Agenda Document Pack - Corporate Committee - 05/11/2024
Moray Council · 5 November 2024
Back to Corporate Committee — 5 November 2024 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, 05 November 2024 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, 05 November 2024 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Items 19 and 20 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minutes of meeting of 27 August 2024 7 - 14 5. Written Questions ** 6. Complaints Annual Report 2023-24 Report by the Depute Chief Executive (Education, Communities and Organisational Development) 15 - 28 7. Annual Procurement Report 2023-24 Report by the Depute Chief Executive (Economy, Environment and Finance) 29 - 50 Page 1
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8. Best Value Action Plan Monitoring Quarterly report Report by the Depute Chief Executive (Education, Communities and Organisational Development) 51 - 56 9. Corporate Risk Register Update Report by the Depute Chief Executive (Education, Communities and Organisational Development) 57 - 68 10. Property Performance Indicators Report Report by the Depute Chief Executive (Economy, Environment and Finance) 69 - 72 11. Performance Report - Financial Services - Period to September 2024 Report by the Depute Chief Executive (Economy, Environment and Finance) 73 - 78 12. Performance Report - Governance, Strategy and Performance - Period to September 2024 Report by the Depute Chief Executive (Education, Communities and Organisational Development) 79 - 84 13. Performance Report - HR ICT and OD - Period to September 2024 Report by the Depute Chief Executive (Education, Communities and Organisational Development) 85 - 90 14. Armed Forces Covenant Gold Award Report by the Depute Chief Executive (Education, Communities and Organisational Development) 91 - 94 15. Sustainable Development Statement Report by the Depute Chief Executive (Economy, Environment and Finance) 95 - 110 16. Transformation Strategy Development Report by the Depute Chief Executive (Education, Communities and Organisational Development) 111 - 126 17. Flag Flying Policy Report by the Depute Chief Executive (Education, Communities and Organisational Development) 127 - 138 Page 2
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18. Moray Gaelic Language Plan Report by the Depute Chief Executive (Education, Communities and Organisational Development) 139 - 168 Item(s) which the Committee may wish to consider with the Press and Public excluded 19. Voluntary Severance and Voluntary Early Retirement Applications [Para 1] • 1. Information relating to staffing matters; 20. Property Transaction - March Road East Buckie [Para 6 8 9] • 6. Information relating to the financial or business affairs of any particular person(s); • 8 & 9. Information on proposed terms and/or expenditure to be incurred by the Authority; 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 do so, please come to the High Street entrance door and a member of staff will be let into the building. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 5
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MORAY COUNCIL Corporate Committee SEDERUNT Councillor Bridget Mustard (Chair) Councillor Kathleen Robertson (Depute Chair) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Amber Dunbar (Member) Councillor Jérémie Fernandes (Member) Councillor Sandy Keith (Member) Councillor Scott Lawrence (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor Derek Ross (Member) Councillor Draeyk van der Horn (Member) Clerk Name: Tracey Sutherland Clerk Telephone: 07971 879268 Clerk Email: committee.services@moray.gov.uk Page 6
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MORAY COUNCIL Minute of Meeting of the Corporate Committee Tuesday, 27 August 2024 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Sandy Keith, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor Draeyk van der Horn APOLOGIES Councillor Shona Morrison IN ATTENDANCE The Interim Chief Executive, Depute Chief Executive (Economy, Environment and Finance), Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance, Head of HR, ICT and Organisational Development, Chief Financial Officer, Information Governance Manager and the Democratic Services Manager. 1. Chair The meeting was chaired by Councillor Bridget Mustard. 2. Declaration of Group Decisions and Members Interests * In terms of Standing Orders 21 and 23 and The Councillors' Code of conduct the Council noted that there were no declarations for Group Leaders or Spokesperson in regard to any prior decisions taken on how members will vote on any item on the agenda or any declarations of Member's interests in respect of any item on the agenda. For transparency, in relation to Item 14 "Moray British Sign Language Plan 2024- 2030" Councillor Coull stated that she was the Council's representative at North East Sensory Services and also had a deaf child. 3. Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Items 10 and 11 of business on the grounds that it involves the likely disclosure of exempt information of the class. Item 4. Page 7
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Para number of the minute Para Number of Schedule 7a 17 Para 1 Information on issues relating to staffing matters 4. Minutes of meeting of 11 June 2024 Under reference to paragraph 9 of the minute, Councillor Mustard had highlighted to the clerk a typo in the paragraph which would be corrected. Thereafter, the minute of the meeting of Corporate Committee dated 11 June 2023 was approved subject to the correction. 5. Written Questions Under reference to Standing Order 36 a written question from Councillor Keith was submitted in the following terms: A decision was made by Moray Council to disregard engineering judgement and council priorities on 27 March 2024 in approving the remaining £2.737m required to fully fund the design and construction of a replacement Cloddach Bridge from Council capital funding. In reaching this decision other projects had to be postponed and in the case of the New Bishopmill Bridge this decision led to it being deferred for a second year despite engineering judgement informing council that it should proceed. Can members be advised as to where progress on the Cloddach Bridge project has reached and if it isn’t to proceed can a report be brought back to the relevant committee to inform which projects should be reinstated on basis of engineering assessment. RESPONSE The Council submitted the Full Business Case to the UK Government on 11 April 2024. The Department for Transport appraised the case through their governance and approved it on 16 April 2024, then referring it to HM Treasury for funding approval. This referral was shortly before the July 2024 UK General Election, and consideration by HM Treasury was suspended during the pre-election period in line with all such decisions. The Head of Environmental and Commercial Services further contacted the Lead Official at the Department for Transport on 26 July 2024 asking for an update following the General Election. The advice given was that the project was to be put back to the Secretary of State, and noting that UK parliamentary recess was due to take place from 30 July to 2 September, a firm position would not be reached until at least September. Officers will continue to liaise with Officials at UK Government, and as soon as a decision is made on the status of funding for the project this will be communicated to all elected members, and steps taken according to the outcome of the funding decision. If any decision of UK Government indicates any implications for the financial position or strategic workplan for the council then this will be brought to the appropriate meeting for consideration by councillors at the earliest opportunity. Page 8
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6. 2023-2024 Workforce Planning Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of the progress made against the workforce strategy and plan for the period 2023-2024 and to consider the proposed workforce strategy for 2024-2027 and 2024-25 action plan. Following consideration the Committee unanimously agreed to: i) note the progress made against 2023-24 workforce plan; ii) approve the proposed Workforce and Organisational Development Strategy and Plan for 2024-27 as set out in Appendix A; and iii) note the positive contribution from the short life Workforce Working Group. 7. Information Governance Annual Report 2023-2024 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which provided Committee with a report on Information Governance activities within the Council and in particular on improvements made for 2023/24. Following consideration the Committee unanimously agreed to note the current Information Governance compliance for 2023/24 as set out in the Annual Report in Appendix 1 and summarised in Section 4. 8. Trusts Funds Summary Expenditure 2023-24 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) which informed Committee of the disbursements made from Trusts in 2023/24 and the estimated disposable income available for disbursement in 2024/25. Following consideration the Committee unanimously agreed: i) to note the disbursements made from each of the Trust Funds in 2023/24, shown in Appendix 1; and ii) the estimated income available for disbursement in 2024/25, shown in Appendix 2. 9. Capital Plan 2024-25 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of expenditure to 30 June 2024 under the capital plan for financial year 2024/25 and of estimates of projected expenditure profiled into quarters. Following consideration the Committee unanimously agreed to: i) note expenditure to 30 June 2024 of £3,342,000 as set out in Appendix 1; Page 9
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ii) note the projected overall expenditure for projects spanning more than one financial year, as set out in Appendix 2; iii) approve further amendments of £3,047,000 for 2024/25 and £110,000 for 2025/26 to the capital plan as detailed in section 5; and iv) note progress on the review of surplus assets following an update to various refugee and resettlement programmes. 10. Revenue Expenditure to 30 June 2024 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) advising Committee of the revenue budget monitoring position to 30 June 2024. Following consideration the Committee unanimously agreed to note: i) the budget monitoring position of £2,263,000 under budget for 2024/25 as at 30 June 2024; ii) that this position consists of an underspend on Devolved School budgets within Education of £369,000, an underspend of £917,000 on Environmental and Commercial Services, an underspend on Social Care services and Children’s Services delivered on behalf of the Moray Integration Joint Board (MIJB) of £1,375,000 and £103,000 respectively, and overspends in other services of £419,000; iii) an increase of £1,038,000 in the General Revenue Grant, as detailed in paragraph 3.5 iv) emerging budget pressures noted in section 6 for the school catering Fusion app; The Committee further unanimously agreed the use of the working ear-marked reserve of £13,000 as detailed in paragraphs 6.1 to 6.2. 11. Best Value Action Plan Progress Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of progress against the actions set out in the Council's Best Value Action Plan since it was approved in April 2024. Following consideration the Committee unanimously agreed to note the progress made against the actions in the Council's Best Value Action Plan (Appendix 1). 12. Corporate Risk Register The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which provided the Committee with the quarterly overview of the Council's principal risks as detailed in the Corporate Risk Register. Page 10
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Following consideration the Committee unanimously agreed to approve the overview update on the Council's principal risks as of July 2024 attached as Appendix 1 to the report. 13. Localisted Poverty in Moray Update The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which informed the Committee of the updated position of localised poverty in Moray and the actions being progressed through Corporate and Service Planning aligned to reducing poverty. Following consideration the Committee unanimously agreed to note the updated position and current actions aligned to reducing poverty. 14. Moray British Sign Language Plan 2024-2030 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which invited the Committee to note the feedback from the consultation on the draft Moray British Sign Language (BSL) plan and consider and approve the amended Moray (BSL) Plan 2024-2030 (Appendix 1). Following consideration the Committee unanimously agreed to: i) note feedback from the consultation on the draft Moray British Sign Language plan; and ii) consider and approve the Moray British Sign Language (BSL) Plan 2024- 2030 (Appendix 1). 15. Review of Second Tier Governance Documents The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which asked the Committee to note progress on the review of the Council's Second Tier Governance documents. Prior to the meeting the Head of Governance, Strategy and Performance had circulated amended wording for para 6.8 of Appendix 1 - Guidance on Councillor/Officer Relations for approval as follows: 6.8 Officers below Head of Service level may be asked to attend group meetings to provide simple, factual information relating to their service expertise. This would not normally extend below third tier. Where the issue: • requires expertise of officer below third tier; • is more sensitive or complex; • is likely to have a significant time input; • likely to involve differences of opinion; then Group Leaders shall request Officer attendance through the relevant Head of Service or CMT member. Page 11
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Equally, should Officers below Head of Service level wish to canvas a particular issue with a political group they shall seek the consent of the appropriate Head of Service/CMT member. It is important that lines of communication over attendance at group meetings and the information provided are kept open. Following consideration the Committee unanimously agreed: i) the Guidance on Councillor/Officer Relations attached as Appendix 1 with the agreed amendment; ii) the Guidance on Councillors on Outside Bodies attached as Appendix 2; and iii) to note progress on the update of the Council's Second Tier Governance Documents as detailed in paragraph 4.5. 16. Review of Community Council Scheme and Election Arrangements Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) which invited the Committee to consider and approve the arrangements for the review of the Moray Council Scheme for the Establishment of Community Councils and the future Community Council elections. Following consideration the Committee unanimously agreed: i) the framework for the review of the Council Scheme for the Establishment of Community Councils; and ii) arrangements for the Community Council elections, noting financial implications, as detailed in the report. 17. Progress on Collaborative Leadership Development Work [Para 1] Under reference to paragraph 6 of the minute of the meeting of this Committee dated 4 October 2023. The meeting had before it a report by the Interim Chief Executive informing the Council of progress made in relation to Collaborative Leadership, Recommendation 2 from the External Adviser's report and Action 1.1 in the Council's Best Value Action Plan. In introducing the report, the Interim Chief Executive asked whether Committee would be minded to defer the review as detailed in recommendation (iii) until April 2025 to allow further work to take place. Councillor Robertson moved to defer the review until April 2025, this was seconded by Councillor Ross. Councillor Lawrence asked, in agreeing to defer the review until April 2025 whether an update report could be brought to Committee in December 2024. Page 12
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In response the Chief Executive confirmed that he would be happy to bring an update report in December 2024 as it was important to keep the work moving forward. Following consideration, the Committee unanimously agreed: i) to note the progress made by the External Consultant in developing Collaborative Leadership as detailed in Appendix 2; ii) to note that a number of actions are proposed for different Member and Officer groups which will take time to develop and implement; iii) to note the Council's external adviser's proposal that a follow up assessment is carried out by April 2025 with an update report to be brought to Committee in December 2024; iv) to approve the proposal for progressing and embedding collaborative Leadership as shown in Appendix 1; and v) the progress will be monitored through Action 1.1 in the Council's Best Value Action Plan and will be picked up in the annual self-assessment against Best Value guidance agreed by the Corporate Committee on 23 April 2024. Page 13
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: COMPLAINTS ANNUAL REPORT 2023-24 BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 The Committee is asked to consider and note the Complaints Annual Report 2023-24. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council's Scheme of Administration relating to monitoring performance in accordance with the Council’s performance management framework. 2. RECOMMENDATION 2.1 The Committee is asked to: i) consider and note the contents of the Complaints Annual Report; and ii) approve the report for submission to the Scottish Public Services Ombudsman (SPSO). 3. BACKGROUND 3.1 All councils are required to publish their performance against the national performance indicators set by the SPSO. The attached report presents our performance against these performance indicators for the 2023-24 reporting period. (Appendix 1) 3.2 Complaints handling is part of the council’s performance management framework. Members receive updates on complaints performance through routine reports to service committees. 3.3 Compared to the 2022-23 figures, there has been a 26% increase in the number of complaints received demonstrating public confidence in reporting Item 6. Page 15
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complaints. Complaints per 1,000 population increased slightly but remains below the national average. 3.4 During 2023-24, there was a 1% decrease to 80% of complaints dealt with at frontline stage compared to the 20% dealt with at the investigation stage including those escalated to investigation. The Council continues to deal with a high percentage of complaints at frontline, as suggested by the SPSO’s guidance on the Model Complaints Handling Procedure to “take every opportunity to resolve service users’ complaints at the first point of contact if at all possible.” Performance is slightly below the Scottish average of 86% and it is intended to improve results through continued staff training, discussions at quarterly complaint administrator meetings and with senior officers responsible for management of their department complaints. 3.5 Average response times for dealing with stage 1 complaints has reduced to just above the MCHP target of 5 working days. Stage 2 response times are similar to the previous reporting year with a slight increase for escalated stage 2 complaints. Stage 2 complaints are well above the Scottish National Average having taken significantly longer to investigate these. That said, 10% fewer stage 2 cases were upheld than the Scottish National Average demonstrating that, although more time is taken to deal with complaints, the thoroughness of investigations demonstrate that services are provided at the required standard. Our Complaints Officer regularly works with Complaint Administrators to progress more complex complaints, while periodic checks of the Complaints Management System are also undertaken to identify any delays or issues. 3.6 School holiday periods are not excluded when dealing with Education complaints and these can lead to cases excessively exceeding the stage 2 time limit, particularly during the summer school holiday period. An 11% increase in Education complaints from the previous reporting year has impacted on stage 2-time limits. 3.7 In 2023/24, the proportion of our Stage 1 complaints that were upheld decreased slightly to 44% against a national average of 31%. Overall, there was a 3% reduction (54%) of Stage 1 complaints that were upheld in some way (upheld, partially upheld or closed as resolution) compared to 64% nationally. 3.8 All complaints closed as resolution are scrutinised by the Complaints Officer to ensure that they have been resulted correctly. Such monitoring and scrutiny does not take place in other councils. This would account for the low number of cases (3% for stage 1 and 2 complaints) closed at resolution compared to the Scottish National Average of 20%. 3.9 Only 15% of Stage 2 complaints were upheld compared to 18% nationally. There was a significant reduction from 54% to 37% of overall complaints dealt with at this Stage that were either upheld, partially upheld or closed as resolution. This compares favourably to the national average of 47%. Page 16
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81% of Escalated Stage 2 complaints were either upheld, partially upheld or closed as resolution compared to a national average of 57%. This is an increase of 19% however the low number of cases involved (21 cases) can artificially present as significant. 3.10 Environmental and Commercial Services complaints have increased from 32% to 40% of all complaints received. Housing and Property saw an 8% reduction from 32% to 24%. The complaints for all other departments were similar to previous years. 3.11 The Complaints Officer is to carry out training with Environmental and Commercial Services managers where increases in household collection, public/school transport, winter maintenance and street lighting complaints as detailed in Table 3 of this report will be highlighted. 3.12 Learning from complaints is essential to improve the delivery of services. Essentially, all complaints normally fall Essentially, all complaints normally fall into three categories. A complaint can be about; (a) policy or procedures in that they are unclear, not agreed with or in need of revision; (b) practice whereby an employee did not follow policy/procedure; or (c) where the complaints relate to staff behaviours. 3.13 Monitoring of complaint database closure e-forms shows that learning outcomes are being completed for individual complaints however increased scrutiny is being undertaken to look for commonalities that could identify organisational learning opportunities. The Complaints Officer raised this issue of learning from complaints at the Local Authority Complaint Handlers Network (LACHN) meeting. This identified that, nationally, councils tend to process individual complaints without any structured ways of capturing common complaint themes to allow actions to be put in place to more widely address issues. 3.14 Whilst this remains an agenda item for the LACHN to seek ways to improve upon this, there has been little progress to date, mainly due to the recent LACHN meetings being focused on the introduction of a Child Friendly Complaint process. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan - Local Outcomes Improvement Plan (LOIP) This report supports the Scottish Government’s national outcomes, in particular the commitment to be accountable to the community as stated: “Our public services are high quality, continually improving, efficient and responsive to local people’s needs.” Effective complaints reporting is used to ensure the efficient and sustainable delivery of services to meet the Council’s priorities in ‘Moray 2026: A Plan for the Future.’ Within the Moray Council Corporate Plan. Page 17
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(b) Policy and Legal The SPSO have made it a statutory requirement to have all local authorities publish a Complaints Annual Report. (c) Financial implications It is not anticipated that there will be any financial implications. (d) Risk Implications Failure to adhere to the statutory SPSO requirement may result in SPSO making a declaration of non-compliance against the Council. Non-compliance with the statutory duty relating to national standards being adopted would present risk in terms of reputational damage and a loss of public confidence in reporting complaints. (e) Staffing Implications There are no staffing implications related to this report. (f) Property There are no property implications related to this report. (g) Equalities/Socio Economic Impact The Equal Opportunities Officer has been consulted in the preparation of this report. The Equal Opportunities Officer has recommended that where services are experiencing high volumes of complaints, the management of respective services should arrange to identify common complaint issues and any learning arising. This will help to ensure that complaints are not arising from situations where customer diversity needs have not been considered or addressed, e.g. disability or cultural issues. A further recommendation is that where there is evidence or a suspicion that a complaint is related to characteristics protected under the Equality Act 2010 (race, disability, sex, religion/belief, sexual orientation, age, gender reassignment, pregnancy/maternity), services must make contact the Council’s Equal Opportunities Officer. (h) Consultations The Corporate Management Team and Democratic Services Manager have been consulted on the contents of the Complaints Annual Report 2023-24. 5. CONCLUSION 5.1 That the Committee approve publication of the Complaints Annual Report 2023-24 to comply with the SPSO statutory requirement. Author of Report: John Black, Complaints Officer Background Papers: Held by Author Ref: SPMAN-2045703626-484 Page 18
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APPENDIX 1 Complaints Handling Annual Report 2023-24 Item 6. Page 19
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APPENDIX 1 Introduction At Moray Council, we aim to provide the highest level of service however there are times when we don’t meet the expectations of our customers. When this happens, it’s important we learn from the complaints we receive and improve our service delivery. The Scottish Public Services Ombudsman (SPSO) is the responsible body for complaints handling for the public sector in Scotland. Their Model Complaints Handling Procedure (MCHP) defines how they expect complaints to be dealt with. In line with this, all complaints we receive are managed under the two Stage Complaints Handling Procedure: To help improve the customer experience, we aim to resolve as many complaints as possible at Stage 1. However, if a customer remains dissatisfied following the 2 Stage process, we advise how complaints can be passed to the SPSO for further consideration. Stage 1 - Also known as Frontline Resolution These complaints should be straightforward. A Stage 1 complaint could mean immediate action to resolve the matter. These complaints should be answered within 5 working days. Most complaints should be dealt with at Stage 1. Stage 2 – Also known as Investigation Stage A Stage 2 complaint may be a concern that has not been successfully resolved at Stage 1 and is therefore escalated or refers to a matter that is more complex and requires a full and detailed investigation. These complaints should be answered within 20 working days. Page 20
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APPENDIX 1 Complaints Performance All complaints are recorded on our Complaints Management System. Details are shared with our Corporate Management Team and Heads of Service on a quarterly basis and with our Service Committees every six months. Our Complaints Officer holds regular meetings with Complaints Administrators and at a national level, attends quarterly meetings of the Local Authority Complaint Handlers Network. As part of a revised MCHP issued on 1 April 2021, local authorities are required to record and publish complaints performance annually against 4 Key Performance Indicators (KPIs). This report details how we performed against these KPIs between 01 April 2023 and 31 March 2024 and provides examples of changes introduced as a result of the complaints we have received. For comparison purposes, we have also included our performance from the previous two years and the 2023-24 national data for Scotland. Indicator 1: Total number of complaints received (including complaints per 1,000 population) This indicator records the total number of complaints received at both Stage 1 and Stage 2. To allow for consistent benchmarking across all local authorities in Scotland, the figure per 1,000 population is included. Table 1: Complaints received including per 1,000 population (2023-24 population based on Mid-Year Estimates 2022) During 2023-24, we received 747 complaints, an increase of 154 (26%) against 2022-23 and 206 (38%) from 2021-22. Although complaints have risen to 7.92 per 1,000 population, we remain below the national average of 9.93. Scotland 2021-22 2022-23 2023-24 2023-24 Total Complaints Received (Stage 1 and Stage 2) 541 593 747 47,294 Population 96,410 96,410 94,280 4,764,140 Complaints per 1,000 population 5.61 6.15 7.92 9.93 Moray Council Page 21
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APPENDIX 1 By department, complaints received by Environmental and Commercial Services increased from 191 to 296 while for Housing and Property Services, complaints fell from 191 to 180. Table 2: Number and % of Complaints received by Department NB percentages may not total 100% due to rounding Table 3 shows the most common complaints received by Environmental and Commercial Services in 2023-24, with a comparison provided for the previous two years. Proportionally, Public/School Transport has seen the largest increase from the previous year followed by Lighting, Winter Maintenance and Household Collections. Table 3: Environmental and Commercial Services – Most Common Complaints 2023-24 (with previous years comparison) Recent changes within Environmental and Commercial Services can be linked to this notable increase in complaints. The enhanced m.connect service, including the launch of a new booking system and app, led to a spike in complaints for Public Transport as new procedures were introduced while a planned rise in the cost of the Garden Waste Permit resulted in a higher rate of complaints for Household Collections. Environmental and Commercial Services 168 31% 191 32% 296 40% Housing and Property Services 157 29% 191 32% 180 24% Education 66 12% 64 11% 80 11% Children and Families and Criminal Justice 23 4% 29 5% 44 6% Financial Services 7 1% 36 6% 38 5% Economic Growth and Development 37 7% 23 4% 37 5% Health and Social Care Moray 24 4% 22 4% 26 3% Education Resources and Communities 18 3% 14 2% 24 3% Governance, Strategy and Performance 35 6% 21 4% 20 3% HR, ICT and Organisational Development 6 1% 2 0.3% 2 0.3% Grand Total 541 593 747 2021-22 2022-23 2023-24 Environmental and Commercial Services 2021-22 2022-23 2023-24 Household Collections 77 70 105 Road Maintenance 18 27 27 Public/School Transport 2 4 25 Complaint Against Staff 17 19 22 Winter Maintenance 1 11 22 Street Lighting 1 3 17 Page 22
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APPENDIX 1 External factors also contributed, with a period of wintery weather leading to complaints around Winter Maintenance while Moray Council received complaints relating to Street Lighting that were found to be associated to work undertaken by third party organisations. For Housing and Property, the 2023-24 Service Plan included an action to improve the customer service provided for housing repairs, to be measured by a 10% reduction in complaints. A review of complaints received by this Service show those relating to Repairs/Capital/Planned Maintenance, fell by 14% from 130 in 2022-23 to 111 in 2023-24 achieving the planned outcome of this Service Plan action and resulting in a fall in Housing and Property complaints overall. Indicator 2: Number and Percentage of complaints at each stage that were closed in full within set timescales of 5 and 20 working days The MCHP requires complaints be closed within 5 working days at Stage 1 and 20 working days at Stage 2. While the aim is to handle complaints as quickly as possible, the main consideration must always be to deliver a quality decision based on facts and evidence. Table 4: Complaints Closed Table 5: Number and Percentage of Complaints at each Stage that were closed in full within set timescales Scotland 2021-22 2022-23 2023-24 2023-24 Stage 1 402 466 586 39,272 Stage 2 118 80 123 4,001 Escalated Stage 2 14 26 26 2,476 Total 534 572 735 45,749 Moray Council No. closed within set timescales % closed within set timescales No. closed within set timescales % closed within set timescales No. closed within set timescales % closed within set timescales No. closed within set timescales % closed within set timescales Stage 1 310 77% 377 81% 494 84% 25,382 65% Stage 2 89 75% 54 68% 61 50% 2,506 63% Escalated Stage 2 4 29% 8 31% 4 15% 1,536 62% Total 403 75% 439 77% 559 76% 29,424 64% Moray Council Scotland 2021-22 2022-23 2023-24 2023-24 Page 23
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APPENDIX 1 During 2023-24, we increased the proportion of Stage 1 complaints closed within target timescales. Stage 2 complaints achieving target fell for the second consecutive year while Escalated Stage 2 complaints dropped to 15%. Overall, our closed complaints meeting MCHP targets have remained relatively static, however we continue to be above the national average. A higher proportion of our late complaints are recorded by Education and Children and Families and Criminal Justice. Due to the complex nature of the issues involved within these services, Stage 2 complaints can take longer to investigate fully. In particular with Education, investigations can take longer if the complaint is received immediately prior to a school holiday period. To reduce these late complaints, our Complaints Officer has worked with Administrators and Heads of Service to develop a more proactive approach for dealing with complaints approaching their due date, including the increased use of extensions. The impact of this will be monitored over the next few months. Indicator 3: Average time in working days for a full response to complaints at each stage This indicator details the average time in working days for a full response to be provided to a complaint at each stage. Table 6: Average Response Times (Working Days) Our average response time for Stage 1 complaints in 2023-24 improved to just above the MCHP target of 5 working days, well below the national average of 9.4 days. Stage 2 and Escalated Stage 2 complaints however both increased for the second consecutive year. As highlighted with Indicator 2, we have fewer Stage 2 complaints meeting target timescales and this has an impact on our average times. The targeted work undertaken by our Complaints Officer to reduce late complaints should help to address this. Scotland 2021-22 2022-23 2023-24 2023-24 Stage 1 5.1 6.26 5.36 9.40 Stage 2 20.9 27.45 27.92 22.80 Escalated Stage 2 26.2 28.73 32.77 19.60 Moray Council Page 24
