climate change and further plans in train to maintain momentum as financial resources allow. 5. PROPOSALS 5.1 Adoption of a risk appetite statement affirms and guides how risk is being managed within the organisation as a contribution to delivery of best value services and in line with good governance practice. 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 Page 224
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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)) Aligning risk management to Corporate Plan priorities will better enable the Council to fulfil the ambitions set out in its strategic plans. 6.3 Policy and Legal In line with good governance arrangements promoted by the Chartered Institute of Public Finance and Accountancy and the Society of Local Authority Chief Executives, the council is committed to the effective management of risk. The development of a Risk Appetite Statement supports this commitment. 6.4 Financial Whilst there are no financial implications arising directly from this report, defining the Council’s appetite for financial risk will assist with sound financial management. 6.5 Risk This report seeks approval of a Risk Appetite Statement that will assist the council to determine the level of risk it is willing to take to deliver best value services and meet its corporate objectives. 6.6 Staffing There are no implications. 6.7 Best Value and Transformation Having well developed risk management processes will assist the Council in the effective use of resources. 6.8 Property There are no implications. 6.9 Information Communications/Technology/Digital There are no implications. 6.10 Equalities, Social Inclusion and Economic Impact Whilst there are no direct implications, defining risk appetite can assist in identifying areas for prioritisation. 6.11 Climate Change and Biodiversity Impacts Whilst there are no direct implications, defining risk appetite can assist in identifying areas for prioritisation. 7. CONSULTATION Page 225
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7.1 This report together with the draft Risk Appetite Statement has been prepared following a briefing/workshop with Councillors and the Corporate Leadership Team. The workshop acknowledged the importance of effectively managing risk as a key element of the council’s decision-making processes. This led to the development of the risk appetite statement which sets indicative levels of risk the council would be willing to accept that deliver the optimal outcomes for service users and the wider Moray community. 8. BACKGROUND PAPERS 8.1 None. Page 226
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Appendix 1 Moray Council - Risk Appetite Statement 1. Introduction This Risk Appetite Statement defines Moray Council’s approach to risk-taking across its strategic and operational activities. It supports informed decision-making and ensures alignment with the Council’s values, strategic objectives, and statutory obligations. The Council adopts a balanced approach to risk-taking, acknowledging that transformation, innovation and service improvement often require managed risk-taking to ensure optimal use of available public funds and resources. 2. Risk Appetite Levels and Definitions For the purposes of determining the appetite for risk taking in any decision-making processes the council has adopted the risk appetite levels and definitions detailed below: Risk Appetite Levels Low - Willing to accept only little or no risk Lowest risk appetite Low to moderate - Willing to accept a low amount of risk Moderate- Willing to accept a low to medium amount of risk Moderate to High - Willing to accept a medium amount of risk High- Willing to accept a higher level of risk Highest risk appetite Risk Definitions Low Definition: Avoids risk wherever possible. Only accepts risks that are essential to statutory compliance or legal obligations. Prefers certainty and control. Low to Moderate Definition: Accepts minimal risk only when necessary to deliver core services. Strong preference for conservative approaches and proven methods. Risk-taking is rare and tightly controlled. Moderate Definition: Willing to accept limited risk to improve efficiency or effectiveness, provided robust controls are in place. Prefers incremental change and tested solutions. Page 227
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Moderate to High Definition: Prepared to take measured risks to innovate, transform services, or achieve strategic objectives. Accepts that some initiatives may fail if the potential benefits justify risk taking. High Definition: Actively seeks opportunities that involve significant risk where the potential for transformational impact is high. Encourages bold decisions and experimentation within governance boundaries. 3. Corporate Risk Register Consideration of what might be an acceptable level of risk taking on a scale from low to moderate to high across each of the eight risk themes in the Corporate Risk Register has been informed by a workshop involving senior leaders (councillors and chief officers). The workshop established that a range of risk appetites can exist within an individual risk theme; the risk appetite determined in aggregate for each theme is as follows: Strategic Governance and Leadership – Risk Appetite – Moderate to High • The council is willing to take high risks where these are likely to contribute to the successful delivery of its high-level corporate plans. • The council is accepting of moderate to high risks linked to collaborative working with partners where tangible community benefits are assessed as likely to be achieved. • Senior leaders have low appetite for taking risks that would breach standards of conduct protocols. Legal and Regulatory – Risk Appetite - Low • There is acknowledgement of the importance of the regulatory framework the council operates by, and it has a low appetite for taking risks that breach laws or regulations. • Capacity issues can bring challenges in ensuring full compliance across all policy areas; the council consequently has a moderate approach to such risks to mitigate against complaints and/or litigation. Financial and Resource Management – Risk Appetite - Moderate • The council has a low appetite for any risks that would result in financial failure. • A moderate to high appetite for risk nevertheless contributes to responsible use of financial resources and ensure services can be preserved or enhanced so far as is practicable. • There is a moderate approach to borrowing and investment in line with treasury management protocols covering borrowing and investment. Page 228
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• A low to moderate risk approach is adopted in respect of internal control systems to limit adverse findings from internal and external audit processes. Workforce and Organisational Capacity – Risk Appetite – Low to Moderate • The council has a low risk appetite for recruitment of persons without requisite skills but accepts moderate to high risk taking that promotes opportunities that encourage applications for vacant posts, and similarly to taking risks that promote organisational development. • The council has a high risk appetite for improving organisational culture, in areas including communications and staff engagement. • There is a low to moderate appetite for risks that impact staff support and welfare arrangements, and a low risk approach in all matters relating to the health and safety of the workforce. Operational Service and Performance – Risk Appetite – Moderate to High • There is a moderate appetite for risk in relation to change affecting buildings, plant and infrastructure – this approach being taken having regard to multiple factors including costs, public opinion, and service demands. • A high risk approach can be applied where tangible service improvements are identified, with some short-term disruption acceptable where longer term benefits are considered achievable. Digital, Information Governance and Technology – Risk Appetite – Low to Moderate • The council has a low risk appetite for any actions that may result in loss, theft or unauthorised access to information that it holds. • It has a moderate appetite for progressing development of technical solutions to replace paper-based systems, mindful of the impact on service users who may feel excluded and the need for proper migration of data. • There is a moderate to high risk appetite for sustainable well thought through digital transformation. Reputational Risk – Risk Appetite - Low • The appetite for reputational risk is low with the council looking to act in the best interests of the Moray community and its citizens. • Decision making is conducted in an open and transparent way including integrated impact assessments and engagement and consultation processes, where appropriate, to minimize reputational risk impacts. • It is acknowledged that a high level of risk may be evident where agreed council decisions, seen as necessary, prove unpopular. Environmental and Climate – Risk Appetite - High • The appetite for addressing environmental risk is high albeit with the limiting factor of financial constraints. Page 229
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• The council has progressed energy efficiency measures on multiple fronts and has a moderate to high appetite for further measures that have positive impacts on energy use. • With its declaration of a climate and nature emergency the council has a high appetite to pursue adaptation measures in a sustainable, affordable, and proportionate manner. • The risk appetite for procurement is moderate given the regulatory framework that applies nationally, with the council supportive of local procurement opportunities and community wealth building where possible. 4. Governance and Review This first Risk Appetite Statement provides examples of risk implications that typically require to be considered by the council and its committees, and has been prepared as an aid to strategic decision/policy making. The Risk Appetite Statement will be subject to review after one year to assess its impact on corporate risk management practice. April 2026 Page 230
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Atholl Scott Contact Email: atholl.scott@moray.gov.uk Subject: Corporate Risk Register – April 2026 update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide the Committee with the latest updated version of the council’s Corporate Risk Register. 1.2 This report is submitted to Committee in terms of Section III (B) (36) of the council’s Scheme of Administration relating to council wide or corporate risk assessment and the mitigation and management of these risks. 2. SUMMARY 2.1 A key element of good governance is the effective management of risk. Risk is routinely managed in many forms in the delivery of council services, and specific risk issues are considered in all reports requiring a decision that are submitted to council or its committees. 2.2 The updating of the Corporate Risk Register provides the opportunity for senior leaders to reflect on the principal risks affecting the organisation, to consider how these risks are being managed, and to provide assurance that the measures in place to mitigate them remain both appropriate and proportionate. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the updated Corporate Risk Register dated April 2026 attached as Appendix 1 to this report. Atholl Scott Business Continuity/Risk Management Officer 4. BACKGROUND AND CONTEXT 4.1 Managing risk is a continuous process necessary to ensure that appropriate governance standards are met in the use of public money and in the delivery of council priorities. Risk Item 17. Page 231
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informs day to day decisions at all levels of the organisation. The council has a risk management policy and guidance to aid its risk management practice. This includes a requirement for the periodic consideration of an updated Corporate Risk Register summarising the principal risks facing the council. 4.2 This Committee last considered the full Corporate Risk Register at its meeting on 4 November 2025 (paragraph 15 of the minute refers). The principal risks facing the council together with the actions being taken or planned to mitigate them were approved. Committee also noted, following a workshop on risk appetite on 29 October 2025, that plans were in train to simplify the form and content of the Register. This will take effect from the next update, subject to approval of the draft Risk Appetite Statement provided for consideration as a separate item on this agenda. 4.3 4.4 Of the nine risk areas described in the risk register provided in Appendix 1, the residual risk scores have been reviewed to take account of recent policy and practice developments and improvements. Notwithstanding this, the risk scores in seven of the nine risk categories remain unchanged, with residual risks relative to Finance reduced because of sustained changes made to how available financial resources both capital and revenue are managed, and in relation to HR(People) where Phase 1 changes to senior management structures have been completed, and enhanced procedures put in place to address higher staff absence in some services. A brief overview of outcomes from the CRR review is as follows: (scoring based on a likelihood x impact matrix- maximum score 5 x 5 =25) Risk Issue Risk Score (Likelihood x Impact) Commentary Collaborative Leadership 3x4 =12 No change Good progress towards achieving Best Value outcomes achieved. Senior management roles now filled. Score may be subject to further review when outcomes of current elected member survey are known. Financial 4x4 =16 (was previously 5x4 =20) Risk reduced Balanced budget achieved for 2026/27 and close monitoring of both Capital and Revenue spend being undertaken. Current operating environment indicates risk must remain high albeit at a slightly reduced level since the last update. HR (People) 4x4 =16 (was previously 5x4=20) Risk reduced Recruitment challenges remain within some services and higher levels of staff absence has been identified as an issue. Actions are being progressed to address these allowing the risk score to be reduced. Risk Issue Risk Score (Likelihood x Impact) Commentary Page 232
