Agenda Document Pack - Corporate Committee - 28/01/2025
Moray Council · 28 January 2025
Back to Corporate Committee — 28 January 2025 and its agenda
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Corporate Committee Tuesday, 28 January 2025 NOTICE IS HEREBY GIVEN that a Meeting of the Corporate Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 28 January 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 12 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 5 November 2024 7 - 12 5. Written Questions ** 6. Trust Properties in Elgin Report by Depute Chief Executive (Economy, Environment and Finance) 13 - 18 7. Best Value Action Plan Monitoring Quartlerly Update Report by Depute Chief Executive (Education, Communities and Organisational Development) 19 - 40 Page 1
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8. ICT Strategy and Plan 2025-2028 and Digital Update Report by Depute Chief Executive (Education, Communities and Organisational Development) 41 - 58 9. Transformation Strategy Development Report by Depute Chief Executive (Education, Communities and Organisational Development) 59 - 74 10. Leadership Development Report by Depute Chief Executive (Education, Communities and Organisational Development) 75 - 86 11. Updated CCTV Policy Report by Depute Chief Executive (Education, Communities and Organisational Development) 87 - 106 Item(s) which the Committee may wish to consider with the Press and Public excluded 12. Proposed Chief Executive Performance Review Process and Mentoring Support Arrangements [Para 1] • 1. Information relating to staffing 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 2
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Summary of Corporate Services Committee functions: To regulate, manage and monitor the finances of the Council both capital and revenue; to deal with staffing policies and practices other than for teaching staff; to deal with equal opportunities policies and practices; to deal with procurement policies and priorities; to deal with all matters relating to the Council’s duty to initiate, maintain and facilitate Community Planning; to ensure that the organisation, administrative and management processes of the Council are designed to make the most effective contribution to achieving the Council’s objectives; to provide all central support services; to exercise the functions of the Council in connection with the Registration of Births, Deaths and Marriages; to deal with valuation and electoral registration matters. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Corporate Committee SEDERUNT Councillor 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 5
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MORAY COUNCIL Minute of Meeting of the Corporate Committee Tuesday, 5 November 2024 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Theresa Coull, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Sandy Keith, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross APOLOGIES Councillor John Cowe, Councillor Draeyk van der Horn 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, Chief Financial Officer, Head of HR, ICT and Organisational Development, Property Asset Manager, Communities Service Manager and Democratic Services Manager. 1. Chair The meeting was chaired by Councillor Bridget Mustard. 2. Pre- Election Period The Chair reminded members that the Council is currently in a pre-election period for the Elgin City South by election which was taking place on 7 November. National guidance places restrictions on the Council publishing material showing support for a particular political party. Should the debate become overtly political whilst being webcast, then as Chair, may need to intervene. 3. 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. 4. 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 20 Para 1 Information on issues relating to staffing matters 21 Para 6, 8 and 9 Information relating to the financial or business affairs of any particular person (s) Information on proposed terms and/or expenditure to be incurred b the Authority. 5. Minutes of meeting of 27 August 2024 The minute of the meeting of 27 August 2024 was submitted and approved. 6. Written Questions The Committee noted that there were no written questions. 7. Complaints Annual Report 2023-24 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asked the Committee to note the Complaints Annual Report 2023-24. Following consideration the Committee unanimously agreed to: i) note the contents of the Complaints Annual Report; and ii) approve the report for submission to the Scottish Public Services Ombudsman. 8. Annual Procurement Report 2023-24 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) providing 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. Following consideration, the Committee unanimously agreed to: i) note the procurement activities for the year 2023/24 as contained within the annual procurement report; ii) note the procurement team are preparing the procurement strategy for 2024/25 which will be provided to Committee for review withihn the current financial year; and Page 8
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iii) approves the planned improvement activities over the next two years (2024 - 2026) as detailed in the annual report (Appendix C) with summary provided in section 5 below. 9. Best Value Action Plan Monitoring Quarterly report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informed 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. Following consideration, the Committee unanimously agreed to note the progress made against the actions in the Council's Best Value Action Plan (Appendix 1). 10. Corporate Risk Register Update The Committee had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) providing the Committee with the quarterly overview of the Council’s principal risks as detailed in the Corporate Risk Register. Following consideration, the Committee unanimously agreed to approve the overview update on the Council's principal risks as at October 2024 attached as Appendix 1 to this report. 11. Property Performance Indicators Report The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the performance of the Council’s property assets and provide an update to Committee of the current performance indicators. Following consideration, the Committee unanimously agreed to note the reporting of these initial property performance indicators. 12. Performance Report - Financial Services - Period to September 2024 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the performance of the service for the period to 30 September 2024. Following consideration the Committee agreed to: i) note performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and ii) note the actions being taken to improve performance where required. Page 9
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13. Performance Report - Governance, Strategy and Performance - Period to September 2024 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of the performance of the service for the period to 30 September 2024. Following consideration, the Committee unanimously agreed to: i) note performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and ii) note the actions being taken to improve performance where required. 14. Performance Report - HR ICT and OD - Period to September 2024 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Committee of the performance of the service for the period to 30 September 2024. Councillor Keith raised concerns about the IT constraints that schools are working within on a daily basis and and the impacts it is having on a daily basis upon the schools ability to address pupil needs and could this be affecting attainment. In response, the Head of HR, ICT and Organisational Development confirmed that officers are acutely aware of the issues across the Education Estate and the impact that it is having on the ability for learning and teaching to take place. She further added that the Council's most experienced officers are working on the issue and have sought advice from third party providers and good progress has been made. Councillor Macrae sought whether Elected Members could play in any part to assist with the work being carried out by the ICT service and asked whether the Committee was agreeable to adding a third recommendation for the Chair of Corporate and Council Leader write to the Cabinet Secretary for Education to determine what mechanisms, working with Openreach to ensure that all educational establishments across Scotland and in particular in Moray, have the resources they require. Councillor Robertson added that she had represented the Council at a recent Convention of the Highlands and Islands (COHI) meeting where there was a short presentation on digital from the Scottish Government. Suggestions were sought on what Councils are needing to look at for digital services going forward and a paper is going to be brought to the next meeting of COHI in March. Councillor Robertson confirmed, that she asked on behalf of Moray that the SWAN connection and education broadband was looked at. The Depute First Minister was in attendance at the meeting so is aware of the issues being experienced. She further added that she would be happy to support a letter being sent to the Cabinet Secretary for Education and the Depute First Minister to further highlight the issues. Councillor Lawrence asked whether an update could be given on where the Moray schools are within the R100 project and then include the position in letter and seek an update on the R100 programme. Page 10
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The Head of HR, ICT and Organisational Development confirmed that she would get an updated report on progress and whether the roll out of the R100 project was part of the issues being experienced in the schools. Following further consideration, the Committee unanimously agreed: i) to note performance in the areas of Service Planning, Service Performance and other related data to the end of September 2024; and ii) to note the actions being taken to improve performance where required; and iii) that a draft letter from the Council Leader and Chair of Corporate Committee, to the Depute First Minister and Cabinet Secretary for Education will be circulated to members of the Committee for approval, highlighting the issues being experienced in Moray and seeking an update on the R100 project. 15. Armed Forces Covenant Gold Award The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) inviting the Committee 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. Following consideration, the Committee unanimously agreed to approve the amendment to the Special Leave Policy set out at paragraph 3.5 in the report. 16. Sustainable Development Statement The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of the Sustainable Development Statement as required in terms of the Best Value Action Plan. Following consideration, the Committee unanimously agreed to 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. 17. Transformation Strategy Development The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking the Committee to consider and note progress on the delivery of the Council’s Transformation Strategy as part of the ongoing monitoring of progress. Following consideration, the Committee unanimously agreed to note the progress on the delivery of the Council's Transformation Strategy. 18. Flag Flying Policy The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval for an updated Flag Flying Policy. Page 11
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Councillor Divers moved to include International Workers Memorial Day, where flags fly at half mast for 1 day, this is usually at the end of April each year. This was seconded by Councillor Robertson. Following further consideration and there being no one otherwise minded the Committee unanimously agreed to: i) approve the updated Flag Flying Policy in Appendix 1, with the inclusion of International Workers Memorial Day; and ii) the publication on the Council website within the Second Tier Governance Documents. 19. Moray Gaelic Language Plan The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval to submit the Moray Gaelic Language Plan (second edition) 2025-2030 to Bòrd Na Gàidhlig for their endorsement. Following consideration, the Committee unanimously agreed to approve the Moray Council Gaelic Plan 2022-27 (second edition) prior to formal submission to Bòrd Na Gàidhlig for their endorsement. 20. Voluntary Severance and Voluntary Early Retirement Applications [Para 1] The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking the Committee to consider applications under the terms of the agreed Voluntary Early Retirement (VER) and Voluntary Severance (VS) Schemes. Following consideration, the Committee unanimously agreed to approve the applications for Voluntary Severance and Voluntary Early Retirement contained within Appendix A. 21. Property Transaction - March Road East Buckie [Para 6 8 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking the Committee to agree to main terms of sale for a property on March Road East, Buckie. Following consideration, the Committee unanimously agreed to: i) approve the main terms of sale as set out in para 5 of this report; and ii) remit the Legal Services Manager to conclude the transaction. Page 12
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REPORT TO: CORPORATE COMMITTEE ON 28 JANUARY 2025 SUBJECT: TRUST PROPERTIES IN ELGIN BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To apprise the Committee of updates on bringing vacant residential properties held under public trusts back into use and for approval of proposed changes to the scope of this activity. 1.2 This report is submitted to the Corporate Committee in terms of Section (III) (B) 20 of the Council’s Scheme of Administration relating to the management of Trust property. 2. RECOMMENDATION 2.1 It is recommended that the Committee: (i) notes the updates in relation to the refurbishment of the two properties at Ladyhill and the anticipated payback period; (ii) agrees in principle that the six ‘Jubilee Cottages’ at Victoria Road will be leased from the trust to the Council on terms and conditions to be agreed by the Head of Housing and Property, the Head of Governance Strategy and Performance and the Chief Financial Officer; and (iii) authorise the Head of Housing and Property, in consultation with the Chief Financial Officer and the Head of Governance Strategy and Performance, to agree the detailed terms of the lease subject to the proposal being financially sustainable. 3. BACKGROUND 3.1 Two cottages at Ladyhill, Elgin, (Ladyhill Cottages) and eight Victoria Diamond Jubilee Homes in Victoria Road, Elgin, (Jubilee Cottages) are held under separate trusts with the Council being the Trustees of each. The Ladyhill Cottages and two of the Jubilee Cottages had lain vacant for a number of years, with the endowments provided having long since been Item 6. Page 13
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exhausted. Both of the Trust Funds ended up in deficit due to Council Tax and other liabilities. 3.2 Ladyhill Cottages were gifted by the Right Honourable Sir Archibald Williamson in 1921 to the former City and Royal Burgh of Elgin to be held in trust for the benefit of “suitable persons”. The trust property comprises two cottages, being Suvla Cottage and Messines Cottage, together with an area of garden ground, open space and access and approach to Ladyhill. The cottages are Category C listed. Ladyhill Cottages are not registered with the Office of the Scottish Charity Regulator (OSCR). 3.3 Jubilee Cottages consist of a terrace of eight properties, which were built by the City and Royal Burgh of Elgin in 1897 to establish a memorial to the Diamond Jubilee Year of Queen Victoria. The properties were transferred by a Deed of Trust to the Trustees in 1899. The cottages are also Category C listed. 3.4 Under the terms of the Trust Deed, Jubilee Cottages are to be used as far as possible as ‘dwelling places or homes for poor people of respectable character who are unable otherwise to provide comfortable homes of a similar class for themselves’. As with Ladyhill Cottages, the preferences reflect the wishes of the grantors, in this case being the former City and Royal Burgh of Elgin. Some of the detailed conditions are now considered archaic and un- enforceable. 3.5 In March 2017, the six mid-terraced Jubilee Cottages were renovated to provide assessment and rehabilitation units, which are currently managed by Health and Social Care Moray (para 18 of the minute of Policy and Resources Committee on 30 August 2016 refers). At that time, the two end-terraced cottages were still occupied by tenants, however they have since lain vacant. The trust which governs Jubilee Cottages is registered with OSCR. 3.6 Both of the Trust Funds are in deficit with no prospect of any income to offset ongoing costs. The bulk of the ongoing property costs relate to Council Tax, currently amounting to a total of £5,232 for the two Ladyhill Cottages and £4,484 for the two Jubilee Cottages, which would increase significantly if the six mid-terrace properties end up vacant on an ongoing basis. 3.7 A proposal to lease the two properties at Ladyhill and the two vacant Jubilee Cottages to the Council (HRA), in order that they could be refurbished and relet, was approved by Corporate Committee on 7 November 2023 (para 14 of the minute refers). This arrangement was predicated on rental income covering the costs over a payback period, following which the properties could be returned to the trusts as a going concern. Lettings would take place as far as possible within the terms of the original trusts, noting that some of the original terms are archaic. 4. LADYHILL COTTAGES UPDATE 4.1 An initial phase of work on the first of the two properties at Ladyhill (Suvla) had been undertaken using grant funding and a contractor appointed to complete the refurbishment. This concluded in October 2024 and the Page 14
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property is now tenanted, the occupant being a veteran of the armed forces, which is in accordance with the original intentions. 4.2 A specification for the refurbishment of the second property at Ladyhill (Messines) was drawn up and put out to tender and work is underway. It is expected to be available to let in Spring 2025. This will end the double Council Tax liability which had been increasing the deficit and provide high quality housing on a sustainable basis. The cumulative cost (including fees) of these refurbishments is £273k and a 30-year payback period is envisaged. 5. JUBILEE COTTAGES TRUST 5.1 Under the previous approval from Committee, plans were drawn up to extend and renovate the two vacant end properties at an estimated cost of £155k. Prior to these works being instructed, Health and Social Care Moray advised of the intention to discontinue their use of the six mid-terrace properties with effect from April 2025, therefore an alternative approach to future use of the full terrace of eight properties has been considered. 5.2 Following consultation with key stakeholders, it is considered that the eight Jubilee Cottages are in reasonable condition to relet as social housing, subject to a modest programme of works to ensure all current standards and certification requirements are met. This would be on a similar basis as the previously approved lease of two of the properties to the Council. 5.3 Whilst acknowledging that without extension these properties are relatively compact, there is a high level of demand for ground floor properties in this area and there is therefore confidence that they can be sustainably relet. 5.4 It is envisaged that a modest programme of works will be undertaken prior to reletting the properties under a local lettings plan, endeavouring to be faithful to the original trust conditions. Consideration will also be given to utilising 2 or 3 of the properties as temporary accommodation for those meeting the terms of the letting plan who require this type of property, which may include those awaiting adaptations to their own homes or allocation of alternative accommodation as an alternative to a hospital or care environment. 5.5 Whilst detailed costings have not yet been undertaken, allowing for £160k (£20k per property), would enable a shorter payback period of around 10 years. 6. SUMMARY 6.1 An update report was provided to the Asset Management Working Group on 13 December 2024, which agreed that the proposed actions be reported to this Committee for consideration and approval. 6.2 It is noted that the refurbishment and occupancy of the Ladyhill Cottages is progressing and will conclude in Spring 2025, with an anticipated lease duration from the trust to the Council of 30 years. Page 15
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6.3 It is proposed that the scope of the lease of the Jubilee Cottages to the Council be revised to include all eight properties, upon the handover of the six currently administered by Health and Social Care Moray. Further to this, a programme of refurbishment and upgrades will be carried out and the lease duration will be predicated on the payback period, estimated at in the region of 10 years. 7. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) This report details an approach to bringing vacant residential properties back into use in a way that is financially sustainable for the Council and trusts. The Corporate Plan and LOIP identify the need to address the shortage of affordable housing and tackle homelessness while working towards creating a sustainable Council that provides valued services to the community. (b) Policy and Legal This report deals with the Council’s legal duties as Trustees. The Trustees have full responsibility for the management of the two public trusts with reference to the trust purposes. In the absence of any powers in a deed of trust then the powers under the Trusts (Scotland) Act 1921 apply. These powers include granting leases provided that they are not at variance with the terms and purposes of the trust. (c) Financial Implications If the properties remain vacant the trust funds would continue to operate in deficit, incurring additional annual costs of at least £9,713 in respect of Council Tax alone, with additional miscellaneous costs incurred as required for reasons of health and safety. The cumulative cost of refurbishment of the properties at Ladyhill, including fees, is £273k. Based on this, with annual allowances for ongoing management and repairs and maintenance, a lease duration of 30 years is anticipated. The rental charge is currently based on Local Housing Allowance, however, consideration will be given to aligning this with the Council’s broader rental structure provided this does not significantly elongate the payback period. Given the proposed reduction in scope of the Jubilee Cottage works, it is envisaged that the overall spend will be significantly lower for each of the properties and therefore the payback period reduced accordingly. Therefore, the previous allowance of £155k for two properties instead be £160k for eight properties, with an anticipated lease duration of 10 years. When setting rental charges for these properties, consideration will be given to the Local Housing Allowance rate and Council rental structure, as well as the impact these would have on sustainably letting the properties and payback period. Page 16
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(d) Risk Implications If the changes are not agreed, the properties will remain unoccupied and the trusts will incur holding costs. The proposals provide a mechanism for bringing each of the properties back into use. (e) Staffing Implications There are no staffing implications arising from this report. (f) Property Implications The property implications are set out in the body of the report. (g) Equalities/Socio Economic Impact A stage 1 Integrated Impact Assessment identified no adverse impacts. The proposals involve bringing ten dwelling houses back into use, which would then be let out in accordance with the Council’s Allocations Policy, under a lettings plan. There is no change to Council services involved. (h) Climate Change and Biodiversity Impact There are no climate change or biodiversity implications arising from this report. (i) Consultations The Depute Chief Executive (EEF), Head of Housing and Property, Head of Governance Strategy and Performance, Chief Financial Officer, Legal Services Manager, Property Asset Manager, Jamie Fraser (Senior Accountant), Democratic Services Manager, and Equal Opportunities Officer have been consulted and their comments incorporated in the report. The properties sit within Wards 6 and 7. Ward Members, Councillors Peter Bloomfield, John Divers, Amber Dunbar, Jeremie Fernandes, Elaine Kirby and Sandy Keith, are aware of the proposal and may make their views known at Committee. 8. CONCLUSION 8.1 The Trusts have been operating in deficit, which means that the Trustees are unable to fulfil the trust purposes without identifying an alternative funding source. 8.2 The Trustees have power to grant a lease to the Council on terms and conditions that would allow the trust purposes to be delivered while bringing ten dwelling houses back into use. Author of Report: Edward Thomas, Head of Housing & Property Services Background Papers: Held by author Ref: SPMAN-1285234812-1737 Page 17