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APPENDIX 1 Indicator 4: The outcome of complaints at each stage Once a complaint has been investigated, we are required to provide the customer with an explanation of the findings and confirm the outcome category as one of the following; Upheld – when a complaint is found to be true or is confirmed. Partially Upheld - where several issues have been raised and some, but not all, are upheld. Resolved - where a complaint includes a number of issues, but we manage to agree an outcome without the need to investigate and respond on each separately. Not Upheld - when a complaint is found to be untrue or where a reasonable standard of service has been provided. Indicator 4 reports the number and percentage of our complaints closed at each stage against the outcome decision. Table 7: The outcome of complaints at each Stage NB percentages may not total 100% due to rounding The outcome of our complaints by Stage varies against national averages. With Stage 1, we have a high proportion of complaints closed as Upheld and Not Upheld. In contrast, Stage 1 complaints closed as Resolved are significantly low. Stage 1 Not Upheld 182 45% 202 43% 276 47% 14,171 36% Partially Upheld 49 12% 36 8% 51 9% 6,681 17% Upheld 151 38% 212 45% 255 44% 12,232 31% Resolved 20 5% 16 3% 4 1% 6,188 16% Total Closed at Stage 1 402 466 586 39,272 Stage 2 Not Upheld 65 55% 39 49% 78 63% 2,106 53% Partially Upheld 26 22% 22 28% 24 20% 1,012 25% Upheld 24 20% 19 24% 19 15% 726 18% Resolved 3 3% 0 0% 2 2% 157 4% Total 118 80 123 4,001 Escalated Stage 2 Not Upheld 3 21% 10 38% 5 19% 1,080 44% Partially Upheld 6 43% 13 50% 12 46% 570 23% Upheld 5 36% 3 12% 8 31% 631 26% Resolved 0 0% 0 0% 1 4% 195 8% Total 14 26 26 2,476 Moray Council Scotland 2021-22 2022-23 2023-24 2023-24 Moray Council Scotland 2021-22 2022-23 2023-24 2023-24 Moray Council Scotland 2021-22 2022-23 2023-24 2023-24 Page 25
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APPENDIX 1 The option to close a complaint as Resolved was introduced by the SPSO in 2021 and covers complaints where a resolution has been agreed without the need to investigate each area. To ensure this category is applied correctly, our Complaints Officer regularly monitors Resolved complaints. If required, complaints are investigated fully, resulting in a more specific outcome of Not Upheld, Upheld or Partially Upheld being applied. Following discussions with the Local Authority Complaint Handlers Network, it was clear this level of monitoring is not routinely undertaken by other authorities and is perhaps why Resolved complaints recorded by Moray Council are lower than the national average. For Stage 2 complaints, an increasing proportion have been closed as Not Upheld. This is only possible following a full investigation and may be a contributing factor in the increase of Stage 2 complaints exceeding target timescales. The thoroughness of our investigation process can be linked to the low number of complaints referred to the SPSO and the feedback they have provided shows, in the majority of cases, the required standard of service has been provided. SPSO Complaints If a complainant remains dissatisfied following the 2 Stage process, their complaint can be passed to the SPSO for further consideration. The SPSO provide feedback and, if required, recommendations to help councils learn and improve. When recommendations are made, the council must take action within a specified time frame and provide evidence that demonstrates the learning and improvements taken. During 2023-24, 10 complaints were considered by the SPSO however no recommendations for any improvements were made. Seven minor feedback points were raised and passed to the relevant departments to make staff and managers aware. An annual report covering the seven feedback points will be discussed at the Audit and Scrutiny Committee meeting on 20 November 2024. Page 26
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APPENDIX 1 Learning from Complaints Complaints are a valuable source of information; they provide us with the opportunity to identify trends or emerging issues and develop and improve our service delivery. Some examples of changes we have implemented due to complaints in 2023-24 are provided below. Public Transport To improve the booking experience of the new m.connect service, additional training and procedures have been implemented for both contact centre staff and drivers. Roaming sim cards have been purchased to ensure more reliable system coverage and the liftandgo app has been updated to improve notifications for passengers. Housing Repairs To reduce complaints relating to remedial work, new Tenant Liaison Assistants have been recruited to improve scheduling of repairs and communication with tenants and contractors. Housing have also worked with ICT to develop a new booking system for inspections and implemented a new mould and damp policy to reduce time taken to address these issues. Education Following concerns highlighted to Education, school procedures around use of personal devices and social media permissions have been improved. Protocols relating to food allergies and issuing of medication have also been updated. Education Resources and Communities To improve accessibility at one of our community facilities, we instigated work to construct dropped kerbs allowing safer entry for all. Household Collections Although issues around supplier lead times for new/replacement bins is out with the control of the Waste Team, improvements have been made to internal stock control procedures to minimise disruption should delivery take longer than expected. Children & Families To improve communication and understanding of procedures, a practitioner toolkit and a family leaflet are in development. Staff have also been reminded of the importance of regular, timely updates. Antisocial Behaviour To minimise the impact on local communities, a new system has been introduced that will improve the monitoring of ASB at council properties used for homeless accommodation. Financial Services Work practices and procedures have been improved within Financial Services, ensuring all enquiries receive a prompt and thorough response. Page 27
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APPENDIX 1 Customer Satisfaction In December 2021, as part of our plans for recovery and renewal from the Covid pandemic, we replaced paper copies of our survey with a link to an online questionnaire, sent to those supplying an email address. In 2023-24, 567 links to our survey were issued resulting in 68 responses and a return rate of 12%. This is an improvement on the 8% recorded in 2022-23 and similar to that achieved in 2021-22 when paper surveys were issued for most of the year. Alternative methods, within available resources, that could increase responses are kept under review however low response rates to complaint surveys are evident nationally. Our survey requests feedback on the process of dealing with a complaint as opposed to the complaint outcome. In 2023-24, it was highlighted information about our complaint’s procedure was accessible and our responses were clear and easy to understand. Areas identified for improvement included ensuring all points raised are addressed and that we communicate better regarding timescales and the next stages of a complaint. Refresher training has been undertaken with Administrators covering the need to accurately agree all areas of a complaint and improve communication with the complainant. Conclusion We are committed to learning from the views and experiences of our customers. To do this, we aim to record complaints accurately and adhere to the Complaints Handling Procedure. Where a complaint is closed as upheld or partially upheld, learning and improvement opportunities are identified to improve service provision. This can lead to a change in process or policy to prevent or reduce the likelihood of similar complaints occurring. This Annual Report complies with the SPSO’s requirement to publish our complaints performance against their 4 key performance indicators. It also highlights some of the recent changes we’ve made as a result of the complaints we’ve received. We will continue to welcome customer feedback and work towards providing the best service possible. Contact Us For more information on our complaints procedure, or to make a complaint via our complaints e- form, visit www.moray.gov.uk/complaints. For more detailed advice or to request a copy of the procedure in another format contact 01343 543451 or email complaints@moray.gov.uk. Page 28
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: ANNUAL PROCUREMENT REPORT FOR 2023/24, PROCUREMENT STRATEGY FOR 2024/25 AND PROCUREMENT STRATEGIC ACTION PLAN FOR 2024 TO 2026 BY: DEPUTE CHIEF EXECUTIVE (ECONONY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To provide the Committee with the annual procurement report (annual report) for 2023/24 in line with our duties under the Procurement Reform (Scotland) Act 2014 (“the Act”). Once approved by the Committee a copy of this report will be provided to the Scottish Government and published on the Moray Council website. 1.2 To inform the Committee that the procurement strategy for the current financial year 2024/25 is being reviewed and prepared for Committee’s approval in line with the duties outlined in s 15 of the Act. 1.3 To inform the Committee of the procurement strategic action plan (PSAP) for 2024-2026 including the approach to improving procurement compliance and alignment with the Act through a review of the procurement strategy, procurement policy and procurement procedures. 1.4 This report is submitted to Committee in terms of Section III (B) (21) of the Council's Scheme of Administration relating to procurement arrangements. 2. RECOMMENDATION 2.1 It is recommended that the Committee: (i) considers and notes the procurement activities for the year 2023/24 as contained within the annual procurement report; (ii) considers and notes the procurement team are preparing the procurement strategy for 2024/25 which will be provided to Committee for review within the current financial year; and (iii) approves the planned improvement activities over the next two years (2024-26) as detailed in the annual report (Appendix C) with summary provided in section 5 below. Item 7. Page 29
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3. BACKGROUND 3.1 The Act requires public bodies with an annual expenditure of over £5million to publish an annual report and prepare an annual procurement strategy. To meet our duties under part 2 of the Act, the procurement team has prepared the annual procurement report for 2023/24 and is preparing the annual procurement strategy for the current financial year. 3.2 The procurement team continues to work closely with accountancy to streamline processes and maintain oversight of project planning and expenditure with the aim of working closely with lead officers early on in their projects. The aim for this is to ensure procurement processes are completed with enough time to achieve best value and a focus on savings in consideration of the current budgetary pressures. 4. ANNUAL PROCUREMENT REPORT 4.1 The annual report for 2023/24 has been aligned to the report guidance provided by the Scottish Government. As detailed in the PSAP, the procurement team has included activities to further align the 2024/25 annual report with the requirements, including a review of the data collection methodology. 4.2 During the reporting period, there were several key achievements against the procurement strategy’s six procurement objectives. These procurement measures along with the PSAP aim to support and evidence the delivery of the procurement strategy which sets out how procurement activity will be undertaken in line with Council plans/policy and duties under the Act. Further detail is provided within the report and highlights provided as follows: 4.3 In November 2023, the Council expanded the use of purchase cards (embedded) for the purchase of education supplies. As a result, the Council now achieves a rebate for purchase card transactions which is 0.796% of card spend. 4.4 99.25% of all Council expenditure was covered by contracted suppliers in the reporting period which exceeded our target figure of 95% and showed an increase on the 90.73% from 2022/23. 4.5 The annual Departmental Procurement Action Plan was completed in January 2024 and forward plans were developed in partnership with the departments. 53.65% of procurement activities during the year were unplanned, which whilst an improvement on the previous year, still remains at a much higher rate than our target of 25% unplanned activity and reflects the overall increase in workload. 4.6 The Council saw an improvement in the percentage of accounts payable transactions that had a purchase order number during the year. The total for 2023/24 was 75.87% which meets our target of 75%. This figure has remained steady at around 75% for some years. Page 30
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4.7 The Council continued to work with and report to the Climate Change Board to meet climate change action plan expectations and the procurement specific actions within the climate change action plan. 4.8 32.2% of contracts commenced during the year to SMEs, which exceeded our target of 30%. This resulted in a 50.50% value of annual spend with SMEs during the year. 4.9 Overall cash savings recorded for 2023/24 are contained in the report and detailed in the table below. The Council has maintained a savings target of £1M for a number of years in the expectation that it would become harder to achieve savings from recurring contractual award. As we re-let contracts it becomes harder to deliver on cash savings particularly in the current inflationary market. 4.10 Maintaining the value for budget adjusted makes the most difference to the Council’s budget. However, any category of saving achieved from the procurement process means that the contract starts from a much better position and even if increases are imposed, they start at a lower level. Given the challenges outlined above it is encouraging that savings continue to be made at a significant level. 2023/24 2022/23Category Recurring savings Savings for year Recurring savings Savings for year Budget not adjusted £791,405 £654,056 £688,000 £627,000 Budget adjusted £937,906 £870,448 £951,000 £935,000 Total £1,729,311 £1,524,504 £1,638,000 £1,562,000 Capital N/A £879,096 N/A £3,470,000 Rebate N/A £76,106 N/A £67,000 5. PROCUREMENT STRATEGY AND STRATEGIC ACTION PLAN Procurement Strategy 5.1 To meet the duties under s 15 of the Act the Council must prepare an annual procurement strategy. The procurement team is finalising the procurement strategy for 2024/25 and will provide to the Committee for approval within the current financial year. This will take into account implications arising from the Council’s Sustainability Statement, which is the subject of a separate rep0rt to this committee. Procurement Strategic Action Plan (PSAP) 5.2 A review of the PSAP for 2023/24 and the PSAP for the next two financial years, 2024/25 to 2025/26 has been completed and is contained in APPENDIX B and C of the annual report. 5.3 The PSAP includes a full review of the procurement policy, which was last updated in 2007, along with the associated procurement procedures. The intention behind the review will be to provide clear guidance to staff on Page 31
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completing procurement activities, including investigating the potential for introducing thresholds/processes for the use of speculative frameworks. Additionally, the procurement team will review the savings strategy to align with Scottish Government and Moray Council reporting requirements. This will include a review of the data collection process and contract register. 5.4 In August 2024 the procurement team commenced a review of the approach to the Departmental Procurement Action Planning Process and has been consulting across the Council with the view to improve the process and maintain long term visibility of procurements in partnership with Accountancy. The aims for this are to promote regular engagement/oversight activities and therefore improve the chances of increased competitive approaches in the interests of financial savings for the Council. 6. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The PSAP for 2024 to 2026 is focussed on procurement compliance activities. This includes updates to the procurement strategy, policy and procedure alongside improvements to the prioritisation and planning of procurement projects through a review and change to the departmental procurement action plan process. This ensures a link to the priorities identified in the Corporate Plan and aims to improve financial controls in light of budgetary pressures. (b) Policy and Legal The Moray Council procurement policy has not been reviewed since 2007 and will be reviewed as a PSAP activity in 2024-2026. The aim for this review is to align with the broader statutory requirements, support the annual procurement report process and provide clear controls for procurement activities, in line with Moray Council and Scottish Government regulations. During the policy review process the procurement team will consider what compliance measures may be introduced. (c) Financial implications Details of the savings are shown in section 7 of the annual report. The procurement savings make a significant contribution to the Council’s ability to balance its budget. Additionally, the PSAP activities for the next two years will investigate including/defining financial thresholds for procurement projects through an updated procurement policy and continued alignment with the Council’s financial regulations. Introducing compliance activities has the potential to reduce uncontracted expenditure and capture greater savings for the Council. (d) Risk Implications The Council must prepare an annual procurement report under s 18 of the Act and a procurement strategy under s 15 of the Act. Without a Page 32
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clear procurement strategy in place, this has the potential to impact the Council’s ability to achieve savings and procurement benefits in future years. (e) Staffing Implications There are no staffing implications arising directly from this report, but there is a significant amount of work to improve the procurement process over the next two years. Work on options for a new departmental action plan process has been underway since August 2024 with the procurement team consulting with departments. Whilst the procurement team is facing an increased workload, we aim for this to shift back to normal levels once we start to see the impact of improved processes. (f) Property There are no property issues arising directly from this report. (g) Equalities/Socio Economic Impact There are no equalities issues arising directly from this report. . (h) Climate Change and Biodiversity Impacts While there are no climate change and biodiversity issues arising directly from this report, the PSAP includes an activity to align with Scottish Government requirements for net zero/climate change in relation to procurement and will continue to work with the Council’s Climate Change team. (i) Consultations Information contained in the departmental procurement action plans was agreed with Heads of Service in January 2024 and this has been used to create the future regulated procurement summary in the annual report. The accountancy section and Chief Financial Officer have been consulted in the preparation of this report. 7. CONCLUSION 7.1 The Council’s annual report has been completed for the 2023/24 financial year in compliance with the Council’s duties under the Act. 7.2 The procurement strategic action plan has been prepared and contained within the procurement report (Appendix C). It identifies numerous areas for further improvement across the next two years from 2024-2026 and includes a review of the procurement strategy, policy and procedures. Author of Report: Emily MacLeod, Assistant Procurement Manager Background Papers: Ref: SPMAN-1293228629-1169 Page 33
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1 Contents 1 Introduction.........................................................................................................................3 2 Summary of regulated procurements .................................................................................4 3 Review of procurement compliance....................................................................................5 4 Community benefits and the real living wage.....................................................................8 5 Payment performance ........................................................................................................8 6 Supported businesses summary ........................................................................................9 7 Spend and savings summary .............................................................................................9 MORAY COUNCIL ANNUAL PROCUREMENT REPORT 2023/2024 Item 7. Page 35
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2 8 Future regulated procurements ........................................................................................10 9 Appendices.......................................................................................................................12 Appendix A – Procurement targets......................................................................................12 Appendix B – Procurement strategic action plan – review of 2023/24 ................................13 Appendix C – Procurement strategic action plan for 2024-2026.........................................14 Appendix D – Planned procurement activity for 2024-2026.................................................15 1 Introduction As a public sector authority with an annual spend greater than £5 million, Moray Council (Council) is required to produce an annual procurement report under s 18 of the Procurement Reform (Scotland) Act 2014 (Act). The Council’s annual procurement report (procurement report) covers the period from 1 April 2023 to 31 March 2024. This report details how the Council has complied with its obligations under the Act, and provides a summary of the Council’s procurement activities within the reporting period, detailing how these have aligned with the Council’s procurement strategy for 2023-2026 (procurement strategy). The Council’s procurement activities are conducted according to the Act, which establishes the statutory and legislative framework for sustainable public procurement that supports Scotland’s economic growth. Page 36
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3 The Council uses its spending power through goods, works and services to make Moray a great place to work and do business. Our published procurement strategy details the six council objectives for procurement being: Savings Contracts Compliance Accessibility Community benefits Sustainability The procurement strategy aligns with the corporate plan that sets the vision and priorities of the Council. This vision is of a Moray where people, prosper, free from poverty and inequality; our young people grow up safe, well-educated and reach their full potential; people lead healthy lives and have access to quality care when they need it; our businesses and communities prosper; and our natural environment thrives for the betterment of all The Council continues to face significant challenges and is impacted by external events including conflict in Ukraine and Russia, the cost-of-living crisis, an increased demand for services and reduced budgets. The procurement team continues to work closely with departments to plan and streamline processes and secure savings. The procurement team is dedicated to improving good outcomes for Moray and acknowledges the broader role of procurement in supporting service delivery and realising Council priorities. 2 Summary of regulated procurements The table below provides a summary of the number and value of live contracts in 2023/24 by contract category. This is comprised of awards under local and national frameworks which includes new requirements, extensions and re-tenders/collaborations with other public bodies. Table 1 – Live contracts in 2023/24 2023/24 Contract Type Quantity Estimated annual value Category A (national) 31 £6,296,778 Category B (sectoral) 167 £48,685,014 Category C (local Single Supplier) 161 £37,611,727 Category C (framework) 7 £4,763,337 Category C1 (local collaboration) 13 £1,100,044 Category O (other) 141 £8,893,071 Non advertised 112 £32,723,962 Quick quotes (under £50,000) 79 £2,238,821 Page 37
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4 2023/2024 Total 711 £142,312,754 In total there were 711 contracts listed on the Council’s contract register in the reporting period. There were 587 unique suppliers and of these unique suppliers a total of 423 were SMEs. There were 264 regulated procurements in the reporting period at an estimated total value of £54,311,000. In addition to this, there were 48 quick quotes published on the Public Contracts Scotland (PCS) portal in order to source competitive quotes for low value/low risk procurement exercises (below £50,000). There has been a year-on-year increase in contractual volume post-pandemic with figures increasing since the 2021/22 financial year. Alternative methods of procurement in line with the regulations and the Council’s corporate policy and procedure were used on occasion to meet specialist or urgent need. To provide transparency of contracts held by the Council, we publish a contract register on our website which contains information on live contracts and is regularly updated to include new awards. 3 Review of procurement compliance Section 17 of the Act requires the Council to carry out regulated procurement activity in accordance with the Council’s procurement strategy. The procurement strategy 2023-2026 contains our procurement responsibilities in line with the Act and details our commitments including to ethical procurement, community benefits, health and safety, living wage and a positive workforce culture. The vision statement is to: “Embed commercial excellence throughout the organisation, ensuring that our services always deliver best value for Moray through the consistent application of this strategy, embedding community benefit and climate focus in our procurement processes to deliver the corporate priorities of our people, our place and our future, supporting an economy based on wellbeing and inclusion” In addition to the procurement strategy and procurement policy, the Council’s procurement procedures outline the procedures to be followed by all staff when procuring/purchasing goods, services and works. Procurement support is provided for all regulated procurements over £50,000, and quick quotes (under £50,000) are reviewed before publication. This level of advice and oversight ensures compliance with regulations, legislation and Council policy, with procurement limits determining the procurement pathway: Up to £10,000 = best price Page 38
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5 £10,000 to £50,000 = quick quote £50,001+ = regulated tender for goods and services £2,000,000+ = regulated tender for works All procurements have an individual procurement strategy developed through collaboration between the procurement team and the lead officer. This joint approach ensures full consideration of the requirements, options, potential for added value and the inclusion of wider opportunities. This also provides an avenue to focus on and generate supplier development opportunities, fair work first, climate change, non-cash benefits and innovation considerations. Checks are also carried out for serious organised crime links and mandatory exclusions. Procurement targets and procurement strategic action plan Key achievements and progress against the procurement strategy’s six procurement objectives is summarised below, with further detail provided at Appendix A and B. These procurement measures along with the procurement strategic action plan (PSAP) aim to support and evidence the delivery of the procurement strategy which sets out how procurement activity will be undertaken in line with Council plans/policy and duties under the Act. A review of the 2023/24 PSAP activities are provided at Appendix B and the PSAP for the next two years (2024-2026) is provided at Appendix C. Table 2 – Summary of procurement strategy objectives and achievements Savings Total savings achieved for 2023/24 = recurring (£1,729,311) and actual in year (£1,524,504) – summary in Section 7 Non-cash benefits that have been recorded in contracts awarded in the year - refer below and Section 7 In November 2023 the Council expanded the use of purchase cards (embedded) for the purchase of education supplies. As a result, the Council now achieves a rebate for purchase card transactions which is 0.796% of card spend Contracts The annual departmental procurement action plan was completed in January 2024 and forward plans were developed in partnership with departments There were 180 unplanned procurement activities during the year which reflects the overall increase in workload. Compliance 75.87% of accounts payable transactions with a purchase order number during the year which meets our target of 75% The procurement team continued to work with and report to the Climate Change Board to meet climate change action plan expectations and the procurement specific actions within the climate change action plan Accessibility 50.50% value of annual spend with SMEs during the year. 32.2% of contracts commenced during the year to SMEs, which exceeded our target of 30%. Page 39
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6 Community benefits 256 contracts commenced during the year which have a non-cash benefit by category Using the wider context of local, we measure the spend between Aberdeen City and Shire, Moray and the Highland borders. This is a measure that fluctuates between years but remains constantly in the 50% range Sustainability 5.68% of contracts commenced during the year which have a sustainable target. With further focus on this we should see an increase in the future with more benefits being delivered Non-cash benefits The Council considered a wide range of non-cash benefits when developing tender specifications that is wider than the social, environmental or economic factors (also referred to as community benefits) required under the Act. A summary is provided in Table 3 below which includes added value benefits such as process efficiencies and price stability. The Act only requires community benefits inclusion in tenders with a value of over £4 million, however the Council considers inclusion wherever possible in all procurement activities. Table 3 – Non-cash benefits Benefit Category # of contracts Sub-category Collaboration/tender process 217 210 in procurement development time 7 digital processes Cost avoidance 8 2 added value 2 price increase rejection 4 price vs. market savings Purchase to pay process 7 6 e-invoicing 1 consolidated billing Demand/rationalisation 11 7 specific contract issues 1 rationalised lists 3 rebates Community 54 11 apprentices 7 school visits 20 training 16 CBC clause Environmental 22 11 greenhouse gases 6 waste 3 energy 2 sustainable construction Social 13 2 sub-contracting programme 6 fair work issues 4 other – wide ranging 1 participatory budget Living wage and fair work first 128 36 accredited Page 40
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7 5 working to accreditation 67 paying living wage 5 not paying living wage but will commit to pay within contract 13 neither paying or accredited 4 Community benefits and the real living wage The Council is committed to maximising community benefits from procurement activities along with delivering wider benefits for the community when purchasing goods, services and supplies for Moray. As detailed in Section 3, the Council considers a wide range of non-cash benefits when developing a tender specification that is broader than the community benefits that is required by the Act. The Act requires community benefits inclusion in tenders with a value of over £4 million, however Moray considers inclusion wherever possible in all supported tenders over £50,000. The Council has a community wealth building strategy which, as a progressive economic approach, aims to retain and circulate wealth within local communities. The procurement team remains a partner to the objectives of growing the percentage of procurement spend with Moray based suppliers from each anchor, increasing anchor spend with community led or third sector businesses, and supporting delivery of fair work first through anchor spend. Total number of regulated contracts awarded with a value of £4 million or greater 3 Total number of regulated contracts awarded with a value of £4 million or greater that contain Community Benefit Requirements 1 Total number of regulated contracts awarded with a value of less than £4 million that contain Community Benefit Requirements 28 The Council secured living wage accreditation in September 2022 and continues to encourage the real living wage within the supply chain, through its procurement activities. In the reporting period there were 113 contracts awarded that were either accredited living wage, working towards accreditation, already paying the living wage, or committed to paying the living wage. Page 41