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Regulatory 3x3 = 9 No change This previously had a ‘neutral’ scoring recognising pressures from new duties that can occur. Council has established procedures in place to address emerging issues corporately and within services and continues to monitor same -no change to the risk score proposed. Environmental 3 x2 = 6 No change This risk as at September 2025 attracted a lower score in recognition of the multiple actions being undertaken by the council to mitigate against climate change and damage to the environment Work continues to address impacts in this area, enabling the risk score from a council perspective to be held at the previously assessed level. Reputational 4x2 = 8 No change This risk score reflects a higher likelihood because of the challenges the council faces during a period of change which elicits a range of views not all of which can be accommodated. Impact is assessed as low given established governance processes in place for decision making. Operational Continuity and Performance 4x3 =12 No change Organisational capacity reductions can have an impact on performance and service delivery targets – these are managed to the extent possible acknowledging the residual risks that remain as a consequence of service redesign and change. IT (Technological) 4x5 =20 No change The dependence on technology for almost all council functions is recognised by the ICT service which has plans and processes in place to ensure service provision is maintained, however, threats from cyber-attack and complexity of systems means the residual risk score remains high. Economic Sustainability 2x3 = 6 No change A macro risk for the wider Moray Community, the council nevertheless has a pivotal role in working with partners and securing funding from external sources to optimise economic wellbeing for all sectors of the community. Progress on multiple developments in conjunction with others is positive and this has enabled the risk score to be maintained at the previously assessed level. 5. PROPOSALS 5.1 The Committee is asked to consider and approve the latest iteration of the Corporate Risk Register dated April 2026. 6. SUMMARY OF IMPLICATIONS Page 233
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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 The Council is required to have effective arrangements in place to manage risk as an element of good governance practice. 6.4 Financial There are no financial implications arising directly from this report. 6.5 Risk This report is about the management of risk. 6.6 Staffing There are no staffing implications arising directly from this report. 6.7 Best Value and Transformation Page 234
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Effective and responsible management of risk is essential to ensuring the council optimises its use of resources in securing Best Value. Measured risk taking is an essential element of service transformation. 6.8 Property There are no property implications arising directly from this report. 6.9 Information Communications/Technology/Digital There are no ICT/Digital implications arising directly from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no Equalities, Social Inclusion or Economic Impacts arising directly from this report. 6.11 Climate Change and Biodiversity Impacts There are no Climate Change and Biodiversity Impacts arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Extended Corporate Leadership Team and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None Page 235
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Appendix 1 MORAY COUNCIL CORPORATE RISK REGISTER AS AT APRIL 2026 Page 236
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Appendix 1 SUMMARY OF PRINCIPAL RISKS Nature of Risk Main issues Risk Score Risk Movement 1. Collaborative Leadership Leadership risk was a recurring theme in Best Value reports and with external support, improvements in strategic leadership and decision-making processes have been achieved. A survey of elected members confirmed a positive direction of travel in early 2025, and the survey is being repeated at the time of updating this risk register to assess progress. The Committee report format has been updated and working groups including the Strategic Leadership Group and the Budget Development Forum strengthened to enhance cross party working and aid decision making. A comprehensive induction programme has also been developed to support Chief Officers recently appointed by the council as part of the agreed senior management restructuring exercise. The risk score remains unchanged pending the outcome of the current elected member survey (likelihood 3 x impact 4). 12 2. Financial Financial constraints across the public sector continue to impact on the council in terms how it resources service provision. This is being managed using short, medium, and long-term financial plans, notwithstanding financial settlements from Scottish Government are for one year only. The setting of a balanced budget for 2026/27 has been achieved without use of unearmarked reserves through a combination of an improved financial settlement from Scottish Government, an increase in Council Tax, and savings generated through measures developed in line with the council’s transformation plan. A number of unknowns including impacts of inflation have been highlighted during the budget setting process; geopolitical events are also impacting on costs, and future budget pressures are expected in a number of service areas including as a consequence of asset deterioration and the council’s ongoing funding obligations to the Moray Integration Joint Board. Longer-term financial planning projections note that further Council Tax rises and additional savings will be required going forward. The external auditor has reported that actions taken by the council have reduced risks around financial management. Consequently, while both the likelihood and impact of financial challenges going forward remains high, the risk score has reduced to 16 due to management intervention and budget decisions. (likelihood 4 x impact 4). 16 Page 237
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Appendix 1 2 3. HR (People) Inability to recruit and retain well qualified or experienced staff across several service areas remains an issue, manageability of workloads requires service prioritising within available resource for longer term sustainability. The Corporate Workforce Plan has been refreshed, - designed to enhance leadership capacity, provide development opportunities to equip staff for change; aid staff health and well-being; and address recruitment and retention challenges. Annual employee surveys and follow up work also assist in further identifying areas where improvement and development action is required.. Whilst the risk remains that the council is unable to recruit to some posts as a consequence of multiple factors, the successful completion of the Phase 1 restructure has shown that, through agile working practices, the council is able to broaden its search and attractiveness for suitable candidates.While this is positive, absence levels have been identified as high across various functions, and increased absence management techniques are being applied to improve performance; with initial work being piloted in Education. . The assessed risk score has reduced to 16. (likelihood 4 x impact 4). 16 4. Regulatory Council operates in a heavily regulated environment and delivers a broad range of statutory services. Corporately, constitutional documents are subject to regular review and updating and across services policies and guidance aid compliance with regulatory requirements. Performance management arrangements monitor progress internally, and oversight comes from auditors, regulators and inspectors both external and internal to the organisation. Recommendations made are used as learning points and applied, subject to resource constraints, to improve compliance and secure continuous improvement. Senior leaders have an improved understanding of the capacity challenges facing the organisation and the elevated risk impacts should there be non-compliance with regulations. The risk score is unchanged (likelihood 3 x impact 3). 9 5. Environmental Council’s commitment to addressing climate change remains.. A number of initiatives have been taken forward aimed at mitigating adverse impacts. These include work on promoting active travel, improved biodiversity, high waste recycling rates, solar panels on council premises and LED lighting, and decarbonisation of council 6 Page 238
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Appendix 1 buildings, alongside policy developments linked to the forthcoming Local Development Plan. There has been a 7% reduction in recorded CO2 emissions since 2023/24. External funding has been secured to expand the number of charging points for electric vehicles. The previously reported risks of ability to drive forward change and the costs of doing so still apply, with Scottish Government climate targets extended. Availability of capital funding will inform what more can be achieved. Opportunities are being pursued to secure additional Just Transition funding in 2026 for use in delivering further mitigations in line with the recently updated Climate Change Strategy. The risk score reflects the multiple actions being taken by the council to address this risk and remains unchanged from the prior review. (likelihood 3 x impact 2). 6. Reputational Reputation depends on consistent application of good governance standards, and the council publishes a governance statement each year with its annual accounts explaining how it complies with best practice guidance. The council is committed to maintaining these standards, notably in being open and transparent around its decision-making processes, and in adopting effective consultation with citizens and service users. Integrated Impact Assessments are used to inform policy decisions as appropriate. While reputational issues occur from time to time, these are managed through engagement and action as appropriate. Given the breadth and scale of services delivered, the need for transformational change, and expectations of service users, the likelihood of reputational issues arising from time to time remains albeit with the impact typically localised. The risk score is unchanged. (likelihood 4 x impact 2). 8 7. Operational Continuity and Performance Council performance falls below targeted levels for sustained period; performance reporting is delayed. Transformational change does not proceed at pace due to capacity issues. Council has been advised during budget setting that a reduction in capacity, without a reduction in council activities and duties, can result in a less resilient organisation. This has the potential to impact on partnership and cross service working, reduce capacity to respond to emergencies, and reduce capacity to support and develop staff. While significant adverse cumulative impacts are not inevitable this riskrequires careful monitoring. The risk score remains unchanged (likelihood 4 x impact 3). 12 Page 239