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REPORT TO: CORPORATE COMMITTEE 28 JANUARY 2025 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 4 November 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 • Fairness and equality Item 7. Page 19
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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 October to December 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. Overall there 64 actions in total, of which 26 are black (completed) actions, 26 green (on target), 9 amber (require monitoring), no reds and 3 actions that have yet to commence. Key highlights in progress as noted below: i) Public communication and engagement: the Council engagement strategy has been implemented in relation to the general budget position as well as decisions of the council on financial planning, including libraries consultation. Feedback on this is due to be reported to the council early in 2025. Relevant progress is reflected in Appendix 1 against the Vision and Leadership, Effective Use of Resources and Working with Communities themes. ii) Financial management – Work has been progressed on a number of the actions within this theme and reported to the council on 4 December 2024: Corporate Asset Management Plan; Forecasting of budget projections, further development of savings plan for short to medium term and the medium to long term financial plan. iii) Transformation Strategy update and development of next set of projects was reported to Council in August and a further update report was considered by Corporate Committee on 4 November 2024 for this committee to ensure regular oversight and monitoring. iv) Sustainable development – a strategic sustainability statement was approved at Corporate Committee on 4 November 2024. Page 20
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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. As indicated in the appendix, while overall progress is positive with 26 actions now completed, there are a small number (9) areas that have been identified for close monitoring: i) Leadership development – action is being taken to progress a short term programme of development and to ensure that individual development needs are identified. A draft strategic position has been prepared but finalising this is proposed to be put on hold until the new Chief Executive can provide direction on some of the cultural aspects that need to be part of this work. ii) Partnership working – the absence of specific resource has been a barrier to progress. This is an issue across partners and recent discussions have identified some options to provide capacity which is being explored further in anticipation of proposals coming forward in the new year that will enable this work to come back on track. iii) ICT developments – there are a few amber actions relating to the demand for ICT resources. The service is prioritising work across various requirements but there is likely to be ongoing pressure as resources cannot accommodate all of the current service requests. This will be carefully monitored by the CMT. 3.7 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 reported to Corporate Committee (CC) on 10 June 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) Next stage of short to medium term financial planning – FC January 2025. ii) Transformation strategy – development of expanded set of projects and financial benefits (December 2024) - CC January 2025. Community and Partner Engagement i) Consultation on specific budget proposals (Nov/Dec) – Full council January/February 2025. 3.8 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 are being progressed and will be captured in a future update to ensure the Best Value Action plan remains comprehensive and current. Page 21
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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. (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. Page 22
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5. CONCLUSION 5.1 This report provides the quarterly monitoring of the Council’s Best Value Action Plan (Appendix 1) for October to December 2024. Progress continues to be made across all of the areas of the plan with 26 areas where actions have been completed and work continues to ensure the plan is completed on target. 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) Corporate Committee report on 5 November 2024 Best Value Action Plan (item 8) Ref: SPMAN-1108985784-1038 Page 23
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Appendix 1 Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Completed RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Lead Officer Priority Delivery Date Schedule % Complete BEST VALUE ACTION PLAN Aug-26 GREEN 63% Mar-26 GREEN 69% CEx/Council (CL) 1 Dec-24 AMBER 85% DCE (ECOD) 3 Jun-25 GREEN 53% H HR,ICT & OD 1 Dec-24 AMBER 80% CEx / DCE (ECOD) 2 Mar-26 GREEN 27% DCE (ECOD) 3 Jun-24 Complete 100% Jan-25 GREEN 67% HoGSP 3 Oct-24 Complete 100% Cex 1 Jan-25 AMBER 80% HoGSP E April 24 / 25* AMBER 73% H HR,ICT & OD E Sept 25* AMBER 15% Summary: Work progressed as planned on collaborative leadership with report to Council on 4/12/24 setting out progress and planned next steps, including a survey in early 2025 to measure impact. Community Planning Board considered community engagement at a development session in October and identified opportunities for development to be taken forward in the new year as part of the approach to the LOIP. Leadership development preparations are progressing. However, with revisions to the corporate management structure being developed and a new Chief Executive due to start in post in March, work on delivery of leadership development will be more appropriately implemented from March 2025. Implementation of self-evaluation to deliver continuous improvement is progressing with the re-activation of the PSIF process moving forward and planned work with the Improvement Service to support delivery. The Council engagement strategy for financial planning has been implemented with information and engagement activity through October, November and December for reporting to the council to inform and influence financial planning in the new year . All actions within this BV theme are currently on target. 2.2 Sound Governance Summary: The 6 month review of scrutiny training is not yet due. Under the Risk Management project, the annual review of departmental risk registers that feed wider risks into Corporate Risk Register is complete as is the work on the corporate overview of business continuity and resilience which was reported to committee in April 2024.Work on business continuity is progressing as planned. Work on digital resilience is progressing with the first stage of the Board level desktop exercise completed and preparation for the next phase of workforce training and awareness in the final stages of preparation. 1. Vision and Leadership 2. Governance and Accountability 1.1 Collaborative Leadership - ensuring members and officers work effectively to secure key 1.2 Community and Partner Engagement on Council priorities 1.3 Leadership Development Action 1.4 Continuous Improvement – implement self-evaluation. 2.1 Effective Scrutiny 1.5 Performance Reporting 2.3 Risk Management 2.4 Digital Resilience Management Item 7. Page 25
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Appendix 1 Aug-26 GREEN 82% CEx / DCE (ECOD) 1 Aug-26 GREEN 55% CEx 2 Sep-24 Complete 100% CEx / DCE (EEF) / CFO 1 Dec-24 GREEN 91% Oct-25 #REF! 26% DCE (EEF / ECOD) 2 Oct-25 #REF! 26% Jun-25 GREEN 48% DCE (EEF / ECOD) 2 Jun-25 GREEN 48% Sep-24 GREEN 55% DCE (EEF) 3 Sep-24 GREEN 55% 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. Dec 2024: The Statement was agreed at committee on 4.11.24. This included a small number of actions for completion by the end of 2025. As the action plan is now agreed, the end date for actions has been adjusted to December 2025 with progress on these ongoing including a report to council on 4.12 and a paper to the next meeting of the Community Planning Board on 3.12.24 on collective action on sustainable development and climate change. 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 was considered at the CPB development session in October 2024 where future approaches were identified. These are being taken into account in the proposals being developed for the CPB for the development of locality working. £109,000 via UK shared prosperity fund was allocated via PB to eligible arts, culture and heritage groups (July 24). Progress is being made in mainstreaming PB principles into the council's approach to financial planning. Event scheduled for November 2024 as part of engagement work to encourage community influence was cancelled due to low sign up. Consideration is being given to how best to address this for future. Draft list of current PB type activity circulated to Heads of Service and will be used to guide future activity. 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. There has been limited progress for Nov/Dec due to other priorities, however, work continues on building on the positive work within the partnership in the approach to locality working. Discussions are also taking place between partners on options to dedicate resources to partnership work to enable more focussed action on Partnership Working for Moray in 2025 and it is hoped this will assist in taking forward planned developments. Summary: The refresh and refocus of the Transformation Strategy is complete and was approved by the Council in April 2024. Further updates were presented to the Council in August 2024, with further definition of the strategy and including development of new projects and in October and November with a new project agreed by Council on 22/10 and an update to corporate committee on 5/11. Work is also well progressed on developing planned projects which following a member workshop are nearing readiness for reporting and progress continues on active projects. On workforce, the workforce working group has completed its planned work to update workforce strategy and this was reported in August. The 10 year capital plan has been reviewed by officers under the Financial Management project with the cap mechanism agreed in October 2024 and the review having progressed in November/December for reporting in January 2025. The Revised Short to Medium Term Financial Strategy is complete and was reported to Council on 26 June 2024. The medium to long term financial plan was reported to Council on 4 December. Revenue estimated actuals reported in December and corrective action planned. Significant strategic service reviews completed. Further work is underway for the remaining actions and to continue to develop the short to medium term financial position taking account of the budget settlement. Corporate Workforce Strategy and Plan agreed at Corporate Committee on 27 August and is now being implemented as part of normal HR-OD work. 4.1 Partnership Working for Moray 5.1 Community Budget Engagement ensuring local communities are more in Participatory 6.1 Sustainable Development 5. Working With Communities 6. Sustainable Development 3. Effective Use of Resources 4. Partnerships and Collaborative Working 3.3 Financial Management 3.2 Workforce Planning 3.1 Transformation and Sustainable Services Page 26
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Appendix 1 Normal business GREEN 97% HoGSP 2 Normal business GREEN 97% Summary: This workstream is well advanced and the planned actions are complete for: equality and socio-economic duty actions and consideration of these within committee reports; Integrated Impact Assessments were carried out on budget proposals and the views of equality groups were sought where appropriate. The remaining action is for staff training on equalities and the council equalities as an employer and this is underway and on target. Dec 2024: Further refinement of the paper on sponsored eLearning has been carried out and is with DCE prior to going to CMT for final sign off. 7.1 Equalities Action 7. Fairness & Equality Page 27
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Completed RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 69% Schedule Complete AMBER 85% Actions: Lead Schedule Start Date End Date % Complete i Best value relationships project successfully concluded (May 24). JWM Complete 28/03/24 20/08/24 100% ii. Review undertaken to assess the level to which relationships have improved across Members/ snr officers and clarity regarding roles and responsibilities. (Dec 24). JWM AMBER 01/08/24 24/12/24 80% iii. Collaborative leadership programme established drawing on best practice (Oct 24). JWM Complete 01/08/24 31/10/24 100% iv. Joint political leadership continues to develop so members work effectively on key decisions including financial sustainability. JWM AMBER 01/08/24 24/12/24 60% Schedule Complete GREEN 53% Actions: Lead Schedule Start Date End Date % Complete I Build Council vision, priorities and values into employee engagement programme work. FG GREEN 01/07/24 30/06/25 50% ii. Promote vision and priorities in public communication and engagement and social media. DW/FG GREEN 01/07/24 30/06/25 50% Council report 25/09/24 (item9) - savings plan - engagement strategy appendix Council report 21/01/2025 (Item 5) - savings plan - engagement strategy appendix Summary: Work progressed as planned on collaborative leadership with report to Council on 4/12/24 setting out progress and planned next steps, including a survey in early 2025 to measure impact. Community Planning Board considered community engagement at a development session in October and identified opportunities for development to be taken forward in the new year as part of the approach to the LOIP. Leadership development preparations are progressing. However, with revisions to the corporate management structure being developed and a new Chief Executive due to start in post in March, work on delivery of leadership development will be more appropriately implemented from March 2025. Implementation of self-evaluation to deliver continuous improvement is progressing with the re-activation of the PSIF process moving forward and planned work with the Improvement Service to support delivery. The Council engagement strategy for financial planning has been implemented with information and engagement activity through October, November and December for reporting to the council to inform and influence financial planning in the new year . All actions within this BV theme are currently on target. DELIVERY DATE: Dec 24 DELIVERY DATE: Jun 25 1. Vision and Leadership 19 December 2024 Code of Conduct Issues, Risks, Changes (I/R/C) Hyperlink to document Dec 2024: political issues around party press releases in relation to a libraries budget proposal had potential to set back the progress made. These were however dealt with in a collegiate way in a special council meeting on 19 December 2024 which councillors recognising the need for further training in relation to budget decision making. Financial planning workshop sessions diaried for members in August and preparatory work on course. An draft annual programme of Member/Officer Workshops will be prepared by December. Progress Update Next Steps Dec 2024: TTD issued 14/11. Reference to vision, priorities as appropriate in public and staff communications. 05-11-24 Detailed delivery plan developed and agreed at council along with engagement strategy on 25-09-24 Detailed plan being developed with OD and Comms teams to ensure a planned and co-ordinated approach to deliver outcomes required across all areas of the employee engagement programme, public communications and engagement and social media ensuring appropriate alignment and co-ordination of public and workforce messaging. Dec 2024: Detailed work on overall approach to employee engagement continuing with proposals for review and updating being developed further. 5-11-24: Information to be issued to provide update and shared understanding on current position to workforce and community. Will include feedback on previous work on vision, values and priorities, response to feedback and action since Dec 2024: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: > Teamtalk dialogue to be cascaded (Oct - Nov) > Public information issued (Nov) > Public/staff survey open on general financial planning (Nov/Dec) > Public engagement session planned for Nov was postponed due to low take up and feedback that more specific topics would be of more interest. Plan to re-organise when specific topics are agreed by the council for discussion. > Specific consultation and engagement on libraries proposal took place (Nov) 05-11-24: Council engagement strategy agreed at Council on 25-09-24 to take forward engagement on priorities and financial planning. Delivery plan for strategy also approved and planning in place to begin delivery in October. Workforce engagement plans discussed with trade unions at TU/Officer meeting and JCC (18/09/24) to build on previous experience and develop next engagement in light of that. Teamtalk dialogue approach to be used across workforce with parallel engagement to community work on council priorities and financial planning run in October. Detailed plan being developed with OD and Comms teams to ensure a planned and co-ordinated approach to deliver outcomes required for communication and engagement activity. A summary of planned engagement work has been prepared and is being shared with/CMT for awareness and oversight Bid submitted for investment in online engagement tool. Report back to Council (Jan) Continue development of sourcing online tool (once budget secured) 5-11-24: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: Teamtalk dialogue to be cascaded (Oct - Nov) Public information issued (Oct) Public/staff survey on general financial planning (Oct/Nov) Public engagement session (Nov) Report back to council (Dec/Jan) Continue development of sourcing online tool (once budget secured) Dec 2024: Further training on Code of Conduct and budget decision making to be scheduled for early 2025 1.2 Community and Partner Engagement on Council priorities PRIORITY 3Lead: DCE (ECOD) 1.1 Collaborative Leadership - ensuring members and officers work effectively to secure key decisions Lead: CEx/Council (CL) PRIORITY 1 External consultant completed this phase of work by 31 May 2024 and the findings were reported to Corporate Committee on 27 August 2024. This action is complete and the Report recommendations are being progressed and tracked as part of other actions identified in the BV Action Plan Dec 2024: In compliance with the previous decisions on the report relating to progress on Collaborative Leadership Development Work considered by the Corporate Committee on 27 August, a further update report on progress was presented by the Interim Chief Executive to Council on 4 December 2024 in lieu of the external consultant returning to conduct a review. Positive progress was reported with more work required and being progressed to embed the relationship changes necessary to enhance the Council's culture. A progress review is planned for December 24. Dec 2024: A 'pulse' survey will be issued to elected members and chief officers in January to establish a revised baseline in advance of the new Chief Executive starting in post in March 2025. The analysis of the results will be completed in February and subsequently reported to Council. Sessions with groups previously established by the external consultant to be organised for November to ensure progress with Collaborative Leadership development work continues. Dec 2024:The Collaborative Leadership Programme was established with a progress update on delivery provided in a report to Moray Council on 4 December 2024. The Leader & Interim Chief Executive continue to work collaboratively to develop positive working relationships internally and with external partners and local organisations to promote the Council's work. Members' Lounge option agreed. The Leader and Interim Chief Executive continue to work collaboratively and develop positive working relationships with external partners and local organisations to promote the Council's work. Members' Lounge option agreed. Future reports on progress with collaborative leadership will continue to be monitored through regular reporting in the Corporate Best Value Action Plan updates to Council. A corporate management structure review is now scheduled to be progressed by February. Therefore, it is appropriate to align the implementation of the Leadership Dev. Prog. after the structural work and start date of the new Chief Executive. A corp. management structure review is now scheduled for completion by February. Therefore, it is appropriate to align the implementation of the Leadership Dev. Prog. after structure work. Next StepsProgress Update Hyperlink to documentIssues, Risks, Changes (I/R/C) Page 28
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iii. Working with Community Planning Partners (CPP) to develop shared engagement. DW GREEN 01/07/24 30/06/25 35% CPP feedback report and presentations from development session 24/10 iv. Take forward engagement and consultation on service specific proposals e.g. for libraries and leisure. DW GREEN 01/08/24 30/06/25 50% Library Council report (22/10/2024 item 10 *confidential* Teamtalk dialogue and Cex email Survey (lib and general) Public information links v. Establish Community survey/panel, jointly with partners if agreed DW Not Started 01/08/24 30/06/25 0% vi. Staff survey – add questions on priorities. FG GREEN 01/08/24 30/06/25 80% Schedule Complete AMBER 80% Actions: Lead Schedule Start Date End Date % Complete i. Establish leadership development programme to address corporate and individual leadership needs FG AMBER 01/07/24 24/12/24 80% Schedule Complete GREEN 27% Actions: Lead Schedule Start Date End Date % Complete i Re-establish Public Service Improvement Framework (PSIF) as service continuous improvement tool. AMcE GREEN 01/07/24 31/03/26 60% ii. Align other improvement tools to PSIF. AMcE GREEN 01/07/24 31/03/26 40% iii. Put in place measure to address gap. AMcE GREEN 01/07/24 31/03/26 40% iv. Continue corporate BV self-assessment for yearly. DW/AMcE Not Started 01/08/24 31/03/26 0% v. Agree updated BV action plan for continuous improvement. DW/AMcE Not Started 01/08/24 31/03/26 0% DELIVERY DATE: Dec 24 DELIVERY DATE: Mar 26 Dec 2024: Work is at very early stages to consider options and how these would contribute to the council's engagement strategy. Mar 24 - proposal to be developed Dec 2024: Council approved library proposals for consultation on 22/10. Public and workforce communications were issued per stage 2 of the engagement strategy and a survey issued to facilitate responses. Over 2000 responses were received to the Library survey and these have been analysed and will be reported to the council in the new year. The Council also approved savings on 4 December 2024, however, there are limited specific requirements for public consultation on these. 05-11-24 - Engagement strategy approved on 25/09/24 sets foundation and plan to take this forward for libraries following council decision on 22/10/14 after the 7/11 by election Subject to council decision on 22/10 - library consultation under Stage 2 of the engagement strategy Dec 2024: Agreed to adopt a 33 question psif l for all services apart from those who have their own regulatory or professional assessment model such as "how good is our school". Further work requested to evaluate which services have suitable alternative continuous improvement models. Survey of services complete. 3mb went to CMT in October to agree methodology. Agree review schedule with services. Incorporate improvements into service plans/team plans/ERDP where appropriate. Dec 2024: Papers reviewed and further developed following feedback from CMT and ECMT. To progress with implementation of operational aspects within budget and underlying strategy to be considered with new CEx but ready to be reported to Full Council as required. Timescales reviewed to enable reporting to Full Council in 2025. 05-11-2024 Strategy and plan drafted, scheduled for CMT and circulated to ECMT for comments and on agenda for Corporate Committee for January 2025 Work undertaken during early part of 23/24 being reviewed and refreshed taking account of feedback from CMT. Project plan drafted with detailed actions, milestones, allocation of work to ensure adherence to timescales, supporting development of Leadership Development strategy. Focus as a matter of priority on Senior Leadership Development (1st and 2nd Tier) with phased approach planned to ensure that agreed approach filters through 3rd and 4th tier and further. Papers being prepared with a view to reporting to CMT in August and Full Council in Sept/Oct. Dec 2024: Timescales and phased approach to be considered given work on corporate management review, due to report in February 2025 and the appointment of new, permanent Chief Executive, due to take up post in Spring 2025. 1.4 Continuous Improvement – implement self-evaluation. PRIORITY 2 Progress Update Next Steps Dec 2024: Questions drafted and added to survey due March 25 for approval. 05-11-24 Suggestions for additional questions survey being drafted and survey refreshed for 2025. Adding questions on priorities to employee survey is being picked up as part of the plan referred to in lines 18 and 19 above. 1.3 Leadership Development Action PRIORITY 1Lead: H HR,ICT & OD Dec 2024: CPP considered feedback from report outcomes of engagement review work at October development session (24/10) and identified opportunities to develop Further work on locality partnership working to inform future Loip (Mar 2025). It is planned to advance this in the new year. 05-11-24 - the CPP development session on 24/10 will include consideration of the findings from the SCDC work below relating to localities work and the outcome of this will be used to contribute to the self-evaluation that the CPP will be carrying out as part of the national programme being led by the Improvement Services. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Development sessions been held with community planning partners to consider priorities and how can take forward collectively. This will inform engagement Work ongoing to review the role of the Community Engagement Group and define moving forward. Work also taking place through the Scottish Community Development Centre (SCDC) to review and learn from current practice Further work on locality partnership working to inform future Loip (Mar 2025) June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities Report outcomes of engagement review work (Oct/Nov) Further work on locality partnership working to inform future Loip (Mar 2025) Survey of services complete. 10 Oct 3mb due to CMT to agree methodology. Dec 2024: no update Dec 2024: Plan to undertake 2nd self-assessment in March 2025 Completed Apr 24 Due March 2025 Agreed April 24 Due April 2025 Survey of services complete. 10 Oct 3mb due to CMT to agree methodology. Dec 2024: no update Issues, Risks, Changes (I/R/C) Dec 2024: Approval for updated survey questions required then work taken forward to launch March 2025 Progress Update Next Steps Hyperlink to document Hyperlink to document 05-11-2024 Risk of not meeting BV deadline if not agreed at Corporate Committee in January. Issues, Risks, Changes (I/R/C) Page 29