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8 5 Payment performance 6 Supported businesses summary Public organisations can reserve the right to participate in procurement for the award of a public contract/framework to a supported business. A supported business is an organisation with a main aim of integrating disabled or disadvantaged persons and where at least 30% of those employed and engaged with the programme have a disability or are disadvantaged. The Council spent an estimated total of £1,113,000 with the following supported businesses in the reporting period: Moray Reach Out (Training Places & Waste Watchers) = £392,404 Out of the Darkness = £148,871 Living Ambitions (Previously Lock Park Rural Skills = £558,512 Scotland’s Bravest Manufacturing Company = £443 Hey Girls = £11,877 Scott Direct = £712 Not all of these suppliers formally meet the supported business employment criteria under the Act, but they meet the engagement element, and the Council is confident that the use of these suppliers goes some way to meeting the Act requirements. 7 Spend and savings summary 67,003 valid invoices received during the reporting period 92.21% of valid invoices received during the reporting period that were paid on time 309 regulated contracts awarded during the reporting period that contained a contract term requiring prompt payment of invoices in public contract supply chains Page 42
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9 The current economic climate continues to produce uncertainty in the supply chain and increased demand on certain markets. We continue to progress some tenders without any response to our publications, but we continue to work closely with the departments to provide the support they need. Total procurement spend during the reporting period £126,105,066 Total procurement spend with SMEs during the reporting period £70,306,875 Total delivered cash savings delivered for the period of the report £870,448 The Council records the cash (Table 3) and non-cash benefits (Section 3) of contracts along with recording cash savings under the following categories: 1. Cash saving anticipated – but budget not adjusted 2. Cash saving anticipated – budget adjusted 3. No baseline – savings cannot be established, review of contract on anniversary of award to reassess 4. No savings anticipated 5. Non-cash benefits 6. Capital – projects delivering savings against estimate/budget, total saving taken in the year the project was awarded 7. Rebate – centralised collection of contract rebates Table 3 – Cash savings Category Recurring savings Annual savings Recurring savings Annual savings 2023/24 2022/23 Budget not adjusted £791,405 £654,056 £688,000 £627,000 Budget adjusted £937,906 £870,448 £951,000 £935,000 Total £1,729,311 £1,524,504 £1,638,000 £1,562,000 Capital N/A £879,097 N/A £3,470,000 Rebate N/A £76,107 N/A £67,000 Overall cash savings recorded for 2023/24 are contained in the report and detailed in the table below. The Council has maintained a savings target of £1M for a number of years in the expectation that it would become harder to achieve savings from recurring contractual award. As we re-let contracts it becomes harder to deliver on cash savings particularly in the current inflationary market. These savings are calculated using the estimated values at point of contract award. The values are only amended for any annual increases applied to long term service contracts, if the team are made aware of such changes. Maintaining the value for budget adjusted makes the most difference to the Council’s budget. However, any category of saving achieved from the procurement process means that the contract starts from a much better position and even if increases are imposed, they start at a lower level. Page 43
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10 Given the challenges outlined above it is encouraging that savings continue to be made at a significant level. 8 Future regulated procurements The procurement team worked with Heads of Service during the reporting period to develop a departmental procurement action plan (DPAP) for their service that identified the Council’s procurement activity for the year ahead. The DPAP was completed in January 2024 for the 2024/25 financial year. The DPAP includes information from the expiring contract register, capital plan and other projects to inform the forward plan at Appendix D and which can also be found on our website. The publicly available Forward Plan and the Capital Plan informs the market of our intentions but cannot guarantee that all projects listed will result in a competitive tender. It also directs attention to those projects that may benefit from climate change and a community wealth building focus. Between April 2024 to 2026 the Council is estimated to have: Number of contracts expiring in the period = 258 With total estimated value of these expiring contracts being = £246,253,834 The above statistics are taken from the contract register. This list contains all contracts with an end date between April 2024 to March 2026, however it should be noted that some may be subject to possible extensions, and some may not be re-let. Decisions about the direction for each requirement are taken during the annual planning process with Heads of Service. Page 44
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11 9 Appendices Appendix A – Procurement targets Savings measure Target Achieved 23/24 Achieved 22/23 1 Percentage of all council expenditure covered by contracted suppliers Total commercial spend = contract register annual estimated values for live contract in a year 95% 99.25% 90.73% 2 Value of procurement savings achieved through contracts live during the year £1 million £1.729 million £1.638 million 3 Number of collaborative contracts awarded as a percentage of all commenced in year 40% 55.30% 55.03% 4 Percentage of contracts (including call off from framework) commenced in year that contain a contract benefit (all categories) 85% 96.97% 96.83% 5 Percentage of unplanned contract activity during the year 25% 53.65% 61.42% 6 Percentage of account payable transactions with a purchase order (where relevant i.e. non-recurring) number during year 75% 75.87% 74.79% 7 Percentage of contracts (excluding call offs) commenced during year to SMEs 30% 32.20% 21.69% 8 Percentage value of annual spend with SMEs for year 55% 50.50% 53.61% 9 Percentage value of spend with Moray, Highland and Aberdeen council areas 50% 43.90% 42.98% 10 Number of “events” held or participated in during year 10 9 18 Page 45
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12 11 Percentage of commenced contracts within the year that have a community benefit 20% 10.98% 11.11% 12 Percentage of collaborative contracts commenced in the year that have a community benefit 20% 8.33% 10.05% 13 Percentage of contracts commenced in the year that have incorporated a sustainable target 20% 5.68% 9.52% 14 Score on flexible framework Level 3 Level 3 Level 3 Appendix B – Procurement strategic action plan – review of 2023/24 Action Timetable Progress 1 To develop existing contract register to improve data access and meet statutory/council requirements March 2024 First round of upgrades complete but not yet launched. Further developments are planned for 2024/25 2 Work with Scotland Excel to compare contract spend with actual supplier spend Sept 2023 Complete for 2023/24. Meeting attended by procurement team and Scotland Excel 3 Expand the current purchasing card (embedded) process to education materials supplier Sept 2023 Complete and went live in November 2023. In November 2023 the Council expanded the use of purchase cards (embedded) for the purchase of education supplies. As a result, the Council now achieves a rebate for purchase card transactions which is 0.796% of card spend 4 Health & Social Care (MIJB) Support Ongoing Ongoing. Support and engagement continue along with contract maintenance activities in partnership with H&SC 5 Review and update the procurement procedures to reflect the inclusion of commissioning teams within H&SC and children’s services March 2024 Ongoing, but engagement continued throughout 2023/24 with further actions planned for 2024/25 to identify the workflow with commissioning, and implement any required procedural changes 6 Supplier development program (SDP) Throughout the year Continued to support the SDP and embed community identified benefits system into relevant projects to meet CWB expectations 7 Review the procurement savings strategy (written in 2016) March 2024 Deferred to 2024/25. To establish if still relevant and consider level of savings sought from each tender (currently 3%) Page 46
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13 8 To support and deliver requirements identified in the Climate Change Action Plan Ongoing Ongoing. To meet climate change action plan expectations and the procurement specific actions within the climate change action plan 9 Review the requirement for Equalities Impact Assessments for each contract Dec 2023 Deferred to 2025/26 10 Review the GDPR requirements and review impacted areas Dec 2023 Deferred to 2024/25 Appendix C – Procurement strategic action plan for 2024-2026 2024/25 1 Prepare and publish the Council’s annual procurement strategy including continued alignment with ethical procurement, modern slavery, CWB, fair work and other requirements of the Best Vakue sustainability requirement 2 Review the internal project procurement strategy (PR08) to facilitate planning, options and alignment with strategic objectives, the responsibilities under the statutory framework 3 Review and develop a new departmental procurement action plan process, exploring options to further plan procurement activity and focus on savings through streamlining process. 4 Review the procurement savings strategy, contract register and data capture to align with statutory reporting requirements 5 Review the contract register and data capture to align with statutory reporting requirements 6 Investigate options for a new e-signing process 7 To support and deliver requirements identified in the climate change action plan and align with the Scottish Government statutory framework on climate change 8 Research/investigate scope for including cyber security requirements in procurement processes 9 Health & Social Care (MIJB) support 10 Review and update the procurement procedures to reflect the inclusion of commissioning teams within H&SC and children’s services 2025/26 1 Review the council procurement policy and associated procedures 2 Review the requirement for equalities impact assessments for each contract 3 Review the GDPR requirements and meet with the records officer and review the areas which are impacted by GDPR (care, etc) 4 Continue to action items assigned items under the Community Wealth Building Strategy 5 Increased engagement across the Council and with procurement partners Page 47
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14 Appendix D – Planned procurement activity for 2024-2026 Contract Title Project start Wash Dry Toilets tbc Day Opportunities tbc OT Aids tbc Early Years Science, Technology, Engineering and Mathematics Centre at Elgin Library tbc Delivery of Digital Community Engagement Platform for Moray Council tbc Treatment of Paper, Cardboard, News and PAMs (Separate and/or Mixed) tbc Treatment of Glass (Separate and/or Mixed) tbc Treatment of Mixed Plastic Containers tbc Vegetation clearance – Gibb’s Lane, Buckie tbc Structural Engineering Inspections tbc Forres 3G Astroturf facility development tbc Westview - Care at Home & Housing Support tbc Asbestos Software tbc Cashless Parking tbc Checkpoint Security Products and Associated Services tbc Annual Inspection of Moray Managed and Maintained Play Areas tbc Window Replacement 123 Addresses Moray Wide tbc A941 Longmorn – Hardstanding for Road Safety Camera Van Q3, 2023-24 Elgin Town Hall Integrated Design Team, Architect Lead Team Q3, 2023-24 Moray's Routes Q2, 2023-24 Phase One: Elgin Town Hall - Main Works Contractor Q3, 2023-24 Phase Two: Grant Lodge- Enabling Works / Fabric Repairs Q3, 2023-24 Overarching Agreement for child placements at Keilhill Q3, 2023-24 Functional Family Therapy Service Q3, 2023-24 Restorative Family Support Project Q3, 2023-24 Insurance Services Q3, 2023-24 Sheriff Officer Services Q3, 2023-24 Advertising Services Q3, 2023-24 VMware Support Q3, 2023-24 Annual IT Security Testing Q3, 2023-24 Page 48
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15 Solarwinds IPAM and CatTools Support Q3, 2023-24 PSN Core Services Q3, 2023-24 Servicing and Provision of Parts for Changing Room Lockers Q3, 2023-24 CO2 Gas for Swimming Pools Q3, 2023-24 Maintenance of School Synthetic Turf Pitches Q3, 2023-24 Pest Control Services and Associated Products Q3, 2023-24 Employability Services Q3, 2023-24 Bus Revolution - Booking App and Scheduling/ Tracking Software Q3, 2023-24 Harbour Structural Inspections Q3, 2023-24 Multi-Carrier SIM Cards Q3, 2023-24 Cooper Park Pond Q3, 2023-24 Cooper Park café Q3, 2023-24 Blackhills Culvert Q3, 2023-24 CT2675 Professional Services Framework Q3, 2023-24 Energy Performance Certificates Non Domestic Properties Q3, 2023-24 Maintenance & Repair of Fire & Security Systems & Equipment Q3, 2023-24 ASHP Upgrade and PV-Solar Panels Q3, 2023-24 Smoothwall Q3, 2023-24 Glazing Maintenance Q3, 2023-24 Road Marking Works Q4, 2023-24 HiTrans Q4, 2023-24 Scottish Road Works Commissioner Q4, 2023-24 Waste Facilities (SEPA) Q4, 2023-24 Core Local Area Network (LAN) Equipment Refresh - Phase 1 Q4, 2023-24 Occupational Health, Employee Assistance Programmes and Eye Care Q4, 2023-24 Records Information Mgt, Digital Solutions and Assoc Services Q4, 2023-24 Multiply Fund LEAD Q4, 2023-24 Moray Multiply Project Numeracy Q4, 2023-24 Forres Conservation & Heritage Scheme Q4, 2023-24 Elgin Saw SWMP Q4, 2023-24 Sanquhar Footbridge Q4, 2023-24 Phase Zero: External Works/Public Realm - D&B / Landscape Designs and Small Works Contract Q4, 2023-24 A941/340 New Bishopmill Bridge Q2, 2023-24 Salt Barn Keith Q4, 2023-24 AI Digital Assistant to integrate with the Council Website to provide 24/7 tbc Deposit Return Scheme - Reverse Vending Machine tbc Agency Framework tbc Multi-Disciplinary Design Team to undertake design work for Milbuies Land Development Q1, 2025/26 Batchen Lane MSCP Resurfacing, replacement expansion joints and surface water drainage – Phase 2 tbc Page 49
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REPORT TO: CORPORATE COMMITTEE 5 NOVEMBER 2024 SUBJECT: BEST VALUE ACTION PLAN PROGRESS REPORTING BY: DEPUTE CHIEF EXECTUIVE (EDUCATION COMMUNITIES AND ORGANISATIONAL DEVELOPMENT 1. REASON FOR REPORT 1.1 To inform the Committee of progress against the actions set out in the Council’s Best Value Action Plan since the last quarterly update on 27 August 2024. 1.2 This report is submitted to Committee in terms of paragraph III B (41) of the Council’s Scheme of Administration, Best Value being a cross-cutting issue that does not fall within the remit of a particular committee. 2. RECOMMENDATION 2.1 It is recommended that the Committee reviews and notes the progress made against the actions in the Council’s Best Value Action Plan (Appendix 1). 3. BACKGROUND 3.1 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. 3.2 In March 2020 the Scottish Government published refreshed Best Value guidance requiring councils to demonstrate a focus on continuous improvement in performance around seven themes: Vision and leadership Governance and accountability Effective use of resources Partnerships and collaborative working Working with communities Sustainability Item 8. Page 51
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Fairness and equality 3.3 The Corporate Committee on 23 April 2024 agreed a new Best Value Action Plan that set outs the Council’s priorities for the next 3 years to enable it to meet its Best Value duty (paragraph 6 of the minute refers). The plan takes account of and supersedes the consolidated list of improvement actions which bring together recommendations from a number of sources in relation to the Council’s progress in achieving its Best Value duty and the output from the Council-Wide Strategic Self-Assessment of Performance by both councillors and officers. 3.4 The Committee also agreed that the Best Value Action plan will be monitored on a quarterly basis and Appendix 1 provides the quarterly monitoring of the actions in the Plan for August to October 2024. As well as reporting to Committee, arrangements are in place to ensure that the Corporate Management Team has regular oversight of performance monitoring of progress on the actions in the plan to ensure that work is prioritised and early remedial action can be taken if required. 3.5 Progress is on target in implementing the actions in the Best Value Action plan with a number of actions being concluded and key highlights in progress as noted below: i) Public communication and engagement: the Council approved a refreshed engagement strategy in September which is being implemented with a range of activities planned for October and November to influence financial planning. Relevant progress is reflected in Appendix 1 against the Vision and Leadership, Effective Use of Resources and Working with Communities themes. ii) Financial management - Development of savings plan for short to medium term and the Review of Reserves Policy (September 2024) were reported to Council 25 September 2024. The review of Capital Plan (September 2024) and operation of a cap along with a further update on the short to medium term financial plan was reported to the Council on 22 October 2024. iii) Transformation Strategy update and development of next set of projects was reported to Council in August. A further update report is on agenda for this committee to ensure regular oversight and monitoring. iv) Following the work of the Workforce Working Group, the Workforce Strategy and Plan were approved by Corporate Committee on 27 August 2024 and so this is completed. v) Sustainable development – a draft statement has been framed and is on the agenda for this committee. 3.6 The Best Value Action Plan sets out an ambitious programme of work and it is important to maintain pace to ensure that targets are delivered. The next planned stages of work over the coming quarter are noted against each of the actions in the progress update (Appendix 1). Highlights of actions due to be Page 52
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reported during the next committee cycle to Corporate Committee (CC) on 28 January or Full Council (FC) as appropriate are noted below: Vision and Leadership i) Leadership development – proposals are under development (Dec 2024) – CC January 2025 Effective Use of Resources i) The Review of Asset Management Strategy, which comprises the Corporate Asset Management Plan (CAMP) and Capital Strategy (September 2024) – FC December 2024 ii) Medium to Long Term Financial Plan – FC December 2024. iii) Next stage of short to medium term financial planning – FC January 2025 iv) Transformation strategy – development of expanded set of projects and financial benefits (December 2024) - FC/CC as required January 2025 Community and Partner Engagement i) Consultation on specific budget proposals (Nov/Dec) – Full council January 2025 3.7 It is also of note that the Annual Audit Review has been completed and was reported to the Council at its meeting on 22 October 2024. The actions from the annual audit will be captured in a future update to ensure the Best Value Action plan remains comprehensive and current. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) 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. (b) 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. (c) Financial implications 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. Page 53
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(d) Risk Implications 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. (e) Staffing Implications There are no specific staffing implications arising from this report. (f) Property None (g) Equalities/Socio Economic Impact This is covered in the Best Value inspection regime itself and the Council’s duty to deliver best value. (h) Climate Change and Biodiversity Impacts This is a key component of Best Value (i) Consultations Extended CMT (E/CMT) have contributed to the progress monitoring set out in Appendix 1. 5. CONCLUSION 5.1 This report provides the quarterly monitoring of the Council’s Best Value Action Plan (Appendix 1) for August to October 2024. Progress continues to be made across all of the areas of the plan with a number of areas where actions have been completed and work continues to ensure the plan is completed on target. 5.2 It is also of note that the annual audit review has been completed and was reported to the Council at its meeting on 22 October 2024. The actions from the annual audit will be captured in a future update to ensure the Best Value Action plan remains comprehensive and current. Author of Report: Denise Whitworth Background Papers: Corporate Committee report on Best Value Action plan 23 April 2024 (item 5a) Corporate Committee report on 27August 2024 Best Value Action Plan (item 11) Ref: SPMAN-1108985784-1023 Page 54
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06ef99be-14d9-4147-a481-371e07a89a9a.xlsx - Summary Page 1 of 1 Report Date 11-05-24 BRAGG Status - KEY BLACK - Completed RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Lead Officer Priority Delivery Date Schedule % Complete BEST VALUE ACTION PLAN Aug-26 GREEN 56% 1. Vision and Leadership Mar-26 GREEN 49% 1.1 Collaborative Leadership - ensuring members and officers work effectively to secure CEx/Council (CL) 1 Dec-24 GREEN 43% 1.2 Community and Partner Engagement on Council priorities DCE (ECOD) 3 Jun-25 GREEN 28% 1.3 Leadership Development Action H HR,ICT & OD 1 Dec-24 GREEN 50% 1.4 Continuous Improvement – implement self-evaluation. CEx / DCE (ECOD) 2 Mar-26 GREEN 23% 1.5 Performance Reporting DCE (ECOD) 3 Jun-24 Complete 100% Summary: Work is progressing as planned on collaborative leadership with the external consultant work completed and report to Corporate Committee in August setting out progress and planned next steps. Community Planning and engagement is in the early stages of planning and work to review the role of the community engagement group for community planning is well progressed and due to be reported to the CPB. Leadership development action is progressing with a draft strategy and plan scheduled for Corporate Committee on 5 November and E/CMT consultation taking place. Implementation of self-evaluation to deliver continuous improvement is progressing with the re-activation of the PSIF process moving forward and planned work with the Improvement Service to support delivery. The Council agreed an updated engagement strategy for financial planning in September 2024 and this is being implemented with information and engagement activity planned through October and November for reporting to the council to inform and influence financial planning. All actions within this BV theme are currently on target. 2. Governance and Accountability Jan-25 GREEN 57% 2.1 Effective Scrutiny HoGSP 3 Oct-24 GREEN 80% 2.2 Sound Governance Cex 1 Jan-25 Not Started 58% 2.3 Risk Management HoGSP E April 24 / 25* GREEN 75% 2.4 Digital Resilience Management H HR,ICT & OD E Sept 25* GREEN 15% Summary: The 6 month review of scrutiny training is not yet due. Under the Risk Management project, the annual review of departmental risk registers that feed wider risks into Corporate Risk Register is complete as is the work on the corporate overview of business continuity and resilience which was reported to committee in April 2024.Work on business continuity is progressing as planned. Work on digital resilience is progressing with the first stage of the Board level desktop exercise completed and preparation for the next phase of workforce training and awareness in the final stages of preparation. 3. Effective Use of Resources Aug-26 GREEN 60% 3.1 Transformation and Sustainable Services CEx / DCE (ECOD) 1 Aug-26 GREEN 49% 3.2 Workforce Planning CEx 2 Sep-24 GREEN 87% 3.3 Financial Management CEx / DCE (EEF) / 1 Dec-24 GREEN 46% Summary: The refresh and refocus of the Transformation Strategy is complete and was approved by the Council in April 2024. A further update was presented to the Council in August 2024, with further definition of the strategy and including development of new projects. Work is also well progressed on developing planned project which following a member workshop are nearing readiness for reporting and progress continues on active projects. On workforce, the workforce working group has completed its planned work to update workforce strategy and this was reported in August. The capital plan is at the early stages of review under the Financial Management project and the Revised Short to Medium Term Financial Strategy is complete and was reported to Council on 26 June 2024. Preparatory work is underway for the remaining actions and is currently on target. Corporate Workforce Strategy and Plan agreed at Corporate Committee on 27 August and is now being implemented as part of normal HR-OD work. 4. Partnerships and Collaborative Working Oct-25 #REF! 23% 4.1 Partnership Working for Moray DCE (EEF / ECOD) 2 Oct-25 #REF! 23% Summary: Work with community planning partners is moving forward to develop shared priorities for the LOIP and there is early indicative support to develop a single Moray plan. Locality plans are well developed and ongoing and consideration is now planned of learning across partners and service areas to identify opportunities for learning and greater impact from partners working more closely 5. Working With Communities Jun-25 GREEN 19% 5.1 Community Budget Engagement ensuring local communities are more in Participatory DCE (EEF / ECOD) 2 Jun-25 GREEN 19% Summary: Guide to mainstream PB developed by CSU and circulated to all services. Consideration is being given to the use of online tools and website enhancement to support engagement. Work to review the operation of the Community Engagement Group has been completed and considered by the Group and will be taken to the CPB for discussion and consideration of future approaches. £109,000 via UK shared prosperity fund was allocated via PB to eligible arts, culture and heritage groups (July 24). Progress is being made in mainstreaming PB principles into the council's approach to financial planning. Event scheduled for November 2024 as part of engagement work to encourage community influence. 6. Sustainable Development Sep-24 GREEN 90% 6.1 Sustainable Development DCE (EEF) 3 Sep-24 GREEN 90% Summary: Progress has been made in mapping the Council Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. It is planned to bring this forward for wider consultation and involvement on the sustainability statement. 7. Fairness & Equality Normal business GREEN 95% 7.1 Equalities Action HoGSP 2 Normal business GREEN 95% Summary: This workstream is well advanced and the planned actions are complete for: equality and socio-economic duty actions and consideration of these within committee reports; Integrated Impact Assessments were carried out on budget proposals and the views of equality groups were sought where appropriate. The remaining action is for staff training on equalities and the council equalities as an employer and this is underway and on target. Further refinement of the paper on sponsored eLearning has been carried out. Item 8. Page 55
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: CORPORATE RISK REGISTER - UPDATE BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To provide the Committee with the quarterly overview of the Council’s principal risks as detailed in the 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. RECOMMENDATION 2.1 It is recommended that Committee considers and approves the overview update on the Council’s principal risks as at October 2024 attached as Appendix 1 to this report. 3. BACKGROUND 3.1 The Committee last reviewed the Corporate Risk Register at its meeting on 23 April 2024 (paragraph 9 of the minute refers). It was agreed subsequently as part of the Best Value Action Plan that updates on the principal risks facing the council would be provided to this Committee at quarterly intervals with a full risk register updated annually. 3.2 The last quarterly review covered the period to 31 July 2024. This latest update covers the period to the end of October 2024, albeit it has been necessary to prepare the report prior to the month-end to meet committee reporting deadlines. The next quarterly update to the end of January will be reported to the meeting of this Committee on 22 April 2025 with the full register being presented at the meeting scheduled to take place on 10 June 2025. 3.3 There has been considerable activity in the last quarter as the council moves at pace to address the issues raised in its Best Value Action Plan; all of which ultimately are designed to mitigate risk. While the focus is on the specific recommendations made for this council, the public sector in general and local government specifically are facing significant challenges. Notable in the Item 9. Page 57
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reporting period is an Accounts Commission report entitled: Transformation in councils – Sector lead change and collaboration to achieve financial sustainability (link). The report highlights a number of significant risks across the sector and sets out the Commission’s expectations of the local government sector, working in conjunction with community planning and third sector partners and the Scottish Government. 3.4 Since the update provided in August, work has been undertaken to address the risk themes referenced in the Corporate Risk Register.This work has been positive in addressing the risks the council faces but for most themes, given the challenges ahead, it is too soon to revise the risk scores at this time. Some risks remain at a significant level despite mitigating actions being taken and it is unlikely these will reduce significantly in the near term without a fundamental shift in how services are funded and delivered not only in Moray but across the public sector. The Accounts Commission has set out its expectations in this regard, but in recent weeks differences of opinion between Scottish Government and councils have been reported re. the future of the national care services and on funding linked to maintaining teacher numbers. So the challenges ahead are significant and management of risk will be important as key decisions are taken. 3.5 The latest overview update on the council’s principal risks is attached as Appendix 1. Attention is drawn to following higher scoring risks: 3.6 Finance: In line with the Best Value Action plan, update reports have been provided to Council on the financial position and a savings delivery plan agreed. This plan will inform transformation proposals through a programme of engagement, consulting and informing in the lead up to budget setting for 2025/26. Because of continuing uncertainty relative to future financial settlements and demands on available resources, financial risk remains at the highest level, scoring 25 (likelihood 5 x impact 5). 3.7 HR (Staffing): A recurring theme in working with services on service risks is the difficulty in recruitment of certain staff groups and the impact this can have on service delivery. The council in seeking to mitigate this has agreed an updated workforce plan that was developed with the input of the workforce working group. The plan details priority actions designed to develop skills and capacity while ensuring the health and wellbeing of staff at a time of uncertainty and change. A review of management structures is also being taken forward and a plan established to recruit to a number of senior posts currently filled on an interim basis. The risk score is unchanged at 20 (likelihood 5 x impact 4). 3.8 ICT (Technological): Effective use of technology is a key to ensuring the council functions with optimum efficiency. Hence there is a need to embrace new opportunities while at the same time remaining alert to the threats of disruption and the impact such disruption could have on service delivery. Data security is of key importance with reports prepared and considered during the period on information governance and on replacement of the social care data recording system. Modular training has also been provided to staff to raise awareness of risks from inappropriate use that may lead to unauthorised access or disruption to systems. These external threats are manifold and Page 58
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difficult to fully mitigate; despite controls residual risk is assessed as high remaining at a score of 20 (likelihood 4 x Impact 5). 3.9 Operational Continuity and Performance: This risk was previously neutral but has been increased to high given observations within a number of services. Essentially this risk is about managing expectations at a time of change. Should there be necessity to scale back on service delivery there will need to be clarity around consequences. This has been made clear in recent committee reports including, for example, on changes to grass cutting arrangements for social housing. Other issues are being highlighted in service risk registers; capacity to deliver winter maintenance plans being an essential consideration. These risks and others are under active review, and with the call nationally for the pace of transformation to be increased, it is considered the risk impacts on operational continuity and expected performance levels should be elevated. Previously this risk was assessed as neutral, (likelihood 3 x impact 3) the assessment now is that it should be increased to 16 (likelihood 4 x impact 4). 3.10 For the remaining risk themes, risk scores relating to Environmental Issues have been reduced, given that the council has a good awareness of the environmental challenges emerging, albeit ambition may yet be impacted by funding availability. With the risk register now being updated quarterly there is the opportunity to review all risks regularly and make revisions where appropriate, recognising that the assessment of overall trends in some cases will require a longer view to be taken. The risk scores for all other risk themes remain unchanged. 4 SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective risk management practices are necessary to evidence how the Council identifies and seeks to address any issues that may impact on its ability to deliver its stated priorities and plans. (b) Policy and Legal Robust risk management practice is an essential component of good governance. (c) Financial implications The risk register recognises the financial challenges facing the council and the importance of addressing these. There are no direct financial implications arising from this report. (d) Risk Implications Risk and its management is the subject of this report. (e) Staffing Implications No direct implications (f) Property No direct implications. Page 59