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Appendix 1 8. IT (Technological) Major disruption in continuity of ICT operations; changes to systems and processes and new ways of working create added pressures for ICT staff; data security is compromised. With ICT systems integral to the effective delivery of most if not all services, the impact from disruption to services is at the highest level and notwithstanding risk mitigation measures in place, the potential for disruption, including from external threats, cannot be discounted. The service has reviewed and updated its ICT Strategy and Plan, and a new Digital Strategy and Plan has recently been agreed to guide service activity and development for the next three years. Work is well advanced to upgrade the schools network as part of a national programme and is being closely monitored to ensure all strands of the project are progressed to a satisfactory conclusion. Additional capacity has been created in relation to cyber resilience as well as at strategic leadership level through the recent management restructure. Despite this, the risk level here is unchanged as the volume of reliance on ICT across all services continues to increase. (likelihood 4 x impact 5). 20 9. Economic Sustainability The Corporate Plan has as one of its three objectives the building of a stronger, greener, vibrant economy. This links to separate policies on climate change/ biodiversity and community wealth building, and aligns with the Moray Economic Strategy developed on a multi-agency partnership basis. The Strategy sets out an ambitious vision and programme of work designed to support economic development in Moray over a ten-year period and will be complemented by the Local Development Plan currently in preparation. The Moray Growth Deal is being taken forward alongside other projects being delivered through the Levelling Up fund and the Pride in Place funding for Elgin, as well as through bids into the Just Transition Fund. Further opportunities are also under consideration aimed at stimulating the local economy alongside opportunities through the Highlands and Islands Regional Economic Partnership. The risk score remains unchanged (likelihood 2 x impact 3). 6 Page 240
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Appendix 1 RISK CLASSIFICATION RISK RATING LOW MEDIUM HIGH VERY HIGH RISK MOVEMENT DECREASE ↓ NO CHANGE ↔ INCREASE ↑ The process for managing risk is documented separately in the council’s risk policy and guidance notes. The risk rating is calculated by reference to assessed likelihood and impact (on a scale of 1 to 5) for each identified risk. The minimum score (lowest risk) being 1x1=1, the maximum (highest risk) 5x5 =25. Scores of 3 and below are ranked low, green; between 4 and 6, medium, yellow; between 8 and 12 high, amber; and 15 and above very high, red, as per the table below. LIKELIHOOD Almost certain 5 5 10 15 20 25 Likely 4 4 8 12 16 20 Possible 3 3 6 9 12 15 Unlikely 2 2 4 6 8 10 Remote 1 1 2 3 4 5 1 2 3 4 5 Minimal Minor Moderate Major Catastrophic IMPACT Page 241
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Appendix 1 1. Description of Risk: Collaborative Leadership. A lack of collaborative working between councillors/councillors and councillors/officers creates the risk that: • The Council’s strategic priorities are not fully achieved. • The Council’s decision-making processes are less effective with decisions being delayed or avoided. • Staff time resources are not optimised on council priorities. • Partnership working is not as effective as it could be. Lead: Chief Governance Officer Risk Rating: low/medium/high/very high Rationale for Risk Rating: Leadership risk has been a theme running through council Best Value Assurance Reports for some time. The following work has been carried out to mitigate this risk: • External support was sought in 2024/25 to support improvements in strategic leadership and decision-making processes. Actions from this work have now bedded-in and a survey of elected members in February 2025 established that there had been an improvement in the collaborative leadership between councillors and senior officers. This survey has been repeated in April 2026. The survey results are not available at the point of updating this register but will be reported verbally at committee. • There has been continued closer working across political groups and non-aligned councillors through groups like Strategic Leadership Group and Budget Development Forum. • Further work has been carried out to improve the quality of information which Councillors receive in the decision-making process, through a revised Committee Report format. • A joint self-assessment session was held with Councillors and Senior officers on 28th April to look at Corporate Continuous Improvement. Actions from that session will be incorporate into an improvement plan. Following a recent Senior Management Restructure a number of senior officer posts required to be filled. This created a risk of loss of corporate knowledge and requirement to build new working relationships. This risk has been mitigated by a comprehensive induction programme for newly appointed officers. HIGH Likelihood 3 x Impact 4 = Score 12 Page 242
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Appendix 1 The overall risk score is unchanged. Risk Movement: increase/decrease/no change Risk Appetite: There is a moderate to high appetite for the council to be successful in delivering best value services for its citizens against a challenging background of increasing demand and diminishing resources and a need to identify service priorities. Political stability is key to this success. Note: the risk appetite evaluation for all risk categories meantime references the assessment contained in the draft risk appetite statement. Controls: Current and Proposed Mitigating Actions: Page 243
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Appendix 1 Suite of governance documents in place and regularly updated. Cycle of Council and Committee meetings established to discharge leadership functions. Ten-year strategic plan - Moray 2027 (the Local Outcomes Improvement Plan) being delivered jointly by the council and its community planning partners. Corporate Plan for 2024/26 implemented identifying council priorities and aligning these to the budget setting process. Best Value Action plan addresses collaborative leadership, with external support secured. Additional measures adopted to support inclusive cross party working. Committee report format updated to ensure decision making processes have regard to all relevant policy implications. Scrutiny briefing delivered for elected members outlining the benefits to be derived from discrete and targeted scrutiny reviews. Collaborative working/ leadership survey for 2026 underway to sustain benefits of cross party working. Approach to developing updated Local Outcomes Improvement Plan – including community engagement – being considered in conjunction with the partners in the Community Planning Board. Plans in train to promote leadership development following appointment to the post of Chief Executive. Risk appetite being formalised to guide policy approach to planned transformation and change – risk appetite statement prepared for council approval in May 2026. Consideration to be given to providing dedicated resources to partnership working to enable more focused action to be taken on joint initiatives. Partnership working through Community Planning Board continues including monitoring of delivery of the Local Outcomes Improvement Plan, and consideration of multi-agency topics including Children’s Services and Population Health. Workshop planned to consider further approaches to addressing Poverty. Resourcing of scrutiny reviews remains under consideration. Page 244
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Appendix 1 2. Description of Risk: Financial: A balanced budget was set for 2026/27, building on similar approach taken in 2025/26. This demonstrates management’s ability to take careful consideration when setting its service levels against the reality of an increasing demand competing with limited ability to increase its monetary and fiscal income., This is exacerbated in the medium-long term withuncertain levels of government funding in future years, price inflation, the potential for increases in interest rates leading to higher borrowing costs, and limitations on availability of capital funding for asset maintenance and renewal. Uncertainties around the council’s current and future funding obligations to the Moray Integration Joint Board add to this risk. Savings targets for future financial years have been identified as part of the council’s short term financial plan through to 2028/29 year, to be achieved through efficiencies, increased revenue generation and changes to service provision through the council’s continuing transformation programme. The risks in doing so are significant having the potential to impact on all sectors of the community, particularly so on those who are most disadvantaged. The council recognises its duty to minimise inequality by targeting support towards those who need it most. Financial risk is being actively managed with financial monitoring and reporting undertaken throughout the year. Lead: Executive Director Finance, Strategy and Transformation (Section 95 Officer) Risk Rating: low/medium/high/very high Rationale for Risk Rating: The Council has consistently delivered significant savings in recent years and has been able to set a balanced budget 2026/27, with the outlook to 2027/28 also looking like a balance position could be achievable. Thus, management intervention is reducing the likelihood. However, the need to make further savings remains, and the challenge of continuing to do so while meeting service demands will be increased given the factors outlined above.. Very HIGH Likelihood 4 x Impact 4 = Score 16 Risk Movement: increase/decrease/no change Risk Appetite: The council has moderate risk appetite for effective financial Page 245
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Appendix 1 management balancing the need to manage its finances in a prudent manner while optimising opportunities that enhance service delivery and performance., It is of note that public finances generally are constrained with continuing uncertainty around future financial settlements that will be allocated to Local Government. Page 246
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Appendix 1 Controls: Financial plan in place with budget projections in place for current and next two financial years. Financial pressures identified. Ten-year capital plan reviewed for affordability; cap mechanism agreed. Short/ medium/ long term financial plans developed. Regular budget monitoring reports (on capital and revenue) presented to council. Financial Reserves policy reviewed and updated. Financial regulations in place and regularly reviewed. Treasury Management strategy agreed and monitored. Procurement Policies and Practice. Energy Monitoring and Reporting. Internal Auditing; External Audit and Inspection Annual pricing review on charges for services. Current and Proposed Mitigating Actions: Ongoing financial plan monitoring and reporting to ensure council oversight and visibility of progress to address budget challenges. Work of the ‘Transforming the Council’ and Programme Boards including the BVAR and the Transformation Strategy to inform cost reductions aligned to potential redesign of services. Working closely with and seeking assurances from the Moray Integration Joint Board to ensure, so far as is practicable, that the financial contribution to be made from Council resources does not exceed budget projections. Depot Review project implementation being progressed Continue development of participatory budgeting processes through community engagement and involvement as appropriate. Monitor changes in key finance roles to ensure financial governance standards are maintained Refresh of guidance on determining tax on payments to self- employed contractors planned to affirm compliance with HMRC rules (IR 35) Page 247
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Appendix 1 3. Description of Risk: Human Resources (People): Continuing challenges exists in recruiting various teaching and promoted teaching posts, specialist professional and senior management posts, fleet services and discrete areas of social care. The age demographic at senior and service manager level is likely to bring an increased level of turnover for the next 18 -24 months and a corporate succession planning approach has been agreed that should help to mitigate this. With staff the council’s most important resource, there is a need to ensure employees are equipped to embrace change and deliver services in different and innovative ways that as far as possible are sustainable at a time when resources are reducing. There are actions within the corporate workforce plan to empower staff and prepare them for change. This will prove challenging with further budget cuts that may have potential workforce implications, although current predictions are that these are likely to be in contained service areas rather than across the whole workforce. There remains a risk that corporate and service plan targets will not be met, leading to reduced service quality and performance. That being, the successful recruitment and completion of Phase 1 structural change demonstrate that agile working and a flexible approach by the council extends the search area pool of talent. Lead: Head of People, Change and Community Strategy Risk Rating: low/medium/high/very high Rationale for Risk Rating: Reduced ability of smaller teams to deal with competing and complex demands and to forward plan across a wider Council agenda and be ready with a strategic response. Difficult to recruit in a range of areas including certain subject teachers; vehicle technicians; specialist professional posts; senior management; clerical and administrative roles; temporary and relief staff; and community care employees. Increased agility for recruiting roles that have higher levels of flexibility in where and how they are delivered. Staff turnover leads to loss of expertise and ‘corporate memory’. Workforce planning is used to offset this, especially for key roles. Inability to meet service demands and secure continuous improvement. Given the foregoing issues the risk rating remains at a very high level with current staffing challenges almost certain to continue. However the likelihood score has reduced to 4 given the success with regards to Phase 1 recruitment. with consequential moderate to high impacts in service areas directly affected. VERY HIGH Likelihood x Impact 4 = Score16 Page 248