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vi. Consider and establish service score cards to provide overview to develop and track service improvement corporately. DW/AMcE GREEN 01/08/24 31/03/26 20% Schedule Complete Complete 100% Actions: Lead Schedule Start Date End Date % Complete i. Finalise the performance and delivery framework for the new Corporate Plan. DW Complete 28/03/24 28/06/24 100% Service Plans (ECOD) ECLS 20 June 2024 Item 04 ii. Publish Public Performance Report (PPR). FG Complete 28/03/24 28/06/24 100% DELIVERY DATE: Jun 24 Corporate Plan agreed by Full Council on 28/02/24 Service plans agreed in May/June committee cycles PPR agreed at Full Council on 26/06/2024 and published on the Council's website on 28/06/2024. Work to develop Pentana ongoing, initial work to present performance overview on landing page for one sample service complete, progress is slow as individual queries to be written. Dec 2024: No Update Confirm whether Pentana work meets Scorecard expectation 1.5 Performance Reporting PRIORITY 3 Progress Update Next Steps Lead: DCE (ECOD) Hyperlink to documentIssues, Risks, Changes (I/R/C) Corporate Plan Full Council 28 June 2024 Item 4 Page 30
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 67% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete Undertake a 6-month review of the impact of training, AMcE Complete 01/07/24 31/10/24 100% Schedule Complete AMBER 80% Project Titles: Lead Schedule Start Date End Date % Complete i. Review effectiveness of monitoring and scrutiny for Health and Social Care Moray (HSCM) established at Council 24/01/24. JP GREEN 01/08/24 31/01/25 50% Links to recent Council Committee report from the IJB and also briefings from the CSWO Link to most recent Full Council report in 04/12/2024 Item 7) ii. Develop arrangements for additional assurance, in particular on financial management. LP GREEN 01/08/24 31/01/25 80% iii. Ensure effective ongoing partnership and collaborative working arrangements for Council/Moray Integrated Joint Board (MIJB) management/ leadership. JP JWM GREEN 01/08/24 31/01/25 75% Dec 2024: Regular review meetings with MIJB CFO have now resumed. This included a review of the estimated actual for 24/25. Access to confidential MIJB reports has also been provided to s95 and DCE who are now consultees on key financial reports for MIJB. MIJB oversight of the recovery plan is through the Budget Savings Oversight Group and any issues arising between meetings are fed back to s95 by MIJB CFO Regular review meetings with MIJB CFO. Dec 2024: Agreed that updated papers will be provided as far as possible for all joint meetings to support greater scrutiny of ongoing budget monitoring and progress with the Recovery Plan, together with action logs. Meetings to be programmed 8 weekly. Review estimated actual. Dec 2024: Meeting has also taken place between TMC and the Chair and Executive Team from NHS Grampian in relation to financial pressures and plans for 2025/26. Regular meetings are in place with the Chief Executives of TMC and NHS Grampian as partners with the Chief Officer to the MIJB and the Chief Officer is a member of both the Council and NHS Executive Leadership Teams. Regular meetings also in place in relation to the budget and budget setting process with finance teams across TMC and NHSG. The Chief Officer and Senior Management Team meet on a weekly basis with the IJB Chair and Vice Chair and also reports regularly into both TMC and the NHS Grampian Board. Dec 2024: As per previous Meetings in place and reporting into Council in relation to statutory delivery as above. . Hyperlink to document Hyperlink to document Risks are that there is insufficient awareness of the operational delivery of social care services which are the statutory responsibility of the council as one of the partners to the integration scheme. Risks are (a) dynamic environment with changing patterns of need but a general upwards trajectory from ageing population and increased high costs packages and (b) most recovery plan actions are cost reduction rather than budget savings so methodology for monitoring different from standard practice in council DELIVERY DATE: Jan 25 Dec 2024: Report to full Council on matters relating to the HSCP is ongoing and report now includes the regular Chief Officer report to the IJB in addition to the most recent minutes of the IJB meeting. Work being undertaken to continue to adapt and develop this to reflect services delegated by the Moray Council. HSCM provides a regular report to Full Council in relation to the activities and operational performance of those services delegated by TMC for which they remain statutorily responsible. The report aims to provide information on those services as well as inform TMC on the strategic decisions being made by the MIJB. The effectiveness of this will be considered over the course of the calendar year through ongoing engagement with elected members and the Corporate Management Team. Dec 2024: As above - reporting has been developed to include the Chief Officer's report with intent to develop this further to include key performance information in the first three months of the new year. Regular reporting through Council in place with most recent report discussed at Council on 13/08/24. Ongoing consideration of report formal and inclusion of matters relating to the council's statutory duties. Regular reporting and briefing by the Chief Social Work Officer in this period in relation to current Joint Adult Support and Protection follow up inspection. Issue is to ensure positive strategic and operational relationships across the partnership and that there are appropriate forums to discuss risks, pressures and actions required Can share link to September NHS Board meeting on IJB report and also most recent Full Council IJB report from December. 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. DELIVERY DATE: Oct 24 Progress Update Next Steps Dec 2024: Survey completed in October 2024 identified that members of the committee were generally satisfied with training received, were clear around the role of the committee and recognised the benefits of a rolling training schedule for AS ctee members. Further training on scrutiny tools to be undertaken and survey issued 02 October to members of Audit and Scrutiny to reflect on value of training in relation to their role, determine how well equipped they feel with the role and on any changes to committee remit they think are appropriate. Dec 2024: Training for AS members built into the regular meetings with the Chair. 2.2 Sound Governance PRIORITY 1 2. Governance and Accountability 2.1 Effective Scrutiny PRIORITY 3Lead: HoGSP Lead: CEx Issues, Risks, Changes (I/R/C) Issues, Risks, Changes (I/R/C) Progress Update Next Steps Page 31
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Schedule Complete AMBER 73% Project Titles: Lead Schedule Start Date End Date % Complete i. Risk management is undertaken. AMcE Complete 28/03/24 30/04/24 100% ii. Corporate overview of business continuity and resilience. AMcE Complete 28/03/24 30/04/24 100% iii. Business Continuity Plans to be in place for all critical services. AMcE AMBER 28/03/24 31/03/25 40% iv. *Business impact assessments (resilience) completed for all services. AMcE AMBER 28/03/24 31/03/25 50% Schedule Complete AMBER 15% Project Titles: Lead Schedule Start Date End Date % Complete i Complete implementation of Cyber Resilience Plan. FG AMBER 28/03/24 ? 20% ii Complete Business Continuity Plans/work for corporate and service cyber resilience. FG AMBER 28/03/24 ? 10% Lead: HoGSP Dec 2024: Resourcing option delayed due to time required on other critical demands i.e. Education connectivity issues and cyber threats. 05-11-24 First stage of desktop exercise undertaken at Board level on 03-10-24. Resourcing option to create capacity identified, change management exercise being planned. Progress made on cyber awareness training, arrangements for desktop exercise for CMT- SMT for cyber incident response, deployment of fixes for live threats as notified by CRU/NCSC. Dec 2024: HoS to progress resourcing plan. 05-11-24 Change management plan and delegated authority report to be drafted. Timescales in plan to be reviewed with respect to anticipated implementation of creation of resource.. Timescales in plan to be defined more clearly, resource to be addressed to create capacity required to ensure completion within timeframe. Dec 2024: Not progressed due to demands previously above. 05-11-24 Work progressing, further information being considered by service. Initial review of previous BC plan begun. Dec 2024: HoS to progress review of BC plan. 05-11-24 BC plan to be reviewed with first draft to be completed Oct 25, confirm feasible timescale, should progress with additional resource noted above. Business Impact Assessments are a precursor to development of business continuity plans and the constraints outlined above apply equally here. Risk Management reviews are identifying business impacts as a consequence of wider challenges all councils are facing, these challenges are difficult to fully mitigate against in a period of rapid change. As above 2.4 Digital Resilience Management PRIORITY E Progress Update Next Steps DELIVERY DATE: ?Lead: H HR,ICT & OD This work continues with services committed to maintaining business continuity while in some cases finding it challenging to create capacity to update formal plans. This particularly where day to day business decisions are essentially focused on continuity, where in house resources are constrained and innovative solutions are required to maintain service delivery. A review is being undertaken of the scope and coverage of plans in the current operating environment. This will ensure those which add most value continue to be prioritised, it being recognised in progressing this work that some services are experiencing unmet need or are meeting that need only through securing external support. The target delivery date for critical services was 31 March 2025, this target may need to be extended and is dependent on service priorities. 2.3 Risk Management PRIORITY E DELIVERY DATE: April 24 / 25* Lack of capacity for service manager and Information Security Officer to properly address. Issues, Risks, Changes (I/R/C) Hyperlink to document The imperative is to match available resources to agreed corporate and service plans that deliver optimum services and secure best value. As this becomes more challenging, decisions on business continuity are applied on a daily basis as scarce resources are assigned to priority need. With limited capacity or resource to invest in business continuity the updating of formal plans is lower priority and this position is unlikely to change in the current financial climate. Issues, Risks, Changes (I/R/C) Hyperlink to document A summary outline of the challenges to progress has been provided to senior management in a 3 minute briefing report. Risk that volume of work arising through threat exploration and fixing detracts from progress through actions. FG report on capacity to be drafted. Progress Update Next Steps Annual review of departmental risk registers feed wider risks into Corporate Risk Register Moved to quarterly review of Corporate Risk Register. Strategies approved in April 24 Page 32
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 82% Schedule Complete GREEN 55% Project Titles: Lead Schedule Start Date End Date % Complete i. Stage 1: Refresh and refocus - new developing transformation strategy agreed, financial projects, new areas and acceleration / expansion (May 24). DW Complete 28/03/24 30/04/24 100% ii. Stage 2: Further develop and define strategy, specifying projects and savings (Aug 24). DW Complete 28/03/24 30/08/24 100% Council report 13/8/2024 Transformation Strategy (item 6a) iii. Stage 3: Future council programme (normal business). DW GREEN 01/08/24 28/08/26 20% Smarter working phase 2 update report to council 4/12/2024 (item 19) Libraries report council 22/10/2024 (item 10 - confidential) Review of OOH report 22/10/2024 council (Item 12 - confidential) Corp cttee update on 5/11/2024 (item 16) Accts comm overview report iv. Establish corporate oversight to ensure pace, prioritisation, new opportunities, ongoing development and delivery of benefits. DW GREEN 01/08/24 30/01/26 25% v. Build in engagement with communities and staff about the need for change and impact any mitigation of proposed changes. DW GREEN 01/08/24 30/01/26 30% Schedule Complete Complete 100% Project Titles: Lead Schedule Start Date End Date % Complete Workforce Working Group established DW Complete 28/03/24 27/09/24 100% I. Improve use of workforce data in ensuring effective workforce planning. FG Complete 28/03/24 27/09/24 100% Transformation Strategy Appendix 1 – Strategy and Projects Appendix 2 – Design Principles 3. Effective Use of Resources DELIVERY DATE: Aug 26 DELIVERY DATE: Sept 24 05-11-24: Report to council in August noted progress and new projects for progress. Member workshop on 21- 08 used to inform next iteration of programme of work, including direction for leisure, libraries and learning estate. Work continues to develop areas identified and out of hours, learning estate acceleration and workforce terms and conditions projects are all advancing to be reported to the council by January 2025 Projects mandates have been developed for new projects to assess merits and progress continues on active projects. Workshop on 3/7 to explore potential of digital and outcomes being considered for future. Report to Council 13/8 on progress Dec 2024: Further work has been completed to confirm projects for inclusion in programme and continue the development of existing projects with update for Smarter Working Phase 2 reported to council on 4/12 and the Out of Hours project approved at Corporate Committee on 22/10 and the r Libraries, Learning Centres and Heritage service redesign approved for consultation on 22/10 05-11-24 - work is continuing to develop and define projects and to ensure projects ae specified to clarify the savings that can be expected. A number of projects are nearing reporting stage and will be included in the update scheduled for January 2025. Review of aim, vision and design principles Confirm projects for inclusion in programme: reporting on Leisure, Workforce, Learning Estate, Customer Contact service and Pool cars as part of next iteration of transformation strategy Identify future developments and direction The new Transformation Strategy and programme of projects was agreed by the Council on 24 April 2024. This included a refresh of the strategy and refocus on projects to ensure that they were aligned. New projects and opportunities were also identified for development. Workforce Working Group 23/04/2024 (item 12) Dec 2024: Power BI expanded further and circulated to all 3rd tier managers. Planned work is completed although further improvements will continue to be worked on. 05-11-24 Work progressing to ensure full suite of data available for annual WFP discussions which are due Nov 24/Jan 25. Power BI developed and circulated to managers. Dec 2024: Plan with actions, milestones, timescales to be finalised. Data Protection issues to be resolved. 05-11-24 Refreshed approach to discussions with HoS and DMTs to ensure full engagement and participation in identifying issues and actions required to increase effectiveness. Further elements of data to be included, schedule of HR metrics refresh to be reviewed per 2024 Workforce Audit actions. 05-11-24: WFWG reviewed and supported the revise workforce strategy and plan which was approved by the Corporate Committee on 27-08-24 Agreed the draft terms of reference Workforce Working Group established and due to meet for 3rd time on 15/8. WFWG to be asked to consider Terms and Conditions proposals associated with financial planning as new area of work Dec 2024: Council approved library proposals for consultation on 22/10. Public and workforce communications were issued per stage 2 of the engagement strategy and a survey issued to facilitate responses. Over 200 responses were received to the Library survey and these have been analysed and will be reported to the council in the new year. The Council also approved savings on 4 December 2024, however, there are limited specific requirements for public consultation on these. 05-11-24 - implementation of agreed council financial engagement strategy underway to ensure awareness of the need for change and to ensure influence in proposed changes. Jan 2025 - report to council on feedback from library consultation Feb 2025 - Leisure engagement to follow on from council decision re the future service 3.2 Workforce Planning Lead: Cex PRIORITY 2 Summary: The refresh and refocus of the Transformation Strategy is complete and was approved by the Council in April 2024. Further updates were presented to the Council in August 2024, with further definition of the strategy and including development of new projects and in October and November with a new project agreed by Council on 22/10 and an update to corporate committee on 5/11. Work is also well progressed on developing planned projects which following a member workshop are nearing readiness for reporting and progress continues on active projects. On workforce, the workforce working group has completed its planned work to update workforce strategy and this was reported in August. The 10 year capital plan has been reviewed by officers under the Financial Management project with the cap mechanism agreed in October 2024 and the review having progressed in November/December for reporting in January 2025. The Revised Short to Medium Term Financial Strategy is complete and was reported to Council on 26 June 2024. The medium to long term financial plan was reported to Council on 4 December. Revenue estimated actuals reported in December and corrective action planned. Significant strategic service reviews completed. Further work is underway for the remaining actions and to continue to develop the short to medium term financial position taking account of the budget settlement. Corporate Workforce Strategy and Plan agreed at Corporate Committee on 27 August and is now being implemented as part of normal HR-OD work. 3.1 Transformation and Sustainable Services Lead: CEx / DCE (ECOD) PRIORITY 1 Progress Update Next Steps Issues, Risks, Changes (I/R/C) Hyperlink to document Dec 2024: ECMT have reviewed and supported new mandates for projects on the replacement of Care First and the use of Pool Cars. Further work is being completed to enable these to move to the next stage and be reported to committee/MIJB as appropriate. Review of the operation of the Transform programme boards has been identified for action early in 2025. 05-11-24 - quarterly reporting to CMT and Corporate committee established to ensure oversight, prioritisation and pace Feb 2025 Review of Transform Boards Issues, Risks, Changes (I/R/C) Hyperlink to document Resources will require to be considered to ensure and enable progress. Transformation makes a medium to long term change, risk focus on short term places risk on longer term results Challenge that expectation of high financial return may not be achievable Governance becomes less effective because it is more onerous than can be supported by the current arrangements - review of Boards aims to mitigate this Low engagement, especially on general issues and financial planning. Public fatigue from volume and frequency. Mitigation of improved tools and wider approaches being considered Progress Update Next Steps Page 33
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ii. Update Workforce Plan to reflect new models of service delivery and ways of working, including how the Council is: • Identifying and addressing skills gaps, at operational and leadership levels. • Making best use of existing workforce by collaborating with partners to overcome recruitment challenges. FG Complete 28/03/24 27/09/24 100% iii. Develop actions to support workforce culture aligned to Transformation Strategy and to support the issues identified from employee survey results. FG Complete 28/03/24 27/09/24 100% Schedule Complete GREEN 91% Project Titles: Lead Schedule Start Date End Date % Complete i. The Council will keep the affordability of its capital plan and related revenue implications under review, LP Complete 01/07/24 Fri 27/09/24 100% Report to Council January 2025 Capital Strategy 04/12/2024 Corporate Asset Mgmt Plan 04/12/2024 including review of the Capital Strategy and Corporate Asset Management Plan. LP Complete 01/07/24 Fri 27/09/24 100% ii. The Council will strengthen monitoring of the delivery of the Capital Plan and take action to address any slippage. Ongoing quarterly LP GREEN 01/07/24 30/06/25 30% Officers use only: Guidance for Budget Monitoring to Committee Capital Plan 2024/2025 04/12/2024 iii. The Council will review its Asset Management Strategy to ensure optimum arrangements are in place and the property portfolio is reduced wherever possible. Phase 1 01/09/2024 DW Complete 01/08/24 Fri 27/09/24 100% iv. The Council will review its forecasting process to ensure the most accurate projections. Dec 24 LP GREEN 01/08/24 31/12/24 90% v. The Council will review its Reserves Policy to ensure alignment with financial planning including investment in Transformation. Sept 24 LP Complete 01/07/24 Fri 27/09/24 100% Financial Reserves Policy 25/09/2024 (item 8) vi. The Council will review its Short to Medium Term Financial Strategy. Jun 24 LP Complete 28/03/24 Fri 28/06/24 100% vii. The Council will review its Medium to Long Term Financial Strategy. Oct 24 LP Complete 01/08/24 31/10/24 100% DELIVERY DATE: Dec 24 Need for further ear-marked reserves identified and implemented for 2023/24. Metrics for assessing risk for free general reserve updated and reported to Council September 2024.Level of free general reserves approved. Revised Short to Medium Term Financial Strategy reported to Council on 26 June 2024 Dec 2024: Reported to Council 4 December 2024 Review almost complete, bar update on capital Dec 2024: Complete - no further action planned unless significant change in circumstances Update to reflect position re capital plan and finalise covering report. Dec 2024: Prior to entering new structure to fms, discussed at Finance Development Group to scope ICT support needed. Significant slippage reported at project level, moderated at programme level for report to Council. Monitoring report guidance issues to budget managers Outline project plan for improved capital monitoring to budget managers developed. No further development as resource directed towards annual audit Dec 2024: Pilot budget profile for major projects in a project management style analysis of project phases Restructure capital on fms. Trial revised budget monitoring statements with budget managers - awaiting structure input following discussion with ICT and this will be a lengthy task, prep work done Dec 2024: Detailed forecast of centrally held provisions. Corrective action identified by services re projected overspend. Capital plan spend forecast used programme level risk based modification of individual budget managers line by line forecast Reviewed last year's actual to estimated actuals to identify if there are any clear problem areas. Main issue is around accurate forecasting of central contingency Dec 2024: Complete review of loans pool spreadsheet, Set up template for capturing use of ear-marked reserves Calculate estimated actuals and incorporate risk factor Progress Update Next Steps Review commenced May 2024, looking at approach to applying cap on capital expenditure. Recommended approach developed during September and reported to Council on 22 October 2024. Following Council decision the Capital Strategy and CAMP has been updated to incorporate the agreed approach and approved by Council. N/A - complete 05-11-24 Sept date was noted as first stage of review. Phase 1 complete Beyond that, further work has progressed to develop a longer term sustainable asset base. Project on rationalisation of learning estate considered at members workshop in Aug 24. ECLS committee on 17/9 agreed to establishes a working group to consider further and first meeting has been scheduled for 24/10. Learning estate is a significant council asset and will have a considerable impact on the capital plan and has been prioritised for that reason, however, the challenges will be significant. Work is also under development in relation to the Leisure Estate, including MLC where buildings are also at risk of failure and not being fit for the future. An update report was provided to the council in October re MLC and the work commissioned on the future of leisure services is due to report in October following which a holistic report will come forward to the council, likely early 2025 due to complexities Review planned to commence after the Council recess (overarching status of LES, Leisure, smarter working etc reviews) Report on learning estate targeted for early 2025 Report on leisure estate targeted for early 2025 Capping mechanism for capital plan approved October 2024. 10 year plan updated during November and officer review in December. Cap applied. Loans pool estimates updated for current rate of interest for affordability PI 05-11-24 Revised Workforce Strategy and Plan agreed at Corporate Committee on 28-08-24. Workforce Strategy and Plan updated with revised draft incorporating feedback and actions from the Workforce Working Group. 05-11-24 Planned work now business as usual across HR and OD teams and monitored through normal performance management framework. Workforce Strategy and Plan scheduled for Corporate Committee on 27/8/2024. 05-11-24 Planned work now business as usual across HR and OD teams and monitored through normal performance management framework. Workforce Strategy and Plan scheduled for Corporate Committee on 27/8/2024. 3.3 Financial Management Lead: Cex / DCE (EEF) / CFO PRIORITY 1 05-11-24 Revised Workforce Strategy and Plan agreed at Corporate Committee on 28-08-24. Actions to support issues identified from employee survey results are included in the workforce strategy and plan, specifically developing the workforce to be prepared for change as well as actions for broad cross cutting themes e.g. Communication. Issues, Risks, Changes (I/R/C) Hyperlink to document Learning estate - high risk. Risks of acceptability of approach, national policy and community reaction Affordability major risk and condition of buildings and ongoing viability Page 34