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(g) Equalities/Socio Economic Impact No direct implications. (h) Climate Change and Biodiversity Impacts The risk register refers to climate change considerations under Environmental Risks. No direct implications. (i) Consultations The Corporate Management Team have participated in this latest overview of the risk themes identified in the Corporate Risk Register. 5. CONCLUSION 5.1 The Committee is asked to consider and approve the latest evaluation of higher scoring risk themes in the Corporate Risk Register as at October 2024. Author of Report: Alasdair McEachan, Head of Governance, Strategy and Performance. Background Papers: Corporate Risk Register - April 2024 Ref: SPMAN-1108985784-1024 Page 60
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Appendix 1 Moray Council - Corporate Risk Register Overview of changes in period to 31 October 2024 Based on 5x5 Matrix = Highest risk score 25 Risk Theme Residual Risk Score July 24 Current work/ Impacts Commentary Indicative risk score October 24 Higher scoring risks Financial 25 (Likelihood 5 x Impact 5) Annual Accounts audit completed satisfactorily for financial year 23/24 Quarterly monitoring of revenue budgets for period to 30 June 2024 and reported to appropriate committees. Capital plan updates reported to Corporate Committee and Council; cap on capital spend agreed for 2025/26. Financial Reserves policy reviewed and approved. Treasury management report acknowledged the need for proactive management of investments and debt. Detailed Savings delivery plan presented, and approach agreed to ‘engage, consult, and inform’ in lead up to budget setting for 2025/26. Savings delivery plan highlighted two risks relating to 1) savings from budget not all The council in line with its best value action plan has taken steps in the past quarter to set out its approach to mitigating financial risk through delivering further savings through transformation and reform of services. With multiple risk factors identified where the outcomes are as yet unknown the financial risk score remains unchanged at the highest level. 25 (5 x 5) Item 9. Page 61
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within council’s control relating to funding of the MIJB and 2) uncertainty unknowns including SG funding, pay awards, price inflation, interest rates and emerging pressures. HSCM agreed package of service reductions to achieve savings; consultation on-going which is likely to take some time and meet resistance from those impacted by change. Service demands increasing. Transformation strategy update provided to council highlighting risks from change, need for appropriate governance arrangements, adequate resourcing and the need to manage dependencies and inter dependencies arising in consequence. Developer obligations guidance relative to significant planning applications reviewed and updated noting complexities and financial risks if not managed correctly. Burial charges reviewed for those out of area applications to generate enhanced cost recovery for the service. HR (staffing) 20 (5 x 4) Workforce and Organisational Development strategy and plan for 2024- 27 updated and approved. Priorities set including leadership capacity, workforce planning and change, and staff health and wellbeing but challenging with HR and OD resources stretched. Refreshed Workforce and Organisation Development Plan provides clarity on priorities for staffing, however reports to the Council and service committees in the past quarter present a recurring theme of capacity to deliver as 20 (5 x 4) Page 62
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Annual Chief Social Work Officer report noted challenges in recruitment and retention of staff and interim arrangements for senior leadership posts as risks to service development and continuity. Staff resources in social care commissioning may delay timescales and outcomes from current programme of reviews. Grass cutting policy for social housing under review to address staffing/cost considerations. Housing DLO monitoring report notes multiple hard-to-fill vacancies across skilled trades. Continued recruitment challenges in teaching increases risk that despite planned work to deliver on the National Improvement Framework, the council is unable to fully address the poverty related attainment gap a consequence of staffing issues. Likelihood of staffing challenges remains at the highest level and the impact of same remains high -overall the risk score remains unchanged. ICT 20 (4 x 5) ICT and Digital strategy being refreshed including reference to Digital Maturity Assessment and digital development opportunities including use of Artificial Intelligence. Significant additional work will be required. Continued increase in volume of daily threat warnings for cyber security as well as human error creates significant risks of disruption. Activity to monitor and mitigate this risk is ongoing. This risk remains high as a consequence of external threats and the impact that interruption to ICT services would have on the organisation. Risk score is unchanged. 20 (4 x 5) Page 63
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Modular training for staff in cyber and data security provided to raise awareness of key risks. Operational Continuity and Performance 9 (3 x 3) Operational continuity and performance may be affected as a consequence of service re-design. Agreed to improve timeliness of performance monitoring as part of BV action plan, with Public Performance report for 2023/24 published in June 2024. Risk to overall continuity of service delivery and to performance of services as a consequence of change. Work with services notes elevated risks in several areas that the likelihood of service continuity being disrupted as a result of reduced staffing levels is a possibility if expectations remain unchanged. In consequence this risk has been elevated with both likelihood and impact increasing from neutral (3x3) to high (4x4). It is recognised that current service standards will require consideration alongside any changes to resourcing of services. 16 (4 x 4) Collaborative Leadership 12 (3 x 4) Collaborative Leadership Development Work being progressed in line with recommendations made by external adviser. Specific recommended actions being implemented with further review of progress in December 2024. Second tier governance documents reviewed with updated guidance on Councillor/Officer relations and for Councillors on Outside Bodies. This risk being addressed as part of the Best Value Action plan has been progressed with the external adviser reporting significant improvement. Further planned improvements are in progress to sustain a collegiate approach to decision -making, acknowledging the challenges senior leaders will face as the council goes through a period of significant change. No change in the risk score is currently proposed. 12 (3 x 4) Lower scoring risks Page 64
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Environment 12(4 x 3) Housing Land Audit completed to meet planning obligations and provide data to support future decision making on transport infrastructure requirements, health care needs and school roll forecasts. Conservation area status reviewed for several communities in Moray. Proposals presented to council for a Forres Conservation Heritage scheme currently in preparation and with opportunity to draw in external funding. Five year programme. Local Heat and Energy Efficiency Strategy approved, should enable access to government funding opportunities going forward. Affordable Housing Funding update reported to committee noting risks linked to Scottish Government funding and planning for development with partners of new affordable housing. LED replacement programme agreed to secure energy efficiency benefits as well as reduce costs and improve lighting for working and learning. Installation of solar photovoltaic panels to be undertaken on three council building where optimal cost/benefit arrangements apply. Nature restoration funding expenditure incurred to improve biodiversity – part of five year initiative attracting external funding running to 2025/26. Environmental impacts are recognised across the council as significant. Positive initiatives are being taken forward with available funding being targeted accordingly. The ability to maintain progress on these and similar initiatives remains challenging, and will require to be aligned to funding available from both council and external sources. Immediate risk is being managed through agreeing what needs to be done, but longer term challenges are likely to remain. In terms of determining a risk score for the council the risk is primarily financial; in environmental terms the council’s commitment is clear and multi-faceted. Accordingly the risk score has been reduced downwards with both likelihood and impact assessed as neutral 3 giving a combined risk score of 9. 9 (3 x 3) Page 65
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External funding for school estate improvements predicated on new builds being to energy efficient standards. Various active travel initiatives promoted including expansion of M-Connect. Energy efficiency standards for social housing (EESSH) considered as part of Housing Investment plan. Coastal adaptation plans approved. EV charging strategy being taken forward to accommodate expanding council fleet of electric vehicles. Climate adaptation plans under consideration for all services. Regulatory 9 (3 x 3) Potential issues may arise should cuts have greater impacts than previously on statutory services. Information Governance review identified areas of progress and good performance. Archiving of records and data storage highlighted as risk issues in terms of meeting Public Records legislative requirements. Tenant participation engagement carried out to inform annual return on compliance with the Scottish Social Housing Charter to the Scottish Housing Regulator. Risks over implementation of new areas of regulatory activity including short term lets and implementation of the United Nations Convention on the Rights of the Child. Sustainable Learning Estate Engagement continuing with consultation in Keith Area Assessed as appropriate to leave as is for now, albeit with close monitoring of the impact of any policy changes where these may impact on regulatory compliance. 9 (3 X 3) Page 66
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School Group recently concluded to inform school estate planning. Proposal to close Crossroads Primary being progressed in line with statutory process. Social Care service user recording system being upgraded to improve working and reporting practices while maintaining data security. Slight risk of increased non-compliance with policy regulations and practice if service delivery more challenging. Overall assessment is that council has standards of governance that support compliance with regulatory requirements. Reputational 10 (5 x 2) Best Value and Budget reductions continue to have potential for a major impact on reputation. Any diminution in services tends to attract criticism from those impacted. Hard to gauge wider impact of inspection reports where these are critical in nature. Likelihood previously was assessed as very high given council requirement to consult on multiple issues. While this informs decision making and engenders ownership it invariably leads to criticism from those whose expectations are unmet. The impact of service reductions on the council’s reputation is likely to influence this risk score going forward. Overall score meantime is unchanged. 10 (5 x 2) Economic Sustainability 8 (2 x 4) Growth Deal projects being progressed. Separate Risk register maintained to highlight potential impediments to project delivery and mitigating actions. With the interventions described here council is fulfilling its role. Assessment is to leave risk score as is with likelihood low 8 (2 x 4) Page 67
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Planning Committee notified of a number of potential significant planning applications coming forward from the private sector indicating planned investment in business expansion, housing and environmental initiatives. Annual report on the council’s industrial portfolio while outlining a number of risks shows overall good performance. Opportunities to utilise other funding streams e.g. for town centre redevelopment, levelling-up fund and just transition fund. Continued working with partners to deliver the ten year strategy through revised governance model and ways of working for Moray Economic Partnership. Promotion of apprenticeships, developing the young workforce and similar initiatives in place. Childcare Action Plan in preparation. Poverty data analysis shows extent of localised poverty in Moray and response actions developed and agreed. Partnership Community Learning and Development plan updated to prioritise needs of young people and adults with barriers to learning or opportunities. at two but leave impact at four as issues remain in some areas e.g. attracting key workers into Moray and provision of childcare. Page 68
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: PROPERTY PERFORMANCE INDICATORS BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMNET AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Committee of the performance of the Council’s property assets and provide an update to Committee of the current performance indicators. 1.2 This report is submitted to Committee in terms of Section III B (28) of the Council's Scheme of Administration relating to asset management. 2. RECOMMENDATION 2.1 It is recommended that the Committee consider and note the reporting of these initial property performance indicators. 3. BACKGROUND 3.1 On 12 December 2018, the Council approved a report which detailed recommendations aimed at improving how the Council manages and maintains its property assets (para 6 of Minute refers), with updates on the actions provided to various committees since then. 3.2 At the meeting of this Committee on 11 June 2024, an update on each of the remaining actions was provided along with details of how property performance indicators would be developed and implemented. This report is the first reporting of these performance indicators (para 15 of the minute refers). 3.3 The table below lists each indicator as outlined within the Committee report of June with the figure for 2022/23 and 2023/24 financial years for information. Item 10. Page 69
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Indicator 2022/23 2023/24 Annual electricity consumption (kWh) 11,475,718 11,481,741 Annual gas consumption (kWh) 23,675,047 22,875,985 Annual scope 1 carbon emissions from operational estate (Co2e) 5,135 4,828 Annual maintenance spend Learning Estate £1,099,852 £1,167,812 Annual maintenance spend on corporate estate £751,885 £722,153 Annual capital spend on Learning Estate BB upgrade £2,850,000 £2,875,000 Gross internal floor area of operational property estate (m2) 221,564 215,719 Gross income from Industrial Portfolio £2,085,000 £2,269,000 Occupation of industrial portfolio as % of floorspace 90.19% 95.35% 3.4 Energy Consumption – The performance indicators in relation to energy usage detail total consumption for all operational properties for the financial year stated. There is an Energy strategy with an aim to minimise energy consumption. These indicators will be monitored to show progress in minimising energy consumption. More details on the consumption of energy are provided in the annual report on Energy Strategy/Actions which was last reported to the Economic Development and Infrastructure Services (ED&IS) Committee on 14 November 2023 (para 13 of the minute refers) and is due to be reported again to that Committee on 12 November 2024. 3.5 Carbon Emissions – The performance indicator above details the total Scope 1 carbon emissions associated with the Council’s building related operations. The figure above is provided in tonnes of CO2. Scope 1 carbon emissions are direct emissions from onsite fuel combustion and in this case, they come from gas, oil and biomass boilers used to heat our buildings and water. In order to meet the Council’s Net Zero target, it is these scope 1 emissions that need to be prioritised for reduction. This report will show progress in reducing carbon emissions however the annual report on Energy Strategy/Actions which was last reported to the ED&IS Committee on 14 November 2023 (para 13 of the minute refers and is due to be reported again to that Committee on 12 November 2024 will provide more detail including actions being taken to undertake this reduction. 3.6 Annual Maintenance Spend – The indicators above provide details of the annual maintenance revenue expenditure in relation to repair and maintenance of the Learning Estate and the rest of the Corporate Estate. Page 70
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These figures include the cost of all cyclical maintenance to ensure the properties are statutorily compliant, all planned revenue maintenance and all reactive maintenance. The recording of these figures will show trends of spending and will allow member monitoring of spend against the size of the estate when considering the overall floor area of the property estate. 3.7 Annual capital spend on Learning Estate BB upgrade – The Learning Estate consists of 53 schools – 8 secondary schools and 45 primary schools. Over the last 2 years fabric and component surveys have been undertaken to update the core condition ratings of the buildings in accordance with the Scottish Government requirement to update every 5 years. Updating is nearly complete with the programme due to complete in quarter 1 2025. Two schools (3.7%) are categorised as Condition D (Bad) and 30 schools as Condition C (Poor) (56.6%) – below the minimum B condition standard mandated by Scottish Government. A further 9 schools, that have an overall Condition B (satisfactory) category, have significant C and some D category condition components, and fall within 5% of an overall C condition categorisation and a preventative maintenance regime is considered a key strategic requirement to ensure these schools do not deteriorate further. 3.8 The capital spend over the last 24 months and planned for the next 15 years is phased work that has, and will, focus on the priority core elements - roofs, walls, windows, doors, electrical and mechanical (heating) – in schools with a Condition D and C rating, other core elements where there is a medium/high risk of full or partial failure, and works to ensure building standards compliance. This works has included East End windows and wall, Milnes High School roof, Speyside High School mechanical, electrical and building fabric improvements, Buckie High School security upgrades and drainage improvements at a number of primary schools. 3.9 Gross Floor Area – This performance indicator details the total internal floor area across the Council’s Learning and Corporate Estates. This will show if the overall estate footprint is expanding or contracting and will be a useful reference in attempts to ensure maximum utilisation of assets. As a general principle it is expected with time that the floor area figure will decrease. This figure can also be used to calculate the Council’s maintenance spend per square metre which for 2023/24 was £5.41/sqm. 3.10 Industrial Portfolio – The performance indicators in relation to the industrial portfolio show the gross income from the properties and also the percentage of the total floor space which is occupied. In both cases we have seen an increase in both in the last 12 months. More details on the performance of the portfolio are provided in the annual Industrial Portfolio Report which is reported to the ED&IS Committee. The most recent report was presented at the 3 September Committee (para 10 of the draft minute refers). 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan 2024 - 2029 Within the Corporate Plan there are 3 priorities and this report feeds into the priorities of Building Stronger Greener Vibrant Economy by helping the Council monitor its energy consumption and carbon emissions and also the priority of Build thriving, resilient, empowered communities by Page 71
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assisting in the appropriate management of the Council’s properties assets ensuring that the focus is to provide modern and sustainable infrastructure that meet the needs of our communities. (b) Policy and Legal None (c) Financial implications This report has no specific financial implications. (d) Risk Implications There are no specific new risks outlined in this report. (e) Staffing Implications None. (f) Property There are no specific property implications in relation to this report although it does provide information on how property assets are performing. (g) Equalities/Socio Economic Impact There are no equalities/socio economic impacts arising from this report. (h) Climate Change and Biodiversity Impacts The importance of minimising the use of carbon and making our properties as efficient as is viable is an underlying requirement for all Asset Management decisions going forward. This report has no direct Impacts. However, by highlighting our performance in relation to energy usage and carbon usage this should help manage these factors better in the future. (i) Consultations Consultations on this report have taken place with the Head of Housing and Property Services, Chief Financial Officer, Andy Hall (Programme Manager, Learning Estate), Legal Services Manager and the Democratic Services Manager and any comments have been incorporated into the report. 5. CONCLUSION 5.1 Full Council note the performance figures provided within the report and note that with future year reports data trends and analysis will be undertaken to compare and track progress in the management of Moray Council’s property assets. Author of Report: Neil Strachan, Property Asset Manager Background Papers: None Ref: SPMAN-1285234812-1672 Page 72
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- REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: PERFORMANCE REPORT - FINANCIAL SERVICES – PERIOD TO SEPTEMBER 2024 BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform Committee of the performance of the service for the period to 30 September 2024. 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. RECOMMENDATION 2.1 It is recommended that Committee: (i) scrutinises performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and (ii) notes the actions being taken to improve performance where required. 3. BACKGROUND 3.1 On 7 August 2019, the Council approved a revised Performance Management Framework for services (para 5 of the minute refers). 4. SERVICE PLANNING 4.1 Each service plan sets out the 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. This report provides an interim update on progress on the service plan, key outcomes and performance indicators. Committee is invited to review progress to secure assurance that is satisfactory and to provide scrutiny and further direction where performance requires attention. Item 11. Page 73
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4.2 Following approval of the Service Plan by Committee, a review of performance indicators has been undertaken and amendments made to align indicators with service outcomes. 4.3 The narrative included is by exception, links to Service Plan Actions and Performance Indicators can be accessed within the Background Papers section of this report. RAG STRATEGIC LEVEL Strategic Framework; Financial Workforce, Digital Transformation Strategies, Performance Management Framework 23% Implement legislative/regulatory change 0% Implement the annual Procurement Strategic Action Plan (PSAP) 20% Implement the recommendations from the Annual Audit Report 90% Implement actions from the Corporate Asset Management Plan 0% Procurement Support for MIJB 75% Increase Service Efficiency - Taxation 0% Increase Service Efficiency - Accounts 0% Increase Service Efficiency - Payments 100% Health and Wellbeing 50% 30% SERVICE PLAN OUTCOMES COMMENT: At the end of September, an e-accounts payable form is live while significant procurement support has been provided to the MIJB. Although over target timescales, the implementation of recommendations from the Annual Audit Report is 90% complete and awaiting the Auditor's review. Following completion of Audit work, focus will move to actions yet to progress. OVERALL PROGRESS SERVICE LEVEL Strategic Outcomes – successes 4.4 Progress of Financial Planning work is on track with the refresh of the Short to Medium Term Financial Plan complete and the Savings Delivery Plan and Financial Reserves Policy agreed. The approach to applying a cap on capital expenditure was reported to the Special Moray Council meeting on 22 October 2024 (item 8 of the Agenda refers). (Action FIN24-25 Strat 4.1) Strategic Outcomes – challenges and actions to support 4.5 Development of partnership working with MIJB reports progress as 15% complete against a due date of January 2025. Monitoring systems are in place between Chief Financial Officers and a first review of savings is complete via budget monitoring reports. (Action FIN24-25 Strat 4.2) 4.6 During quarter 1, the Community Support Unit finalised the Participatory Budgeting process relating to the Shared Prosperity Fund. With removal of CSU support (following the 2024/25 budget review), new measures monitoring Participatory Budgeting activity are to be developed. (Action FIN24-25 Strat 4.3, PIs FS214-216, ERC006 and ERC006a) Service Level Outcomes – successes 4.7 Significant progress has been made to support effective procurement for the MIJB. Most priority projects are complete with all others underway. Further discussions are required to identify next milestones with any new Health & Social Care procurements to be dealt with as per the usual procurement process. (Action FIN24-25 Serv 5.5) Page 74
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4.8 The planned e-Accounts Payable form, aimed at streamlining the timely processing of invoices, is now live. All departments have been advised and use will be monitored going forward. (Action FIN24-25 Serv 5.8) Service Level Outcomes – challenges and actions to support 4.9 Three actions are yet to note any progress due to focus on the Annual Audit. Work on all is expected to commence during quarter 3. (Actions FIN24-25 Serv 5.1, 5.4 and 5.7) 4.10 Implementing the actions from the last Annual Audit Report is 90% complete within the due date of September 2024. Reconciliation has been prepared and awaiting the Auditor’s review of progress. (Action FIN24-25 Serv 5.3) 5 SERVICE PERFORMANCE 5.1 In line with Performance Management Framework, operational performance is monitored quarterly by departmental management. Areas performing well and/or areas subject to a decreasing trend or where benchmarking results show performance below comparators will be reported to this Committee for member scrutiny. 5.2 The narrative included is by exception, links to Service Performance Indicators can be accessed within the Background Papers section of this report. Operational Indicators – successes 5.3 Budget monitoring reports continue to be issued to managers within allocated target timescales, ensuring information to maintain accurate financial planning is available. (PI FS008) Operational Indicators – challenges and actions to support 5.4 During 2022/23, exceptionally high 10% penalty income recovered by Sheriff Officers led to a fall in the annual Gross Cost of collecting Non-Domestic Rates per property to £23.26. Latest figures for 2023/24 show this penalty income has declined with gross costs returning to a level seen prior to 2022/23 of £33.30 per property. (PI FICT137) Page 75
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6. OTHER PERFORMANCE RELATED DATA Complaints and MP/MSP Enquiries 6.1 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. 6.2 During the reporting period, Financial Services received 19 complaints and closed 16. 15 (94%) were closed as frontline with 1 (6%) as investigative. 13 frontline complaints (81%) met the target timescale of 5 working days. 6.3 A total of 13 complaints were upheld or partially upheld. Due to resourcing issues and an increased workload within the Service, customer enquiries have taken longer than normal to process. Work to address the backlog is ongoing with staff reminded of recent changes to regulations and the need to take care when providing advice. 6.4 Between April and September, 9 MP/MSP enquiries have also been received and dealt with by Financial Services. Issues raised included Council Tax exemptions and new charges for second homes. 7 SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Performance measurement is used to ensure the efficient and sustainable delivery of services to meet the Council’s priorities in both the Corporate Plan and the LOIP. (b) 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. (c) Financial implications None. (d) Risk Implications None. (e) Staffing Implications None. (f) Property None. (g) Equalities/Socio Economic Impact An Integrated Impact Assessment is not needed as this report is to inform the Committee on performance. Page 76
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(h) Climate Change and Biodiversity Impacts None (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), the Chief Financial Officer, Service Managers, Legal Services and the Democratic Services Manager have been consulted with any comments received incorporated into this report. 8. CONCLUSION 8.1 At the end of September 2024, the Financial Services Service Plan is 30% complete. Following completion of the Annual Audit, focus will move to those actions yet to progress. Author of Report: Suzanne Wilson, Research and Information Officer Background Papers: Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Complaints Monitoring Report Ref: SPMAN-1293228629-1161 Page 77
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: PERFORMANCE REPORT - GOVERNANCE, STRATEGY AND PERFORMANCE – PERIOD TO SEPTEMBER 2024 BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform the Committee of the performance of the service for the period to 30 September 2024. 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. RECOMMENDATION 2.1 It is recommended that Committee: (i) scrutinises performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and (ii) notes the actions being taken to improve performance where required. 3. BACKGROUND 3.1 The Council, approved a revised Performance Management Framework for services on 7 August 2019 (para 5 of the minute refers) which provides for twice yearly reports to committee on service performance. 4. SERVICE PLANNING 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. This report provides an interim update on progress on the service plan through key outcomes and performance indicators. Committee is invited to review progress to secure assurance that is satisfactory and to provide scrutiny and further direction where performance requires attention. Item 12. Page 79
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4.2 The narrative included is by exception, links to Service Plan Actions and Performance Indicators can be accessed within the Background Papers section of this report. RAG STRATEGIC LEVEL Continuous Improvement 56% Digital Transformation and Efficiency 32% Improved Governance 45% Performance Management 20% 41% SERVICE PLAN PRIORITIES OVERALL PLAN PROGRESS SERVICE LEVEL Service Plan: Overall progress at the end of September is 41%. All actions have been progressed, with two strategic actions completed. Service actions around customer contact and centralised means testing have not progressed as planned due to competing priorities, however remain a focus for future workload. Performance Indicators: No strategic indicators Comment SERVICE PI'S Achieving Target Within Target Below Target Data Only 0 Strategic Outcomes – successes 4.3 Planned work around governance and committee issues identified in Collaborative Leadership have been completed with two further documents, Guidance on External Bodies and Member Officer Relations approved. Further training for members of Audit and Scrutiny has been undertaken. (GSP 2024-25 STRAT 1.4 & 1.5) Strategic Outcomes – challenges and actions to support 4.4 There is some slippage around re-establishing a framework for Continuous Improvement but work progresses having met with the Improvement Service to inform approach on relaunch of Public Services Improvement Framework, options to resource being further explored. (GSP 2024-25 STRAT 1.1) Service Level Outcomes - successes 4.5 The Benefits e-form is at the final stages of development (90%). The e-form will be tested internally from a user perspective. Feedback will inform when the e-form can be made available to potential clients. (GSP 2024-25 DT&E 1.4) 4.6 The transfer of burial grounds administration to Lands and Parks Service has taken place. The member of staff will move permanently to Lands and Parks Service by 1 April 2025, following a transfer period from Registrars. (GSP 2024-25 DT&E 1.6) Service Level Outcomes – challenges and actions to support 4.7 Investigation and development of Artificial Intelligence (AI) opportunities for Contact Centre channels has not progressed largely due to competing priorities. Discussions have taken place with potential providers to gain a fuller understanding of opportunities available to the Council. (GSP 2024-25 DT&E 1.1) 4.8 Initial scoping exercise investigating whether there is a viable case for further centralisation of means testing is ongoing, having been delayed due to officer leave. Questions have been raised with Social Care to determine whether Page 80