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Appendix 1 Risk Movement: increase/decrease/no change Risk Appetite: The council as a responsible employer has a duty to provide a safe, attractive, and rewarding place to work, with employees central to the successful delivery of the council’s strategic and service priorities. Accordingly, while acknowledging challenges in aspects of public sector recruitment and changes to working practice to secure efficiencies, there is a low to moderate appetite for changes that impact on thethe health and welfare of staff, to ensure that staff morale and motivation is maintained at a high level and that the council is seen as an attractive place to work. Controls: Corporate Workforce Strategy in place. Leadership Development Programme established. Employee Communications & Engagement Framework (including staff newsletters, briefings, Interchange bulletins, senior manager visits and manager forums) Health and Work Policy Health and Safety Policies and Annual Report. Absence Management Policy Pilot of absence management review within Education under way Living Wage Employer accreditation secured to support recruitment strategies. Flexible working policy refreshed and rolled out as part of Smarter Working Initiative. Fire risk assessments completed in line with planned schedule. Mental health and wellbeing Pulse Survey results used to inform improvement actions. Current and Proposed Mitigating Actions: Completing Phase 2 of structural review in 2026/27.Annual Review of Workforce Strategy and Plan for 2024 to 2027 completed and activity to address the main themes of: • Leadership capacity and development; ensuring leaders, managers and supervisors are equipped with skills and behaviours necessary for new ways of working. • Supporting the workforce through a period of change including active management of vacancies and maintaining good employee relations. • Organisational Development, with the workforce empowered and enabled to embrace change through a range of in-person and on-line training opportunities. • Reviewing recruitment and retention strategies, continuing with apprenticeship and training programmes, and developing succession planning, where appropriate. • Health and Wellbeing initiatives being taken forward to support staff in the workplace, with linked objectives of proactively supporting attendance at work and reducing incidents of violence and aggression against staff. • Support consistent application of employee review and development programme to aid workforce development. Whole workforce survey completed and now on annual schedule; this helps monitor trends/issues across a range of employment themes and related improvement actions. Page 249
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Appendix 1 4. Description of Risk: Regulatory: Expected governance standards are unmet. Council is subject to censure. The council is heavily regulated by statute, by national guidance and through local policy and procedures and, within its systems, has established checks and balances to support delivery of intended outcomes. Adapting council priorities and plans to accommodate new duties is key to limiting the risk of regulatory failure with elected members, on the advice of senior officers, being responsible for creating capacity to accommodate changes to policy and service delivery revisions. Lead: Chief Governance Officer Risk Rating: low/medium/high/very high Rationale for Risk Rating: Governance arrangements have been developed over many years and are subject to regular oversight and monitoring. Systems and processes are subject to on-going review and development within the council and its services. Corporate support and review in relation to performance, audit, and inspection. Change increases the risk of system breakdown and non-compliance with regulatory requirements. In the current economic climate and having regard to the challenges facing the wider public sector a neutral scoring has been allocated with a regulatory breach not likely but possible and the impact potentially in the range from significant to minor dependent on the circumstances presenting. HIGH Likelihood 3 x Impact 3 = Score 9 Risk Movement: increase/decrease/no change Risk Appetite: The council has low appetite for regulatory failure and takes seriously its responsibility to ensure all services are following statutory regulations and standards. A robust approach is taken to securing governance arrangements which includes suitable systems of internal control, albeit capacity issues can emerge where new duties are placed on the council. Page 250
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Appendix 1 Controls: Governance statement prepared annually in line with best practice guidance. Monitoring officer oversees governance processes. Constitutional documents available to direct good governance. External scrutiny and inspection programme. Internal and external audit arrangements. Suite of Governance and Scrutiny documents in place and regularly updated. Annual service planning process. Current and Proposed Mitigating Actions: Continue to monitor likely impacts from new policy initiatives that have the potential to require significant council resource inputs. Consider statutory duties and other directions, including Integrated Impact Assessments where applicable, when reviewing and updating strategic plans and council priorities. Ensure capacity to deliver new duties is fully considered and anticipate and report on any implications that have potential to lead to non-compliance. Conclude delivery of actions in Best Value action plan. Pro-active management response to issues raised in inspection reports. Continued active participation in delivery of joint services with statutory and other partners as appropriate. Work being progressed to refresh policy and practice in compliance with the Public Records (Scotland) regulations. Page 251
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Appendix 1 5. Description of Risk: Environmental: Ability of the council to respond to climate change emergency, to keep up with the pace of changing carbon reduction, waste, and environmental targets. Impact of climate change and severe weather events; ability to deal with unforeseen emergencies is compromised by inadequate resilience. The council continues to invest in projects to address climate change issues, to manage energy use and ensure, so far as is practicable, that it can contribute to the response to crisis situations in conjunction with the emergency services and other partners. Leads: Head of Operations and Environment; Head of Growth, Planning and Climate. Risk Rating: low/medium/high/very high Rationale for Risk Rating: The Council’s commitment to address climate change remains. A number of initiatives have been taken forward aimed at reducing carbon emissions. These include work on promoting active travel, high waste recycling rates and decarbonisation of council buildings, alongside policy developments linked to the forthcoming Local Development Plan. Work with others is also taking place to expand the number of charging points for electric vehicles. The co- benefits of environmental activities include improving local biodiversity, access to the countryside, reducing energy bills for tenants, creating more connected vibrant communities. While these are positive mitigations against environmental risk, and have been supplemented recently with an agreed Biodiversity Strategy, an update of the Climate Change Strategy currently out for consultation, progressing bids for the Just Transition Fund, and net zero considerations fully embedded in LEIP funding terms for Forres Academy, cuts in capital budgets means the ability of the council to reduce our emissions in fleet and buildings is diminished. The previously reported risks of ability to drive forward change and the costs of doing so still apply, with Scottish Government climate targets extended and availability of funding having the potential to limit what can be achieved. The risk score meantime remains at the previously assessed level noting that this risk has the potential to MEDIUM Likelihood 3 x Impact 2 = Score 6 Page 252
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Appendix 1 increase longer term depending on progress that can be made with adaptation mitigations and in delivery of the newly proposed Climate Strategy Actions. This will be closely monitored. Risk Movement: increase/decrease/no change Risk Appetite: There is a high risk appetite to limit environmental impacts demonstrated by the multiple measures being taken to reduce carbon emissions and address climate change while recognising cost constraints and the collective societal will required to address environmental impacts. Controls: Climate Change Strategy for 2020-2030 refreshed for 2026. Climate change route map to zero updated and subject to ongoing monitoring. Climate change and energy teams in place. Recycling awareness promoted and high rates achieved. Residual waste no longer sent to landfill but processed through energy from waste plant. Street light replacement programme completed to reduce carbon emissions and energy costs. Electric pool cars introduced as part of council fleet de-carbonisation together with cycling/walking initiatives. Housing investment programme which aims to achieve energy efficiency standards. Moray Local Development Plan considers climate change issues. Council part of North of Scotland Regional Resilience Partnership Council Co-ordination Centre established and operational; crisis communications secured. Energy efficiency measures built into new school building programmes. Emergency response co-ordinators and support staff identified and trained. Growth Deal – Bus Revolution being implemented to improve access to greener travel. Just Transition Funding secured to support feasibility studies aiding transition to a zero-carbon economy. Smarter working protocol established to reduce staff travel. Coastal Adaptation Plans in place Current and Proposed Mitigating Actions: Depot Review being progressed– contributing to de- carbonisation through reduction in portfolio of buildings to service and maintain. Route map to zero monitoring and reporting. Supporting locally sourced procurement to limit environmental impacts. . Climate change team considering adaptation measures: adjustments in response to observed and projected climate change impacts. Planning for emergency disruption from extreme weather/geopoliticalevents under ongoing review Continue working with partners where appropriate to secure additional funding that will support climate change mitigation initiatives. Biodiversity strategy approved in principle, currently out to consultation. . Application bids for next round of Just Transition funding under consideration. Planning applications incorporate submissions on energy efficiency on new build properties. Page 253
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Appendix 1 Rollout of public vehicle electric charging points as part of the North of Scotland EV charging Infrastructure Partnership agreed. Page 254