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viii. The Council will develop a Savings Plan for the short to medium term. Aug 24 LP Complete 28/03/24 Fri 30/08/24 100% High level savings options identified at budget workshop on 19 June 2024. Updated Savings Plan developed in August and approved by Council Sept 2024 Page 35
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 26% Lead: DCE (EEF / ECOD) Schedule Complete AMBER 26% Project Titles: Lead Schedule Start Date End Date % Complete i. Work with Community Planning Partners (CPP) to develop shared priorities for incorporation into Local Outcome Improvement Plan (LOIP). DW GREEN 28/03/24 30/10/25 30% ii. Investigate and develop potential single Moray Plan. DW AMBER 28/03/24 30/10/25 12% iii. Identify opportunities to maximise the impact of resources and budgets through alignment of activity. 2 Oct 25 CEx / DCE (ECOD) BV CRITERIA Ref Best Value Improvement Outcome Proposed Action E= existing 1 = High Priority Date Delivery Lead CMT/SMT DW AMBER 28/03/24 30/10/25 10% iv. Continue development and delivery of Locality Plans, involving service users and local communities in the design of services. DW GREEN 28/03/24 30/10/25 50% 4. Partnerships and Collaborative Working 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. There has been limited progress for Nov/Dec due to other priorities, however, work continues on building on the positive work within the partnership in the approach to locality working. Discussions are also taking place between partners on options to dedicate resources to partnership work to enable more focussed action on Partnership Working for Moray in 2025 and it is hoped this will assist in taking forward planned developments. 4.1 Partnership Working for Moray PRIORITY 2 DELIVERY DATE: Oct 25 Issues, Risks, Changes (I/R/C) Hyperlink to document Progress Update Next Steps Dec 2024: The most recent development session on 24/10 considered opportunities to further develop community engagement in the delivery of priorities. Development sessions been held with community planning partners to consider priorities and how can take forward collectively. Agreement reached on focus and main priorities for LOIP. This will inform the updating of the LOIP and development of approach to delivery Summary of what other councils do to be written up. Pace and consistency of progress are at risk as no specific resource to develop this work. CP partners to consider how to address this, however, to date it has not been possible to identify budget due to financial pressures Dec 2024: It has not been possible to make progress in the weeks since the last update due to focus on preparing council budget. However, there has been work to identify partner resources to support this action and it is hoped this can be advanced in the first quarter of 2025. 05-11-24: Research completed of other councils established that 2 have single plans (noted below). Discussion taken place with Improvement Service for support on this area. Potential for IS to undertake element of work if funded. This has been raised at the development sessions with the CP Board and there has been general support for the approach. To be considered further as the LOIP is re-developed. Currently 2 of 13 family group authorities have a single plan, Midlothian and Fife. Clackmannanshire also have a variation which is being looked at. Summary of what other councils do to be written up. There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks Dec 2024: It has not been possible to make progress in the weeks since the last update due to focus on preparing council budget. However, there has been work to identify partner resources to support this action and it is hoped this can be advanced in the first quarter of 2025 05-11-24: meeting taken place with partners re locality work. Identified scope for development and this will be taken forward Small development group has discussed approach based on output from development sessions. Work to take place with partner reps involved in locality work to identify opportunities There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks Dec 2024: Work continues with the working group to consider the CPP approach to locality work and it is planned to report progress to the CPB in the first half of 2025. 05-11-24 - the CPP development session on 24/10 will include consideration of the findings from the SCDC work below relating to localities work and the outcome of this will be used to contribute to the self-evaluation that the CPP will be carrying out as part of the national programme being led by the Improvement Services. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Practice in this area is well developed and ongoing. Consideration is now planned of learning across partners and service areas to identify opportunities for learning and greater impact from partners working more closely June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities There is no resource against this work and so pace is likely to vary based on when capacity can be released from other tasks Page 36
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 48% Lead: Schedule Complete DCE (EEF / ECOD) GREEN 48% Project Titles: Lead Schedule Start Date End Date % Complete i. Progress arrangements to mainstream Participatory Budgeting (PB)– develop guidance for services and establish skills development approach. RG LP GREEN 28/03/24 30/06/25 75% ii. Continue to build on approach to date of involving communities across its financial planning and service/policy change processes and undertake reviews as applicable. DW GREEN 28/03/24 30/06/25 50% iii. Engage key stakeholders (e.g. Community Engagement Group, Community Councils) on progress and feedback for PB approaches and local priorities. DW GREEN 28/03/24 30/06/25 35% iv. Deliver specific traditional PB exercises for appropriate funding. RG LP GREEN 28/03/24 30/06/25 75% v. Develop approaches to wider PB i.e. participatory democracy. DW GREEN 01/08/24 30/06/25 5% Progress Update Next Steps Dec 2024: capturing current activity to establish areas to build on 05-11-24: public engagement planned under the engagement strategy approved by the council on 17-09 is using PB principles in the design of the engagement work to enable community influence on council budget. Event planned for November 2024 will incorporate as well as opinion survey Dec 2024: agree areas to build on Public event in November to enable community influence in council financial planning decisions Dec 2024: Drafted list of current activity and identified further areas to progress, circulated to Heads of Service Guide to mainstream PB developed by CSU and circulated to all services. Commenced discussions with Heads of Service about capturing current activity Dec 2024: arrange meeting to discuss with budget managers following feedback from Heads of Service Dec 2024: Engagement to take place with public and workforce over October (information) and November (engagement) to enable influence on council financial planning linked to priorities: > Teamtalk dialogue to be cascaded (Oct - Nov) > Public information issued (Nov) > Public/staff survey open on general financial planning (Nov/Dec) > Public engagement session planned for Nov was postponed due to low take up and feedback that more specific topics would be of more interest. Plan to re-organise when specific topics are agreed by the council for discussion. > Specific consultation and engagement on libraries proposal took place (Nov) 05-11-24: Council engagement strategy agreed at Council on 25-09-24 to take forward engagement on priorities and financial planning. Delivery plan for strategy also approved and planning in place to begin delivery in October. Workforce engagement plans discussed with trade unions at TU/Officer meeting and JCC (18/09/24) to build on previous experience and develop next engagement in light of that. Teamtalk dialogue approach to be used across workforce with parallel engagement to community work on council priorities and financial planning run in October. Bid submitted for engagement tool to enhance options and capacity for engagement. Report back to council on public engagement (Jan) Continue development of sourcing online tool (once budget secured) Dec 2024: CPP considered feedback from report outcomes of engagement review work at October development session (24/10) and identified opportunities to develop Further work on locality partnership working to inform future Loip (Mar 2025). It is planned to advance this in the new year. Work has also begun in September with CP partner Locality specialists to identify way forward and further work will be progressed for inclusion in the future approach to the LOIP and potential One Moray plan Work has been completed to review the operation of the Community Engagement Group (CEG) and reported back at the CEG meeting on the 16th July. This work was carried out to engage CEG members about the purpose/format of the proposed event and also to get feedback on the role of the CEG itself. Further work on locality partnership working to inform future Loip (Mar 2025) June 25 - report to CPB on proposal for the development of locality working aligned to CPB priorities 5. Working With Communities Issues, Risks, Changes (I/R/C) Hyperlink to document 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 was considered at the CPB development session in October 2024 where future approaches were identified. These are being taken into account in the proposals being developed for the CPB for the development of locality working. £109,000 via UK shared prosperity fund was allocated via PB to eligible arts, culture and heritage groups (July 24). Progress is being made in mainstreaming PB principles into the council's approach to financial planning. Event scheduled for November 2024 as part of engagement work to encourage community influence was cancelled due to low sign up. Consideration is being given to how best to address this for future. Draft list of current PB type activity circulated to Heads of Service and will be used to guide future activity. Dec 2024: One further appropriate funding identified to date and Head of Service asked to consider PB approach £109K via UK shared prosperity fund allocated via PB to eligible arts, culture and heritage groups (July 24) Dec 2024: discuss if funding can be used for PB within SG time constraints 5.1 Community Budget Engagement ensuring local communities are more in Participatory Budgeting DELIVERY DATE: Jun 25PRIORITY 2 Page 37
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 55% Schedule Complete GREEN 55% Project Titles: Lead Schedule Start Date End Date % Complete Develop a Sustainability Statement that draws together the range of work the Council has in place to deliver sustainability. RG Complete 28/03/24 27/09/24 100% Identify any gaps that require consideration and action. RG GREEN 28/03/24 31.12.25 10% Climate Change Overview - CPB 03/12/2024 (item 2) Climate Change Strategy / updated Routemap to Net Zero - FC 4/12/2024 (item 15) Hyperlink to document Summary: Progress has been made in mapping the Council Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. It is planned to bring this forward for wider consultation and involvement on the sustainability statement. Dec 2024: The Statement was agreed at committee on 4.11.24. This included a small number of actions for completion by the end of 2025. As the action plan is now agreed, the end date for actions has been adjusted to December 2025 with progress on these ongoing including a report to council on 4.12 and a paper to the next meeting of the Community Planning Board on 3.12.24 on collective action on sustainable development and climate change. Sustainable Development Framework 05/11/2024 (item 15) 6. Sustainable Development DELIVERY DATE: Sep 246.1 Sustainable Development PRIORITY 3Lead: DCE (EEF) Progress Update Next Steps Dec 2024: Statement approved at committee on 4.11.24. 05-11-24: Draft Statement framed, reviewed via SLF and a group of interested members with final review at SLF 30.9.24; next step is reporting to Corporate Committee on 4.11.24 Dec 2024: Statement complete, close action. Map TMC Corporate strategies relevant to sustainable development against National Performance Indicators and corporate priorities; identify areas of focus 2024-2029, SD changes expected and PIs to monitor progress; finalise draft principles. Dec 2024: Work has begun on the actions set out in the Statement with the end date for this action adjusted to reflect the agreed action plan timings. 05-11-24: Action Plan created and part of Statement; will address current gaps pending wider review as part of Climate Strategy review. Dec 2024: Work has begun on the review of the Summary of Implications in reports in light of the Statement and actions linked to the Climate Change Strategy review have begun with a paper to council on 4.12 and a report to the Community Planning Board on 3.12.24. Socialise Statement and proposed actions with officers and members for review; programme future action on Climate Strategy and any resultant changes. Issues, Risks, Changes (I/R/C) Page 38
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Report Date December 2024 (Corporate Committee 28/01/2025) BRAGG Status - KEY BLACK - Complete RED - Concern AMBER - Caution GREEN On Target GREY - Not Started Overall Schedule % Complete GREEN 97% Schedule Complete GREEN 97% Project Titles: Lead Schedule Start Date End Date % Complete i. Equality and socio-economic duty addressed in our Corporate Plan and Local Outcome Improvement Plan (LOIP). AMcE Complete 28/03/24 19/07/24 100% ii. Integrated Impact Assessments (IIAs) carried out for strategic decisions and budget decisions. AMcE Complete 28/03/24 19/07/24 100% iii. Equality and socio-economic impact considered in every committee decision. AMcE Complete 28/03/24 19/07/24 100% iv. Equality outcomes are set and reviewed. AMcE Complete 28/03/24 19/07/24 100% v. Views of equality groups sought during consultation. AMcE Complete 28/03/24 19/07/24 100% vi. Staff are trained in equalities and the Council equalities as an employer. FG GREEN 28/03/24 ? 80% Now to include children's rights under UNCRC Continue current practice Dec 2024: Sponsored eLearning proposal sets out planned approach to mandatory e-Learning including equalities. 05-11-24 Further work undertaken responding to feedback. Equalities training is in place through a section on the Moray Management Methods training and there is an Equalities and Diversity eLearning module. Dec 2024: CMT sign off In summary section of reports Continue current practice Monitored and reported to committee. Need reviewed in 2025 Continue current practice Continue current practice DELIVERY DATE: Normal business 7. Fairness & Equality Issues, Risks, Changes (I/R/C) Hyperlink to document Summary: This workstream is well advanced and the planned actions are complete for: equality and socio-economic duty actions and consideration of these within committee reports; Integrated Impact Assessments were carried out on budget proposals and the views of equality groups were sought where appropriate. The remaining action is for staff training on equalities and the council equalities as an employer and this is underway and on target. Dec 2024: Further refinement of the paper on sponsored eLearning has been carried out and is with DCE prior to going to CMT for final sign off. 7.1 Equalities Action PRIORITY 2Lead: HoGSP Progress Update Next Steps Page 39
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REPORT TO: CORPORATE COMMITTEE ON 28 JANUARY 2025 SUBJECT: ICT STRATEGY AND PLAN 2025-2028 AND DIGITAL UPDATE BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform Committee of the progress made against the current ICT and Digital Strategy and Plan and seek agreement of the updated ICT Strategy and Plan for 2025-28; 1.2 To ask Committee to approve the development the Digital Strategy as a separate distinct area to be removed from the ICT Strategy at present and to note that future budget may be required to enable progress on the definition of opportunities for digital transformation. 1.3 This report is submitted to Committee in terms of Section III (B) (34) of the Council's Scheme of Administration relating to the development and implementation of information technology policies. 2. RECOMMENDATION 2.1 It is recommended that Committee: (i) considers and notes the progress made against the 2023-24 ICT Plan; (ii) agrees that in order to enable the development of future opportunities for digital transformation, the ICT Strategy is set out separately from the future focused Digital elements, which will come forward to committee as part of planned Transformation work; and (iii) approve the ICT Strategy 2025-2028 and 2025/6 Plan (APPENDIX 1) 3. BACKGROUND 3.1 The purpose of this report is twofold: firstly, to provide an update on planned work within the current ICT and Digital Strategy and Plan and secondly, recognising that the Council needs to accelerate the pace of its Digital Transformation, the report also addresses how the Council can progress in Item 8. Page 41
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establishing its digital vision and ambition which to date has been constrained by a lack of resource. This report therefore will cover a progress update on planned work during 2024/25, a proposed change to separate the ICT and Digital elements of the strategy and sets out the steps required to enable the Council to progress in establishing its digital vision and ambition including identifying two or three key projects. Progress on 2023-2026 ICT & Digital Strategy and Plan 3.2 While work has progressed across most areas of planned work during 2024/25 (see APPENDIX 2), there are some main points to note. The most significant is the challenges that have been experienced in trying to ensure that the ICT infrastructure provided in schools is fit for purpose. Progress has been made very recently and in addition to immediate remedial actions, longer term improvement will be addressed through the roll out of the second Scottish Wide Area Network programme (SWAN 2) which will provide greater capacity in terms of bandwidth and upgraded infrastructure. Securing a sound and effective education ICT service is an essential service improvement going forward to enable digital learning and teaching to support opportunities for all pupils. 3.3 The Council also aims to have an ICT infrastructure that supports and enables improved collaborative working and appropriate information sharing including expansion of opportunities available through the digital ‘front door’ to council services that improve outcomes for the community. 3.4 Cyber security and resilience continue to be key features. Notifications of potential threats all require investigation and potentially mitigatory and remedial work. 3.5 With the extraction of the Council’s Digital Transformation approach the ICT Strategy priorities have been refined accordingly to cover: Supporting ICT Development – ensuring the ICT infrastructure supports the expansion and enhancement of the use of digital technologies, identifying inefficiencies, bottlenecks and areas for improvement, extending the availability of online services to users. Business Intelligence and Insight – corporate data management strategy, data quality, integration and sharing, analytics and monitoring of online systems performance. Assurance – cyber security and resilience, information security, device management and business continuity Forward Planning – identifying and planning the replacement of large corporate business systems, the use of cloud computing, network and device infrastructure management (e.g. Corporate and Education infrastructure, telephony, server and application management) Progress on Digital Transformation 3.6 The Council’s previous ICT and Digital Strategy and Plan set the direction and work required to respond to, support and achieve the priorities of the Council Page 42
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for both ICT and digital requirements. Since then, focus has increased on the opportunities for digital development across the Council to enable and progress transformation to different ways of working to support a more sustainable future council. Initial scope for Digital advancement has been identified through the Council’s first Digital Maturity Assessment report from the Digital Office (Scotland) and an externally facilitated workshop of service managers. As noted in the Transformation Strategy agreed by the Council on 24 April 2024 (paragraph 9 of the minute refers) there is significant opportunity to influence service design, delivery and ways of working through digital approaches. This will extend beyond the role of the ICT service and technical solutions and will require council wide ambition, leadership and drive. 3.7 The Council is engaged with national digital work in areas including Digital Health Care and Innovation Centre for the Care in Place Project, Microsoft technology forums specifically aimed at Local Government currently looking at Copilot, Power Data Platform and two new sub-groups on Data and Dynamics 365. The Council participate in the work led by the national Digital Office to participate in and monitor the direction of national development work to ensure that the Council capitalises on areas that would be of relevance, benefit and are achievable with regard to future innovation. 3.8 The output from the digital workshop referred to earlier in the report identified areas to improve efficiency and expand lean processes. However this is largely expansion of work that is already within the planned transformation projects and that is happening in services. To achieve a step change in business, greater vision, ambition and direction and provide the catalyst for innovation and digital transformation, more is needed. 3.9 However, despite best efforts, digital discovery work to date has been constrained as it has been undertaken within existing resources. It is clear that to identify and explore new, challenging and aspirational transformational digital opportunities specific expertise and resources are required. Building on the learning from other project work such as smarter working and learning estate, it is evident that where dedicated resources have been secured, this has enabled projects to progress. The challenge for digital innovation is specifying what we don’t yet know and so demonstrating a business case for investment. Therefore, the steps below suggest identifying where the council can benefit from learning elsewhere and an investment in facilitated discovery work in the expectation that there will be opportunities that can bring benefit if resources are applied to early research and development, although the benefits can’t be specified in detail at this point, because the research is required. 3.10 The proposed plan for taking the next stage of discovery forward is as follows: o Learning from others - to adopt best practice at pace and secure impact for the Council. This includes linking with national work and using that as a springboard with external support to help define the long-term vision and ambition. o Innovation and thought leadership - to open up and elevate thinking to the art of the possible and act as a fire starter. It is proposed funding is Page 43