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there is a potential business case. Awaiting feedback. (GPS 2024-25 DTE 1.5) 5. SERVICE PERFORMANCE 5.1 In line with the Performance Management Framework, operational performance is reviewed quarterly by departmental management. Areas performing well and/or areas subject to a decreasing trend or where benchmarking results show performance significantly below comparators will be reported to this committee for member scrutiny. 5.2 The narrative included is by exception, links to Service Performance Indicators can be accessed within the Background Papers section of this report. Operational Indicators - challenges 5.3 The percentage of committee draft minutes issued by Committee Services on time or early slipped below target during quarter 2, with 70% (7 out of 10) of minutes issued within 5 working days against a target of 85%. The dip in performance was due to competing workloads and holiday leave over the summer period. It is anticipated that performance will improve over the second half of the reporting year. (CS003) 5.4 The average number of days taken to process notifications of changes of circumstances in housing benefits claims increased to just over 7 days at the end of September, exceeding the 6 days target. The delay in processing claims was due to staffing issues over the summer period, with a vacant post from May still to be filled combined with an increase in sick leave over the period. Processing performances will return to normal levels once staffing issues are resolved. (CPS012) 5.4 Customer Services Call Centre has noted a marginal decrease in call volume over the first half of 2024-25 compared to the same period last year. However, the percentage of calls answered has decreased from 87.9% to 81.2%, albeit there has been a slight improvement in performance from quarter 1 to quarter 2 this reporting year. Performance remained below target (93%) throughout 2023-24 and continues to do so in 2024-25. Call volumes and answer rates are being monitored on a monthly basis to help identify potential areas for improvement, however reduced staffing as part of budget savings continue to impact on available resources to meet service targets. The graph below Page 81
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shows the call volume and answer rates over the last ten quarters. (PI CPS058) 5.5 The percentage of answered calls that were answered within 60 seconds improved in quarter 2 to 63.9%. While up on the previous quarter (51.7%), performance remains below the 75% target. A decrease in call volumes in the quarter attributed to the 12% increase in calls answered within 60 seconds. Average delay times also decreased by 61 seconds on the previous quarter, however this was up by 9 seconds on the same quarter last year. The graph below shows call volume and answer rates within 60 seconds over the last ten quarters. (PI CPS058a) 6. OTHER PERFORMANCE RELATED DATA Complaints and MP/MSP Enquiries 6.1 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. 6.2 A total of eleven complaints were received during the first half of 2024/25, with nine complaints closed. All complaints were resolved at Frontline stage. Two Page 82
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complaints were upheld, two partially upheld and five were not upheld. Two complaints were resolved within the 5 working day target timescale, with the overall average time taken to respond to complaints being 17 days. Three of the four upheld/partially upheld complaints related to Customer Services, including delay in responding to initial enquiry and conduct of advisor when speaking to customer. All were acknowledged with an apology and reinforcement action dually taken. 6.3 Three MP/MSP enquiries were received during the first half of 2024/25 for Governance, Strategy and Performance, all were responded to and closed. 6.4 Across the Council, over the last three years the Council have dealt with 1,530 non-statutory MP/MSP enquiries, in addition to over 1,500 statutory complaints received over a similar period, that are subject to the Model Complaints Handling Procedure (MCHP). The following graph shows the volume of enquiries received each quarter since quarter 3 2021/22. 6.5 The number MP/MSP enquiries have fallen each quarter over the last year, with an average 128 enquiries received each quarter over the last three years. Over 75% of enquiries were directed to Economy, Environment and Finance. All enquiries follow a similar process to that of complaints in being formally logged and responded to. 7. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Performance measurement is used to ensure the efficient and sustainable delivery of services to meet the Council’s priorities in both the Corporate Plan and the LOIP. (b) 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. Page 83
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(c) Financial implications None. (d) Risk Implications None. (e) Staffing Implications None. (f) Property None. (g) Equalities/Socio Economic Impact An Integrated Impact Assessment is not needed as the report is to inform the Committee on performance. (h) Consultations The Head of Governance, Strategy and Performance, Depute Chief Executive (Education, Communities and Organisational Development), Service Managers, Legal Services Manager and Democratic Services Manager have been consulted with any comments received incorporated into this report. 8. CONCLUSION 8.1 At the end of September 2024, overall progress against the service plan for 2024/25 was 41% complete. Several actions have been subject to slippage due to lack of available resourcing and competing priorities, but it is hoped the pace of progress will increase over the coming quarter. Author of Report: Neil Stables, Research and Information Officer Background Papers: Service Plan Actions Service Performance Indicators Service Complaints Ref: SPMAN-2045703626-495 Page 84
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: PERFORMANCE REPORT (HUMAN RESOURCES, INFORMATION COMMUNICATIONS TECHNOLOGY AND ORGANISATIONAL DEVELOPMENT) – PERIOD TO SEPTEMBER 2024 BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform the Committee of the performance of the service for the period to 30 September 2024. 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. RECOMMENDATION 2.1 It is recommended that Committee: (i) scrutinises performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and (ii) notes the actions being taken to improve performance where required. 3. BACKGROUND 3.1 On 7 August 2019, the Council approved a revised Performance Management Framework for services (para 5 of the minute refers). 4. SERVICE PLANNING 4.1 Each service plan sets out the 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. This report provides an interim update on progress on the service plan, key outcomes and performance indicators. Committee is invited to review Item 13. Page 85
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progress to secure assurance that is satisfactory and to provide scrutiny and further direction where performance requires attention. 4.2 Following approval of the Service Plan by Committee, a review of performance indicators has been undertaken and amendments made to align indicators with service outcomes 4.3 The narrative included is by exception, links to Service Plan Actions and Performance Indicators can be accessed within the Background Papers section of this report. HR & OD ICT Workforce Transformation and Change 50% n/a Organisational Development 50% n/a Communications and Engagement 50% n/a Health & Wellbeing 40% 20% Best Value Actions 50% 15% Continuous Improvement 10% 10% Transformation n/a 50% Service Development n/a 5% Assurance n/a 45% Forward Planning n/a 5% 37% SERVICE LEVEL COMMENT: At the end of September, actions for Human Resources and Organisational Development have made good progress. For ICT, progress has been slower in some areas due to issues with third party providers or resourcing. Assurances have been received in relation to bandwith across the school estate while other actions will progress during quarter 3 following successful recruitment to the Information Systems Manager post. SERVICE PLAN OUTCOMES STRATEGIC LEVEL Strategic Framework; Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework. OVERALL PROGRESS 34% Strategic Outcomes – successes 4.4 Following approval of the Workforce Planning Report and Strategy for 2024- 27 and analysis of the recruitment difficulties faced by various services, recruitment and retention activities have been reviewed and updated to try to address the issues identified. As part of this a project plan has been drafted. This plan will address resourcing of the work required to ensure progress is a phased approach based on available capacity. This will be kept under review, monitored and reported as part of the service management meetings and within these regular performance reports. (Action HROD24-25 Strat 4.2) Strategic Outcomes – challenges and actions to support 4.5 With the new Information Systems Manager in post, work to develop and implement a corporate data strategy to support key corporate priorities will progress during quarter 3. (Action ICT24-25 Strat 4.2) 4.6 Improvements to the bandwidth across the school estate have been delayed due to issues involving project management and technical design from third party providers. Work has recently progressed with assurances received of a focus on key sites. During quarter 3, ICT will prioritise confirming delivery timescales for the project and will continue to assist schools dealing with network constraints. (Action ICT24-25 Strat 4.3) Page 86
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Service Level Outcomes – challenges and actions to support 4.7 Service Plan actions relating to Service Development and Forward Planning are reported with minimal progress at the end of quarter 2. Although Service Development work is longer-term (with a due date of March 2027), focus on each action will improve following successful recruitment to the Information Systems Manager post. Both will also benefit from the development of a council systems catalogue, aimed at simplifying the identification of required system upgrades. (Action ICT24-25 Serv 5.2 and Serv 5.4) 4.8 Increased cyber activity and other high priority remedial work has impacted on the resourcing nevertheless progress has been made in a number of areas. A Cyber Incident Response workshop was delivered to Senior Management and will be followed up with an incident response exercise; work at a national level for a procurement framework will introduce essential monitoring capabilities and continued participation with the Scottish Public Sector Cyber Resilience Network ensures threat intelligence reports are received on a daily basis. (Action ICT24-25 Serv 5.5) 5 SERVICE PERFORMANCE 5.1 In line with Performance Management Framework, operational performance is monitored quarterly by departmental management. Areas performing well and/or areas subject to a decreasing trend or where benchmarking results show performance below comparators will be reported to this Committee for member scrutiny. 5.2 The narrative included is by exception, links to Service Performance Indicators can be accessed within the Background Papers section of this report. Operational Indicators – successes 5.3 Both performance indicators relating to ICT infrastructure continue to be reported at 100%. During quarter 2, all 2906 help desk incidents were resolved within target timescales. Excluding a short period of planned maintenance (lasting approx. 3 minutes), there has also been no disruption to the availability of the Moray Council website. (PIs ICT007 and ICT008) Page 87
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Operational Indicators – challenges and actions to support 5.4 Violence and aggression declined during quarter 2 to 808 incidents however remains above target (643). Due to term times, Education data only relates to the second half of the quarter however, compared to the same period last year when total incidents were 809, reported violence and aggression within Education has fallen by 4% from 716 to 690. As noted in previous performance reports, online forms have made reporting and analysis easier while mandatory training covering a trauma-based approach has been introduced. Work is also ongoing to improve the support provided to school- based staff when dealing with challenging behaviour, as part of the HR and OD Service Plan 2024/25 Action 5.4 Health and Wellbeing. (PI HROD006) 5.5 Working days lost have increased during quarter 2 to 47 due to one case of a longer term absence.(PI HROD007) 6 OTHER PERFORMANCE RELATED DATA Complaints and MP/MSP Enquiries 6.1 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. 6.2 During the reporting period, HR, ICT and OD closed 1 frontline complaint relating to the re-grading of posts. This did not meet target timescales due to complexity of the appeal process and was closed as Resolution. 6.3 Between April and September, 1 MP/MSP enquiry was received and dealt with by HR, ICT and OD regarding employment issues. 7 SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Performance measurement is used to ensure the efficient and sustainable delivery of services to meet the Council’s priorities in both the Corporate Plan and the LOIP. (b) 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. (c) Financial implications None. (d) Risk Implications None. (e) Staffing Implications None. Page 88
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(f) Property None. (g) Equalities/Socio Economic Impact An Integrated Impact Assessment is not needed because the report is to inform the Committee on performance. (h) Climate Change and Biodiversity Impacts None (i) Consultations Depute Chief Executive (Education, Communities and Organisational Development), Head of HR, ICT and Organisational Development, Service Managers and the Democratic Services Manager have been consulted with any comments received incorporated into this report. 8. CONCLUSIONS 8.1 At the end of September 2024, the Human Resources, ICT and Organisational Development Service Plan is 34% complete. With some resourcing issues and third-party delays addressed, progress is expected across all actions during the remaining quarters of 2024/25. Author of Report: Suzanne Wilson, Research and Information Officer Background Papers: Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Complaints Monitoring Report Page 89
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: ARMED FORCES COVENANT GOLD AWARD UPDATE BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 The Committee is invited to consider and approve the request to amend policy to ensure maintaining the Armed Forces Covenant Gold Award as a result of the essential criteria for the award becoming more defined. 1.2 This report is submitted to Committee in terms of Section B (24) Section (a) to (c) and Section B (25) of the Council's Scheme of Administration relating to the formulation, implementation and review of policies and practices for Council employees. 2. RECOMMENDATION 2.1 The Committee is asked to consider and approve the amendment to the Special Leave Policy set out at paragraph 3.5 in the report. 3. BACKGROUND 3.1 The Council was awarded Armed Forces Covenant Employer Recognition Scheme Gold Award in July 2023. To achieve this award the council was required to demonstrate that it met a range of essential and desirable criteria that demonstrated its commitment to supporting the Armed Forces community and how it advocates for others to do the same. 3.2 The criteria includes demonstrating armed forces friendly employment policies, partnership working, supporting and promoting armed forces events and attending career fair events to name but a few examples. The Council was also required to indicate approximately how many employees worked for the defence as Reservists, Veterans and Cadet Force Adult Volunteers and to indicate how many military spouses were employed. The council is currently working towards creating a process to be able to identify this part of the workforce more accurately. Additionally the Council had to meet the criteria of offering paid leave to those employees who were required to attend annual training from which their normal pay and allowances for the period of the training camp was deducted. Item 14. Page 91
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3.3 The Council was able to demonstrate and meet the criteria and therefore awarded the Gold Award. 3.4 A more stringent approach is now being taken to the application of the essential criteria for the Gold Award and as such the Council’s current provisions under the Special Leave Policy for attendance at annual training no longer align with the essential criteria and the position requires to be reviewed in order to maintain the Gold Award. The current and proposed position are outlined below. 3.5 Table 1 sets out the proposed amendment to the Special Leave Policy: Special Leave Policy Description Current Provision 1. Employees who are members of the non-regular forces and attend an annual training camp for a period of not less than a week should be granted special leave with pay equal to the period which the employee actually attends the training camp, but not exceeding a period of fifteen working days and subject to the deduction of service pay and allowances received in respect of the period of special leave. Proposed Provision 2. Employees who are members of the non-regular forces and attend an annual training camp for a period of not less than a week should be granted special leave with pay equal to the period which the employee actually attends the training camp, but not exceeding a period of fifteen working days with no deduction of normal pay. 3.6 The SJC Red Book /COSLA contains the National Agreement on Pay and Conditions of Service for Local Government Employees. The current provision with regards to this element indicate ‘Councils should produce and publish a policy detailing leave available, with or without pay, to support work life balance and covering leave for National, Public, Community Service and Reserve Forces’. Therefore the discretion to agree an alternative approach to special leave rests with the Council. 3.7 It is difficult to quantify the cost of this change as an employee who is also a member of the non-regular forces can work within any service and grade in the council. However, currently requests for special leave to attend training are approximately 2 applications per year. Therefore, based on this, it is considered that the proposed position comes with a minimal cost consideration for the Council. The change is that there will be no recovery of cost based on the employee’s military pay, so they will receive both their normal pay from the Council and any allowances provided for by the military. In addition there is the indirect cost in terms of loss of productivity or replacement employee costs during their leave of absence for a period up to 15 days, which is not a change from the current policy position. Page 92
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4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The work noted in this report supports the Council in achieving the objectives and priorities in the Corporate and 10 Year Plan and sets out how the Council will meet the challenges in making best use of our workforce and resources. In particular, the actions will ensure continued progress towards the Council’s commitment to be a good employer. (b) Policy and Legal There are no policy and legal implications arising from this report. (c) Financial implications There are no financial implications arising from this report. (d) Risk Implications There are no risk implications arising from this report other than those set out within the body of the report which indicate a risk to maintaining the Gold Award status. (e) Staffing Implications There are no staffing implications arising from this report. (f) Property There are no property implications arising from this report. (g) Equalities/Socio Economic Impact There are no equalities/socio economic implications arising from this report. (h) Climate Change and Biodiversity Impacts There are no climate change or biodiversity impacts arising from this report. (i) Consultations Consultation has taken place with the Regional Employer Engagement Director, Highland Reserves Forces and Cadets Association. The policy amendment has been discussed with Trades Union representatives for Scottish Joint Council employees, Craft Operatives and Teachers. Following the meeting of the Committee, items will be submitted for update to the relevant Trade Union / Officer groups. 5. CONCLUSION 5.1 The ERS Gold Award is a significant achievement for the council and given the Armed Forces footprint in Moray maintaining this award demonstrates our commitment and support for the Defence and Armed Forces. The amendment to the Special Leave Policy as proposed will ensure the Council maintains this position and remains up to date and relevant based on the priorities within the Corporate Workforce Plan and Page 93
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the strategic direction of the Council with regards to being an employer of choice. Author of Report: Anne Smith, Senior OD Adviser Background Papers: Page 94
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REPORT TO: CORPORATE COMMTTEE 5 NOVEMBER 2024 SUBJECT: SUSTAINABLE DEVELOPMENT STATEMENT BY DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To seek approval of the Sustainable Development Statement as required in terms of the Best Value Action Plan. 1.2 This report is submitted to Committee in terms of Section III (B) (41) of the Council's Scheme of Administration relating to the formulation and review of Council wide policy, strategies, priorities and objectives. 2. RECOMMENDATION 2.1 It is recommended that the Committee consider and approve the Sustainable Development Statement as set out in Appendix 1 to the report, noting that this will complete action 6.1 in the Corporate Best Value Action Plan 2024-2027. 3. BACKGROUND 3.1 The duty of Best Value held by all public bodies covers seven themes intended to provide strategic focus on continuous improvement, two of which are cross-cutting, namely equality and sustainability, otherwise termed “sustainable development”. Governmental guidance defines this as “securing a balance of social, economic and environmental wellbeing in the impact of activities and decisions, and seeking to meet the needs of the present without compromising the ability of future generations to meet their own needs”. Sustainable development is a fundamental part of Best Value and it should be reflected in a local authority’s vision and strategic priorities, highlighted in plans at corporate and service level and a guiding principle for all its activities. In a meeting on 11 June 2024 the Council approved its Best Value Action Plan (para 3 of the minute refers) and in section 6.1 of that Action Plan the Council undertook to develop a Sustainable Development Statement that draws together the range of work the Council has in place to deliver sustainability, identifying any gaps that require consideration and action. This Statement is now produced at Appendix 1. Item 15. Page 95
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3.2 In line with Best Value guidance, the Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-2029 and wider corporate policies and strategies. In particular the Statement: Outlines the role of the Corporate vision and values in creating a culture focussed on sustainable development, with clear guiding principles to support this. Exemplifies how sustainable development is integrated into corporate priorities, key strategies, plans and governance systems. Sets out how the impact of sustainable development in relation to key economic, social and environmental issues will be measured, evaluated, reported and scrutinised. 3.3 The Statement also identifies some gaps in current activity which require to be addressed in the short to medium term (by December 2025) to more fully comply with Best Value guidance, with five actions identified to progress over that time frame. These will be incorporated into the next iteration of the Best Value Action Plan. A review of the Statement will be undertaken as part of the Climate Strategy 2020-2030 Review to progress during 2024/25 and aiming to conclude with a report in December 2025. That review will incorporate a more expansive look at climate change including the social and economic impacts of sustainability as well as the environmental impacts. Appendix 1 to the Statement makes it clear that activity in all 3 realms is already ongoing, but the review will consolidate and update that activity, also considering further gaps to be addressed as the revised Climate and Sustainable Development Strategy is finalised in 2025. 3.4 The Statement has been drafted and reviewed in discussion with the Strategic Leadership Forum. In addition, a cross-party group of members met in September 2024 to discuss any issues and concerns relative to the Statement and the current iteration has been broadly supported via both these processes. 3.5 Future progress in regard to the Statement will be reported through Best Value quarterly updates, performance reporting to service committees from Quarter 4 and through annual reports such as the Annual Corporate Plan report and Public Performance report. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Sustainable development is embedded in the Corporate Plan and related strategies and policies as shown in Appendix 1 to the Statement. Work with partners and the wider community to consider the role of sustainable development in the LOIP and in the Community Planning arena will begin shortly. (b) Policy and Legal Sustainable development is reflected in a range of corporate policies and is part of the duty of Best Value held by the Council. It must also be embedded in corporate governance. Page 96
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(c) Financial implications There are no direct financial implications from this report, but sustainable development must be reflected in the council’s financial planning and resource allocation processes. (d) Risk Implications The Statement is required to demonstrate compliance with Best Value duties as it sets out a framework for compliance. Failure to provide/clarify such a framework risks reputational damage for the council as a result of adverse inspection fundings. (e) Staffing Implications There are no direct staffing implications, with much of the future work being included in planned activity to review the Climate Change Strategy 2020-2030. (f) Property There are no direct property implications. (g) Equalities/Socio Economic Impact Sustainable development is a cross-cutting aspect of Best Value like equality including socio-economic aspects and so the implications section of reports in this section and the Climate Change and Biodiversity Impacts section will be reviewed and updated by the end of 2024. (h) Climate Change and Biodiversity Impacts Sustainable development is a cross-cutting aspect of Best Value like equality and so the implications section of reports in this section and the Equalities/Socio Economic Impact section will be reviewed and updated. Ensuring that decisions are taken in the interests of current and future generations, through application of a sustainable development approach, will ensure that impacts on climate and biodiversity are considered appropriately. (i) Consultations Consultations have been carried out with ECMT, Strategic Leadership Forum and a cross-party group of members as well as with the Climate Champion and the Council’s climate change strategy officers. 5. CONCLUSION 5.1 Sustainable development is a fundamental aspect of Best Value and the Sustainable Development Statement provides a framework by reference to which the council may demonstrate its compliance with this duty. Further work will be done in this area as part of the review of the Climate Strategy 202-2030. Author of Report: Rhona Gunn, Depute Chief Executive (Economy, Environment and Finance) Page 97
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Background Papers: Ref: SPMAN-813460984-668 / SPMAN-813460984-669 Page 98
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APPENDIX 1 Draft Sustainable Development Statement Introduction All Public Sector Bodies (PSBs) must demonstrate how they are progressing sustainable development as part of their Best Value duties, ensuring that sustainable development is: reflected in their vision and strategic priorities embedded in their governance arrangements contributed to in the way resources are planned and used effectively promoted through partnership working Statutory guidance on Best Value states that to demonstrate a culture focussed on sustainable development, there should be a framework to facilitate integration into policies, plans and decisions, clear guiding principles and a range of measures to demonstrate impact in the context of a wider performance management approach where there is corporate accountability for delivery. This Statement sets out the way in which Sustainable Development is currently reflected for Moray Council in line with this guidance, drawing out the wider framework to support integration into our policies, plans and decisions. Further development work will be done as part of the review of the Climate Change Strategy 2020-2030 due to commence in 2024 for reporting in 2025. The content has been informed by the Corporate Best Value Self-Evaluation undertaken in 2024 in which the governance and guiding principles set out above were assessed as well developed with other areas as in development. Item 15. Page 99
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What is Sustainable Development? In 2015 the United Nations adopted 17 global Sustainable Development Goals (SDGs – United Nations Sustainable Development Goals) intended to act as a call to action to end poverty, protect the planet and ensure that by 2030 all people enjoy peace and prosperity. Sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. The SDGs are interconnected and in Scotland are localised and implemented through the National Performance Framework (NPF). This Statement reflects the SDGs with further development to be undertaken in the context of the Climate Strategy 2020-2030 review which will include consideration of how the wider concept of sustainable development fits into that strategy. Page 100
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Sustainable Development Principles and Strategic Priorities for 2024-2029 Through the Corporate Plan 2024-2029 and underpinning Service Plans, the Council sets out how sustainable development is embedded in our priorities. This is detailed in Appendix A. Whilst Appendix A has a focus specifically on sustainable development, the SDGs are both all-embracing and interconnected, and as such, it should not be viewed as a comprehensive statement of all current sustainable development activity, but rather selected key actions which the Council has prioritised amongst many areas where sustainability is part of daily service delivery such as our waste collection or flood management. Using performance indicators drawn from the Corporate and Service Plans, Appendix A helps to demonstrate the impact of sustainable development in relation to key economic, social and environmental issues where the Council has committed to act. In progressing these actions, the Council is guided by principles which reflect our corporate vision: Our young people grow up safe, well-educated and reach their full potential People lead healthy lives and have access to quality care when they need it Our businesses and communities prosper Our natural environment thrives for the betterment of all In adopting these principles, we are true to our values, including those which are most deeply rooted in sustainable development (shown in bold type). FAIR Ambitious Improving Responsive • Tackle inequalities • Treat people fairly • Promote equalities and awareness • Consider our impact on others • Be outward looking • Promote and celebrate Moray • Be a great place to work • Ensure sustainable and efficient council services • Drive improvement • Encourage innovation • Take commercial opportunities • Invest in transforming to meet future needs • Be open and transparent • Promote community participation and involvement • Listen to and involve our communities Looking beyond the actions set out in Appendix A or already embedded in daily service delivery, some further short to medium term actions have been identified for completion as set out below to ensure that Best Value is achieved: Page 101
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Aim Action Lead Officer Delivery Date Embedded in Governance 1. Review of Summary of Implications Section of Committee Reports to ensure sustainable development is embedded within proposals 2. Embed Framework reporting in Quarterly Performance Reports, Annual Corporate Plan report and Public Performance Report Head of Economic Growth and Development and Head of Governance, Strategy and Performance Strategy and Performance Manager and Senior Communications Officer December 2024 June 2025 Contributed to in Resource Planning and Use 3. Identify any further sustainable development gaps in Climate Strategy Review with resources to address Head of Economic Growth and Development December 2025 Promoted through Partnership Working 4. Scope out Partnership interest in shared Sustainable Development priorities/actions in the LOIP Review Depute Chief Executive (Economy, Environment and Finance) June 2025 Promoted through Partnership Working 5. Consider and Embed Community views on sustainable development in the revised Climate Change Strategy Head of Economic Growth and Development December 2025 Monitoring and Review Moving forward beyond the existing strategic commitments set out in Appendix A, this Statement will be reviewed as the 2024/25 Climate Change Strategy Review progresses and the resultant changes are embedded in governance arrangements to guide decision-making, resource allocation and service delivery, ensuring that the Council's actions align fully with its vision and values in the context of an updated Climate Change Strategy. Sustainable development will be considered as part of the corporate annual Best Value Self- Evaluation and the results will be incorporated into the next iteration of this Statement. Page 102