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Appendix 1 6. Description of Risk: Reputational: Not meeting agreed performance targets (e.g. on educational attainment); not delivering on transformation projects, overspending or failing on a school build; major adult or child protection failing, missing a major policy direction or funding opportunity because resources/capacity are limited. The council provides services to all sectors of the community and while committed to high service standards, the diversity of service provision and the expectations of the public may increase the risk that the council’s reputation could be called into question. This risk generally is considered to be managed through service planning, performance management, organisational development, the application of codes of conduct, complaints procedures and similar, however any reduction in services to any individual or group of individuals may justly or otherwise impact on the council’s reputation. Lead: Chief Governance Officer Risk Rating: low/medium/high/very high Rationale for Risk Rating: The risk rating has regard to established systems, procedures and controls designed to prevent adverse reputational damage, and how updated policies increasingly reference the need for prioritisation of scarce resources. This recognises that with service reduction and curtailment, the likelihood of increased criticism of council services remains high while the potential impact is also unchanged at the present time. In part this is based on it being evident that service delivery challenges apply across the public sector, and through various mechanisms including community engagement, media reports nationally and locally, and complaints responses there is an increased understanding of the challenges faced. HIGH Likelihood 4 x Impact 2 = Score 8 Risk Movement: increase/decrease/no change Risk Appetite: The council has low appetite for reputational risk and is committed to continuous improvement in the delivery of services either on its own or with partners. It seeks to deliver these services having regard to its equality duty and has set targets for doing so through a customer charter. i It is recognised that reputational damage is a potential consequence of service reduction or cessation. Controls: A suite of policy, strategy, governance, organisational development, project management and performance management measures are in place to enable delivery of the services to a standard which mitigates the risk of significant damage to the council’s reputation. Consultation protocols established and range of consultation and engagement with public and workforce carried out over period of time. Customer charter in place and customer focus strategy developed to improve citizen engagements and provide a consistent experience Current and Proposed Mitigating Actions: Ongoing review, redesign and implementation of policy, strategy governance, organisational development, project management and performance management. Regular meetings with officers and inspection agencies to support and challenge progress towards improvement. Means of communicating changes impacting service users to be monitored. Improved outcome reporting of service delivery and linked Page 255
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Appendix 1 across services. Formal complaints procedures in place. Performance management reporting framework updated. Corporate Leadership Team monitors external inspection processes and outcomes. Freedom of Information processes. Risks fully considered in committee reports requiring a decision. Suite of Governance documents in place and regularly updated. performance indicator measures. Progress Transformation Programme to optimise service delivery arrangements. Page 256
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Appendix 1 7. Description of Risk: Operational Continuity and Performance: The council is unable to deliver services; performance falls below acceptable levels for a sustained period; insufficient business continuity planning; changes in working practices impact on service delivery. Asset deterioration or failure impacts on service provision. Going forward it is recognised that operational continuity and performance may be affected as a consequence of service re-design and changes in service delivery and challenges remain to ensure alignment of available resources to service delivery standards. Lead: All Heads of Service Risk Rating: low/medium/high/very high Rationale for Risk Rating: The risk rating is an aggregate of various factors, services continue work to remain resilient and minimise disruption; experience of adapting to new ways of working has increased service flexibility yet challenges remain. Performance is monitored but can be impacted in certain areas should services be scaled back due to changes in policy priorities; in such circumstances this risk requires continued active management. The risk score is unchanged. HIGH Likelihood 4 x Impact 3 = Score 12 Risk Movement: increase/decrease/no change Risk Appetite: There is a moderate to high appetite for risk taking where efficiency and effectiveness of service delivery is improved, noting the council’s duty to prioritise delivery of statutory services and ensure so far as practicable that the needs of the vulnerable service users are met. Controls: Asset Management Working Group meets regularly. Transformation Board in place to evaluate options for change/service improvement. Programme for updating business impact assessments/business continuity plans in place for critical services. Organisational Development Team promoting workforce and leadership development. Communication strategy for informing service users of impending changes to services developed. Current and Proposed Mitigating Actions: Review Performance Management Framework to ensure it aligns appropriately to revisions to service provision in the Corporate Plan. Public Service Improvement Framework assessments restarted with support from Improvement Service and plan in place to complete reviews across participating services. Review timetable for performance reporting aligning with reporting framework for data collected as statutory performance information as appropriate. Progress Transformation Programme. Building resilience in procurement processes being refreshed to capture current risk of key supplier failure. Business continuity plans being updated for critical services in line with BV action plan recommendations Page 257
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Appendix 1 8. Description of Risk: IT (Technological) Major disruption in continuity of ICT operations; data security is compromised. Changes in working practices post pandemic place more reliance on ICT infrastructure, capacity, and support. The risk of cyber-attacks remains high and cannot be eliminated, with attacks being nuanced over time and requiring the council to be constantly alert to new threats. The prevalence of working from home results in greater isolation and increases the risk of successful exploitation via malicious emails, and the risk of data breaches. Reliance on third-party suppliers and contractors for ICT services (including cloud, managed services, and software vendors) introduces risks if these partners fail to deliver, experience financial distress, or suffer their own security incidents. Disruption to council operations may occur due to supplier failure, contract disputes, or changes in service provision, particularly for cloud-based and outsourced services. Outdated infrastructure and unsupported software increase vulnerability to security threats, reduce efficiency, and complicate integration with new systems. Deployment of AI solutions such as Copilot for Microsoft 365 can introduce risks of bias and lack of transparency. Lead: Head of Customer Experience, ICT and Digital Services. Risk Rating: low/medium/high/very high Rationale for Risk Rating: A recurring theme from senior management is that the success of their services in many respects is predicated on the availability of robust and adaptable ICT systems. This creates an elevated risk that has been recognised centrally, albeit it brings with it a number of challenges in terms of resourcing changed ways of working both to infrastructure and in terms of staffing to support that change as required. Meanwhile cyber security continues to have a high profile, and the ICT service has a suite of controls in place to mitigate known risks in this area. Intelligence in relation to recent successful cyber- attacks has highlighted that the disruption to the affected organisations can be widespread. It is also likely that significant costs will be incurred during recovery, and that the full restoration of business operations can take months, if not years to complete. VERY HIGH Likelihood 4 x Impact 5 = Score 20 Risk Movement: increase/decrease/no change Risk Appetite: Page 258
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Appendix 1 There is low to moderate risk appetite, relative to use of technology with zero appetite for service interruption or data loss,but a moderate appetite for greater use of technological solutions that aid service efficiencies. Controls: Establishment of dedicated Cyber Resilence and Information Security Team Corporate Information Security Policy. Senior Information Risk Officer. External accreditation processes for Network Security (Public Services Network, Cyber Essentials Plus) Environmental Controls for Data Centre (cooling, fire, flood, and backup power) Boundary Firewalls and Internet Gateways (email and web filtering) Data control enhanced through network controls. Malware Protection Cyber resilience standards aligned to SG Cyber Resilience Framework Cyber Incident Response Plan Patch management (Applications and Infrastructure) Third Party Maintenance Agreements (Applications and Infrastructure) Main financial system supported in-house. Information Assurance Group Records Management Policy Data breach reporting arrangements Working from home policy/guidance Checks embedded in the procurement process when introducing new systems. Published guidance on AI guardrails, complemented by awareness sessions for staff and Elected Members. Participation in Scottish Local Authority Information Security Group Online platform for security awareness training and simulated phishing exercises Current and Proposed Mitigating Actions: Information Security Policy review /update underway Computer Use Policy refresh underway. Assess controls as part of plans for continuing development of digital services. Penetration testing for applications implemented to deliver digital services. Participation in the Scottish Government Cyber Resilience Programme Extend accreditation process to include the Education ICT network. Work to improve network IT connectivity in schools continuing. Continue with the programme of work to address awareness raising, e-learning and phishing campaigns to educate users of ICT systems – attempting to mitigate and reduce the ‘human error’ element. Complete the review of the ICT Business Continuity Plan Cyber Resilience – ongoing monitoring and application of emerging best practice. Continue to monitor feasibility of insurance cover for cyber-attacks. Comprehensive assessment of the existing business systems estate and underlying technologies. Introduction of CMDB (configuration management database) to better manage system interdependencies. Ongoing review of new technologies with the development of appropriate governance and guardrails. Investigate options for the implementation of an external Security Operations Centre (SOC) to complement internal cyber resources. Undertake tabletop exercising. Assess options for the procurement of a Cyber Incident Response supplier. Implement Change Control Policy. Undertake assessment of Education network post implementation of SWAN 2 to identify any residual issues. Draft new Education ICT Strategy. Page 259
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Appendix 1 9. Description of Risk: Economic Sustainability. Higher inflation and increases in interest rates have the potential to an impact on capital projects including the Moray Growth Deal. The cost of doing business and higher energy costs adversely impact on the business community. Increased strain on household incomes /budgets may impact on council tax revenues and income from council house rents; business failures may create similar pressures on business rates. Many of these are factors outside the control of the council but continue to have an influence on how it reacts and plans for the future. Lead: Head of Growth, Planning and Climate Risk Rating: low/medium/high/very high Rationale for Risk Rating: The cost-of-living crisis, a reduction in the working age population, housing, and childcare remain as potential impediments to economic growth, with both the council and its partners actively working to address these issues. The Local Outcomes Improvement Plan and the Corporate Plan, underpinned by the ten-year Moray Economic Strategy, guide investment priorities and involve significant input from multiple council services including Planning, Housing and Education. Levelling Up and other regeneration funding in Moray Growth Deal aims to stimulate to local economy and meantime work through Highlands and Islands Regional Economic Partnership has highlighted Regional Transformation Opportunities for the area of in excess of £100bn with £12.4bn in Moray. A Moray Skills Summit was convened in December to look at the skills pipeline, and a wider Economic Summit is in planning for 2026. While these are all significant positives, wider economic challenges including those from governmental budget rounds and the impact of international conflicts, have the potential to impact on the Moray economy. Overall, the risk score has been maintained as unchanged. MEDIUM Likelihood 2 x Impact 3 = Score 6 Risk Movement: increase/decrease/no change Risk Appetite: Page 261