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approved that can be applied flexibly to identify opportunities for digital transformation and help define the Council’s digital ambition and vision. It will be necessary to allocate budget for this and it is proposed that proposals will be developed for an allocation from the transformation to identify opportunities to advance digital work and reported to a future meeting of this committee. This would enable, for example, elements of consultancy and project resource for any areas identified for specific work. o Outcome – the planned outcome will be 2-fold: ▪ identification of 2-3 key projects based on experience elsewhere that could be translated at pace into Moray over a 9-12 month period ▪ specification of the Council’s Digital Transformation ambition with an accompanying statement of high-level outcomes and new ways of working that can be expected to contribute to a sustainable future council. 3.13 In conclusion, this report has provided an update on planned work under the current ICT and Digital Strategy and plan, provided a revised ICT Strategy (2025-2028) and 2025/26 Plan, proposed an approach to allow the Digital development work to progress through use of external expertise, experience and insight, allowing the Digital Transformation work as contained within the Best Value Action Plan to progress. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The contents of this report are in accordance with the priorities set out in the Corporate Plan and set out how to make best use of technological resources to support the Council to meet current and future objectives and challenges. (b) Policy and Legal None. (c) Financial implications There will be financial implications from the proposed development of digital service opportunities. These are not quantified at this time and will be reported to a future meeting of this committee for consideration. There are no financial implications from the proposed ICT strategy and plan. However, the pace of technological development is rapid and trends within the technological environment will be monitored for emerging potential risk and impact e.g. the push from providers to move to Cloud based services and reported to committee as necessary. The routine replacement of ICT devices and infrastructure is accommodated within the council capital budget. As a result of increased flexible working the requirements for routine device and infrastructure Page 44
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maintenance may change and require to be maintained and replaced at a faster rate than the previous desktop personal computer estate. Therefore, in the medium term consideration of a revised rolling programme of maintenance will be required, which when developed could create a budget pressure and require consideration as part of the council’s financial planning. (d) Risk Implications The ICT Strategy and Plan are based on assessment of the issues and risks anticipated in relation to the council’s technological requirements and identify actions to address these. The actions in the ICT plan have been prioritised and if necessary, activity will be reduced or ceased on those actions ranked lowest. Given the focus on transformation through responding to the Best Value Audit Report, budget related changes, cyber resilience, modernisation and improvement it will be challenging for the ICT service to deliver on all of the work identified and so there is a risk of slippage that could have an impact on services. Any issues and proposed remediation will be identified for consideration. The requirement for additional ICT support on an ongoing basis to support the number of mobile devices in use across the council (140% increase over the course of the pandemic) also remains a demand which continues to be monitored. Cyber security also continues to be a significant risk to the Council’s operations. While it is not possible to predict exactly, time is allocated to enable this and other unplanned demands to be addressed without long term impact on the progress of other planned work which has been estimated at a lower percentage capacity as a mitigation to enable this. With reference to ICT and digital developments within Education, the main objective is to ensure the ICT infrastructure is fit for purpose for the current delivery of education and in a state of readiness to support further digital developments such as equitable access and digital learning environments to minimise the risks of further digital inequity and the consequent impact on learning and teaching, attainment and achievement. The risk of the impact of poor connectivity and digital provision on learning and teaching opportunities and overall attainment is significant and remains likely. The work to secure improvement has been escalated both internally, with third party providers and to the Scottish Government. (e) Staffing Implications As noted above, the ICT technology and devices in use in the council has expanded over recent years and as the permanent ICT resource has been static, there is pressure and risk associated with operating at fully stretched capacity. However, the work set out will be accommodated within existing resources and re-prioritised as necessary to ensure that this remains possible. The nature of the ICT operating environment is that there can be unplanned demands made on the ICT Service, which require immediate diversion of attention and resources. Therefore, the resources required Page 45
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to deliver the actions and the progress of the ICT Strategy require to be monitored carefully. As the Council seeks to transform and modernise and prepares its digital strategy and plans, it is likely that specific technological issues will emerge. As these emerge, the ICT team will be involved in the planning of the required changes. (f) Property None. (g) Equalities/Socio Economic Impact ICT is an enabler that addresses equalities issues through improved accessibility through monitoring accessibility standards ensuring the internal and external websites are compliant. The increased flexibility from remote working supports employees with caring responsibilities as well as enabling people with disabilities to sustain employment. (h) Climate Change and Biodiversity Impacts The ICT service is represented on the Council’s Climate Change Board and works closely with the Climate Change Team to achieve actions in the Climate Change Action Plan. Supporting the move to increased remote working contributes towards the reduction of carbon emissions from commuter travel. (i) Consultations ECMT have been consulted on the draft documents and their views incorporated into the proposals. The report has also been circulated to the Democratic Services Manager and comments incorporated. 5. CONCLUSION 5.1 This report provides an update on progress of current planned ICT and digital work during 2024/25. 5.2 It proposes a change of approach to enable the Council to focus on establishing its digital transformation ambition and vision including identification of 2 or 3 key projects increasing the pace of Digital Transformation as per the Best Value Action Plan. 5.3 The ICT Strategy (2025-2028) and Plan for 2025-26 sets out how the service will ensure continued maintenance and development of business systems, infrastructure and security. Author of Report: Frances Garrow, Head of HR, ICT & OD Background Papers: Appendix 1 – ICT Strategy 2025-2028 – SPMAN- 1656699058-266 Page 46
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Appendix 2 – Progress on planned work (SPMAN- 1656699058-274) Ref: SPMAN-1656699058-265 Page 47
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APPENDIX 1 MORAY COUNCIL ICT STRATEGY (2025-28) Item 8. Page 49
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1 1. Introduction 1.1 As an enabling service, ICT recognises the need to support the ambitions of the council and ensure the core ICT infrastructure supports both the use of ICT and digital transformation to deliver against the corporate priorities. This involves continuing to provide infrastructure, device and system support, maintenance, development of current platforms and security to allow for business as usual within the context of a rapidly evolving technical environment. 1.2 Digital development is closely linked with ICT however the scale and extent of digital development that is required to support transformation as well as digital maturity is extensive and the Council’s aspirations in this regard will be set out within a separate Digital Strategy and Plan. 2. Drivers 2.1 This revision of the Moray Council ICT Strategy has been developed within the context of the following drivers: Corporate Objectives, Best Value and Transformation - The ICT Strategy is aligned to the council’s vision and strategic priorities contained within the corporate plan as per section 1.1 and 1.2 and the Local Outcome Improvement Plan including enabling and supporting transformational change. Additionally, the Council has a Best Value Action Plan and a Transformation Strategy and action plan that will require ICT input to put into effect. Services and staff expectations - Council services require access to reliable and forward-looking technology which helps them do their job rather than constrains them. They require greater flexibility in the way they work and use technology to be more productive whether at their desk, in the field or from home. Services expect: • Reliable and strong connectivity to enable access to devices, systems and platforms e.g. within schools. • Access to accurate, trusted and timely information and data to perform in their role and to assist decision making. • Development of their services using technology to improve service delivery and achieve efficiency savings. • To develop their knowledge and skills to deliver change. Customer expectations - Customers increasingly expect “on demand” access to commercially available day to day services. This is driving a change in the Page 50
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2 way they expect council services to be delivered to them and the council must change to meet their expectations. This includes: • Placing the citizen at the core of responsive services, accessing services at a time and place that is convenient to them and on their chosen device. • While acknowledging potential compliance issues most of our customers expect public services to be “joined up” and at the very least with all Departments within the council. Sharing of data within the council and across partner organisations to deliver improvements to service delivery is imperative to the customer experience. • Consistency and openness in all their dealings with the Council. • Choice in how they access services. Although there is an expectation that we will provide online services there is a need to balance this with choice. While we aim to deliver online services in an easy-to-use manner and encourage the uptake of these online services there remains a need to cater for those that prefer, or otherwise do not have access to, online solutions. The increased volume of cyber crime impacts on the day-to-day operations through the volume of threat notifications, investigation and remedial work required as well as ensuring progress with actions arising from planned cyber resilience work. Alongside the above drivers are organisational culture and behaviour changes that are required to support successful implementation of new technology. Specific developments that will impact on the delivery of this strategy include: • Corporate and Strategic – alignment with corporate priorities, supporting and enabling achievement of Best Value actions including transformation. • Ensuring the infrastructure in schools supports future curriculum delivery and increasing numbers of technologies and user bases. • Cyber resilience - significant increase cyber related activity as well as ensuring compliance with the standards arising from the UK and Scottish Government responses to the external environment. • Market developments e.g. growth in Cloud computing, use of social media as a service delivery vehicle, artificial intelligence, etc. 3 Principles All developments within the strategy will be guided by the following principles to provide consistency and clarity around the work undertaken. 3.1 Information Assurance Page 51
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3 ICT solutions will be developed to ensure they maintain the security, confidentiality and integrity of all personal data in line with the requirements of the General Data Protection Regulations (GDPR), other security standards such as the Payment Card Industry Data Security Standards (PCI/DSS) and the Scottish Governments Cyber Resilience Programme. We will • Protect the data held through the implementation of best practice security standards. • Engage with the Scottish Governments cyber resilience programme. • Encourage the adoption of open data where possible. • Improve data available for decision making. 3.2 Digital first To continuously improve services with the focus on the customer we aim to adhere to the Digital First Service Standard and the 3 themes of user needs, technology and business capability / capacity for all digital services, processes and supporting ICT. We will • Develop systems and processes with the customer at the centre • Encourage adoption of online, no contact services • Communicate with our customers electronically where possible. • Add efficiency to service delivery • Do it once – share information where possible • Prepare for the future by monitoring developments in technology 3.3 Reuse The council utilise a range of systems to deliver services to the public and the core applications will become increasingly important as we pursue a joined up council. Where we are looking for change we will seek to reuse or improve existing applications rather than developing from scratch. We will: • Reuse solutions and reduce the total number of solutions supported • Process redesign through the reuse of existing tried and tested solutions • Reduce the duplication of data collected and establish a single view of our customer 3.4 Managed risk There is a need to employ risk management to drive the service but a balanced approach will be required to avoid risks preventing or inhibiting progress to the detriment of our service users. Page 52
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4 We will: • Work with services to understand their requirements • Keep services aware of the art of the possible • Pro-actively look for solutions rather than inhibit development of council services • Remove barriers where possible, but where there is a valid reason why requirements cannot be met, we will provide a clear explanation 4. Priorities From the preceding drivers and principles of this ICT Strategy, 4 key priorities have been identified, 1. Supporting ICT Development 2. Business Intelligence and Insight 3. Assurance 4. Forward Planning 4.1 Supporting ICT Development The Council seeks to transform services and introduce change for our customers while driving service efficiencies. To support these ambitions the ICT Service will aim to: a) Improve the clarity and awareness of the organisation’s ICT Strategy and corporate agenda. b) Support transformation work to improve service delivery, enhance community engagement and drive organisational effectiveness. c) Use technology to help identify inefficiencies, bottlenecks and areas for improvement d) Extend the availability of online services available to the public by expanding the single view of their transactions with the council via the customer portal. e) Continue development of shared network protocols. f) Continue to improve the Education ICT infrastructure to meet the future needs of ongoing Curriculum Reform and key objectives for successful digital learning and teaching. 4.2 Business Intelligence and Insight Data is one of our most valuable assets and although Moray Council holds vast amounts of data it is primarily held in departmental silos. To unlock the value of this data an open and transparent approach will be developed. Providing open and transparent access to data will provide employees the information to perform their role, managers with the data to manage the service, Elected Members with the data to make decisions based on timely Page 53
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5 and relevant information and also importantly enable the public to understand the reasons for the decisions we make. To support this priority we aim to: a) Contribute towards a data management strategy – to share data safely and lawfully in line with data protection principles and general data protection regulations supported by robust data sharing agreements. b) Improve data quality and integration - continue with the development of a single trusted view of our customer to ensure consistency, accuracy and trust in the data held and to benefit the customer and provide further efficiency to council services. c) Improve data analytics capacity - co-design and enable with individual services data analytics capacity including digital dashboards for staff, elected members and the public to view data appropriate to need and better understand the underlying trends within their service and the actions required to address any issues and/or to improve services with automation built in where possible. d) Building the technical capabilities of staff in data management, analysis and technology utilisation. 4.3 Assurance The ICT service is subjected to an increasing number of compliance regimes including Public Service Network (PSN) accreditation, General Data Protection Regulations (GDPR), Payment Card Industry Data Security Standards (PCI DSS), Scottish Government Cyber Resilience programme and software licensing. There is a need to develop policies and procedures to ensure an ongoing approach to compliance within the council and this should be supported by a consistent and managed approach to staff awareness. To meet our obligations in relation to compliance and standards we aim to: a) Review the ICT Security Policy to ensure that security controls are adequate and up to date, building on identified good practice. b) Continue to maintain our device estate to ensure it is built around a recent operating system version of operating system and that the office productivity toolset is delivered to current Windows devices c) Review our business continuity arrangements to mitigate against potential risk and to put ICT in a position to assist services to deliver essential functions in the event of a disaster. d) Review government guidance, and implement any amendments, to ensure the secure exchange of email with other public sector organisation. e) Adopt industry standard methodology for the delivery of our support service to introduce robust best practice processes and improved reliability and quality of service f) Improve user awareness, knowledge and understanding of role and responsibility with regard to compliance Page 54
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6 4.4 Forward Planning The pace of technology change continues to increase and it is important that within the context of a 3-year strategy we continue to plan for opportunities that are presented from advancements in technology and ensure the Council is sighted on best practice and ICT and digital developments both across the local government environment and within technological disciplines. To plan for the future we aim to: (a) Investigate options to deliver efficiencies through cost effective solutions which do not introduce unnecessary risk to the operation of the council. (b) Review mobile application development tools and standards. (c) Identify the potential for and implement collaboration tools to deliver further efficiency savings. (d) Review the application portfolio with a view to rationalising the number of applications in use throughout the council, reduced the number of systems to be supported and consolidate the number of data sources. Page 55
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APPENDIX 1 Page 56
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APPENDIX 2 ICT and Digital Strategy 2024/25 – Update on Planned Work Transformation 1 There are now 105 services available online, ranging from school and nursery registrations, benefits applications and corporate complaints forms. The focus is now shifting to consider service improvements such as further integration with back office systems, inter-operability and enabling efficiencies 2 The move to M365 is predominantly complete with three quarters of all users and shared mailboxes migrated and 70% of all devices with access. Configuration for the final deployment is well underway being progressed as business-as-usual work by the team. This has enabled improved access to the usual Office applications with advanced features such as real-time collaboration and intelligent suggestions. Microsoft Teams provides a hub for teamwork that integrates chat, video meetings, file storage and application integration making it easier for teams to collaborate and communicate. OneDrive enables access to documents with strong security features to help protect user data. 3 Support for Phase 1 of the Smarter Working Project which was the most significant in ICT terms is complete with approximately 81% of staff that use ICT, now utilising mobile devices. Some connectivity is available for NHS staff within council offices and WiFi access in schools extended. Preparatory work for Phase 2 is now well underway. Business Intelligence 4 Following a successful pilot with third sector organisations, a Personal Data Store (PDS) that will enhance the value of council data is now live. Next stages of this project is being led by Health and Social Care Moray. Workshops are being held with ICT providing technical support as required. 5 To ensure access to clear and up to date workforce information, data dashboards were re-developed by HR and ICT. Following positive feedback, these are now available at Service level with further dashboards, featuring other key management related information, being piloted. Assurance 6 Cyber Resilience work is ongoing with summaries received on a daily basis from the Scottish Cyber Co-ordination Centre and discussions ongoing around incident response and planning. Communication and awareness raising has been supplemented with an online training module which was launched in February. Forward Planning 7 Throughout the reporting year, ICT have worked with services and external organisations to identify and plan the replacement of corporate systems. Work around Care First is ongoing while a pilot Sharepoint 365 site was successfully built and tested with recommendations this be adopted for the Common Data Environment. Replacement of a new Learning Management System is progressing with procurement. Item 8. Page 57
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REPORT TO: CORPORATE COMMITTEE 28 JANUARY 2025 SUBJECT: TRANSFORMATION STRATEGY DEVELOPMENT 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 10 of the minute refers). 3.3 The Transformation Strategy has developed to include the following projects which were agreed to commence as noted below: 13 August 2024: LED Lighting; Solar Panels 22 October 2024: Out of Hours Service Item 9. Page 59