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5 APPENDIX A 2024 Sustainable Development Goals - Delivery Framework Corporate / Service Plan Actions & PIs Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed Action linked to Recovery and Renewal Page 103
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6 SUSTAINABLE DEVELOPMENT GOALS 1. NO POVERTY 2. ZERO HUNGER 3. GOOD HEALTH AND WELL-BEING 4. QUALITY EDUCATION SD Focus Corporate Priority Source Actions Planned Outcome Outcome Measures Completion Target Lead Officer for updates Social Reduce Poverty CP Maximise household income by working with partners to ensure financial inclusion services have maximum reach (CP Priority: Tackle Poverty and Inequality) Moray will have lower levels of child poverty in line with national targets CHN24 Proportion of children living in Poverty (after housing costs) (CP Priority: Tackle Poverty and Inequality) - LGBF March 2025 Interim Chief Officer (H&SCM) CHN14a Literacy and numeracy attainment gap (P1, P4 and P7 combined) (CP Priority: Tackle Poverty and Inequality) - LGBF Social Reduce Poverty CP Early intervention addressing whole family well-being to ensure than children can reach their full potential (CP Priority: Tackle Poverty and Inequality) CHN14b Percentage point gap between the least and most deprived pupils (CP Priority: Tackle Poverty and Inequality) - LGBF March 2025 Head of Education Social Reduce Poverty CP Getting it right for every child so that we continue to improve attainment for all (CP Priority: Tackle Poverty and Inequality) Improved attainment at both Broad General and Senior Phase identified through ACEL and LGBF measures CHN11Percentage of pupils entering positive destinations (ASN leavers / LAC leavers) (CP Priority: Tackle Poverty and Inequality) - LGBF March 2025 Head of Education Social SP EGD Prepare community safety response plan incorporating recommendations from agreed Annual Community Safety Report (EGD25-5.7) Reduce the number of anti-social behaviour referrals ENVDV269 Number of Anti-Social Behaviour incidents recorded March 2025 Environmental Heath & Trading Standards Manager Page 104
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7 SUSTAINABLE DEVELOPMENT GOALS 5. GENDER EQUALITY 6. CLEAN WATER AND SANITATION 7. AFFORDABLE AND CLEAN ENERGY 8. DECENT WORK AND ECONOMIC GROWTH 9. INDUSTRY, INNOVATION, AND INFRASTRUCTURE 10.REDUCED INEQUALITIES SD Focus Corporate Priority Source Actions Planned Outcome Outcome Measures Completion Target Lead Officer for updates Economic Wellbeing Economy CP Progress Moray Growth Deal: bring the remaining Moray Growth Deal projects into delivery (CP Priority: Build Stronger Greener Vibrant Economy) Proportion of 16-29 year olds within Moray Council (NRS Mid-Year) March 2026 Interim target March 2025 – 7 of 8 projects in delivery Head of Economic Growth & Development Economic Wellbeing Economy CP Delivery of the Community Wealth Building Strategy and Action Plan (CP Priority: Build Stronger Greener Vibrant Economy) Retain and attract young people / families to live and work in the area Average gross weekly earnings (full-time employees) (SLAED) March 2025 Head of Economic Growth & Development Economic Wellbeing Economy CP Improve access to fair work, employment and training opportunities (CP Priority: Build Stronger Greener Vibrant Economy) Increase the number of people in Moray benefitting from Fair Work ECON8 Proportion of people earning less than the living wage March 2025 Head of Economic Growth & Development Economic Wellbeing Economy CP Enable more people to work by supporting access to affordable childcare (CP Priority: Build Stronger Greener Vibrant Economy) Minimise barriers to people working such as childcare Gender Pay Gap March 2025 Head of Economic Growth & Development Page 105
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8 SD Focus Corporate Priority Source Actions Planned Outcome Outcome Measures Completion Target Lead Officer for updates Economic SP EGD RMNZ Building heat and electricity – Scoping and research into increased renewable energy generation from Council buildings and land (EGD25-5.6a) Achievement of targets, indicators and outcomes identified in Climate Chage Action Plan to achieve Carbon Neutral by 2030 CO2 emissions area wide: emissions within scope of LA per capita March 2025 Principal Climate Change Strategy Officer Economic SP H&PS Continue to reduce the carbon impact arising from Housing and Property Services (HP25-5.3) Phased improvement of energy efficiency within corporate buildings and housing stock % of houses meeting EESSH increased to be in line with LA benchmark circa 90% March 2025 Property Asset Manager Page 106
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9 SUSTAINABLE DEVELOPMENT GOALS 11.SUSTAINABLE CITIES AND COMMUNITIES 12.RESPONSIBLE CONSUMPTION AND PRODUCTION 13.CLIMATE ACTION 14.LIFE BELOW WATER 15.LIFE ON LAND 16.PEACE, JUSTICE AND STRONG INSTITUTIONS 17.PARTNERSHIPS SD Focus Corporate Priority Source Actions Planned Outcome Outcome Measures Completion Target Lead Officer for updates No of empty properties and vacant/derelict sites in the city centre Environmental Flourishing Healthy Communities CP Delivery of the Levelling Up Fund elements of the Elgin City Centre Masterplan (CP Priority: Building thriving, resilient, empowered communities) No of additional residential properties in Elgin City Centre March 2026 Strategic Planning & Development Manager Environmental Flourishing Healthy Communities CP Delivery of Town centre Improvement Plan Delivery Programme (CP Priority: Building thriving, resilient, empowered communities) More of the activities, services and plans are influenced by the communities they serve ECON09 Town Vacancy Rates March 2025 Strategic Planning & Development Manager Environmental Flourishing Healthy Communities CP Delivery of the Housing Investment and Affordable Housing Supply programmes (CP Priority: Build thriving, resilient, empowered communities) Increase in affordable housing available in Moray No of new supply social housing for rent – 32 completions 119 site starts March 2025 Housing Strategy & Development Manager Page 107
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10 SD Focus Corporate Priority Source Actions Planned Outcome Outcome Measures Completion Target Lead Officer for updates Environmental Flourishing Healthy Communities CP Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements The Council adapts and acts to the impacts of climate change March 2029 Programme Manager Education Environmental SP EGD Prepare Climate Change Routemap (EGD25-5.6d) Achievement of targets, indicators and outcomes identified in Climate Change Action Plan to achieve Carbon Neutral by 2030 CLIM1 CO2 emissions area wide per capita August 2024 Principal Climate Change Strategy Officer Environmental SP ERC Support the engagement and consultation work on service specific projects More of the activities, services and plans are influenced by the communities they serve Percentage of people who agree with the statement ‘I can influence decisions affecting my local area’ June 2026 Communities Service Manager Page 108
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11 Mapping of Sustainable Development Goals to Key Strategies Sustainable Development Focus Sustainable Development Goal Corporate Priority Relevant Strategies/Plans Social 1. No poverty 2. Zero hunger 3. Good health and well-being 4. Quality education Tackle Poverty and Inequality Children’s Services Plan 2023-2026, Moray Education National Improvement Framework Plan 2024-2025 Community Safety Strategy 2022-2026 Economic 5. Gender equality 6. Clean water and sanitation 7. Affordable and clean energy 8. Decent work and economic growth 9. Industry, innovation, and infrastructure 10. Reduced inequalities Build Stronger, Greener Vibrant Economy Moray Economic Strategy 2022-2032 Community Wealth Building Strategy 2024 Climate Change Strategy 2020-2030 Nature and Biodiversity Position Statement 2023 Partnership Community Learning & Development Plan 2024-2027 Moray Pathways Local Employability Partnership Delivery Plan 2022-2025 Environmental 11. Sustainable cities and communities 12. Responsible consumption and production 13. Climate action 14. Life below water 15. Life on land Build Thriving, Resilient, Empowered Communities Learning Estate Strategy 2022-2032 Partnership Community Learning & Development Plan 2024-2027 Elgin City Centre Masterplan Town Centre Improvement Plans Climate Change Strategy 2020-2030 Page 109
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12 Sustainable Development Focus Sustainable Development Goal Corporate Priority Relevant Strategies/Plans 16. Peace, justice and strong institutions 17. Partnerships Nature and Biodiversity Position Statement 2023 LHEES Strategy & Delivery Plan Climate Change Strategy 2020-2030 Moray Economic Strategy 2022 Moray Local Housing Strategy 2019-2024 Community Wealth Building Strategy 2024 Page 110
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REPORT TO: CORPORATE COMMITTEE 5 NOVEMBER 2024 SUBJECT: TRANSFORMATION STRATEGY DEVELOPMENT – PROGRESS MONITORING BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To ask the Committee to consider and note progress on the delivery of the Council’s Transformation Strategy 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. RECOMMENDATIONS 2.1 It is recommended that the Committee considers and notes progress on the delivery of the Council’s Transformation Strategy. 3. BACKGROUND 3.1 The Council at its meeting on 24 April 2024 agreed the first iteration of a new, developing Council Transformation Strategy to take forward a continued focus on delivering transformation projects already in progress, accelerate and expand where there is opportunity and develop new areas of work to support the council’s financial sustainability, providing a sound foundation for future transformation work (para 9 of the minute refers) 3.2 The Strategy agreed in April 2024 is made up of a programme of projects to continue the council’s transformation journey. These are categorised as new, innovation, additional, expansion and current. An update to the Strategy, including the development of new projects was agreed by the Council on 13 August 2024 (para 9 of the minute refers) 3.3 Appendix 1 gives an update of progress on specific projects to show the development work that has taken place since the last update report in August. A summary of key points is given as follows. Item 16. Page 111
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i) Leisure review – externally commissioned review on leisure services has progressed with report due for end of October and information has been received on the future maintenance of Moray Leisure Centre to enable a holistic view of future leisure services to be reported early in 2025. ii) Libraries review – Council on 22 October 2024 approved proposals for future service design within a lower overall budget to offer future sustainability. These will proceed for consultation during November and December. iii) ASN review – change management, training and arrangements for the alternative curriculum have all moved forward as planned. iv) Learning estate – progress on engagement plan and decision taken regarding the future of Crossroads Primary School at ECLS Committee on 17 September. v) Out of Hours services – business case has been finalised and was presented to the council on 22 October 2024. vi) Smarter working – phase 1 has been completed releasing 3 properties and Phase 2 is underway to deliver further savings from relocation into the HQ campus. vii) Depot review – outline business case was approved at ED&I Committee on 30 April and work is in progress to develop a full business case for reporting in March 2025. 3.4 The progress tracking in Appendix 1 identifies that a number of projects are reaching a stage where they will be ready to report early in 2025 which will assure the continued development and definition of the council’s programme of transformatiom work over the planned 12 month period set out in the Strategy. Specifically, reports are planned on Leisure review, Workforce review and Learning estate review. Work is also continuing on the definition and development of further transformation projects with a project on use of council Vehicles at the concept definition stage and a proposed update to the Digital Strategy in preparation. 3.5 However, there is a small number of projects where progress has been less consistent and these are highlighted as red or amber on the schedule in Appendix 1. These are mainly due to issues of resourcing, either where arrangements are yet to be put in place or where limited specialist resources had to be diverted to operational priorities to ensure service continuity. These include: schools business administration, schools digital and service efficiency lean project. 3.6 To improve these areas, recruitment is planned for the Business Administration project which will enable progress to be made over the coming months and internal resourcing arrangements have been reviewed in ICT to provide ongoing support to work on improving schools connectivity. Page 112
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3.7 The learning estate work is amber for different reasons related to the challenges of budget pressures for capital projects of this nature and decisions that have affected the originally planned timescales, such as the timing for LEIP 3 decision. These latter points will be addressed through the affordability work noted and a review of project timescale to take account of the factors influencing progress. 3.8 The next Transformation Strategy update is planned to include consideration of Stage 3 of the development of the council’s transformation strategy which recognises that further substantial work is necessary, including identifying approaches that could be considered for the Future Council. This will also take account of the enabling potential of transformation work that could underpin future change and efficiency and have indirect financial benefits, ensuring the sustainability and effectiveness of council services for the future. A members workshop will be planned in the new year to contribute to this forward planning. This will focus on a pathway for further development and further opportunities to work towards future council transformation. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The new Transformation Strategy is the development of the council commitment in the Corporate Plan to the values of Ambitious: ensuring sustainable and efficient services; and Improving: drive improvement, encourage innovation and invest in transforming to meeting future needs and forms the Transformation Strategy referred to in the Strategic Delivery Framework. The transformation strategy and projects contribute to the Council’s priorities of tackling poverty and inequality, building stronger greener vibrant economy and building thriving, resilient empowered communities. The projects also support the strategic delivery framework of the financial strategy workforce strategy and digital strategy. (b) Policy and Legal None. (c) Financial implications The financial implications of the IMP have been approved in previous reports. The table below has been updated to include the changes approved by the Council on 13 August 2024 and tracks the investment and savings generated since the programme was started in 2018. Page 113
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Cost 2018 to 2023 £000s Cost 2023/2 4 £000s Cost 2024/ 25 Cost 2025/ 26 Cost 2026/ 27 Actual Savings 2018 to 2023 £000s Savings 2023/24 £000s Projected future savings Total projected savings £000s IMP 925 179 918 361 986 2,263 BIM 11 - - - - ASN Review 885 - - - - Learning Estate 22 37 37 School Business Admin 28 Educational Attainment - ASN 59 6 Just Transition 30 (d) Risk Implications The risks associated with the transformation programme are managed through the relevant programme boards and overseen by E/CMT. There are no changes to the current risk profile and it is noted that, with reporting of the first iteration of the new Transformation Strategy, progress is being made in maintaining pace which has previously been noted as a risk. However, the risks associated with change and the success of transformation remain and will continue to be monitored. In order to manage these risks, the Council will: (i) Ensure that all projects meet a given standard of governance that is proportionate to the change. (ii) Ensure there are adequate resources for the overall programme of work and for individual projects. (iii) Manage the dependencies and interdependencies across the scope of the change and its implications for other areas of prioritised work. (iv) Appoint appropriate project resources and failing which, review whether objectives are deliverable and review planned work accordingly. (e) Staffing Implications There continue to be challenges in securing resources and service capacity to progress projects. However, the allocation of specific project resources to specific projects is showing impact with projects such as smarter working and learning estate showing good progress. This approach will be built upon as projects are identified and reach an appropriate stage. Resourcing at Council level including corporate programme management and oversight will be revisited as the next stages of the Transformation Strategy work emerges. Page 114
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(f) Property No direct implications from this report, although property is the subject of one of the workstreams and is impacted by the Energy projects. The issues arising from this will be reported in due course with activity on climate change being progressed as a stand-alone programme of activity. . (g) Equalities/Socio 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. (h) Climate Change and Biodiversity Impacts There are no immediate climate change implications directly arising from this report. However, the energy projects make a contribution to future environmental sustainability and climate change. This is reported in the report relating to these specific projects. (i) Consultations The Extended Corporate Management team have been involved in the ongoing development of the transformation programme, including as the project initiation board reviewing new mandates and driving forward specific project work. They have contributed to the project updates in Appendix 1. 5. CONCLUSION 5.1 The Transformation Strategy approved by the Council on 24 April 2024 and further developed by the Council on 13 August 2024, remains under development and this report notes the progress made since August. The next stage will be reporting of individual project proposals and a further progress update in early 2025. Author of Report: Denise Whitworth, DCE ECOD Background Papers: Reports updating on progress on Improvement and Modernisation Programme to: 12 May 2021 Full Council (Item 09 Report and Appendix A / B / C / D / E ) 15 September 2021 Full Council (Item 15 Report and Appendix 1 / 2 / 3) 15 March 2022 Corporate Committee (Item 13a Report and Appendix) 30 August 2022 Corporate Committee (Item 06 Report and Appendix ) 25 April 2023 Corporate Committee (Item 08 Report and Appendix) 7 November 2023 Corporate Committee (Item 07 Report and Appendix 1 / 2) Page 115
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23 April 2024 Corporate Committee (item 06 Report ) and Appendix) 24 April 2024 Special Full Council (item 04 Report and Appendix 1 and Appendix 2) 13 August 2024 Full Council (item 6a Report and Appendix 1 and Appendix 2 Ref: SPMAN-1108985784-1026 Page 116
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps TRANSFORM EDUCATION Leisure Review Definition Not yet developed Moray Leisure services external report due by end of Oct 24. Draft received has vast information for consideration – work on future service options to be considered in light of report. Transformation Workshop to consider future service design – Sept 24 – completed, future service design considered at Members Workshop on 21-08 -24 Review of external feasibility study report Report to Council on future options Jan 25) Libraries Review Definition Not yet developed Council report considered at council on 22-10-24 and future service design approved for consultation Transformation Workshop to consider future service design – Sept 24 – completed, future service design considered at Members Workshop on 21-08 -24 Public consultation on proposed future service design (Nov/Jan 25) Report to council for decision on future service (by Feb 25) Implementation of new service model (by Oct 25) Education HQ Business Admin Support Team Delivery GREEN GREEN GREEN 20 Project moved from definition to delivery Savings have been achieved through vacancy management Complete lean process review and design new procedures Item 16. Page 117
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Work commenced on process review Raising Attainment: Well-being (ASN) Delivery GREEN GREEN GREEN 40 Alternative Curriculum: flexible framework for the alternative curriculum is progressing well. Applications are being evaluated with a view to acceptances by end October. SEBN Change Management: progressed with team briefings and Trade union consultation which concluded on 7/10. Necessary adjustments to detail been considered and staff matching/ appointment/redeployment processes progressing from 21/10 with a view to implementation from 4 November Mandatory training: completed as planned through time allocation at start of term ASN Parent engagement: date for meeting with Chair/Vice/ICE planned Process for annual moderation to be developed Page 118
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Business Support for Schools (Schools Business Admin) Delivery RED AMBER AMBER 65 Corporate Committee agreed to allocate project officer resource to support the delivery of the project. DAR has been prepared and recruitment will then take place Recruitment of project officer Review of the project to address feedback on both the Change Management Plan and Improvement Plan Raising Attainment: Curriculum Breadth - Digital Inclusion Delivery RED GREEN GREEN 35 Overall Project Status RED: work delayed due to deployment of resources to management of pressure on network connections - The procurement of licences, professional services, and training has been completed. - Initial workshops held with the provider to identify best practice for the implementation - The testing to enable iPads to access internet-based services has been completed - Pilot of iPads for the fully managed solution is underway (devices for Beechbrae, Buckie High School, Lossie High School, and Millbank Primary School will be configured by 18/10/2024) Targets for Next Period -The next technical workshop is scheduled for 22/10/2024 - Complete the enrolment of devices to allow internet access – target date is Nov 24 - Complete the implementation of fully managed devices – target date is Dec 24 Page 119
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Schools for Future - Learning Estate review AMBER AMBER GREEN 5% Schedule remains amber overall as there have been a number of factors influencing the originally planned timescales. o Findrassie – project is on hold due to updated roll forecasts, per ECLS committee o Forres Academy –consultation re common good in progress to mid November for reporting by Dec. Work underway to manage and ensure affordability o Buckie – affordability within capital plan and timing to be considered o B-B Upgrade work – timing to be adjusted for affordability o Crossroads –report recommending formal consultation on future approved at ECLS committee on 17-09-24 Budget and affordability are an ongoing challenge with this programme of work ASG Engagement – Elgin and Keith Associated school groups (ASG) underway and B-B programme work – progress first group of schools for 24/25 roll out ASG Engagement – Speyside ASG to commence November. Review of projects to take account of capital plan affordability and projected rolls (Feb 25) Report to council on options for acceleration of learning estate rationalisation (Feb 25) Page 120
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Speyside also commencing. Forres and Buckie progressed to next stages Transformation Workshop held 21-08-24 to consider future of this project re whether to accelerate and extended to deliver fewer Schools operating at greater levels of occupancy and efficiency. Working group now agreed by ECLS Committee on 17/09/24 and first meeting held 24/10/24 TRANSFORM COUNCIL Digital Services Research Not yet developed Digital strategy in draft and scheduled for CMT consideration and reporting to committee in January 2025 Workshop facilitated by Digital Office and Socitm held on 3/7. Report to Committee January 2025 on proposed strategy Service Reviews Concept Not yet developed This area does not have resource allocated and is impacted by other workloads Early discussion paper prepared and further development required. May present methodology to advance emerging agendas Management consideration of concept and potential benefits Page 121
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps such as digital, lean and sustainability Workforce Changes Concept Not yet developed Proposed negotiating strategy drafted and under political consideration ahead of reporting to council. Further work to define benefits underway Outline business case being prepared to establish as project. Transformation Workshop to consider future of this project held on 21-08-24 Report to council for direction on proposed project (Jan 25) Out of Hours Services Definition Not yet developed Business case finalised and approved at Council to progress in October 2024. Project mandate prepared and agreed by CMT/SMT as project initiation Development of options in business case as agreed by council Customer Service and systems support Definition Research Not yet developed Business case completed for replacement customer relationship management system and considered by cmt/smt. New Customer Services Manager appointment in progress following retirement and will be taken forward by new postholder. Page 122
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Asset Management (was PAMA) Delivery N/A £83K £200K Rev. £250K Cap. saving 80 o Smarter Working Delivery GREEN Phase 2: £105k (revenue) £60k (capital) GREEN 40 Phase 1 has now been completed, vacating 9 North Guildry Street, Elgin; 13 Cluny Square, Buckie; and 9C Southfield, Elgin. Phase 2 is underway, with a further office rental already in place and schedule of further consolidation progressing. Phase 2 will deliver further savings from the relocation of employees to vacant space within the HQ campus from a number of other premises in the Elgin area: 232-240 High Street (Registrars) Beechbrae 10 Duffus Road Ashgrove Depot portacabins Additionally work is ongoing to review the Business Gateway premises at 17 High Street and to explore options for Grampian Valuation Joint Board. o Depot Review Definition GREEN £76k (revenue) GREEN GREEN 75 The Outline Business Case was approved at ED&I committee on 30 April 2024, including budget to resource development of the Full Business Case. A specialist consultant has been appointed to undertake development of the Full Business Case from November 2024 and working to the target delivery date of March 2025. Property Asset Mgmt. Stage 2 – Shared Community hubs for public/3rd sector On hold This is a second stage of the PAMA work that is yet to be scheduled. Relative priority to be reviewed following delivery of stage 1 above. Where possible, shared use of buildings with partners will be incorporated into capital developments on an ongoing basis as opportunities arise Page 123
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Service Efficiency – Lean Reviews Definition – on hold RED GREEN GREEN 25 This project is being re- prioritised for the Future Council work Definition and Prioritisation of project to be considered for next stage of IMP/Future Council TRANSFORM ECONOMY Industrial Estates Concept Not yet developed Project mandate prepared and approved by CMT/SMT. A briefing on the content of the mandate took place with chair/vice chair of ED&I committee to inform the approach to future reporting. As part of the Industrial Portfolio Annual Report to ED&I committee on 03 September 2024 approval was given for the recommendation to appoint a Chartered Surveyor to evaluate options with respect to the property identified for potential disposal. Appointment of a Chartered Surveyor is pending, further to which a report with findings/recommendations will go to ED&I committee by April 2025. Vehicles (inc pool cars) Concept Not yet developed Draft Concept Proposal prepared for review at next available Extended CMT meeting Page 124
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SPMAN-1108985784-1027 Transformation Programme Update: to November 2024 Project Titles: Phase Schedule Budget Objectives % complete Progress Update Next Steps Net Zero – Minimising energy use and carbon emissions: o LED o Solar PV Definition Not yet developed Project mandates prepared focussed on Solar PV and LED and approved by CMT/SMT. A report to Full Council on 13 August 2024 approved the proposed approach to upgrading lighting to LED and installing solar panels on corporate buildings. Engagement with the design team and contractors has begun. Initially looking at HQ, Annexe and Ashgrove Depot. Proposals with costings are planned on being submitted to Head of Housing and Property Services and, Chief Financial Officer within the month of October for approval. This is in line with the delegated authority. Subject to approval, project will be planned for construction phase before financial year end. BIM Implementation GREEN GREEN GREEN Phases 1 and 2 have been completed Business Case was considered at the Transforming the Economy Board and the FBC approved at EDI in June 2024. Project moving to initiation of next stages. Implementation Programme developed for approval by Transforming the Economy Board on 29 October 2024. Procurement arrangements for BIM Advisor appointment underway. Key Stakeholders meetings held to advise that BIM project approved by Full Council and implementation stage reached. Engagement with Design Team and Contractor on BIM Pilot Project (Forres Academy Replacement) will be arranged in line with the project milestones. Page 125
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REPORT TO: CORPORATE COMMITTEE ON 5 NOVEMBER 2024 SUBJECT: FLAG FLYING PROTOCOL BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 This report seeks approval for an updated Flag Flying Policy. 1.2 This report is submitted to Committee in terms of Section III (B) (48) of the Council's Scheme of Administration relating to making arrangements for ceremonial matters and hospitality. 2. RECOMMENDATION 2.1 It is recommended that Committee: (i) approve the updated Flag Flying Policy in Appendix 1; and (ii) agree to its publication on the Council website within the Second Tier Governance Documents. 3. BACKGROUND 3.1 At the meeting of Policy and Resources Committee on 4 June 2013 (para 12 of minute refers) a flag flying protocol was agreed in respect of which flags should be flown on council buildings or war memorials including how events such as deaths, civic occasions, national or local commemorations might be dealt with. 3.2 There are a number of wider considerations for a Council flag flying policy: Prescription from the Sovereign including detailed events such as recent death of Her Majesty the Queen. UK government policy. Scottish Government Policy. Other means, such as social media, for local authorities to show support for causes. 3.3 As detailed in the Scottish Government advice “the matter of flag flying remains one for individual local authorities to determine”. Item 17. Page 127
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3.4 The current Flag Flying Protocol has given rise to some tricky issues in its implementation: An increasing volume of requests for different flags for various causes and occasions making it hard to choose which should be allowed. Who takes decision about which flags to display. The staff time involved in swapping out flags. The limited lifespan of flag fabric and costs of replacing worn flags. Which buildings are covered by the protocol. Many buildings are still regarded as civic buildings but due to community asset transfers are no longer under council control. 3.5 Since the previous protocol was agreed, and with the growth of social media platforms there are new opportunities for local authorities to show support for national and local causes. 3.6 There has also been an increase in the number of requests for Council buildings to be illuminated in different colours for one off occasions. Similar considerations apply as those for flag flying: which venues should be considered, in what circumstances and with whose authority. 4. PROPOSALS 4.1 It is proposed that the committee approve the revised Flag flying Policy attached as Appendix 1 to this report. 4.2 This new policy clarifies: o Which civic buildings are covered by the policy o Which flags should be flown on which flag poles o That variations will only be allowed in exceptional circumstances. o That variations are approved by the Chief Executive in consultation with Leader and Civic Leader o Who is responsible for changing flags, if a building is not Council controlled o The circumstances for when flags should be flown at half-mast 4.3 The new policy also deals with how requests for illumination of civic buildings should be dealt with and provides that: o Requests will only be considered for the fountain on the Plainstones, Landshut bridge and Ladyhill monument, all in Elgin. o Requests will actioned by Chief Executive in consultation with Leader and Civic Leader and costs recovered where appropriate. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) No direct implications. Page 128