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Appendix 1 The need to maintain a vibrant economy is prominent in both community and council strategic plans. There is a high appetite to create conditions that make Moray an attractive place to do business, recognising that wider economic policy not within the council’s control may influence business investment decisions going forward. Controls: Moray Growth Deal - Funding for Growth Deal being progressed bringing total investment to the area of over £100m. Growth deal governance arrangements in place and elements of programme being delivered in line with timetable. Moray Economic Strategy ten-year strategy developed with partners and aligned to council strategic plans. Partnership working with Highlands and Islands Enterprise, Moray College UHI, Skills Development Scotland and others. Oversight of programmes using ring fenced funding from Just Transition Funding, Pride in Place funding and the Strategic Priorities Fund. Expansion of pre-school provision. Buckie Harbour Master Plan approved. Current and Proposed Mitigating Actions: Progress Growth Deal projects in line with programme. Continue work with partners to develop and deliver support aligned to economic strategy objectives that include: • Increasing employment levels and number of companies • Ensuring alignment between skills provision and the changing economy • Increased productivity leading to growing wages and contributing to closing the gender pay gap. • A labour market that provides the required numbers of workers to take advantage of available opportunities-notably attraction and retention of those aged 16-29. • Continuing effort to secure Community Wealth Building resource to support enhancement of the environmental, social, and economic benefits in this area through an enhanced policy position. . Page 262
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Education, Housing and Communities Author: Emma Dawson Contact Email: emma.dawson@moray.gov.uk Subject: Information Report: Community Rental Support Annual Review 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to provide details on the rental support awarded to voluntary and community organisations (VCOs) occupying Council property. 1.2 This report is submitted to the Corporate Committee in terms of Sections III (B) (20) and III (B) (30) of the Council’s Scheme of Administration relating to the management of Common Good and Trust property and to the monitoring and review of concessionary rents respectively. 2. SUMMARY 2.1 The Council has established suitable processes for assessing new requests from VCOs seeking leases at concessionary rentals. However, several historic agreements remain in place that pre-date these arrangements. Some of these earlier agreements involved setting nominal rents fixed for the full duration of the lease, while others allow for periodic review. This report outlines the rental support provided under both the historic arrangements and those approved under delegated powers. 3. BACKGROUND AND CONTEXT 3.1 On 1 September 2015, the Policy and Resources Committee agreed that rental support provided to voluntary and community organisations (VCOs) occupying Council property should be monitored through an annual report (para 8 of the Minute refers). On 25 May 2016, the Council agreed that all new applications from VCOs seeking leases at below-market rental levels would be considered under the Community Asset Transfer (CAT) scheme (para 22 of the Minute refers). New lease applications processed under the CAT scheme are reported in a separate annual report. 3.2 Leases relating to properties with no commercial value, where the rent payable has been reduced to reflect an agreement that the tenant will undertake improvement Page 263
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works to the property, or those where the Council is restricted in its ability to charge rent, are not considered discretionary rental support. Accordingly, such leases are excluded from the scope of this report. 3.3 Legacy Arrangements APPENDIX I details leases involving properties with a commercial value where nominal rents have been applied as a form of discretionary rental support. In most instances, these leases do not include provisions for a rent review during the lease term. Upon expiry the Tenant may negotiate a new lease on commercial terms or submit an application under the CAT scheme for a lease at less than market value. 3.4 Community Rent Rebates Following a change introduced on 23 March 2005, the Council moved away from agreeing nominal rents and instead set rents at commercial levels, with VCOs able to apply for a discretionary limited life rental grant or rent rebate. Under these arrangements, the rebate ceases when the scheduled rent review takes place, at which point the VCO may reapply for a continuation of the rent rebate. On the expiry of the lease, the tenant may either negotiate a new commercial lease or apply under the CAT scheme for a new lease at less than market value. On 4 November 2025, the Committee approved an amendment to the Council’s existing policy allowing VCOs to submit a rent rebate application out with the scheduled rent review timescale where unforeseen circumstances arise (para 17 of the minute refers). Each request will be considered on a case-by-case basis. 3.5 APPENDIX II lists the leases currently benefiting from a rent rebate. When each lease ends, any subsequent request for rental support will be assessed through the CAT scheme. Total rental support awarded under these arrangements during the 2025/26 financial year amounted to £21,725, comprising £12,625 from the General Fund, £2,700 from Common Good, and £6,400 from Public Trusts. 3.6 Short-Term Low-Value Rental Concessions On 12 May 2021, the Council delegated authority to the Chief Financial Officer to approve applications for short-term, low-value concessionary rental arrangements to facilitate a light touch process and enable a quick response (para 16 of the Minute refers). Where rebate values reach the delegated thresholds, any further applications must be referred to committee for determination. 3.7 APPENDIX III sets out the leases benefiting from rent rebates approved under delegated authority. No applications for short-term, low-value rental support were received during the 2025/26 financial year. 4. SUMMARY OF IMPLICATIONS 4.1 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 264
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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 4.2 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 Where a property is held on a Common Good title, the interests of the inhabitants of the former burgh will take precedence over the Council’s Corporate Plan and the Local Outcomes Improvement Plan (LOIP). Where the property is held under a Public Trust, it is burdened with the trust purposes. Consequently, any application for financial support must be considered only in relation to these purposes. 4.3 Policy and Legal On 21 March 2017, the Policy and Resources Committee approved the following policy statement in relation to Community Asset Transfers (para 5 of the Minute refers). “Moray Council recognises the important role that the transfer of property assets can play in empowering communities and strengthening their resilience. Where appropriate, the Council will use the transfer of assets to give more control to communities and local people, inspire them to find local solutions to community needs, and as a means of helping communities become more sustainable in the long term. In determining all asset transfer requests, the Council will have regard to the guidance provided by the Scottish Government in relation to asset transfer requests made under Part 5 of the Community Empowerment (Scotland) Act 2015, whether or not such requests are made under the provisions contained in the Act.” Page 265
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When assets are leased at less than market value, the arrangement must comply with the Disposal of Land by Local Authorities (Scotland) Regulations 2010. These regulations require the Council to be satisfied that the arrangement is reasonable and that it is likely to contribute to at least one of the following purposes: a) Economic Development, b) Regeneration, c) Public Health, d) Social Wellbeing, or e) Environmental Wellbeing. Reasonableness in this context is taken to imply that the requested discount is the minimum necessary to allow the projected benefits to be realised and that it is proportionate to the costs and benefits. In administering Common Good assets, the Council is required by section 15(4) of the Local Government etc. (Scotland) Act 1994 to have regard to the interests of the inhabitants of the area to which the Common Good related prior to 16 May 1975. Where the Council Members act as Trustees under a Public Trust, they are not acting in the capacity of a local authority but in their capacity as Trustees under and in terms of the Trust. The Subsidy Control Act 2022 came into effect on 4 January 2023, replacing the previous State Aid provisions. The Act can apply whenever the Council sells or leases a property at less than market value, provided that the conditions for a subsidy are met. In particular, the beneficiary must constitute an ‘enterprise’ due to its activities involving the offering of goods or services. Section 7(2) of the Act provides that an activity is not to be regarded as an economic activity if or to the extent that it is carried out for a purpose that is not economic. If the activity is not for economic purposes, then the body will not be considered an enterprise and any financial assistance provided would not be considered a subsidy under the Act. 4.4 Financial While there are no new financial implications arising directly from this report, the Council continues to provide rental support to voluntary and community organisations occupying Council property. As detailed in APPENDIX II, total rent rebates awarded during the 2025/26 financial year amounted to £21,725, comprising £12,625 from the General Fund, £2,700 from Common Good and £6,400 from Public Trusts. 4.5 Risk There are no risk implications arising directly from this report. 4.6 Staffing There are no staffing implications arising directly from this report. 4.7 Best Value and Transformation There are no proposals relating to best value or transformation arising directly from this report. 4.8 Property There are no property implications arising directly from this report. Page 266
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4.9 Information Communications/Technology/Digital There are no ICT improvements required or issues arising directly from this report. 4.10 Equalities, Social Inclusion and Economic Impact Integrated impact assessments (IIA) are carried out for individual CAT applications to identify, consider and mitigate any equality, human rights, the rights of children and young people and socio-economic impacts. This ensures the transfers advance equalities and improve inclusion within our communities. An IIA was presented to this Committee 4 November 2025 regarding the Community Rent Rebate policy change which has now been signed off. 4.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 5. CONSULTATION 5.1 This report has been prepared in consultation with the Executive Director for Education, Housing and Communities, Head of Housing, Property and Communities, Chief Financial Officer, Service Manager People Management, Service Manager Community Strategy and Engagement, Service Manager Property, Estates and Assets, S. Souter, Senior Accountant, Service Manager Legal Services, Service Manager Democratic Services and Equalities Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 Held by author. Page 267
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APPENDIX I Legacy Arrangements – Properties Let at Nominal Rents Reflecting the Award of Financial Support as at 31 March 2026 Financial support can be provided through the Council retaining responsibility for specified property costs, agreeing to forego rent that it could otherwise charge, or a combination of both. The table below only includes cases involving the provision of financial support. Most leases involve the tenant taking on full responsibility for all property costs, including repairs and maintenance – these lease types are designated by the letters FRI (full repairing and insuring). In some cases, the tenant is responsible for internal repairs only – these are denoted by the letters IRO. Where properties were let at nominal rents a new valuation would be required to identify the current value of the rental concession. The majority of these leases contain no provision for reviewing the rent, so can only be reviewed when the lease is terminated. The list is grouped by title, i.e. General Fund, Common Good and Public Trust, and then sorted by expiry date with the earliest dates at the top. Location Community Body Property Lease Type Date of Entry Term Expiry Annual Rent Next Review General Fund 1. Forres Forres Thistle FC Logie Park, Pilmuir Road FRI 01/06/1988 50 years 01/06/2038 £10.00 Lease end 2. Mosstodloch Mosstodloch Amenities Association Site of Speymouth Hall, Stynie Road FRI 15/03/1977 99 Years 14/03/2076 £0.01 Lease end 3. Lhanbryde Lhanbryde Community Challenge Site of Village Hall, Robertson Road FRI 11/11/1977 99 years 11/11/2076 £0.01 Lease end 4. Portgordon Portgordon Recreation Committee Bowling Green, Station Road FRI 01/09/1978 99 years 01/09/2077 £0.01 Lease end 5. Fochabers Fochabers Rifle Club 13 Christie Place FRI 28/05/2006 99 years 28/05/2105 £1.00 Lease end Common Good 6. Buckie Buckie Victoria Bowling Club Bowling Club, West Church Street FRI 01/04/2005 25 years 31/03/2030 £1.00 Lease end Page 268