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3.4 Appendix 1 gives an update of progress on specific project areas to show the development work that has taken place since the last update report in August. A summary of key points is given below. i) Leisure review – externally commissioned review on leisure services has progressed with report received and an update provided to the council on 21 January 2025 which will include increasing income and proposes to hold a members workshop to lead into a further report on the future of the service. ii) Libraries review – consultation has been undertaken on proposals agreed by the Council on 22 October and the feedback will be reported to the Council in February for direction on how to proceed. iii) ASN review – further change management, training and arrangements for the alternative curriculum have all moved forward as planned. iv) Learning estate – progress on engagement within ASGs (associated school groups), consultation on the common good aspects of the preferred site for Forres Academy and future planning with the learning estate working group have all moved on. The member Working Group has also concluded and identified actions for progress which will be reported to ECLS committee. v) Smarter working – phase 2 is underway to deliver further savings from relocation into the HQ campus and phase 3 was agreed by Council on 4 December 2024. vi) Depot review – draft project plan was agreed by the project Board and work is underway on the full business case for reporting in March 2025. 3.5 The progress tracking in Appendix 1 identifies that further projects are reaching a stage where they will be ready to report to the next committee cycle to continue the development and definition of the council’s programme of transformatiom work over the planned 12 month period set out in the Strategy. Specifically, a workshop in February and follow up committee report is planned on Leisure review, Workforce review is reporting to CMT in February and Learning estate review working group has identified actions to report to ECLS Committee In May 2025. 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. 3.6 However, there are a small number of projects where progress has been less consistent and these are highlighted as red or amber on the schedule in Appendix 1. These are mainly due to issues of resourcing, either where arrangements are yet to be put in place or where limited specialist resources had to be diverted to operational priorities to ensure service continuity. These include: schools business administration, schools digital and service efficiency lean project. An alternative to resourcing the project is being considered for the Business Administration project to enable progress to be made over the coming months as recruitment was not successful. Internal resourcing Page 60
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arrangements have been reviewed in ICT to provide ongoing support to work on improving schools connectivity and the team continues to work with partners to overcome issues being experienced on the schools network. 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, which is due to be reported to ECLS Committee in February. 3.7 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 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, resilience 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 61
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Project Cost 2018-2024 £000s Budget cost 2024/25 £000s Actual Savings 2018-2024 £000s Projected savings 2024/25 £000s Future projected savings £000s Total projected savings £000s IMP 1,104 1,279 2,266 BIM 11 - ASN Review 596 289 - - Just Transition 30 - - School Business Support 29 - Learning Estate ESO (Note 1) 22 Not quantified yet Smarter Working 72 44 (actual 54) 68 122 Depot and Stores review Note 1: the cost here is approved as additional to the core cost of the Learning Estate team (d) Risk Implications The risks associated with the transformation programme are managed through the relevant programme boards and overseen by CMT/SMT. There are no changes to the current risk profile and it is noted that, with reporting of the first iteration of the new Transformation Strategy, progress is being made in maintaining pace which has previously been noted as a risk. However, the risks associated with change and the success of transformation remain and will continue to be monitored. In order to manage these risks, the Council will: (i) Ensure that all projects meet a given standard of governance that is proportionate to the change. (ii) Ensure there are adequate resources for the overall programme of work and for individual projects. (iii) Manage the dependencies and interdependencies across the scope of the change and its implications for other areas of prioritised work. (iv) Appoint appropriate project resources and failing which, review whether objectives are deliverable and review planned work accordingly. (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 Page 62
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approach will be built upon as projects are identified and reach an appropriate stage. Resourcing at Council level including corporate programme management and oversight will be revisited as the next stages of the Transformation Strategy work and the council management structure emerges. (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 by adding new projects, is under development and this report notes the progress made since November 2024. Work continues on the development and reporting of individual project proposals and a further quarterly progress report will come forward to committee in April 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) Page 63
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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) 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 5 November 2024 Corporate Committee (item 16 Report and Appendix) Ref: SPMAN-1108985784-1039 Page 64
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps TRANSFORM EDUCATION Leisure Review Definition Not yet developed Members briefing on report held Jan 2025 Moray-Wide Leisure services external report was received. The report contains extensive information and date for consideration in relation to future service options. Transformation Workshop was held to consider future service design – Sept 24 – completed, Future service design was considered at Members Workshop on 21-08-24 Review of external feasibility study report Members workshop on future service Report to Council on future options following workshop (date tbc) Libraries Review Definition Not yet developed Public consultation on proposed future service design took place in Nov and to be reported to council in Feb 25 Council report considered at council on 22-10-24 and future service design approved for consultation Transformation Workshop to consider future service design – Sept 24 – completed, future service design considered at Members Workshop on 21-08-24 Report to council for decision on future service (by Feb 25) Implementation of new service model (by Oct 25) – subject to council decision Education HQ Business Admin Support Team Delivery AMBER GREEN GREEN 20 Project moved from definition to delivery Savings have been achieved through vacancy management Work commenced on process review, however, stalled due to resourcing. Secure project resource Complete lean process review and design new procedures Item 9. Page 65
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Raising Attainment: Well-being (ASN) Delivery GREEN GREEN GREEN 70 Alternative Curriculum: flexible framework for the alternative curriculum is progressing well. SEBN Change Management: implemented November 24 B6 Autism Service moved to Elgin Academy as enhanced provision with PT ASN appointed. East End annexe flexible provision developed Moray Adapted curriculum – pupils are now transitioning to this resource and with access to flexible framework. Pinefield provision has been reviewed for young people at risk of not being educated with 2 cohorts for BGE and senior phase working closely with youth justice. Reconsidering west flexible provision and instead considering east one in Buckie where potential premises being considered. Policy Guidance and review has not progressed due to capacity to deliver other progress updates ASN handbook has been reviewed and will go to LNCT in January as an interactive tool to support schools and settings ASN Parent engagement: date for meeting with Chair/Vice/ICE planned but did not go ahead CMPs for SES and EAL services have been written and will progress in January ASN governance has been developed and a review of groups with the implementation of CARE (children at risk in education) Service is moving from BSS to CALM to support behaviour where trainers have been trained Parent Carer survey has been developed Develop ASN forecasting tool and annual moderation process Continue to review and develop and plan for 2 cohorts for both BGE and senior phase To consider setting up East FLR where works may be required. Plan to be developed Current training offer to be reviewed so that 2025/26 will allow time to embed this in practice. Continue to roll out training for newly appointed PSAs. Feedback will continue to be introduced to ad hoc training to gather evidence of impact and any gaps in provision. Continue to engage with parents and consider move to Page 66
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps Support group to include a range of parents across Moray 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. Alternatives being considered as appointee did not take up post Explore alternatives for project officer resource 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 50 Overall Project Status RED: work delayed due to deployment of resources to management of pressure on network connections Dec 24 : All schools have been sent instructions to part enrol devices to allow internet access. All ipads ordered since enrolled as managed devices. The enrolment of devices as fully managed will not be a quick as first thought due to iPads iOS being so out of date and school bandwidths meaning ICT are unable to update on site. As well as some iPads being locked by users this has resulted in all devices having to come back to HQ to be updated and fixed prior to full enrolment. This was an unforeseen issue which will slow down the implementation of fully enrolled devices. Rollout all iPads from ICT that have been purchased since the MDM change – Target Date Jan 25 - Complete the implementation of fully managed devices for Elgin ASGs – target date is Feb 25 - schedule in the remaining ASGs for iPad collection and full enrolment once Elgin ASGs are completed. Forres, Speyside, Milnes, Buckie & Keith Page 67
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Project Titles: Phase Schedule Budget Objective s % 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, Keith and Speyside Associated school groups (ASG) underway. Forres and Buckie progressed to next stages and Milnes about to commence Transformation Workshop held 21-08-24 to consider future of this project re whether to accelerate and extended to deliver fewer Schools operating at greater levels of occupancy and efficiency. Working group now agreed by ECLS Committee on 17/09/24 and work underway. Working group has concluded and based on outcomes, necessary reporting will be to ECLS committee rather than council in February. Review of projects to take account of capital plan affordability and projected rolls (Feb 25) Report to ECLS committee on outcomes from working group re progressing learning estate rationalisation (May 25) Page 68
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) TRANSFORM COUNCIL Digital Services Research Not yet developed Digital strategy in draft and scheduled for CMT consideration and reporting to committee in 2025 Workshop facilitated by Digital Office and Socitm held on 3/7. Dec 24 Update: early approach drafted, needs further work. Development sessions planned for early 25 to inform thinking on themes and Council approach. Report to Committee early 2025 on proposed strategy Development sessions Service Reviews Concept Not yet develo ped This area does not have resource allocated and is impacted by other workloads Early discussion paper prepared and further development required. May present methodology to advance emerging agendas such as digital, lean and sustainability Management consideration of concept and potential benefits Workforce Changes Concept Not yet develo ped Proposed negotiating strategy drafted and being further developed following political steer ahead of reporting to council. Further work to define benefits underway Outline business case being prepared to establish as project. Transformation Workshop to consider future of this project held on 21-08-24 Dec 24: further calculations developed and considered by CMT. Initial interaction with TUs for confidential soundings undertaken. Refinement of Council position underway for achievable actions. Way forward to be considered by CMT taking account of updated revenue budget position which enables a wider range of options and does not require to be reported in Feb 25. Report to CMT for direction on proposed project (Feb 25) Page 69
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Out of Hours Services Definition Not yet develo ped 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 develo ped 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. Asset Manageme nt (was PAMA) Delivery N/A £83K £200K Rev. £250K Cap. saving 80 o Smarter Working Delivery GREE N Phase 2: £105k (reven ue) £60k (capit al) GREE N 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. Registrars have moved from 232-240 High Street to HQ Proposals for Phase 3 were approved by Full Council on 04/12/24, incorporating options for Keith, additional income and savings from commissioned services. Additionally work is ongoing to review the Business Gateway premises at 17 High Street and to explore options for Grampian Valuation Joint Board. 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: Beechbrae 10 Duffus Road Ashgrove Depot portacabins Page 70
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) o Depot Review Definition GREE N £76k (reven ue) GREE N GREE N 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. The draft project plan was approved by the project board on 19/12/24 Implementation of project plan to proceed 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 Service Efficiency – Lean Reviews Definition – on hold RED GREE N GREE N 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 Page 71
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) 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 reviewed at Extended CMT meeting on 4.12.24 further refinement of proposal to be completed and draft project mandate to be prepared before financial year end. Page 72
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Transformation Programme Update: to 31 December 2024 (Report to Corporate Committee January 2025) Net Zero – Minimisin g energy use and carbon emissions : o LED o Solar PV Definition Not yet develo ped 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 have been prepared and will be reviewed by the Head of Housing and Property Services and, Chief Financial Officer in line with the delegated authority. Subject to approval, the project remains on schedule for the construction phase to commence before financial year end. BIM Implementation GREE N GRE EN GREE N 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. Key Stakeholders meetings held to advise that BIM project approved by Full Council and implementation stage reached. Project Initiation Document (PID) is being drafted and procurement arrangements for BIM Advisor appointment underway. Engagement with Design Team and Contractor on BIM Pilot Project (Forres Academy Replacement) will be arranged in line with the project milestones. Page 73
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REPORT TO: CORPORATE COMMITTEE 28 JANUARY 2025 SUBJECT: LEADERSHIP DEVELOPMENT BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform the Committee of progress regarding developing leadership capacity in accordance with the Corporate Workforce Plan 2024/25, Best Value Action Plan and HR and OD Service Plan 2024/25. 1.2 This report is submitted to Committee in terms of Section III (B) (24)(a) and (c) of the Council's Scheme of Administration relating to appraisal and training and development policies and practices. 2. RECOMMENDATION 2.1 It is recommended that the Committee: i) consider and note the indicative Leadership Development Strategy and Plan to address corporate and individual leadership needs; ii) approve taking initial steps to support leadership development as set out in the report as part of an introductory phase; and iii) note that the indicative strategy and plan will be further developed and refined and reported to committee for approval following the corporate management structure review and commencement of the new Chief Executive. 3. BACKGROUND 3.1 The Council’s Workforce and Organisational Development Strategy (2024 – 2027) outlines the background and context for the importance of developing leadership capacity, including the Council’s vision, values and priorities along with national, local, Council and service specific challenges and issues. This includes addressing Best Value scrutiny challenges, increasing the pace and depth of transformational change, reshaping to the council of the future, changes of ways of working and finding ways to become more sustainable. Item 10. Page 75
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3.2 Leadership and management skills and capacity are a key priority to enable the culture of the organisation to adapt and change to meet the challenges of changing service delivery particularly within the context of reduced budgets. 3.3 To this end, the following was agreed as part of the Workforce and Organisational Development Strategy (2024-2027) at Corporate Committee on 27 August 2024 (para 6 of the minute refers): • Establish a leadership development programme to address corporate and individual leadership needs including collaborative and distributed leadership • Develop collaborative leadership skills required to support transformation • Cascade a programme of leadership development activity that enables and empowers strong visible leadership across the organisation. Current Position 3.4 A Programme of Leadership Development Activity was agreed in 2019/2020 which included a range of initiatives and interventions. This included the delivery of Leading in Complexity, Three Horizons and Action Learning Sets to CMT and Heads of Service by the Improvement Service, with the continued cascading of this programme now incorporated into the corporate training calendar and delivered internally. Whilst some other elements of the programme were delivered, progress was hampered by the response to the Covid pandemic. 3.5 However, a number of elements were taken forward and have now become core to the corporate training programme including, for example, project management skills and development. In addition, the Leadership Forum runs quarterly and is key to cascading corporate priorities and shared leadership experience. 3.6 Prior to 2019/2020, the Council delivered a programme based on academic, certificated courses including the Public Sector Leadership Certificate delivered by UHI and Napier University. 3.7 Some service specific leadership development is currently in place, in particular within Education but also in other services where there are professional standards and development plans in place to support professional development. 3.8 Whilst there will be elements, particularly in relation to general leadership principles and expectations that will be common across service specific interventions, it is considered that there are, in addition, leadership expectations that are relevant to whole system council wide leadership from an organisational perspective and required of leaders across all services, ensuring a consistent approach. 3.9 Individual development plans will be used to support leaders in their personal professional development against the expectations and what is required from both a professional leadership perspective and from a whole organisation perspective. Page 76
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4. Indicative Leadership Development Strategy and Plan 4.1 The indicative Leadership Development Strategy (Appendix 1) is attached to this report and the outline Plan is available as a background paper. 4.2 The indicative Leadership Development Strategy outlines an approach to leadership development in the Council. This is to ensure that leaders are equipped to enable modernisation, improvement, transformation and change towards a future operating model that is sustainable and ensures positive outcomes for the communities of Moray. It is also important that the leadership development activity links closely with and aligns to the collaborative leadership approach that has been agreed for Elected Members and Senior Officers. 4.3 The indicative Leadership Development Plan supports delivery of the Strategy, outlining the pathways and interventions to ensure that leaders are developed to deliver the Council’s vision and priorities, whilst upholding the Council’s values, working together in a collective and collaborative way across the organisation and with partners. 4.4 Leadership competencies are in an early draft and will be developed further in collaboration with the Council leadership team as part of the next stage of development. The proposed approach uses a matrix to ensure alignment of required competencies with the learning and development interventions which will form the leadership development programme. 4.5 The current senior management appraisal framework will also be reviewed to align with the indicative approach and the competencies required. It is also intended that the revised review framework will be developed to include a tool to enable a 360-degree feedback element along with self and manager assessment to ensure appropriate monitoring of impact and ongoing support and development for existing and future leaders. 4.6 In addition, measures of planned outcomes, including monitoring annual progress, key learning points and skills, measured by a skills analysis survey will be implemented. 4.7 The outcomes from the corporate management review, due to be reported in February 2025 need to be considered in taking the work on leadership development forward and some of the references in the indicative strategy and plan will require refinement depending on these outcomes. 4.8 In addition, it is important that there is the opportunity for the new permanent Chief Executive to consider what they want from the leadership team in Moray and the approach they would want to take to leadership development in light of this. Thus, the indicative nature of the approach outlined in this report and the supporting documentation. 4.9 However, it is recognised that there are areas where work could be taken forward to support leaders in the short term whilst the longer-term approach is reviewed and considered, given both the corporate management review outcomes and the appointment of the new permanent Chief Executive. Page 77
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Therefore, the approach to leadership development has been broken up into a number of phases to enable progress while taking account of imminent changes for the organisation and its leadership. These are set out at Section 5 below and Committee is invited to provide feedback and guidance to inform the next stage of this work. 5. PHASED APPROACH TO DELIVERY 5.1 Recognising the current situation as outlined above, where the outcomes from the corporate management structure review are pending, the Council has appointed a new permanent Chief Executive, and the indicative strategy to implement the approach in stages, it is recommended that a phased approach to delivery is taken, both in the short and long term. Short Term - Introductory Phase 1 (January – June 2025) 5.2 Focus on Inspiration to motivate and drive the officers in leadership roles: source inspirational speakers as a soft start using the leadership forum cohort, with a programme developed including short high impact sessions. 5.3 Establish Baseline: individual Continuing Professional Development for leaders – establish training needs and support to then coach further development based on individual leadership requirements to meet organisational and job needs. Longer Term: Phase 2 (June 2025 onwards) 5.4 Take account of the impact of the outcomes from the corporate management structure review, the new permanent chief executives’ views and approach and plan the next stage of development. This will include consideration of the indicative approach outlined below and in the attached documentation. Scope and Prioritisation 5.5 The initial focus of delivery of the strategy is development of the current Senior Leadership team encompassing the Extended Corporate Management Team (ECMT) as this was deemed a priority for the Council in the work undertaken last year by external advisers to the Council, particularly around teambuilding. This has led to consideration of provision which takes a holistic approach to development encompassing the collective and collaborative approach, strategic learning and cultural change. 5.6 However, reference is also made to other elements required of a Council wide Leadership Development Strategy. This will include consideration of the links to the work that is being undertaken on succession planning in order to identify and provide a pathway for future senior leaders and maximise existing learning and development programmes across the organisation. 5.7 It is important that the learning and themes from development at ECMT level are cascaded through the organisation and that the existing programme of is reviewed and updated to ensure alignment with the core themes, competencies, skills and behaviours that are required. Currently over 40 3rd and 4th tier managers have attended the current provision of development activity with further cohorts planned. Page 78