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(b) Policy and Legal This Flag Flying Policy is contained within the Council’s suite of Second Tier Governance Documents which are currently under review. (c) Financial implications Flags have a limited lifespan and cost around £200 to replace. The budget is held by the Chief Executive. (d) Risk Implications There are no risk implications associated with this report. (e) Staffing Implications It is generally Council facilities staff who manage the flags at Elgin HQ Campus. The Council DLO have previously dealt with requests for illumination of buildings. (f) Property There are no property implications associated with this report. (g) Equalities/Socio Economic Impact Flags can be used to promote awareness of groups with protected characteristics. (h) Climate Change and Biodiversity Impacts There are no direct carbon emissions impacts as a result of the report. (i) Consultations The Council Leader, Civic Leader [Strategic Leadership Forum], Chief Executive, Head of Governance, Strategy and Performance and Communications and Media Officer have been consulted and all comments incorporated into the report. 5. CONCLUSION 5.1 The Council is asked to approve the new Flag Flying Policy Author of Report: Caroline O’Connor, Committee Services Officer Background Papers: Ref: SPMAN-2045703626-435 SPMAN-2045703626-433 Page 129
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APPENDIX 1 FLAG FLYING POLICY (including building illumination) Approved by Corporate committee on 05 November 2024 Owner Head of Governance, Strategy and Performance Suggested next review November 2029 Item 17. Page 131
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2 Contents Introduction ..............................................................................................................................3 Buildings and sites covered by this policy................................................................................3 Occasions when flags will be flown at half-mast......................................................................6 Flags and Flag Flying Rules.....................................................................................................7 Building illumination… … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … 7 Page 132
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APPENDIX 1 Introduction Nationally recognised flags are flown from civic buildings and civic sites both routinely and to mark certain certain occasions. This policy sets out the Council’s agreed position for which flags should be flown, on which buildings and when. It takes account of generally accepted etiquette, national/government policy, and local established practice. Buildings and sites covered by this policy Flagpoles exist on a number of key civic buildings and sites throughout Moray. Some of these civic buildings/are owned and controlled by the Council whilst some are under the control of separate organisations. Whilst the choice of flag is a matter for determination by these separate organisations, the Council invites them to follow this policy for uniformity across the Moray area. The default flags which will be displayed at each of these buildings/sites are detailed in the following table, subject to the General Notes below: Civic site Ownership (Control) flag poles Flags normally displayed Alternative flags Council HQ Moray Council (facilities staff) 3 1. (Eastmost): Union Flag 2. (Centre): Saltire 3. (Westmost): Moray Council flag Moray Council Flag (West) can be replaced with the following flags on the following dates: 16 Feb: Care Day flag Armed Forces Day (27 June), D-day and Remembrance day: Armed Forces Day flag Page 133
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4 One day in September (to coincide with local pride event): Pride flag 03 Sept Merchant Navy Day: Red ensign 09 September: Emergency Services flag Elgin Town Hall Moray Council (request to Elgin Town Hall Committee) 2 1. (Southmost): Lord Lieutenant’s Flag 2. (Northmost) no flag normally flown Not specified Forres Tolbooth Forres Heritage Trust (request to committee) 1 Not specified. Union flag or Saltire may be displayed for half-mast occasions Grant Park Forres Council are trustees in public trust (Local volunteers change flags) 2 1. (Eastmost): Union Flag 2. (Westmost): Saltire Not specified Forres Nelson monument Moray Council ownership. Local volunteers change flags. 1 Not specified. Trafalgar day: Union Flag (21 October) St Andrews Day: Saltire (30 November) Union flag or Saltire may be displayed for half-mast occasions Page 134
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5 Schools with flagpoles Individual school management 1 The Moray or Banffshire flag (depending on location) School flag War memorials on sites owned by the Council Moray Council ownership. (Local volunteers change flags). 1 flag not normally flown Union flag displayed from Armistice day until remembrance Sunday. Buckie Town house Moray Council Checking who, if anyone, changes flags 1 flag not normally flown Union flag or Saltire may be displayed for half-mast occasions Station park, Lossiemouth Moray Council ownership. (Local volunteers change flags). 1 flag not normally flown Union flag or Saltire may be displayed for half-mast occasions Keith Reidhaven Square Moray Council ownership. (Local volunteers change flags). 1 Banffshire flag or Coummunity Council flag Union flag or Saltire may be displayed for half-mast occasions General notes: No other flags will be displayed at Council controlled locations unless in exceptional circumstances and following either: o An instruction or approval from the Chief Executive, after consulting the Council Leader, Civic Leader and, if appropriate, the Lord Lieutenant. o A committee decision Twin town exchange visits – the flag of the visiting town may be flown on appropriate sites during the period of the visit by the overseas visitors in that community. Page 135
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APPENDIX 1 Occasions when flags will be flown at half-mast It is customary, as a mark of respect, for flags to be lowered on certain occasions. This will apply to all flags displayed according to the previous table and the Council will generally follow commands from the Sovereign and guidance from both UK government and Scottish Governments. Particular occasions when flags displayed from buildings/sites covered by this policy will be flown at half-mast are: From the announcement of the death until the funeral of the Sovereign, except on Proclamation Day when flags are flown at full mast from 11am to sunset, unless otherwise advised. On the day of announcement of the death and on the day of the funeral of:- - Members of the Royal Family - Prime Minister of UK or past holders of that Office - First Minister of Scotland or past holders of that Office - Presiding Officer of Scottish Parliament or past holders of that Office On the day of announcement of death and on the day of the funeral of the Council Leader or Civic Leader of Moray Council (day of announcement of death and on the day of the funeral) On the day of the funeral following the death of: - A councillor - A former Civic Leader, Convener or Council Leader - A Freeman - The Chief Executive - A Lord Lieutenant or former Lord Lieutenant of Moray or Banffshire On the day of announcement of death and on the day of the funeral of uniformed services or armed forces personnel who were residents of Moray killed on active service. In the event of an act of terrorism within the United Kingdom, involving multiple fatalities. In the event of any other disaster, which has occurred within the United Kingdom, involving multiple fatalities. In such case the Chief Executive in consultation with the Leader/Civic Leader of the Council, will make the decision as to what is appropriate. Page 136
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7 Flags and Flag Flying Rules Saltire: The flag of St Andrew and the recognised National Flag of Scotland. It is correct to fly with or instead of the Union Flag. Union Flag: The official flag of the United Kingdom and should be used on all occasions associated with the the broader white diagonals uppermost, top left hand side of the flag nearest flagpole. Half-Mast Position: The flag should be flown in a position two thirds of the way up the flagpole and not halfway as the name suggests. Where no flag is normally flown then the flag should be fully hoisted then, after a pause for a few seconds, lowered to the correct position. Before lowering, the flag should again be returned to the fully hoisted position. For locations with only one flag pole • The Union Flag will be flown at half-mast for Sovereign and UK wide occasions. • The Saltire will be flown at half-mast for Scottish, devolved or local occasions . For locations with 2 or more flag poles all flags both the Union Flag and the Saltire will be flown at half-mast. Illumination of buildings The Council will occasionally be asked to change the colour of lighting for buildings/structures which are illuminated at night. The locations for which this request will be considered are: Building Default lighting Event/period/colour Fountain, Plainstones Elgin White Led Remembrance day- Red Landshut bridge Elgin White Led Not specified Ladyhill monument White Not specified The Chief Executive may determine requests in consultation with the Leader/Civic Leader of the Council. Any consent may be granted subject to cost recovery. Page 137
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REPORT TO: CORPORATE COMMTTEE 5 NOVEMBER 2024 SUBJECT: MORAY GAELIC LANGUAGE PLAN (SECOND EDITION) 2025- 2030 BY DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To seek approval to submit the Moray Gaelic Language Plan (second edition) 2025-2030 to Bòrd Na Gàidhlig for their endorsement. 1.2 This report is submitted to Committee in terms of Section III (B) (41) of the Council's Scheme of Administration relating to the formulation and review of Council wide policy, strategies, priorities and objectives. 2. RECOMMENDATION 2.1 It is recommended that the Committee consider and approve the Moray Council Gaelic Plan 2022-27 (second edition) prior to formal submission to Bòrd Na Gàidhlig for their endorsement. 3. BACKGROUND 3.1 Under the Gaelic Language (Scotland) Act 2005 it is a requirement of a public body to prepare a Gaelic Language plan. In addition to this statutory requirement, the Education (Scotland) Act 2016 places several statutory duties in relation to the promotion of the Gaelic language, and in the initial and full assessment of need for Gaelic Medium Primary Education in response to parents who make a request for Gaelic Medium Education. 3.2 The second edition plan was approved by Corporate Committee on the 8 November 2022 (para 9 of the minute refers) and subsequently submitted to Bòrd Na Gàidhlig that month. Feedback and further discussions with their Gaelic Plans Officer and meetings with Bòrd members led to requests to strengthen commitments particularly on the corporate aims with two further submissions. In particular, the Council was asked to strengthen aspects relating to Gaelic in Education and to set specific measurable and time limited actions. All requests have now been incorporated in the revised proposed edition and the Committee is asked to consider this and agree the plan for submission (Appendix1). Item 18. Page 139
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3.3 A quarterly reporting system will be set up for respective Heads of Service to report back on the actions that are relevant to them. This information will be reviewed on a six-monthly basis by the Extended Corporate Management Team to ensure progress is made in delivering the Plan. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The development and promotion of the Gaelic Language is not a specific priority within the Corporate Plan and Local Outcome Improvement Plan; however it aligns with the corporate and partner vision of: o Our young people grow up safe, well-educated and reach their full potential. o Our businesses and communities prosper. Working in partnership with organisations and the Gaelic community, this edition of the plan will enable Gaelic speakers and learners to access opportunities; inform residents of the Gaelic heritage and environment and enable further initiatives to support Moray economically. (b) Policy and Legal The Gaelic Language (Scotland) Act 2005 requires relevant public authorities to prepare a Gaelic Language Plan on receipt of a formal notice from Bòrd Na Gàidhlig. The Moray Council have already accepted this legal requirement with the production of the first edition of the Plan (2017-22) If the Council does not progress timeously and adequately the aims set out by Bòrd Na Gàidhlig, then there is a strong likelihood that the Bord will initiate a statutory process for non-compliance with Scottish Government as the council is well beyond the normal 5-year renewal date for the GLP. There has been considerable dialogue with the Bòrd in developing the edition before committee. The Education (Scotland) Act 2016 places several duties on local authorities in relation to the promotion of the Gaelic language and in the initial and full assessment of need for Gaelic early years provision and Gaelic education, learner, and Gaelic Medium Primary Education. The new HM Inspectorate carry out inspections of schools but have also introduced themed inspections and it is not unreasonable to anticipate a potential focus on how we meet the statutory regulations for Gaelic. Bòrd Na Gàidhlig has recognised the growing levels of Gaelic learning and usage in Moray, alongside the indisputable Gaelic heritage through placenames etc. They have also been sympathetic to Doric recognising its predominance in Moray and integrating cultural awareness of both in Primary Schools. Advice from Bòrd Na Gàidhlig is that the Gaelic Language (Scotland) Act 2005 will continue alongside the proposed Scotland’s Languages Bill rather than being replaced by it. Page 140
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(c) Financial implications There is currently no dedicated Gaelic budget, and the new edition of the Plan is based within existing budgets and accessing external grants. The monitoring of the new edition will see stronger reporting back to Extended CMT and that group has identified that if sufficient progress is not being made then consideration of a Corporate Budget allocation could be a future budget pressure. Bòrd Na Gàidhlig offers an annual Gaelic Plans Fund and Education has a separate fund that we can apply to. Both funds consider up to 80% of costs with the remainder being met by the local authority in-kind or through external means. There are also Third Sector Gaelic groups who offer funding and services towards cultural opportunities that were successfully accessed this year via CLD. (d) Risk Implications Failure to produce a current edition breaches the statutory requirements. The only local authorities who do not currently have a plan are Orkney and Shetland based on the fact that Gaelic has not historically been in evidence there. All public authorities are in the process of producing or updating editions of plans and the council would be failing to meet our statutory duty which will lead to further external scrutiny. (e) Staffing Implications There are targets for services incorporated in the plan, so staff are aware of their duties to respond to Gaelic need and promote opportunities. This should be covered in staff induction and on-line training which will be available. Delivering on plan requirements should be done within existing remits but may impact on other priority work areas. Recruiting staff who have Gaelic will be beneficial to services. (f) Property Future buildings should have a consideration to integrate Gaelic bi- lingual signage. (g) Equalities/Socio Economic Impact An integrated impact assessment has been completed. (h) Climate Change and Biodiversity Impacts The plan will be available on-line, unless requested otherwise, thus minimising resource impact. There are no climate change of biodiversity issues arising directly from the report. (i) Consultations Consultations have been carried out with the Head of HR, ICT and Organisational Development, Head of Education (Chief Education Officer), Acting Head of Economic Growth and Development, Chief Financial Officer, Head of Governance, Strategy and Performance and the Democratic Services Manager. Page 141
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5. CONCLUSION 5.1 In order to meet the statutory regulations, members are asked to approve the Moray Gaelic Plan 2022-27 (edition 2) draft document prior to the submission of this draft document to Bòrd Na Gàidhlig. Author of Report: Karen J. Delaney Background Papers: Corporate Committee 8 Nov 2022 Ref: SPMAN-9425411-450 / SPMAN-9425411-452 Page 142
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1 Moray Council Draft Gaelic Plan 2025-2030 Front cover: Add Moray Council Logo and Bòrd na Gàidhlig logo once approved. Moray Council Gaelic Language Plan 2025-2030 Following consultation: This plan has been prepared under Section 3 of the Gaelic Language (Scotland) Act 2005 and was approved by Bòrd na Gàidhlig on approved date. 1. Foreword: Interim Chief Executive John W. Mundell OBE As Interim Chief Executive of Moray Council I am privileged to support Moray Council’s Gaelic Language Plan 2025-2030. It describes the ambitions of the Council and how we will meet the statutory requirement for Gaelic enshrined in the Gaelic Language (Scotland) Act 2005 and National Gaelic Plan, as well as the statutory duties around Gaelic Medium Education arising from the Education (Scotland) Act 2016. We recognise the benefits of multilingualism to our residents and the value of raising cultural and historical identity and awareness. Whilst the number of fluent speakers in Moray is low, it has grown significantly from 2011-2022. Over Covid we saw staff and residents’ access on-line platforms to learn Gaelic and the new resource “Speak Gaelic” will add impetus to this. We have also seen a growing response to events held during Seachdainn na Gàidhlig. As a small authority we are grateful to funding streams accessed via Bòrd na Gàidhlig and Scottish Government to enable this successful provision. The success of this plan will be driven by the Gaelic speakers who come forward to play their part with the plan and senior management and elected members driving forward opportunities to make connections with Gaelic. I look forward to seeing the progress made. Signed: Photo of CEO Item 18. Page 143
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2 2. Contents Background Moray’s Corporate Plan 2024 Review of the previous edition of the Moray Gaelic Plan Gaelic in Moray New Research Moray Council Staff Skills Audit 31/1/22 Planning Context Education Learning Estate Infrastructure Library & Heritage Service Community Learning & Development HR & Organisational Development Environmental & Commercial Services Appendices Workplan Targets 3. Background The Gaelic Language (Scotland) Act 2005 was passed by the Scottish Parliament with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. https://www.gov.scot/publications/gaelic-language-plan/pages/3/ One of the key features of the 2005 Act is the provision enabling Bòrd na Gàidhlig to require public bodies to prepare Gaelic Language Plans. The requirement for a public body to prepare a Gaelic Language Plan is initiated by Bòrd Na Gàidhlig issuing a formal notice to that effect under section 3 of the 2005 Act. It is intended that all public bodies prepare their Gaelic Language Plan with a view to developing Gaelic in “a reasonable and proportionate manner “taking account of the existing number of speakers within their area of operation, and their potential to develop the use of the language. In addition to the above statutory requirement, the Education (Scotland) Act 2016 places several statutory duties on local authorities in relation to the promotion of the Gaelic language, and in the initial and full assessment of need for Gaelic Medium Primary Education in response to parents who make a request for Gaelic Medium Education. Moray Council’s first edition Gaelic Language Plan was produced in response to a statutory notice issued to Moray Council by the Bòrd and went to Policy and Resources Committee for approval on 21 March 2017. At the time of this initial statutory notice, the Bòrd identified 4 core areas of service delivery that it expected local authorities to address when preparing Gaelic Language Plans: Identity, Communications, Publications and Staffing. Officers produced a plan on this basis. The fourth National Gaelic Language plan 2024-2029 identifies overarching priorities linked to the vision of “A measurable increase in the numbers of people speaking, learning using and Supporting Gaelic.” https://www.gaidhlig.scot/wp- content/uploads/2023/12/FINAL_BnG_National_Gaelic_Language_Plan_ENGLISH.pdf This will be achieved through the following priorities: a) Increasing the use and learning of Gaelic b) Community Priority Areas (to include on-line Gaelic Community networks; resource Gaelic Development Officers and increasing the use and learning of Gaelic in Homes) c) Increasing the use and learning of Gaelic in the Creative Industries d) Increasing the use and learning of Gaelic in Business and the Economy e) Increasing the use and learning of Gaelic in Public Authorities (this includes Gaelic visibility and signage) Page 144
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3 f) Increase the use and learning of Gaelic in Education, 0-18 years g) Increase the use and learning of Gaelic Post-school and Adult Learning. Our Moray plan focuses on the high-level aims agreed by Bòrd na Gàidhlig and continuing the commitment of the Corporate Service aims to grow all aspects of provision. We welcome the ambition of the National Gaelic Plan and Moray will continue with the development of the previous editions’ priorities. 4. Moray’s Corporate Plan 2024 Our Vision: “A Moray where people prosper, free from poverty and inequality.” • Our young people grow up safe, well-educated and reach their full potential • People lead healthy lives and have access to quality care when they need it • Our businesses and communities prosper • Our natural environment thrives for the betterment of all Intrinsic to this is a set of values: FAIR Ambitious Improving Responsive • Tackle inequalities • Treat people fairly • Promote equalities and awareness • Consider our impact on others • Be outward looking • Promote and celebrate Moray • Be a great place to work • Ensure sustainable and efficient council services • Drive improvement • Encourage innovation • Take commercial opportunities • Invest in transforming to meet future needs • Be open and transparent • Promote community participation and involvement • Listen to and involve our communities Moray is a largely rural area covering a land mass of 2,238km2. It has a long coastline on the Moray Firth with harbours, fishing villages and some world-class beaches. The area’s population is 94,280 (mid-year estimates 2022), rising from 93,470 (Mid-year estimates 2011) in 2011. The main centre of population is Elgin, which is home to more than one quarter of the people living here. Other main towns are Forres, Buckie, Lossiemouth and Keith, which each have populations of between 5,000 and 10,000. The Council workforce is around 4,700 - - equivalent to 3,500 full time staff. (Source: Public Performance Report) This information is the backdrop to the second edition of the Moray Gaelic Language Plan. 5. Review of the first edition of the Moray Gaelic Language Plan In November 2021 a Corporate Gaelic Group was created and terms of reference agreed. In 2024 it was chaired by the Head of Education, Resources and Communities, with representation from HR, Internal audit, Finance, Housing, Environmental Services, Education, Libraries and our Communities CLD team. The group meets 4 times annually and produced a draft second edition of the Plan which was approved by Moray Council and submitted to the Bòrd in November 2022 and subsequently in March and September 2024. Following feedback discussions, the focus of this Plan was agreed. Page 145
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4 Governance: The internal communication process: Corporate Committee Corporate Management Team Corporate Gaelic Group Council Staff & Communities The Corporate Gaelic Group engages with all Moray Council Gaelic related issues, responding to national developments and local needs whilst monitoring, reviewing, and reporting annually on the second edition of the Gaelic Language Plan. Council staff and communities will be informed through bi-lingual updates on social media and the Councils staff interchange. The Corporate Gaelic group will monitor the plan which will be reported on internally annually and then submitted to Bòrd na Gàidhlig. The Interim Chief Executive has overall responsibility to ensure that the Moray Council delivers on the Gaelic Language Plan. Achievements: • Creation of the Corporate Gaelic Group • Completion of the staff skills audit with 259 respondents • Successful funding bid to Gaelic Covid monies for “Gaelic First Steps,” however this funding had to be returned when a tutor could not be secured. This indicates one of the continuing challenges for delivery The translation of the new CLD plan easy read…a first in Scotland • Successful funding bid to the Gaelic Specific Grant for “Carson Gaidhlig?” through partnership work with Moray College UHI and Moray Gaelic Group. The bid was to bolster conversation activity and support to develop the new plan. Through this seed corn funding a public meeting was held to assess the needs and interest in Gaelic and to relaunch Moray Gaelic Group classes • Moray held week-long activities via Seachdain na Gàidhlig, World Gaelic Week, with a subsequent report and interview on Keith Community Radio involving participants. This was funded via the Gaelic Specific Grant. A Gaelic stall was set up at Moray College to promote opportunities • Developed contact with the Gaelic Books Council and through external Scottish Government funding a range of Gaelic books were purchased to be rotated round the public libraries • The North Alliance CLD network held a Gaelic themed focus meeting led by Education Scotland Gaelic Officers • A newsletter was produced on the work of the Communities CLD Team which included Gaelic provision • There is a strong partnership with Moray Gaelic Group and Moray College UHI to develop initiatives and new relationships are being created with new Gaelic Plan partners. Page 146
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5 6. Our second edition Gaelic Language Plan will build on the progress made with Gaelic initiatives recognising the challenging environment of local government. Our targets, timelines and responsibilities are summarised in an action plan at the end of the document. Corporate Strategic Group: Target 1: As a strategic group, we will continue to monitor outcomes and grasp opportunities to promote Gaelic. Target 2: We will develop and maintain a Gaelic information and opportunities page on the Councils website. Target 3: We will share social media posts from Moray Gaelic Partners via the Council’s official accounts and ensure social media messaging regarding Gaelic initiatives are issued bilingually. Target 4: We will audit the Councils core processes and identify where Gaelic can be introduced into public documents. Target 5: We will focus on this edition 2 of the Plan to develop the corporate service aims provided by the Bòrd thus growing all aspect of provision. (see appendix D) 7. Gaelic in Moray • Moray Map, Bòrd na Gàidhlig https://www.ainmean-aite.scot/wp-content/uploads/2021/11/Moireibh-300- dpi-scaled.jpeg (to be used as a slide/picture) • Moray is an area where Scots and Doric are spoken. Gaelic skills are developing as highlighted in the comparison of the 2011 and 2022 census data: Moray Gaelic Language Skills 2011 and 2022 All people aged 3 and over 90,178 90,787 Understands but does not speak, read or write Gaelic 354 828 Speaks, reads and writes Gaelic 311 454 Speaks but does not read or write Gaelic 246 273 Speaks and reads but does not write Gaelic 66 96 Reads but does not speak or write Gaelic 84 153 Other combination of skills in Gaelic 20 52 No skills in Gaelic 89,097 88,936 https://www.scotlandscensus.gov.uk/ 8. New Research: Over the past 2 years we have also seen a significant increase in participation and the volume of activities offered through World Gaelic Week. This is consistent with the ScotCen Social research dated 29/06/2022 reports: Page 147
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6 “There has been a shift towards more positive attitudes regarding the language in a range of areas, including views on Gaelic education, the importance of Gaelic to one’s own cultural heritage, public spending on Gaelic, and the future of Gaelic.” www.gaidhlig.scot/en/our-work/research/reports-and-papers/ (The 2021 research sample was based on 1,365 randomly selected people interviewed aged 18+. The data was weighted to be representative of Scotland in terms of age, sex, region, and other socio-economic characteristics.) 9. Moray Council Staff Skills Audit 31/1/2022 In preparation of our second edition Moray Gaelic Language Plan an audit was carried out with 259 returns: • 27 staff had some Gaelic or were learning and 231 had none • 76 were interested in Gaelic language classes • 55 were interested in informal conversation sessions • 18 were interested in Gaelic social activities • 52 were interested in further Gaelic discussions Since this piece of work employees are notified of any initiatives to progress their interest and involvement through the staff interchange, direct emails and social media. From anecdotal Moray feedback, there was an increased take up of on-line learning opportunities during Covid using e.g. Duolingo. We wish to encourage the learning and use of Gaelic within the Councils staff. For Council Staff: Target 6: We will pilot online Gaelic introduction sessions with a partner local authority and evaluate and share findings Target 7: We will pilot monthly Strupag conversation sessions for staff and the wider community Target 8: We will encourage Council staff who are Gaelic learners or speakers to use the following on their email signature: The number of staff using the logo will be reported annually by departments and this will be used as a benchmark for future monitoring. Target 9: We will bring together Gaelic speakers with different levels of fluency annually to encourage opportunities to stimulate Gaelic use and ascertain interest in a Gaelic forum. Target 10: We will monitor any Gaelic requests via the updated equalities form, reporting annually to Bòrd na Gàidhlig. For our Councillors: Target 11: We will deliver an annual Gaelic conversation for all councillors and senior management to inform them of the statutory duty and any updates to edition 2 of the Moray Gaelic Plan. Page 148
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7 Target 12: We will report internally annually on the progress of edition 2 of the Moray Gaelic Plan and submit reports to Bòrd na Gàidhlig. Target 13: We will create a Gaelic elected member lead for the duration of edition 2 of the Gaelic Plan who will liaise with the public, Council Officers and CLD Officer. 10. Planning Context: There are some 57 approved Gaelic Language plans in Scotland within existing public authorities. The content is honed to the functions and context of the organisation. The content does impact on Moray and the future should see a building of increased partnership work and opportunities to enhance provision as new plans are generated. Please see appendix B. Target 14: We will bring together plan owners annually for a Moray focussed sharing session to seek opportunities, learn from each other and jointly plan. 11. Education Since 2022 there has been one request for Gaelic Medium Education in Primary and one request for Gaelic Medium input in Speyside. Curricular support has been arranged via e Sgoil access. Gaelic themed learning sessions has been introduced in some Primary Schools via an externally funded film project. The Bòrd have recognised that there has been progress made in relation to engaging with Primary Schools and are supportive of the approach being developed. There is a curriculum offer to pupils through e Sgoil which has been sent to our eight secondary schools as well as a video clip of an ex-pupil from Forres Academy who learned and sat National 5 and Higher Gaelic. There is a teacher Continuing Professional Learning offer through the Northern Alliance, our regional collaborative, and other Gaelic agencies which are made available to schools. This is enhanced by advertising attendance at the Moray Gaelic Group for interested teachers and members of the public. One supply teacher who is retired has come forward from the eight identified by the GTCS as Moray teachers who wished to learn Gaelic. A headteacher has been on a Gaelic language professional learning course in July 2023 and has used her learning to run a project in her primary school in February 2023 and February 2024. Contact has been made with Skills Development Scotland regarding employment opportunities in Gaelic and sessions have been arranged for pupil support staff in secondary schools with SDS and Education Scotland. Contact was also made with the Quality Improvement Officer overseeing Gaelic Education in Aberdeenshire, and it is hoped to develop this link with this officer and the Highland Gaelic Education Officer. The best way forward in Moray is to have Scottish language, history and culture themed projects advertised to, and delivered in, interested primary and secondary schools so that Gaelic can be offered with Scots. Target 15: We will offer certificate courses in Gaelic Education in the Senior Phase S4-S6 and develop this by offering Scottish languages, history and culture projects across Secondary Schools in S1 to S3 as capacity allows to create an interest in offering Gaelic as an L3 option. Target 16: We will issue a Moray survey to parents/carers, teachers, pupil support assistants, library assistants and sports staff to ascertain interest in Gaelic early years provision and Gaelic education (learner and Gaelic-medium) delivery and act on the findings. Target 17: We will promote Moray and Northern Alliance Modern Languages Progressions which include Gaelic progressions and add case-studies to this webpage. Page 149