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Location Community Body Property Lease Type Date of Entry Term Expiry Annual Rent Next Review 7. Forres Forres Bowling Club Forres Bowling Club, St. Catherines Road FRI 07/07/1995 99 years 06/07/2094 £1.00 Lease end Public Trust 8. Aberlour Aberlour Community Association (Note 1) Fleming Hall, Queens Road IRO 01/04/2001 25 years 31/03/2026 £1.00 01/04/2026 or lease end Notes 1. The Fleming Hall trust has no funds. The Council is currently responsible for keeping the hall wind and watertight, resulting in a net cost to the Council. The rent payable for the hall was initially set at £1 (if asked) but with a provision for quinquennial rent reviews. The rent review clause contains provision for determining whether the rental concession should continue. The tenant has benefited from this provision throughout the tenancy with the result that there is no income generated by the lease. The trust deed does not permit the trustees to retain any surplus income from the property. When the lease is due to be renewed it will be offered on FRI terms and conditions. Page 269
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APPENDIX II Community Rent Rebates as at 31 March 2026 Most of the leases listed involve the tenant being fully responsible for all property costs, including repairs and maintenance. The list is grouped by title, i.e. general fund, common good and public trusts, and sorted by earliest rent review date. Location Community Body Property Date of Entry Expiry Date Annual Rent Rebate Awarded Rent Payable Review Cycle Next Rent Review Date General Fund 1. Keith Keith Golf Club Land at Keith Golf Club, Fife-Keith 25/08/2009 25/08/2108 £5,040 £5035 £5 5 years 01/09/2028 2. Keith 2nd Keith Scout Group Old Ogilvie School, Fife Street 31/10/2015 30/10/2035 £5,790 £5,790 £0 5 Years 31/10/2025 3. Findochty Findochty Bowling Club Findochty Bowling Green 18/05/2006 17/05/2031 £400 £400 £0 5 Years 18/05/2026 4. Buckie Buckie Skate Park Committee Skate Park, Ian Johnston Park 27/09/2008 26/09/2028 £1,400 £1,400 £0 5 Years 27/09/2028 (lease end) Total Values for General Services £12,630 £12,625 £5 Common Good 5. Buckie Fishing Heritage Centre (note 1) Fishing Heritage Centre 01/03/2006 28/02/2036 £2,700 £2,700 £0 3 Years 15/05/2027 Total Values for Common Good £ 2, 700 £ 2,700 £0 Public Trusts 6. Forres Grant Park Pavilion Committee Bowling Pavilion, Grant Park 03/11/2008 02/11/2048 £6,300 £6,300 £0 3 Years 03/11/2026 7. Elgin Bowling Club (note 3) Bowling Pavilion, Cooper Park 01/04/2008 31/03/2028 £100 £100 £0 None 01/04/2028 (lease end) Total Values for Public Trusts £6,400 £6,400 £0 Page 270
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Location Community Body Property Date of Entry Expiry Date Annual Rent Rebate Awarded Rent Payable Review Cycle Next Rent Review Date All Ownership Categories Total Values for all ownership categories £29,890 £ 21,725 £4,500 Notes. 1. On 23 April 2024, the Corporate Committee agreed to renew the 100% community rent rebate for a further period of 3 years to 15 May 2027 (paragraph 16 of the draft Minute refers). 2. On 4 November 2025, the Corporate Committee agreed to award Keith Golf Club a Community Rent Rebate of £5,035 per annum, backdated to 31 March 2025, for a period of one year. It was also agreed that the rebate would be reviewed annually, provided that Keith Golf Club submits the required financial reports to support any future award. If this information is not provided, the rent rebate will cease and full rent will be due until the next 5-yearly review. Page 271
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APPENDIX III Concessionary Rentals of Low Value or Short Duration Approved under Scheme of Delegation as at 31 March 2026 The default position where rent rebates are awarded under delegated powers is that the tenant must accept full responsibility for all property costs, including all repairs and maintenance of the property concerned. These are indicated by the letters FRI. Location Community Body Property Lease Type Date of Entry Term Expiry Rental Value Rebate Value General Fund 9. Burghead Burghead and Cummingston Community Council (note 1) Site of Community Shelter, Burghead Harbour FRI 14/03/2008 20 years 13/03/2028 £175 pa £175 pa Notes 2. The rent rebate awarded to the Community Council took effect from 14 March 2021. Page 272
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Report to: Corporate Committee Meeting Date: 26 May 2026 Report by: Executive Director Education, Housing and Communities Author: Emma Dawson Contact Email: emma.dawson@moray.gov.uk Subject: Information Report: Community Asset Transfers Annual Report 1. PURPOSE 1.1 The purpose of this report is to meet the reporting requirements of section 95 of the Community Empowerment (Scotland) Act 2015 in relation to asset transfer requests. 1.2 This report is submitted to Committee in terms of Section III (B) 32 of the Council’s Scheme of Administration relating to the consideration of Community Asset Transfer (CAT) requests. 2. SUMMARY 2.1 Section 95 of the Act requires each authority to publish an asset transfer report by the end of June each year. This report covers the period 1 April 2025 to 31 March 2026. There were no formal asset transfer requests received during the reporting year, and Officers dealt with four expressions of interest. 3. BACKGROUND AND CONTEXT 3.1 The CAT Scheme supports the transfer of Council-owned land and buildings to community-controlled bodies. The Council has an established history of empowering communities through the transfer of assets, including ownership transfers, leases, and management agreements. 3.2 Part 5 of the Community Empowerment (Scotland) Act 2015 provides eligible community-controlled bodies with the right to request asset transfers from public authorities. In line with the Act, authorities are required to assess requests transparently against defined criteria and to approve them unless there are justified grounds for refusal. 3.3 There is no legal requirement for all asset transfer requests to be submitted under the Act. However, for transparency and completeness, details of requests received out with the Act are also included in the annual report, which is attached as APPENDIX I. ☐ For Decision ☒ For Information Page 273
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3.4 During the period 1 April 2025 to 31 March 2026, no asset transfer requests were received. There were no validated requests awaiting a decision as at 31 March 2026, and no decisions were subject to review or appeal during the reporting year. 3.5 Officers have received four Expressions of Interest (EOIs) during the reporting period, all of which remain active. These figures do not include enquiries that had not yet progressed to the formal EOI stage. There is no requirement for cases to begin with an EOI, and community groups may choose to submit a formal asset transfer request at any time. 3.6 The Council’s Community Support Unit (CSU) offers capacity-building support to community groups throughout every stage of the CAT process. CSU Officers undertake an initial assessment of all groups submitting an EOI, considering whether the group has the skills and experience required to take on an asset and reviewing any community engagement carried out to date. This assessment allows officers to identify and address any issues with the group as needed. A further assessment is completed when a formal asset transfer request is submitted. 4. SUMMARY OF IMPLICATIONS 4.1 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 4.2 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 Page 274
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☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 4.3 Policy and Legal On 21 March 2017, the Policy and Resources Committee approved the following policy statement in relation to Community Asset Transfers (para 5 of the Minute refers). “Moray Council recognises the important role that the transfer of property assets can play in empowering communities and strengthening their resilience. Where appropriate, the Council will use the transfer of assets to give more control to communities and local people, inspire them to find local solutions to community needs, and as a means of helping communities become more sustainable in the long term. In determining all asset transfer requests, the Council will have regard to the guidance provided by the Scottish Government in relation to asset transfer requests made under Part 5 of the Community Empowerment (Scotland) Act 2015, whether or not such requests are made under the provisions contained in the Act.” When assets are transferred at less than market value, the disposals must comply with the Disposal of Land by Local Authorities (Scotland) Regulations 2010. These regulations require the Council to be satisfied that the transfer is reasonable and that the disposal is likely to contribute to at least one of the following purposes: a) Economic Development, b) Regeneration, c) Public Health, d) Social Wellbeing, or e) Environmental Wellbeing. Reasonableness in this context is taken to imply that the requested discount is the minimum necessary to allow the project to proceed and that it is proportionate to the costs and benefits of the project. The Community Empowerment (Scotland) Act 2015 only applies to the Council when acting in its capacity as a local authority. Where the Council Members act as Trustees under a Public Trust, they are not acting in the capacity of a local authority but in their capacity as Trustees under and in terms of the Trust. Consequently, the Act confers no rights on community-controlled bodies in relation to Public Trust assets. The Subsidy Control Act 2022 came into effect on 4 January 2023, replacing the previous State Aid provisions. The Act can apply whenever the Council sells or leases a property at less than market value, provided that the conditions for a subsidy are met. In particular, the beneficiary must constitute an ‘enterprise’ due to its activities involving the offering of goods or services. Section 7(2) of the Act provides that an activity is not to be regarded as an economic activity if or to the extent that it is carried out for a purpose that is not economic. If the activity is not for economic purposes, then the body will not be considered an enterprise and any financial assistance provided would not be considered a subsidy under the Act. 4.4 Financial Page 275
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There are no financial implications arising directly from this report. 4.5 Risk There are no risk implications arising directly from this report. 4.6 Staffing There are no staffing implications arising directly from this report. 4.7 Best Value and Transformation There are no proposals relating to best value or transformation arising directly from this report. 4.8 Property There are no property implications arising directly from this report. 4.9 Information Communications/Technology/Digital There are no ICT improvements required or issues arising directly from this report. 4.10 Equalities, Social Inclusion and Economic Impact An equalities/socio-economic impact assessment is not required. It should however be noted that voluntary community groups or private sector organisations may also be subject to the public sector equality duty (PSED) under the Equality Act 2010 if they meet certain criteria including: • they receive public funding; • are contracted by public bodies to deliver services; • are acting in the public interest; • are providing a public service. 4.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 5. CONSULTATION 5.1 This report has been prepared in consultation with the Executive Director for Education, Housing and Communities, Head of Housing, Property and Communities, Chief Financial Officer, Service Manager People Management, Service Manager Community Strategy and Engagement, Service Manager Property, Estates and Assets, S. Souter, Senior Accountant, Service Manager Legal Services, Service Manager Democratic Services and Equalities Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 Held by author. Page 276
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COMMUNITY ASSET TRANSFER ANNUAL REPORT 1 APRIL 2025 to 31 MARCH 2026 APPENDIX I Page 277
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Contents Page Introduction 3 Promotion and support 3 Asset Transfer Requests 5 Simplified Arrangements 6 Contact Us 6 Appendix 1 7 Appendix 2 9 Page 278