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5.8 Development work will be required to create a Leadership Hub where a range of resources can be held in an accessible way, that provides learner driven, short, just in time learning interventions that leaders and aspiring leaders can tailor to their needs. This will support the planned, programmed courses and interventions outlined. 6. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP) Developing leadership capacity is critical to the delivery of the priorities in the corporate plan. (b) Policy and Legal None from this report. (c) Financial implications The costs for the implementation of Phase 1 will be contained within the corporate training budget. (d) Risk Implications There is a risk that if there is no investment in and progress with developing leadership capacity that there will be limited scope and opportunity to provide the strategic and organisational capacity required to develop the agenda for and direction of the organisation. (e) Staffing Implications The work will require to be absorbed within the existing OD resource. There will be implications for those participating in the programme which will require their commitment in terms of time and resource to fully participate and reap the intended benefits. (f) Property None (g) Equalities/Socio Economic Impact None arising directly from this report. (h) Climate Change and Biodiversity Impacts None. (i) Consultations Consultation has taken place with ECMT and the Democratic Services Manager and will be undertaken with Trade Union representatives should Committee support the indicative approach. 7. CONCLUSION 7.1 The indicative Leadership Development Strategy is reported for consideration. This is critical to addressing corporate and individual leadership needs to ensure that leaders are developed to lead the response to the challenging agenda, the Council is prepared for the Page 79
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future and makes sustained progress in its improvement and transformation work. 7.2 Recognising the current situation where the outcomes from the corporate management structure review are pending and the new permanent Chief Executive is due to take up post in Spring 2025, a phased approach to delivery as outlined in the report is recommended. Author of Report: Frances Garrow Background Papers: Outline Development Activity Delivery Plan – SPMAN- 1656699058-273 Best Value in Moray Council – SPMAN-1108985784-972 Best Value Action Plan Best Value Thematic 2023/24 – SPMAN-1108985784- 1013 Best Value: Revised Statutory Guidance 2020 Ref: SPMAN-1656699058-271 Page 80
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1 Appendix 1 Leadership Development Indicative Strategy and Plan (2024 – 2027) 1 Introduction 1.1 This Indicative Leadership Development Strategy outlines the approach to leadership development in Moray Council to address corporate and individual leadership needs. It aims to ensure that leaders are equipped to lead and enable modernisation, improvement, transformation and change leading to positive outcomes for the communities of Moray. 1.2 The Strategy adopts a phased approach pending the output of the corporate management structure review and input from the new Chief Executive from mid- March but references elements required of a Council wide Leadership Development Strategy. 2 Corporate Plan (2024-2029) 2.1 The Strategy outlines the high-level approach aligns with the Council’s vision, values and priorities. 3 Workforce and Organisational Development Strategy (2024-2027) 3.1 One of the main workforce priorities outlined in the Workforce and Organisational Development Strategy (2024-2027) is developing leadership capacity to prepare and develop strong and visible current and future leaders to provide the strategic and organisational capacity to develop the agenda for and direction of the organisation. 3.2 The Leadership Development Strategy and Plan (2024-2027) is designed to: o Establish a leadership development programme to address corporate and individual leadership needs including collaborative and distributed leadership, o Develop collaborative leadership skills required to support transformation, o Cascade a programme of leadership development activity that enables and empowers strong visible leadership across the organisation. 4 Aims and Objectives of the Leadership Development Strategy 4.1 Aims To develop distributive, collaborative and adaptive leadership that fosters and enables a culture of transformation and change, innovation and strategic decision making along with the provision of high quality services to the communities of Moray. Leaders are developed to lead the challenging agenda with feedback on positive impact made, measured by skills analysis surveys at key points to illustrate development and appraisals with a 360-degree element to capture personal growth and impact 4.2 Objectives To outline the desired leadership culture required to be developed to deliver the aims of the strategy, with a focus on a collaborative, collective and partnership approach. Item 10. Page 81
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2 To ensure a clear framework and understanding of the skills and behaviours required to deliver the desired leadership culture. To outline the development activity required to develop the skills and behaviours required and allow the desired leadership culture to develop. To have a range of leadership development activity in place across management tiers, using a blended approach to delivery. To take a phased approach to delivery with the initial focus on senior leaders (i.e. Extended Corporate Management Team (ECMT)) before targeted activity being cascaded further across third tier (service managers, Head Teachers) and beyond. 5 Leadership Target Audience 5.1 Priority will be given to ECMT in the first instance with further development cascaded through further tiers of the workforce. Phase 1: ECMT Phase 2: 3rd tier service managers, Head Teachers and Depute Head Teachers Phase 3: First Line Managers and Supervisors 6 Leadership Culture 6.1 In order to ensure the development of a culture of transformation and change, innovation and strategic decision making, leadership practices need to be embedded into the mindset and practice of leaders across the organisation. The interactions of leaders, stakeholders, communities and the workforce must be developed from the shared values, beliefs, attitudes and behaviours of leaders and brought to life in the daily interactions and relationships across the organisation. 6.2 This includes making appropriate links between the collaborative leadership developments that are in train between the Elected Members and senior managers. 7 Skills and Behaviours 7.1 The skills and behaviours needed to implement and deliver the Council’s priorities and develop the required culture are as follows: • Empowering and fostering innovation • Strategic decision making and understanding of systems thinking • Managing Change and Empowering Teams • Ensuring robust financial management and accountability • Building strong and effective relationships built on trust, respect and kindness. • Ensuring wellbeing 8 Collective Capabilities 8.1 In addition to the above, to ensure that leaders can effectively collaborate across boundaries, the following is required: • Working positively with communities and partners through a collective and collaborative approach • Ensuring equality, diversity and inclusion across the organisation and beyond. Page 82
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3 • Developing digital transformation across services and across the organisation. • A collective approach to climate change. 9 Development Activity 9.1 In order to develop the required skills, behaviours and capabilities, development activity will centre on the following areas: • Driving change, improvement and transformation through collaboration and engagement • Normalising peer review and challenge • Empowering others (distributive leadership), • Working across boundaries, taking a collective and collaborative approach • Instilling a learning mindset and approach, • Engendering psychological safety, • Developing, nurturing talent, • Coaching approach. 9.2 The Leadership Development Plan includes a range of interventions including accredited programmes of study, short courses, self-directed learning, bitesize learning opportunities and a library of resources for leaders to draw upon to support their ongoing development. 9.3 All leaders will undertake several core elements of the leadership development programme to ensure a consistent approach to achieving the outcomes and objectives. 9.4 Leaders will also have an individual development plan, based on a process including 1) self-assessment 2) appraisal by their line manager and 3) 360-degree appraisal against the skills, behaviours and competencies required with the interventions available mapped against these. This allows the opportunity to take account of individual’s prior learning and development and acknowledge that leaders will be at different stages of leadership development. 9.5 Delivery will take a blended approach, including face to face, online, digital methods as well as self-directed learning and development activity. 10 Delivery Programme 10.1 Core elements: Leaders will be required to undertake the following core elements of the Leadership Development Programme: 1) Collective and Collaborative Leadership – working across boundaries 2) Coaching approach 3) Psychological safety 10.2 Tailored elements: In addition, leaders will also be required to undertake several tailored elements, based on a self-assessment and appraisal process and outlined in the individual development plan. This will as a minimum include undertaking an accredited leadership development programme, if one has not been undertaken previously. Page 83
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4 Also included will be any role specific leadership development activity, again, if this has not already been undertaken. Other learning and development activity tailored to ensuring that the required competencies are met. 11 Enablers to Delivery of Approach Succession Planning - this is critical to the success of the delivery of the leadership development approach, particularly with regard to the pathway for the leaders of the future to develop their skills. This will be embedded through the development work required to support the cascading of the leadership development approach from the senior leadership cohort through to 3rd and 4th tier managers and beyond. Review of Senior Management Appraisal Framework - also critical to success is the review and development of the existing senior management appraisal framework, to include 360-degree feedback and this will be an integral part of delivery of the leadership development programme. Funding - furthermore, there requires to be a commitment to continued investment in leadership development, ensuring that the required funding is in place to support this development. 12 Phased Approach to Delivery Short Term - Introductory Phase 1 (January – June 2025) Focus on Inspiration, sourcing inspirational speakers as a soft start using the leadership forum cohort, with a programme developed including, for example, short high impact sessions Establish Baseline: individual CPD – establish training needs and support to then coach further development based on individual needs that are clearly linked to organisational and job requirements. Longer Term: Phase 2 (May 2025 onwards) Take account of the impact of the outcomes from the corporate management structure review, the new permanent chief executives’ views and approach and plan the next stage of development. This will include consideration of the indicative approach outlined below and in the attached documentation. 13 Responsibilities 13.1 CMT are responsible for ensuring the delivery of the Leadership Development Strategy and Programme of Development Activity, including that the required investment and funding is in place. 13.2 CMT are responsible for approving applications for funded development courses from DMTs, ensuring that the criteria for assessment are met, to maintain rigour, fairness and costs. 13.3 The criteria for assessment will include: • relevance / fit for current role and anticipated future pathway • capacity to commit from a work perspective based on other likely demands both current and future Page 84
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5 • capacity to commit from a personal perspective given any additional demands on time the course requires • cost benefit analysis 13.4 CMT and Heads of Service are responsible for ensuring that there is an individual development plan in place for their respective reportees aligned to the requirements of the Leadership Development Strategy and Delivery Plan as well as taking account of needs arising from the application of the talent management and succession planning approach to their respective service areas. 13.5 Head of HR, ICT and OD is responsible for ensuring that the necessary arrangements are in place to facilitate the delivery of the core and tailored elements of the learning and development interventions to support delivery of the Leadership Development Strategy. 13.6 Head of HR, ICT and OD is responsible for ensuring a planned approach to delivery with a review every 6 months reporting to CMT on progress including the activity that has taken place with details of participants, highlighting any issues of concern, including whether there are any additional pressures, for example, on funding, participation levels. 14 Evaluation 14.1 Evaluation of the success and impact of the leadership development activity will include the following outcome measures: • Leadership development courses in place for corporate and education environments. • 80% Senior and Service Managers and Head Teachers have undertaken leadership development training over the course of each relevant year (i.e. financial or academic). • Improvements in awareness of key learning points demonstrated (measured through skills analysis survey) with baseline established in Year 1 and a 10% improvement in Year 2. • 10% improvement in employee survey results. • Rating of confidence as a leader before and after the learning and development activity. Organisational Development (updated January 2025) Page 85
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REPORT TO: CORPORATE COMMITTEE ON 28 JANUARY 2025 SUBJECT: UPDATED CLOSED CIRCUIT TELEVISION POLICY VERSION 2.0 REPORT BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISTIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To request the Committee to consider and approve an updated Council wide Closed Circuit Television (CCTV) Policy v2.0. 1.2 This report is submitted to Committee in terms of Section III (B) (40) of the Council's Scheme of Administration relating to ensuring suitable framework is in place for performance management across the Council. 2. RECOMMENDATION 2.1 It is recommended that the Committee considers and approves the updated CCTV Policy as set out in APPENDIX 1 and summarised in Section 4 below. 3. BACKGROUND 3.1 The Council’s CCTV Policy was approved at Corporate Committee on 23 April 2024 (para 12 of the minute refers). It has now been expanded to include other systems similar to CCTV, such as Body Worn Cameras (BWCs), Automatic Number Plate Recognition (ANPR), Dash Cams and door video intercoms. 3.2 The Council must ensure that footage captured by these additional systems are managed in accordance with legislation, including Human Rights Legislation and Data Protection Legislation. 3.3 This updated Policy aims to bring a unified approach and standardise governance to improve the existing management of CCTV and other such systems across the Council. 4. HIGHLIGHTS FROM THE COUNCIL’S CCTV POLICY VERSION 2.0 4.1 The CCTV Policy version 2.0 applies to all Council employees and all third party providers acting on behalf of the Council. It ensures that all Council Item 11. Page 87
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employees and contractors will be aware of their obligations in relation to the data captured on CCTV and similar systems including BWCs, ANPRs, dash cams and suchlike. The Policy endeavours to cover the Council’s current situation, aims to clarify and define roles and responsibilities in the use of these systems, and standardise governance elements, including: • A stated requirement that staff training is provided • A stated requirement that procedures are in place verifying how each system will be accessed, monitored and the data shared; all training within service operating procedures should also include training on the Human Rights Act 1998 with regard to Article 8 in particular and the requirements of RIPSA • A stated requirement for Services to review operating procedures annually • A stated requirement that footage captured will comply with the Council’s Retention Schedules, with service operating procedures specifying the particular retention cycles applicable to each system 4.2 Services responsible for the operation of such a system will also need to: • Complete a Data Protection Impact Assessment (DPIA), to ensure that Data Protection risks have been identified and mitigated • Ensure that signage is sufficient, clear and prominently placed, and, Privacy Notices are accessible and accurate • Maintain detailed records when disclosing footage to third parties • There are up-to-date procedures for each system, with staff trained and aware of the requirements. 4.3 Captured footage should not be disclosed to any third party, unless there is a lawful basis to do so. Requests regarding the sharing of footage will be handled in the same manner as requests for personal data and will generally require the submission of a completed Data Protection Release Request form; setting out the data requested and the legal basis for disclosure, before any personal data can be released. 4.4 Captured footage may also be subject to release through Subject Access Requests, under Data Protection legislation. These requests will be processed as per the current centralised method, with stills of videos and transcripts of audio considered to allow for suitable redaction. Subject Access Requests for images captured on Public Space CCTV must be made directly to Police Scotland. 4.5 The Council is utilising newer technologies, and this Policy places standardised requirements on departments to have good governance, including training and operational procedures in place on the use of these new systems. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) None Page 88
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(b) Policy and Legal None (c) Financial implications There are no financial implications arising from this report, however the promotion and implementation of effective CCTV governance impacts positively on the Council’s ability to mitigate its exposure to financial risk, particularly monetary penalties levied by the Information Commissioner’s Office (ICO) for data breaches. For serious breaches of Data Protection legislation the ICO have the power to issue fines of up to £17.5 million. (d) Risk Implications None (e) Staffing Implications None (f) Property None (g) Equalities/Socio Economic Impact None (h) Climate Change and Biodiversity Impacts None (i) Consultations The Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance and, the Council’s Information Assurance Group, as well as Property Services, Head of Economic Growth and Development, Education Estates and Democratic Services Manager have all been consulted and their comments have been incorporated within the Policy. 5. CONCLUSION 5.1 The updated CCTV Policy is required to ensure good governance is in place for the consistent management of footage captured by CCTV and similar systems, and, for the relevant equipment. 5.2 The Committee is asked to approve the attached CCTV Policy v2.0. Author of Report: Alison Morris, Information Governance Manager & DPO Background Papers: Appendix 1: CCTV Policy v2.0 Ref: SPMAN-2045703626-551 Page 89
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Dec 2024 v2.0 Page 1 of 15 Closed Circuit Television (CCTV) Policy December 2024 Version 2.0 Item 11. Page 91
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Dec 2024 v2.0 Page 2 of 15 Document Control Sheet Title Closed Circuit Television (CCTV) Policy Author Information Governance Team Consultees Economic Growth & Development Educational Estates Education, Resources and Communities Equalities Estates and Property Services Information Assurance Group Distribution Council wide upon approval Version v1.0 v2.0 Date Mar 2024 Dec 2024 Contents 1 Introduction ................................................................................................................ 5 2 Purpose of CCTV Systems and BWCs ...................................................................... 6 3 Legislation and Guidance ........................................................................................... 6 4 Principles ................................................................................................................... 7 5 Responsibilities – Existing Systems ........................................................................... 9 6 Central Register of CCTV Systems ...........................................................................10 7 Information Management ..........................................................................................11 8 Operational Use of CCTV and similar systems .........................................................11 9 Installation/extension of new/existing CCTV and similar systems .............................12 10 Review, sharing and transfer of captured data ..........................................................12 11 Individual requests for access to or erasure of captured data ...................................13 12 Review of Systems ....................................................................................................13 13 Joint systems ............................................................................................................13 14 Complaints ................................................................................................................14 15 Privacy Notices and Signage ....................................................................................14 16 Similar Systems ........................................................................................................14 17 Further Information ....................................................................................................15 Page 92
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Dec 2024 v2.0 Page 3 of 15 1 Definitions: Body Worn Cameras: Body Worn Cameras (BWC) are worn by a person, often attached on to the front of the person’s uniform or clothing. These cameras are usually able to record both visual and audio data, often in close proximity. CCTV/CCTV Systems: Closed Circuit Television (CCTV) is a closed system consisting of video cameras, display devices (monitors) and wired or wireless data networks that allow the transfer of images from video cameras to monitors. There may be the capability for captured images to be recorded. Data Controller: A body that determines the purposes and means of the processing of personal data. A data controller can act either jointly or alone. The Council is considered to be the data controller for most of its activities that involve personal data. Data Processor: A body that processes personal data on behalf of and as specified by the data controller. Data Controllers must have a contract in place with all Data Processors they utilise (known as Data Processing Agreements). Data Protection Legislation: means as applicable, the Data Protection Act (DPA) 2018, the United Kingdom General Data Protection Regulation (UK GDPR) (as defined in the DPA 2018) as it forms part of the law of England and Wales, Scotland and Northern Ireland by virtue of section 3 of the European Union (Withdrawal) Act 2018, and as amended by the Data Protection, Privacy and Electronic Communications (Amendments etc) (EU Exit) Regulations 2019, and, the Privacy and Electronic Communications (EC Directive) Regulations 2003 and any other applicable laws and regulations relating to the privacy or the processing of personal data, including any amendments or successor laws or regulations thereto. It also includes if applicable, legally binding guidance and codes of practice issued by the Information Commissioner. Data Subject: An identified or identifiable living individual to whom personal data relates. Data Subject Rights: Rights belonging to data subjects under data protection legislation namely: the right to be informed, the right of access, the right to object, the right to erasure, the right to restriction of processing, the right to rectification, the right to file a complaint, the right to damages, the right to data portability, and, rights relating to automated decision making and profiling. Personal Data: Information relating to an identified or identifiable natural person (data subject) who: can be identified or who is identifiable, directly from the information in question; or who can be indirectly identified from that information in combination with other information; such as: a name, an identification number, location data, an online identifier; or one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person. Personal data may also include special categories of personal data or criminal offence data. Special Category Data: Personal data that reveals: • racial or ethnic origin; • political opinions; • religious or philosophical beliefs; • trade union membership; • genetic data; Page 93