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8 Target 18: We will offer professional learning in Gaelic language teaching to build capacity within Moray Education and encourage staff to apply for grants to fund these opportunities Target 19: We will update our Moray Council education website to make information on Gaelic Education more accessible to Moray parents/carers. Target 20: We will liaise with other Local Authorities and organisations to see where we can be supported in offering and delivering Gaelic Education to increase provision. 12. Education Infrastructure: The Learning Estate Team is responsible for enhancing and developing our learning estate (early year’s settings and schools) in line with available budgets. Within the current Learning Estate plan, we have new build/major refurbishments anticipated for Forres Academy and Buckie High School towards the end of the decade. In addition, we are completing survey works across the whole of the current Learning Estate (a further 49 schools), which will identify and prioritise a refurbishment programme into the next decade. The team will address how Gaelic can be incorporated into signage when developing new schools, or refurbishing existing schools, in consultation with the school and wider community. The historical and cultural significance of names will be shared so informed choices can be made. Target 21: We will address how Gaelic signage can be incorporated into new and refurbished schools to meet the needs of local communities as they progress. 13. Library & Heritage Service The Library Service (currently 11 libraries and 1 mobile library) has a permanent stock of Gaelic literature, reference and learning materials. We work with the Scottish Book Trust to ensure that age appropriate resources are available to those who need them and we can provide free Gaelic language support to groups, health visitors, early years settings etc. as appropriate. Target 22: We will rotate our Gaelic resources around our larger libraries every 6 months. We will publicise the collection as and when in each new location and refresh and renew based on demand as appropriate. Target 23: We will develop and promote Gaelic activity as part of the annual library services programme for Book Week Scotland (November). We will feature at least one Gaelic event as part of the programme each year. We will produce publicity and promotional material bi-lingually. The Heritage Centre has statistical accounts but no other Gaelic reference books. A carved lintel stone has been found with “Biodh fiala ri choicrich,” roughly translated, “Be generous to strangers” above a doorway in Burghead. There is also a second French and Gaelic inscription that is being researched. It is over 200 years old and not listed on the Canmore site, (which is an online catalogue of Scotland’s archaeology, buildings, industrial and maritime heritage.) https://canmore.org.uk/ Target 24: We will develop awareness to actively collect images of Morays Gaelic Heritage to build a data-base and share with Canmore. Page 150
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9 14. Community Learning & Development Our Partnership CLD Plan 2024-2027 was published in August 2024 with the priorities of: • Learning for Life • Active Citizens and Community Voice • Developing and Connecting the CLD Workforce Development Within this there are cross cutting themes of: • Addressing the impacts of rurality and poverty • Improving mental health and wellbeing by reducing isolation • Promoting climate justice. The Scottish Government Review of CLD findings will also influence future delivery and direction of service provision. (Learning for All. For Life July 2024) Target 25: We will continue to service the Corporate Gaelic Group, apply for external funds, report on activity and manage funding. Target 26: We will build on the “Exploring Gaelic” sessions to staff and community groups and support an annual speaker’s programme with Libraries to highlight Gaelic interest and culture. Target 27: We will service and support a monthly Strupag group to enhance opportunities to use the language and encourage new learners and staff to the Gaelic community. Target 28: We will seek opportunities to use the “Gaelic Placenames of Moray” publication to maximise its reach Target 29: We will develop a programme to promote World Gaelic Week building on the voices of Gaelic speakers and learners. Target 30: We will promote Gaelic learning and cultural opportunities to the CLD workforce Target 31: We will seek corporate and external funding to secure a Gaelic speaking CLD worker based on identified need. 15. HR & Organisational Development Where Gaelic Language is an essential criteria for a post the Person Specification will specify this, and the post will be advertised in Gaelic. Where it is deemed desirable for a post to have Gaelic language then the post should be advertised in Gaelic and English. To show our commitment it is proposed that the Vacancy Management form is amended to include the following: 1. Is Gaelic Language an essential criteria for this post? 2. Is Gaelic language a desirable criteria for this post? Employee Development: Learning Gaelic Moray Council staff will be encouraged to learn Gaelic where it would add value to their role using flexi time, lunchtimes, and late starts (where practicable) to do so. Page 151
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10 Target 32: We will amend the Vacancy monitoring form to ensure recruiting officers consider Gaelic language criteria Target 33: We will support and enable opportunities to learn Gaelic including staff and elected member induction processes Page 152
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11 16. Environmental & Commercial Services Where new or replacement signage is required, the service will work with the relevant communities to establish the best options for the signage, including the potential for bi-lingual signage. Target 34: We will introduce internal multi-lingual Welcome signage in our public buildings from August 2025 Target 35: We will Introduce external Gaelic signage as opportunities arise in buildings, streets and roads Target 36: Moray Growth Deal Cultural Quarter project will follow Moray Council corporate policy regarding the adoption of signage relating to the construction of new facilities Target 37: Partnership working will be strengthened between the project and key agencies such as Visit Scotland, Creative Scotland and Historic Environment Scotland (Project Board members) to drive learning and identify opportunities for synergy in how parties managing facilities in the Cooper Park area promote Gaelic Target 38: With the cultural offering associated with the Grant Lodge facility due to be developed, the project team will evaluate and evidence options for the integration of Gaelic. 17. Appendices a) Key Gaelic national partners: Bòrd na Gàidhlig Works to promote Gaelic throughout Scotland. Find information on the benefits of Gaelic education, being bilingual and your nearest Gaelic provider. Fèisean nan Gàidheal The organisation which supports the development of community-based Gaelic arts tuition festivals Comunn na Gàidhlig An organisation which seeks to promote Scottish Gaelic language and culture Comann nam Pàrant A Gaelic parents organisation which supports a network of local groups Comhairle nan Leabhraichean The Gaelic Books Council is the lead organisation with responsibility for supporting Scottish Gaelic authors and publishers An Comunn Gàidhealach An Comunn Gàidhealach has supported the teaching, learning and use of the Gaelic language and the study and cultivation of Gaelic literature, history, music, and art for over 100 years. Through the organisation and running of the Royal National Mòd and a network of provincial Mòds across Scotland, An Comunn Gaidhealach furthers the aims of supporting and developing all aspects of the Gaelic language, culture, history, and heritage at local, national, and international levels. Ainmean-Àite na h- Alba A free database that provides a single source of authoritative information on Gaelic forms of place-names. Page 153
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12 b) Gaelic Language Plans that impact on Moray: Creative Scotland Historic Environment Scotland Crofting Commission Scottish Land & Forestry Scottish Funding Council Skills Development Scotland Education Scotland National Galleries of Scotland Highland and Islands Enterprise Nature Scot University of the Highlands and Islands Police Scotland Sport Scotland Cairngorm National Park Authority Scottish Qualifications Authority Scottish Parliament Visit Scotland Historic Environment Scotland c) High-level aims d) Amasan Àrd-Ìre High-level Aims Airson an cur a-steach do dh’eagran 02 de Phlana Gàidhlig Comhairle Mhoireibh For inclusion in edition 02 of Moray Council’s Gaelic Language Plan A’ cleachdadh na Gàidhlig Using Gaelic Stèidhich CM Buidheann Plana Gàidhlig maireannach le riochdachadh bhon a h-uile roinn agus aig a bheil dleastanas airson leasachadh, lìbhrigeadh agus sgrùdadh plana Gàidhlig na Comhairle. Lorgaidh CM cothroman gus ar tuigse a leasachadh air luach cultarail agus dùthchasach na Gàidhlig thar nan seirbheisean eadar-dhealaichte againn. Far an tig cothroman am bàrr, beachdaichidh CM air mar a dh’fhaodadh a’ Ghàidhlig cur ri leasachadh agus brosnachadh pròiseact a’ Chairteil Chultarail taobh astaigh Cùmhnant Fàs Mhoireibh, ri linn fòcas a’ Chùmhnaint air Ùr-ghnàthachas à Traidisean. MC will establish a permanent Gaelic Plan Group with representation from all departments and responsibility for development, delivery and monitoring of the Council’s Gaelic language plan. MC will seek opportunities to develop our understanding of the cultural and heritage value of Gaelic across our different services. Where opportunities arise MC will consider how Gaelic can contribute to the development and promotion of the Cultural Quarter project within the Moray Growth Deal, in line with the Deal’s focus on Innovation from Tradition. Page 154
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13 Ag ionnsachadh na Gàidhlig Learning Gaelic Thèid an dleastanas a th’ ann an Achd an Fhoghlaim (Alba) 2016 a chur an sàs le CM gus foghlam tro mheadhan na Gàidhlig agus foghlam Gàidhlig do luchd- ionnsachaidh a bhrosnachadh do luchdcòmhnaidh sgìre CM mar a thathar a’ meas iomchaidh, a’ gabhail asteach a’ chothruim a th’ ann do phàrantan iarraidh gun tèid foghlam tro mheadhan na Gàidhlig (FtG) a stèidheachadh anns an sgìre. Bidh Comhairle Mhoireibh a’ tabhann cùrsaichean teisteanais ann am Foghlam Gàidhlig aig an Ìre as Àirde ÀS4-ÀS6 agus cuiridh iad seo an gnìomh mean air mhean anns a h-uile Àrd-sgoil. Cruthaichidh Comhairle Mhoireibh plana gnìomh le amasan aontaichte gus dèanamh cinnteach gu bheil a’ Ghàidhlig mar nuachànan (L3) ri faighinn thar bunsgoiltean an ùghdarrais. Bidh co-chomhairle ghnìomharrach aig CM còmhla ri pàrantan agus inbhich cunntasach eile ann an sgìre na Comhairle gus faighinn amach ma tha iarrtas ann airson solarachadh tràth-bhliadhnaichean na Gàidhlig agus foghlam Gàidhlig (luchd-ionnsachaidh agus tro meadhan na Gàidhlig). Thèid na toraidhean àrd-ìre bhon cho-chomhairle a cho-roinn le prìomh luchdùidh, a’ gabhail asteach Bòrd na Gàidhlig. Bheir CM taic do dh’inbhich a tha nan luchdlabhairt no nan luchd-ionnsachaidh thar sgìre na Comhairle. MC will undertake the duty under the Education (Scotland) Act 2016 to promote and support, as appropriate, the potential for Gaelic medium and Gaelic learner education to MC residents, including the opportunity that exists under this Act for parents to request the establishment of Gaelic Medium Education (GME). The Moray Council will offer certificate courses in Gaelic Education in the Senior Phase S4-S6 and progressively implement this across all Secondary Schools. The Moray Council will develop an action plan with agreed targets to ensure that Gaelic as a modern language (L3) is available across primary schools in the authority. MC will actively consult with parents and other responsible adults in the Council area to establish whether there is demand for Gaelic early years provision and Gaelic education (learner and Gaelicmedium). The top-level findings from the consultation will be shared with key stakeholders, including Bòrd na Gàidhlig. MC will support adult Gaelic speakers and learners across the Council area. A’ cur na Gàidhlig air adhart Promoting Gaelic Bheir CM taic do thachartasan a bhios a’ cur cudrom air àite na Gàidhlig san latha an-diugh agus gu traidiseanta ann an coimhearsnachd, ealain agus beatha cultarach na sgìre. MC will support events which highlight the presentday and traditional role of Gaelic in the area’s community, arts and cultural life. Corporate Aims – stipulated by Bòrd na Gaidhlig for all public bodies in Scotland: Àrd Phrionnsapalan Overarching Principles Spèis Cho-ionann A h-uile gealladh anns a’ Phlana Ghàidhlig air a lìbhrigeadh dhan aon ìre anns a’ Ghàidhlig agus anns a’ Bheurla. Equal Respect Gaelic language plan commitments delivered to an equal standard in both Gaelic and English. Page 155
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14 Cothroman Follaiseach Gnìomhan practaigeach gus dèanamh cinnteach gu bheil fios aig luchd-obrach na buidhne agus am poball daonnan air na cothroman a th’ ann gus Gàidhlig a chleachdadh leis an ùghdarras phoblach. Active Offer Practical measures to ensure that staff and public are kept regularly informed of all opportunities that exist to use Gaelic in relation to the work of the public authority. Treas Partaidhean A’ dearbhadh gum bi ALEOs agus cunnradairean eile ag obair gus plana Gàidhlig an ùghdarrais phoblaich a chur an gnìomh. Third Parties Ensure that Arm’s Length Executive Organisations and other contractors help with the delivery of the public authority Gaelic language plan. Gàidhlig na nì àbhaisteach Geallaidhean bhon phlana Ghàidhlig air an gabhail a - steach ann an structaran an ùghdarrais phoblaich tro thìde, le sgrùdadh cunbhalach airson cothroman a chomharrachadh taobh a-staigh bhuidseatan stèidhichte gus Gàidhlig a thoirt air adhart. Normalisation Gaelic plan commitments are normalised within the structures of the public authority over time, with opportunities to grow Gaelic within existing budgets constantly assessed. Pàrantan Corporra Gu bheilear mothachail air na dleastanasan a th’ ann mar Pàrant Corporra gum bi a h-uile pàiste is neach òg fo chùram no a b’ àbhaist a bhith fo chùram le Gàidhlig a’ faighinn na h-aon cothroman ‘s a tha clann le cànain eile. Corporate Parenting That the authority is aware of the duties of a Corporate Parent to ensure that looked after children and young people and care leavers with Gaelic receive the same opportunities as those with other languages. Inbhe Status Suaicheantas Ag amas air suaicheantas corporra anns a’ Ghàidhlig agus anns a’ Bheurla a chruthachadh nuair a thig a’ chiad chothrom agus mar phàirt den phròiseas ùrachaidh. Logo Aim to render the corporate logo in both Gaelic and English at the first opportunity and as part of any renewal process. Notes: For further information contact: Gaelic@moray.gov.uk Page 156
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15 d) Workplan targets: Action CORPORATE GAELIC GROUP: We will Success Measure Target Timescale Lead 1 Monitor and show leadership over the plan grasping opportunities to promote Gaelic. Consistent Gaelic progress and content within Council operations. 6 monthly reviews in place and recommendations made. 4 meetings per year held with 80% attendance levels across all services. A quarterly reporting system will be set up for respective Heads of Service to report back on their actions. Information will be reviewed on a 6 monthly basis by the Extended Corporate Management Team. Each year we will work with two different services to focus on increasing Gaelic visibility within their department. 2025-2030 Throughout the second edition of the plan Depute CEO 2 Develop and maintain a Gaelic information and opportunities page on the Councils website. Increased awareness and use of the Gaelic page Page refreshed Baseline data collected 10% year on year increase in traffic to the Gaelic web page. March 2025 Jan 2026 2027-2030 Annually PR Corporate Gaelic Group 3 Promote and share social media posts from Moray Gaelic Partners via the Council’s official accounts and ensure social media messaging regarding Gaelic initiatives are issued bilingually. All Gaelic related social media posts are issued bilingually. 8 posts per year minimum Increase the average reach of posts to quantify audience engagement. 2025 and throughout the second edition of the plan PR Page 157
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16 4 Audit Service core processes and identify where Gaelic can be introduced into public documents. All departments use the refreshed Equalities Statement and consider key documents for translation. Translations delivered within existing budgets and incorporated. Invite Gaelic speaking staff and other stakeholders to act as a reference group to identify priority documents for translation. Reference group to sense check 25% of translations for accuracy. By December 2025 Depute CEO 5 Focus on in edition 2 to develop the corporate service aims provided by the Bòrd thus growing all aspects of provision (appendix D) 1. Where Gaelic services are provided, they will demonstrate equal respect for Gaelic and English. 2. To actively offer any Gaelic services provided 3. To normalise Gaelic provision over time 4. To render the corporate logo bilingual when re- branding 5. To include Gaelic in reception and phone services 6. To offer Gaelic at public meetings and provide Gaelic services where there is a request 7. To undertake an internal audit to build on Gaelic capacity and training needs for Gaelic language and Gaelic awareness 1. Where Gaelic services are provided, they will demonstrate equal respect for Gaelic and English 2. Gaelic services will be actively offered and provided 3. Staff will automatically consider Gaelic needs in practice 4. The digital corporate logo will have bilingual re-branding 5. Gaelic will be available in reception and phone services 6. Gaelic will be made available at public meetings and Gaelic services provided where there is a request 7. An internal audit report to build on Gaelic capacity and training needs for Gaelic language and Gaelic awareness will be produced. By January 2025 By June 2025 By June 2026 By August 2025 By January 2026 By January 2027 By July 2029 Corporate Gaelic Group Corporate Gaelic Group Managers PR Organisational Development Managers CLDO/Employee Development Page 158
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17 within the life-span of edition two.” COUNCIL STAFF: We will Success measure Target Timescale Lead 6 Pilot an online Gaelic introduction sessions with a partner local authority and evaluate and share findings 20% of staff who take part in sessions move on to further learning opportunities. 10 staff access the training opportunity March 2025 CLD Officer & Local Authority partner 7 Promote a monthly Strupag conversation session for staff and the wider community Participants link in with other Moray classes. Native speakers attend. 12 sessions delivered per year 2025 and though-out the lifetime of the plan CLD Officer 8 Encourage Council staff who are Gaelic speakers or learners to highlight their Gaelic skills on their email signature Managers encourage staff to declare skills. Greater visibility of actual Gaelic skills across Council. Council and public have a better understanding of staff who are confident to communicate in Gaelic. Baseline established on the number of departments with staff using the signature identified. Increase the number of departments with at least one member of staff using the signature March 2026 June 2028 CMT/SMT Page 159
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18 9 Bring together Gaelic speakers with different levels of fluency annually to encourage opportunities to stimulate Gaelic use and ascertain interest in a Gaelic forum. Needs identified for future development. Staff interest in future meetings acted on to build a staff Gaelic community. Annual staff on-line meeting delivered Year 2, 2026 and annually thereafter Organisational Development 10 Monitor any Gaelic requests via the updated equalities form, reporting annually to Bòrd na Gàidhlig. To have a clear understanding of the needs requested. 100% of requests collated with information copied to the generic Gaelic inbox Gaelic@moray.gov.uk and reported to the Corporate Group From January 2026 Equalities Officer CLDO COUNCILLORS: We will Success measure Target Timescale Lead 11 Create a Gaelic elected member lead for the duration of edition 2 of the Gaelic Plan who will liaise with the public, Council Officers and CLD Officer. Councillor attends updates with CLDO & responds/signposts any Gaelic correspondence. Councillor raises any Gaelic opportunities within role Recruit elected member lead. 2025 CLDO 12 Deliver an annual Gaelic conversation to inform councillors of the statutory duty and any updates to the Moray Gaelic Plan. Elected member lead hosts an annual informal session prior to formal reporting of progress. 1 dedicated meeting delivered. Year 1 July 2025 and annually thereafter Depute Chief Executive Officer/CLDO/Gaelic Specialist 13 Contribute to the Corporate Group in providing annual progress report on Plan. Increased member understanding of the relevance of Gaelic in Moray. Annual committee report with elected member lead input. Years 1-5 annually in August Depute Chief Executive Officer/CLDO Page 160
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19 GAELIC PLAN HOLDERS: will: Success measure Target Timescale Lead 14 Bring together plan owners for a Moray focussed sharing session to learn from each other and jointly plan. Increase in collaboration of partners with council departments/initiatives One annual Gaelic Plan Holders meeting held during Seachdain na Gàidhlig week Annual event every year 2025-2030 CLDO Page 161
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20 MORAY EDUCATION: We will Success measure Target Timescale Lead 15 Offer certificate courses in Gaelic Education in the Senior Phase S4-S6 and progressively implement this across all Secondary Schools in S1-3 as capacity allows to create an interest in offering Gaelic as an L3 option Gaelic is offered at L3 across more of our primary schools with 20% having an offer by year 5. A foundation is established to build on developing Gaelic offering across secondary schools Information is provided to pupils and parents on Gaelic in secondary to promote the offer Year 1: 3 ELCs and primary schools offering Gaelic as an L3 (Dallas, Newmill and Botriphnie) Year 2 and subsequent years: 3 additional primary schools/ELC settings run Gaelic projects each year in Scottish languages, history and culture Year 2: One secondary school offers Gaelic as an L3 option (e-Sgoil). By the end of school year 2024/25 20% of primary schools have had a Gaelic offer by 2030 By the end of school year 2025/26 Education Lead Officer and Primary Headteachers Education Lead Officer and Primary Headteachers Education Lead Officer and Principal Teacher(s) of Modern Languages 16 Issue a Moray survey to parents/carers, teachers, pupil support assistants, library assistants and sports staff to ascertain interest in Gaelic early years provision and Gaelic education (learner and Gaelic-medium) and act on the findings We know the interest in Gaelic early years, Gaelic medium and Gaelic learner education Survey issued, returned and analysed We will issue the survey by the end of school year 2024/25 and share with stakeholders including BnG By the end of school year 2024/25 and then bi- annually Education Lead Officer 17 Promote Gaelic and Northern Alliance Modern Languages Progressions which include Gaelic progressions and add case-studies to this webpage Head teachers and school staff are aware of as part of the Modern Languages progressions We will promote this via the Education Briefing each term. A case study is added to the Gaelic education webpage One secondary will offer Gaelic as L3 By end of school year 2024/25 By the end of school year 2025/26 Education Lead Officer Page 162
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21 18 Offer professional learning in Gaelic language teaching to build capacity within Moray Education and encourage staff to apply for grants to fund these opportunities More Staff in ELC/primary and secondary will be aware of Gaelic PL opportunities and participation will increase each year. NQTs will know about the provision of Gaelic education in Moray n PLL Update through the induction process Advertise at least one Gaelic professional learning (PL) opportunities to Moray colleagues per year 1 member of staff from each ASG will have attended 1 member of staff from each secondary will have attended 1 member of staff from each primary will have attended 1 member of staff from each Council ELC setting will have attended 2024/25 and each year thereafter 2025/26 and each year thereafter 2025/26 2026/27 2027/28 Education Lead Officer and interested staff 19 Update our Moray Council Education web- page to make information on Gaelic Education more accessible to Moray parents/carers To make information about Gaelic Education more accessible to parents/carers Moray Council Education webpage will be updated and informed through stakeholder feedback. By January 2025 Education Lead Officer 20 Liaise with other Local Authorities and organisations to see where we can be supported in offering Gaelic Education to meet needs Increased capacity available by partnership work with other local authorities and organisations to offer provision Explore options with neighbouring local authorities and organisations to meet Gaelic needs By March 2025 and ongoing Education Lead Officer Page 163
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22 INFRASTRUCTURE: We will Success measure Target Timescale Lead 21 Address how Gaelic signage can be incorporated into new and refurbished schools to meet the needs of local communities as they progress. New or refurbished buildings will have Gaelic signage- built in. As provision is developed or refurbished, communities will receive placename and cultural information to make informed choices. Consultation on new build school (Elgin HS complete 2026 and Forres Academy early 2028) or major refurbishments (planned over the next 10 years with Cullen PS first planned for completion in 2025/26) signage needs will consider Gaelic language requirements. Learning Estate Manager LIBRARY & HERITAGE SERVICE: We will: Success measure Target Timescale Lead 22 Rotate our Gaelic resources around our larger libraries. We will publicise the collection as and when in each new location and refresh and renew based on demand as appropriate. Increase number of residents accessing the Gaelic collection. Increase requests for Gaelic materials. Rotation every 6 months Refreshed publicity materials 6 monthly cycles from 2025 Principal Librarian 23 Develop and promote Gaelic activity as part of the annual library services programme for Book Week Scotland (November). We will feature at least one Gaelic event and will produce publicity and promotional material bilingually. Increase interest in the event (Baseline of 8) Suggestions from participants on future events. Gaelic offer within the library programme. Bi-lingual promotional material produced. Social media coverage. 2025 Year 1 and consistently thereafter Principal Librarian Page 164
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23 24 Develop awareness to actively collect images of Morays Gaelic Heritage to build a database and share with Canmore. Moray Gaelic content introduced to the collection and promoted as there is currently no Gaelic materials within the Heritage Centre Deliver a Gaelic images project Promote “Gaelic Placenames of Moray” by Iain Mac an Tailleir Deliver a Doric and Gaelic paper to show synergies between the languages, 2025 2025 Summer 2026 CLDO & specialists Heritage Officer CLDO Specialists & Partners COMMUNITY LEARNING & DEVELOPMENT: We will Success Measure Target Timescale Lead 25 Continue to service the Corporate Gaelic Group, apply for external funds & report on activity and manage funding. Attendance prioritised for Gaelic meetings (minutes); Successful funding applications to meet Gaelic needs. Attend 4 corporate Gaelic group meetings; Apply to GLAIF and other external funding for activity support; Support Moray Gaelic Group to apply for external monies and build capacity. 4 meetings minimum per annum of the plan Applications made when funds open CLDO 26 Build on the “Exploring Gaelic” sessions to staff and community groups and support an annual speaker’s programme to highlight Gaelic interest and culture. Increased demographic range of participants attending 3 sessions delivered on different subjects Spring, summer and Autumn per year. CLDO and Moray Gaelic Group 27 Service and support a monthly Strupag group to enhance opportunities to use the language and encourage new learners and staff to the Gaelic community. Meetings take place. Learners input ideas and develop provision. 12 sessions per year Monthly meetings throughout the Plans lifespan CLDO Fluent speaker Page 165
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24 28 Seek opportunities to use the “Gaelic Placenames of Moray” publication to maximise its reach Training session delivered to teaching staff and interested departments. Potential development ideas explored. New collaboration developed with plan holders and schools 50% of Associated School Groups (ASG) will be represented at training. Development of projects arising from the session 2025 2026 CLDO 29 Develop a programme to promote World Gaelic Week building on the voices of Moray Gaelic speakers and learners. Draw down external funding to enhance the programme of events and increase the number of participants in events. Develop a programme for the Spring event based on input from speakers and learners. Apply for external funding. Deliver and evaluate the sessions. 24 Feb-2 March 2025 and annually thereafter. CLDO 30 Promote Gaelic learning and cultural opportunities to the CLD workforce 5 opportunities promoted annually Gaelic content offered in each year’s festival. Share 5 opportunities through newsletters, locality networks and CLD Sways. Deliver Gaelic opportunities through Learn North and the Winter Festivals Annual target 2025- 2030 October – March each year. CLDO and partners 31 Seek corporate and external funding to secure a Gaelic speaking CLD worker based on identified need Corporate and Councillor support need for post. Budget and external monies secured to pilot the post Full Council Report with evidence from community activity and highlighting the need for a post. External funding applied for. 2030 DCEO Page 166
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25 HR RECRUITMENT: We will Success Measure Target Timescale Lead 32 Amend the Vacancy monitoring form to ensure recruiting officers consider Gaelic language criteria Departments will consider Gaelic in their functions and as an asset in the skill set of potential employees. Paperwork amended to reflect Gaelic skills From January 2025 and ongoing. HR 33 Support and enable opportunities for staff to learn Gaelic and include it in staff and elected member induction. Induction module developed to introduce the Plan and responsibilities to Gaelic. Induction input developed. By August 2025 with reviews annually. Organisational Development and Gaelic partners ENVIRONMENTAL & COMMERCIAL SERVICES: We will: Success Measure Target Timescale Lead 34 Introduce internal, bilingual welcome signage in our public buildings Signage in place Communication Plan created by PR. Welcome signage introduced to all Council receptions. August 2026 Head of Environmental & Commercial Services 35 Introduce external Gaelic signage as opportunities arise New Gaelic signage introduced Gaelic introduced where possible when signs are replaced or introduced in buildings, streets, roads, etc. 2025-2030 (As opportunities present) Head of Environmental & Commercial Services 36 Moray Growth Deal Cultural Quarter project will follow Moray Council corporate policy regarding the adoption of signage relating to the construction of new facilities. Signage in place Signage on Elgin Town Hall and Grant Lodge will be designed and implemented in line with Moray Council policy. Early, indicative opening dates for the facilities: Elgin Town Hall – 2027 Grant Lodge – 2028 Head of Economic Growth and Development (also the Cultural Quarter Project Senior Responsible Officer) Page 167
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26 37 Partnership working will be strengthened between the project and key agencies such as Visit Scotland, Creative Scotland and Historic Environment Scotland (Project Board members) Partners managing facilities in the Cooper Park area identify opportunities for promoting Gaelic. with these being discussed at the project board Joint working to drive learning and identify opportunities for inclusion in the Cultural Quarter Action Log. Throughout the design and construction phase for Elgin Town Hall and Grant Lodge (now to 2028) Head of Economic Growth and Development (also the Cultural Quarter Project Senior Responsible Officer 38 With the cultural offering associated with the Grant Lodge facility due to be developed, the project team will evaluate and evidence options for the integration of Gaelic in Grant Lodge Outputs evidenced from planning activity, with Gaelic related events recorded and integrated. Clarity on the cultural offering associated with Grant Lodge and how Gaelic related activity fits within this. Prior to the opening of Grant Lodge 2028 Head of Economic Growth and Development (also the Cultural Quarter Project Senior Responsible Officer) Page 168