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INTRODUCTION From 23 January 2017, the Community Empowerment (Scotland) Act 2015 (the Act) introduced a formal right for eligible community bodies to submit asset transfer requests to public authorities. These requests may relate to any land or buildings owned or leased by the authority. Under the Act, public authorities must agree to the request unless there are reasonable grounds to refuse it. Section 95 of the Act also requires each authority to publish an annual report detailing the number of asset transfer requests received and processed during the year, along with information on the steps taken to promote asset transfer opportunities and support community bodies through the process. While not all asset transfer requests must be made under the Act, this report includes information on requests handled both within and out with the statutory framework, to ensure transparency and completeness. PROMOTION AND SUPPORT Between 1 April 2025 and 31 March 2026, the following actions have continued to further promote and strengthen the Community Asset Transfer (CAT) process. Empowering Communities Community empowerment is the process of helping communities gain greater influence and control over the decisions and circumstances that affect their lives. A community can be any group of people connected by shared interests, concerns, or identities. Empowerment focuses on enabling these groups to take charge of the factors that shape their wellbeing and future. Moray Council has long recognised that transferring property assets can significantly enhance community empowerment and resilience. The Council’s Community Asset Transfer Scheme supports its Corporate Plan priority of building thriving, resilient and empowered communities, as well as the Local Outcomes Improvement Plan priority of empowering and connecting communities. Where appropriate, the Council uses asset transfers to give communities more direct control, encouraging them to develop local solutions to community needs and to become more sustainable in the long term. Page 279
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Supporting Communities The Council’s Community Support Unit (CSU) provides capacity building support to all community groups engaged in the Community Asset Transfer (CAT) process. Officers from the CSU carry out initial assessments of groups submitting an expression of interest, to establish whether the group has the skills, experience and organisational resilience needed to take on an asset. This assessment also reviews the group’s community engagement activity. Based on the outcomes, CSU officers work with groups to address any issues identified, such as governance, consultation, or business planning. The same level of support is available to groups using the simplified arrangements covered by the CAT scheme. Officers from the CSU encourage groups to consider the requirements of those most in need in their community. To support this, the CSU works with the Council’s Research and Information Officers to provide relevant data and statistical information that helps groups understand local demographics and community needs. The CSU also works with external partners who can offer further assistance to groups, including the Development Trusts Association Scotland’s Community Ownership Support Service (COSS) and Highlands and Islands Enterprise (HIE). HIE has provided funding to enable community groups to commission options appraisals and a Social Return on Investment report to support potential CATs. Continuous Action The Council’s dedicated Community Asset Transfer Team continues to manage and respond to all enquiries related to Asset Transfers. The Council’s website includes a comprehensive Community Asset Transfer section, providing guidance on the CAT process, application forms, examples of successful CAT transfers in Moray, and useful links to Scottish Government guidance, legislation, and other relevant resources. A dedicated mailbox is also available for CAT related enquiries. Communities can also access information about the Council’s land and property assets through it’s map-based Asset Register. The full register can be viewed, searched, or downloaded via the Council’s Open Mapping Data Portal. Open Mapping Data Portal https://data-moray.opendata.arcgis.com/ Page 280
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ASSET TRANSFER REQUESTS This report covers the period from 1 April 2025 to 31 March 2026. Throughout this time, no asset transfer requests were received. There were also no validated requests awaiting a decision, and no decisions were subject to review or appeal during the reporting period. Asset transfers successfully completed since the Act came into effect in January 2017 are listed in Appendix 1. Keith’s Longmore Hall, held by the Council as part of the Longmore Trust, has been operated by Longmore Community Hall SCIO under a short-term lease since July 2018, following the Council’s decision to seek a community organisation to manage the facility. The SCIO’s application for a longer-term lease was approved in November 2023, with the new lease completed on 13 March 2025 and formally registered on 3 June 2025. This transfer was finalised through negotiation out with the Act. The Council is currently progressing three additional approved transfers comprising one within and two out with the Act, as outlined below. A decision on a further request has been deferred pending investigation of an alternative site, as detailed in Appendix 2. Approved Transfers Lossiemouth’s Coulardbank Playing Fields are held by the Council on an inalienable Common Good title. In January 2020, the Lossiemouth Community Development Trust submitted an asset transfer request under the Act seeking a 25-year lease of part of the playing fields to develop a skate park. In October of the same year, the Council approved the request, subject to obtaining court consent and the Trust securing the required planning permission for the development. Court decree was granted on 12 January 2021, and planning consent followed on 21 March 2024, enabling the lease to proceed. The lease is now in the process of being completed. Land next to Clovenside Cemetery in Forres, held by the Council on a Common Good title, was leased to a head tenant in 2002, who subsequently sub-let the site to Forres Baptist Church. When the head tenant indicated a wish to end the tenancy, Forres Baptist Church submitted an application seeking ownership of the land and the associated building, Clovenside Funeral Home. The Council approved the application on 4 November 2025, subject to agreement on the assignation of the tenant’s interest. The transfer is now progressing towards completion through negotiation out with the Act. Forres in Bloom have been occupying the Council owned Grant Park Depot in Forres as their main operational hub and horticultural nursery under an informal arrangement for several years. The SCIO’s application for a formal long-term lease was approved on 4 November 2025, and the transfer is also being finalised through negotiation out with the Act. Expressions of Interest The Council’s CAT Scheme operates as a two-stage process. Community bodies are encouraged to begin with the pre-application stage by submitting an Expression of Interest (EOI) for any land or buildings they wish to acquire. Once an EOI is received, the Council’s CAT Team will: Page 281
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• confirm the community body’s eligibility under the scheme, • check that the Council is able to transfer the relevant property rights, • identify the Council’s current and future operational requirements for the property, • identify, as far as possible, any other material considerations relevant to a potential asset transfer, and • exchange information about the community body, the asset, and the potential transfer. The EOI stage is intended to help community bodies avoid abortive work and develop a strong business case in support of a formal asset transfer request. Not all community bodies that submit an EOI will progress to a formal request, and some may choose to proceed directly without completing an EOI. During the reporting period, the Council considered five EOIs, all of which remain current. SIMPLIFIED ARRANGEMENTS The Council’s former Community Rental Grant Scheme has been incorporated into the CAT Scheme. Under the expanded scheme, voluntary and community organisations leasing Council property may apply for a Community Rent Rebate when their rent is due for review. On 4 November 2025, the Council amended its policy to allow VCOs to submit rent rebate applications out with the usual review timescale in unforeseen circumstances. Each request will be assessed individually. As this element is not governed by Community Empowerment legislation, all applications are assessed entirely at the Council’s discretion and must be supported by a strong business case demonstrating ongoing benefits that justify the rebate. In response to the pandemic, there was a rise in requests from voluntary and community organisations seeking short-term use of temporarily unoccupied Council assets. These requests often require rapid decisions, which are not always compatible with committee timescales. To ensure an appropriately proportionate approach, a simplified process is now available for organisations seeking short-term or low-value concessionary leases. CONTACT US Further information on the scheme is available from the Council’s CAT team or the Community Support Unit (CSU). Post: Moray Council, High Street, Elgin IV30 1BX Phone: 01343 543451 Email: CAT@moray.gov.uk | CSU@moray.gov.uk Web: http://www.moray.gov.uk/CAT Page 282
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Appendices Appendix1 The assets listed below were transferred prior to the current reporting year, but all after Part 5 of the Community Empowerment (Scotland) Act 2015 took effect on 23 January 2017. No asset transfers were completed between 23 January 2017 and 31 March 2017. Table 1. Asset transfers completed from 1 April 2024 to 31 March 2025 Property Community Body Type 2015 Act Transferred Longmore Hall, Keith Lossiemouth Community Development Trust Lease No 13/03/2025 Table 2. Asset transfers completed from 1 April 2023 to 31 March 2024 Property Community Body Type 2015 Act Transferred Fishermen’s Hall, Buckie Fishermen’s Hall Trust Ownership Yes 19/05/2023 Table 3. Asset transfers completed from 1 April 2022 to 31 March 2023 Property Community Body Type 2015 Act Transferred Findochty Town Hall Findochty Town Hall (SCIO) Ownership Yes 21/07/2022 West Dunes Toilets, Findhorn Findhorn Village Conservation Company Ownership Yes 12/10/2022 Garmouth Water Tower Garmouth and Kingston Community Association Ownership No 19/12/2022 Table 4. Asset transfers completed from 1 April 2021 to 31 March 2022 Property Community Body Type 2015 Act Transferred Cullen Community and Residential Centre Three Kings Cullen Association Ownership Yes 05/11/2021 Table 5. Asset transfers completed from 1 April 2020 to 31 March 2021 Property Community Body Type 2015 Act Transferred Dufftown Sports and Community Centre Dufftown Community Centre (SCIO) Ownership No 05/03/2021 Forres Town Hall Forres Area Community Trust Ownership Yes 26/02/2021 Land, Lesser Borough Briggs, Elgin Elgin Sports Community Trust Lease Yes 23/11/2020 Page 283
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Table 6. Asset transfers completed from 1 April 2019 to 31 March 2020 Property Community Body Type 2015 Act Transferred Portknockie Bowling Green Portknockie Bowling and Tennis Club Ownership No 08/11/2019 Marine Park, Lossiemouth Action Marine Park Ownership No 05/06/2019 Table 7. Asset transfers completed from 1 April 2018 to 31 March 2019 Property Community Body Type 2015 Act Transferred Cabrach School and Community Hall Cabrach Trust Ownership No 24/10/2018 Abbeylands School, Kinloss Morayvia Ownership No 05/10/2018 Table 8. Asset transfers completed from 1 April 2017 to 31 March 2018 Property Community Body Type 2015 Act Transferred Tomintoul Bowling Green Tomintoul and Glenlivet Bowling Club Ownership No 25/05/2017 Tomintoul Youth Hostel Tomintoul and Glenlivet Development Trust Ownership No 19/04/2017 Tomintoul Museum Tomintoul and Glenlivet Development Trust Ownership No 19/04/2017 Page 284
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Appendix 2 The following assets are awaiting completion or are currently deferred pending a Council decision. Table 1. Approved Asset Transfer Requests Awaiting Completion Property Community Body Request 2015 Act Approved Land, Coulardbank Park, Lossiemouth Lossiemouth Community Development Trust Lease Yes 06/10/2020 Land adjacent to Clovenside Cemetery, Forres Forres Baptist Church Ownership No 04/11/2025 Former Depot and land at Grant Park, Forres Forres In Bloom Lease No 04/11/2025 Table 2. Deferred Asset Transfer Requests Property Community Body Request 2015 Act Deferred Land, Grant Park, Forres Forres Skate Park Initiative Lease No 27/09/2023 Page 285
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