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Dec 2024 v2.0 Page 4 of 15 • biometric data (where used for identification purposes); • data concerning health; • data concerning a person’s sex life; • data concerning a person’s sexual orientation. Criminal Offence Data: Personal data relating to criminal convictions and offences or related security measures. This includes data about offenders or suspected offenders in the context of criminal activity, allegations, investigations and proceedings. Processing: Any operation or set of operations performed on personal data, whether or not by automated means, such as collection, recording, organisation, structuring, storage, adaption or alteration, retrieval, consultation, use, disclosure by transmission, dissemination or otherwise making available, alignment or combination, restriction, erasure or destruction. Data Protection Impact Assessment (DPIA): A DPIA is a process designed to help systematically analyse, identify and minimise the data protection risks of a project or plan. It is a key part of accountability obligations under the UK GDPR and helps demonstrates compliance with data protection obligations. Privacy Notice: A Privacy Notice is required to clearly inform Data Subjects on what will happen to the personal data once collected for a set process. Privacy Notices for the Council are produced by the Information Governance Team. Central Register of CCTV systems (CCTV Register): A central register of only CCTV systems will be maintained by Property Services. Page 94
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Dec 2024 v2.0 Page 5 of 15 1 Introduction 1.1 The Council uses Closed Circuit Television (CCTV) in a range of spaces, including public spaces, Council buildings and properties, and schools. The Council also utilises similar systems to CCTV, in particular Body Worn Cameras (BWCs) as well as Automatic Number Plate Recognition (ANPR) camera systems, Dash Cams and Intercom entrance systems. 1.2 BWCs involves the use of cameras capable of recording both visual and audio, that are worn by a person and often attached onto the front of clothing or a uniform. BWC footage and audio can be captured in close proximity to individuals and can be used to record in new or novel ways. Such footage can therefore be much more privacy intrusive than conventional CCTV systems. Use of such systems must be justified to be necessary, proportionate and required in order to address a particular need. This justification is amplified if use of BWCs that record both audio and visual data is proposed. From August 2024 BWCs have been approved for use within one Council Service. 1.3 This document sets out the Council’s policy on the use of CCTV and similar systems to ensure that the Council acts appropriately when gathering, storing and sharing information from the use of these systems. It also aims to maintain public confidence in the use of CCTV and similar systems by striking the right balance between the expectation of privacy by people going about their ordinary business, even in a public space, and, the public interests being served by the systems. 1.4 Further guidance must be produced by Services when they are responsible for the operation of a CCTV or similar system, such as detailed operating procedures. Operating procedures will provide practical information on how CCTV and similar systems are to be used in each area. These procedures should include, as necessary, roles and responsibilities for each system, assessments and processes to be carried out for siting of equipment, training and training records for operators, procedures for use, review records of camera siting and usage, partnership arrangements (as required), and, processes for retention and access to recorded data. Operating procedures as well as camera siting and usage should be reviewed annually to ensure they remain relevant and fit for purpose. 1.5 This Policy relates to the installation, use and management of equipment for CCTV and similar systems, the gathering and storage of recorded data, and, data disposal/transfer. This Policy applies to all Moray Council employees and all third party providers acting on behalf of the Council. 1.6 For the purposes of this policy, the gathering of data means: • images of individuals or people. This is regardless of whether this was the intended primary purpose of the system. It should be noted that this includes images of Council employees as well as members of the public, even if the system only captures images from within Council premises or land. • images containing information that when combined with other information could identify individuals, such as an individual driving a vehicle and the vehicle’s registration number plate. • For BWCs and similar systems; this may also mean the gathering of audio of individuals or people. 1.7 This Policy does not cover: Page 95
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Dec 2024 v2.0 Page 6 of 15 1. the capture of audio by CCTV; no audio will be captured by the Council’s CCTV systems. However, this Policy does cover the audio that will be captured by BWCs and similar systems. 2. Public Space CCTV cameras. These are owned and maintained by the Council, and are monitored and operated by Police Scotland. 3. the use of equipment as part of any covert surveillance operation that has been authorised in terms of the Regulation of Investigatory Powers (Scotland) Act 2000 (RIPSA) as these operations are subject to a separate procedure. Note:- CCTV and similar systems must not be used covertly, or used for monitoring a specific individual or individuals (directed Surveillance) without specific authorisation under RIPSA. RIPSA should be included in CCTV and similar systems training so staff have an appropriate awareness of the requirements of RIPSA. 1.8 This Policy should be read in conjunction with other Council Policies, including on Data Protection and Information Security, and any related procedures, instructions or guidance issued by the Council in connection with those policies. Whilst it is the ultimate responsibility of the Council to ensure compliance with data protection matters, in line with those policies, the relevant service is responsible for ensuring that the use of their CCTV and similar systems complies with the operational requirements of this policy. 1.9 This policy should also be read in conjunction with the associated operating procedures issued by Services and any failure to comply with these documents could result in serious consequences for members of the public, individual employees and the Council. 2 Purpose of CCTV and similar systems 2.1 It is important that all employees and especially those charged with operating CCTV and similar systems on behalf of the Council understand exactly why each system has been introduced and what the equipment will, and will not, be used for. 2.2 CCTV and similar systems may be used for the following purposes: • promoting and supporting community safety • preventing and detecting crime • protecting Council property and assets • creating and supporting a safe environment for employees and the public within Council properties and in public areas • combating and reducing anti-social behaviour • traffic management. 2.3 New or additional purposes will be reviewed on a case-by-case basis, as and when a new need arises. In such instances, the relevant Data Protection Impact Assessment (DPIA) would require updating, in addition to, each register of cameras. 3 Legislation and Guidance 3.1 The Council recognises its legal obligations in operating CCTV and similar systems, and, the rights and freedoms of individuals who may be captured by these systems. Footage captured by CCTV and similar systems is personal data and must be handled in the same way as any other personal data collected by the Council. The Council is committed to operating CCTV and similar systems in compliance with legal frameworks. Page 96
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Dec 2024 v2.0 Page 7 of 15 3.2 In addition to Council Policies and procedures, the operation and use of CCTV and similar systems are subject to legislative obligations, such as under: • Data Protection Legislation, including: o The Data Protection Act 2018 (DPA) o The UK General Data Protection Regulation (UK GDPR) • The Human Rights Act 1998 (HRA) in particular Article 8 (the right to respect for private and family life) provides that; (1) everyone has the right to respect for his private and family life, his home and his correspondence and (2) there shall be no interference by a public authority with the exercise of this right except such as is in accordance with the law and is necessary in a democratic society in the interests of national security, public safety or the economic well-being of the country, for the prevention of disorder or crime, for the protection of health or morals, or for the protection of the rights and freedoms of others. • Freedom of Information (Scotland) Act 2002 • The Regulation of Investigatory Powers (Scotland) Act 2000 (RIPSA) Consideration must be given as to whether the use of CCTV and similar systems is necessary, proportionate and in compliance with legislative requirements, in both their application and purpose. 3.3 The Council will comply with the Scottish Government’s National Strategy for Public Space CCTV in Scotland (2011) that sets out a common set of principles that owners and operators of public space CCTV systems in Scotland should follow to ensure that these systems are operated lawfully and fairly. 3.4 The Information Commissioner’s Office (ICO) regulates compliance with UK Data Protection legislation. The Council is registered with the ICO. The ICO have produced Guidance on Video Surveillance. 3.5 To ensure that CCTV and similar systems are operating in an appropriate manner, in compliance with data protection legislation and that all practices and procedures are relevant, the Council reviews all CCTV and similar systems documentation on a regular basis. 3.5.1 Services should review all operating procedures annually. This includes a review of sitings, usage and staff procedures to determine if equipment is still required and/or if a DPIA needs updating with any significant changes. 4 Principles 4.1 The Council will comply with the following principles when installing and operating CCTV: 4.1.1 CCTV systems will only be installed and operated when there is a clearly identified need and a legal basis for their use. The processing must be necessary and proportionate. Evidence of this will be gathered, reviewed and retained for future audit and reference. 4.1.2 Data protection by design and by default will be a key consideration when new CCTV systems are acquired, or changes introduced to current systems. 4.1.3 A Data Protection Impact Assessment (DPIA) must be completed by services, and, approved before CCTV systems can be installed and operated. Page 97
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Dec 2024 v2.0 Page 8 of 15 4.1.4 Services must have operational procedures in place prior to utilising any new CCTV systems. All CCTV systems will be operated in accordance with documented operational procedures in which responsibilities will be clear, and effectively communicated to all relevant employees. 4.1.5 The location of CCTV systems must ensure that only necessary areas are captured by CCTV, to minimise the capture of areas not relevant to the purposes of the CCTV installation, for example private homes, neighbouring properties and areas where staff are working (where possible). 4.1.6 CCTV systems will not record audio. 4.1.7 CCTV systems will only capture images of a suitable quality for the purposes for which the systems have been installed. 4.1.8 The Council has an obligation under data protection legislation to process personal data securely by means of appropriate technical and organisational measures. Services will ensure that controls are implemented to restrict access and use of captured images to authorised personnel only. 4.1.9 Clear signage will be put in place to inform individuals that they are in an area where CCTV is in operation, with a link to a Privacy Notice available on the Council’s website. 4.1.10 Measures should be put in place to protect CCTV systems from vandalism. 4.1.11 All images captured will be retained for the minimum amount of time necessary for the purpose(s) that the CCTV systems have been installed for, and, comply with the Council’s Retention Schedules. Service operating procedures should clearly specify the particular retention applicable to each CCTV system. 4.2 The Council will comply with the following principles when operating BWCs and similar systems: 4.2.1 BWCs and similar systems will only be procured and deployed when there is a clearly identified need and a legal basis for their use. The collection and processing of images and audio must be necessary and proportionate. Evidence of this will be gathered, reviewed and retained for future audit and reference. 4.2.2 Data protection by design and by default will be a key consideration when new equipment is acquired, or changes are introduced to current systems. 4.2.3 A DPIA must be completed by Services, and, approved by the Council’s Information Governance Team before equipment can be procured and deployed. 4.2.4 Services must have operational procedures in place prior to deploying any existing and any new equipment. All BWCs and similar systems will be operated in accordance with documented operational procedures in which responsibilities will be clear, and effectively communicated to all relevant employees. 4.2.5 Services must ensure that there is justification for the use of BWCs and similar systems, and, that the intrusive nature of the equipment is considered. Only the minimum amount of data should be captured and processed, recording should not be Page 98
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Dec 2024 v2.0 Page 9 of 15 excessive, for example BWCs should be switched off when staff are completing a different task, including having a tea break in a work office. 4.2.6 BWCs and similar systems will record audio; this will be highlighted to individuals, for example when they approach a member of staff wearing a BWC in operation. 4.2.7 BWCs and similar systems will only capture images and audio of a suitable quality for the purposes for which the systems have been procured and deployed. 4.2.8 The Council has an obligation under data protection legislation to process personal data securely by means of appropriate technical and organisational measures. Services will ensure that controls are implemented to restrict access and use of captured images and audio to authorised personnel only. 4.2.9 Clear signage will be put in place to inform individuals that they are in an area where BWCs or similar systems are in operation, this could be by: • a link to a Privacy Notice available on the Council’s website, • informing or verbally announcing to individuals that the recording of video or audio or both is about to take place, and the reasons why, prior to turning on the equipment, • placing visible signage or a warning light on the equipment, to indicate that the device is switched on and recording, or, • if more appropriate in the circumstances, direct individuals to the privacy notice on the website. 4.2.10 Measures should be put in place to protect equipment from vandalism and theft; there should be an access log maintained with portable equipment housed in locked cupboards when not in use. 4.2.11 All images and audio captured will be retained for the minimum amount of time necessary for the purpose(s) that the equipment was procured and deployed for, and, comply with the Council’s Retention Schedules. Service operating procedures should clearly specify the particular retention applicable to each process. 5 Responsibilities – Existing Systems 5.1 A DPIA is required for each process that collects personal data. This is required before any personal data is collected and is a method by which the Council demonstrates it is aware of, and complying with, its data protection obligations. A DPIA is needed per collection process; for example; a CCTV collection process may cover more than one physical camera or location. 5.2 Retrospective DPIAs are required for existing CCTV and similar systems. It is the responsibility of the Service responsible for the operation of a system to undertake a DPIA, and, to record the matters considered in it and what steps have been taken to minimise intrusion into the private lives of individuals. This DPIA must be retained, kept up to date and made available if required. 5.3 BWCs and similar systems should only be used in extremely limited circumstances where there is a justifiable need, given their privacy intrusive nature. They cannot be procured and deployed by Services prior to the completion and approval of a DPIA. 5.4 Each service shall provide the appropriate details that are to be included within the CCTV Register, this should be done either before or upon completion of each CCTV process’ DPIA. Page 99
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Dec 2024 v2.0 Page 10 of 15 5.5 All CCTV and similar systems that regularly share footage outwith the Council, such as within the Public Private Partnerships (PPP), will require an Information Sharing Protocol or Data Processing/Sharing Agreement. These agreements will also confirm the maintenance regime including an annual inspection and service visits. 5.6 In relation to the use of CCTV overtly in a public space, and which would capture images of individuals, the Service should ensure that individuals are aware that they are entering an area where CCTV systems are in operation, signage will be displayed at the entrance and within the controlled area advising that such cameras are in operation. 5.7 As BWCs can be small or discreet, and may be recording in fast moving situations, it is imperative that their use is suitably highlighted to individuals. Where practicable, individuals should be verbally made aware that the recording of video and/or audio is, or is about to, take place and the reasons why; each Service will agree a suitable form of words that will be easily understood by individuals. Such verbal announcements should take place prior to turning on the device. In all instances, clear signage must be displayed at sites where BWCs are to be used. Use of the BWCs must also be clearly shown and emphasised, with staff wearing the BWCs in a forward-facing display, visible to anyone who is being recorded. Staff wearing BWCs should also wear identification showing that they are wearing a recording device. 5.8 Continuous recording via BWCs, or the recording of both audio and video require a strong justification. Many BWCs have capacity to capture and control audio and video independently. The ability to utilise and turn each on and off, and, the BWC itself off, are important considerations and key to avoid processing irrelevant or excessive data. 5.9 Employees of Moray Council involved in the operation of CCTV systems and BWCs will undertake the necessary training detailed within the service operating procedures. All training within service operating procedures should also include training on the HRA with regard to Article 8 in particular and the requirements of RIPSA. Services must ensure training is completed prior to operating the CCTV systems and BWCs and that training records are maintained. 6 Central Register of CCTV Systems 6.1 In order to assist it to meet its legal obligations in relation to CCTV, the Council will maintain a Central Register in relation to CCTV systems. 6.2 This register shall be maintained by Property Services, specifically by the Asset Manager (Corporate Buildings), via the Property Helpdesk (PropertyHelpdesk@moray.gov.uk), and shall include: • details of the service responsible for the use of that camera, • the location of each camera/system operated by the Council (storage location in relation to any mobile CCTV systems), • the number of cameras that the service is responsible for, • the purpose for each of the cameras used, • a link to the signed off DPIA for that process, • a link to the relevant Privacy Notice, • the owner of the CCTV system; Council, external (e.g. PPP), • the make and model of the CCTV cameras/systems, • date of last service, and, Page 100
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Dec 2024 v2.0 Page 11 of 15 • date of installation. 7 Information Management 7.1 Moray Council will, in so far as possible, ensure that all recorded data gathered by CCTV and similar systems, which are under its control whether operated by the Council or on the Council’s behalf, is securely stored and used only in accordance with the terms of the relevant legislation, and, in accordance with Council policy and guidelines. 7.2 Information Sharing Protocols, Data Sharing/Processing Agreements should be agreed with all third parties, such as Public Private Partnerships (PPP), Police Scotland and other such parties prior to the sharing of data and deployment of a CCTV or similar system. 7.3 CCTV systems installed within facilities operated on behalf of the Council by third party service providers will use Moray Council policies and procedures for the management of CCTV systems. 7.4 CCTV systems installed by third parties, such as PPP within the PPP Schools estate will use a common data management process that matches the Council process in relation to retention periods, data security and the sharing of CCTV information. 7.5 The Council’s CCTV webpage provides transparency and clarity regarding the Council’s use of CCTV and similar systems. It should be kept up-to-date with any relevant changes: www.moray.gov.uk/CCTV 8 Operational Use of CCTV and similar systems 8.1 All employees involved in the operational use of CCTV and similar systems will use the equipment in accordance with the terms of the relevant legislation and in accordance with Council policies and procedures. 8.2 The Council will maintain appropriate policies and procedures relating to the use and management of CCTV and similar systems. 8.3 Services should ensure that all involved in the operational use of CCTV and similar systems will be trained to a standard appropriate to their use of the specific system under their control. Training will be outlined within the service operational procedures. Training should be completed prior to using the CCTV and similar system. 8.4 Services should ensure that all staff using BWCs will receive full training in their use. This will include practical use of equipment, on site/in the field operational guidance and best practice, when to commence and cease recording, how to process recorded information securely and safely, the legal implications of using such equipment and how to respond to any requests and questions from the public. Such training must be completed before the use and deployment of BWCs. 8.5 CCTV and similar systems set up to protect Council properties and other related purposes will be configured to match the operational needs of the individual sites and will not be used in any way that does not comply with this Policy. 8.6 It is important that CCTV and similar systems are monitored in relation to the adequacy of the images that are gathered in relation to its specified purposes. Similarly, BWCs and similar systems with audio recording capabilities should also be monitored in relation to the adequacy Page 101
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Dec 2024 v2.0 Page 12 of 15 of the images and audio gathered for their specified purposes. If the information gathered is inadequate for the specified purposes, then the equipment or system must not be used to gather information to which this Policy relates. 9 Installation or extension of new or existing CCTV and similar systems 9.1 The Council is committed to respecting people’s rights to privacy and supports the individual’s entitlement to go about their lawful business. This is a primary consideration in the operation of any CCTV or similar system. However, this must be balanced against the public interest of the Council in relation to installing or extending existing CCTV and similar systems. Covert CCTV, or similar system, will not be deployed unless it is appropriately authorised through RIPSA. 9.2 The Council will not consider the installation or extension of a CCTV and similar system as an automatic step to address a problem and will always consider less privacy intrusive solutions. CCTV or and similar system will only be used if it is deemed proportionate and appropriate. The issues of interference with privacy, including necessity and proportionality of that interference must be recorded in the DPIA. Existing DPIAs will need to be updated to cover any significant changes including a proposed extension. 9.3 For CCTV, the service responsible for the initiative will complete a DPIA and involve the Asset Manager (Corporate Buildings) in the process. 9.4 The Council does not encourage the use of “Dummy” or “Replica” cameras, as these give a false sense of security. 10 Review, sharing and transfer of captured data 10.1 No captured data, including images or audio, will be disclosed to any third party, unless there is a lawful basis to do so. Requests regarding the transfer of captured data will be handled on a case-by-case basis. If captured data is to be regularly shared with a third party, a relevant Data Sharing Agreement (DSA) should be in place. A fully completed Data Protection Request or Release Forms must be completed by the requesting third party before any information may be shared to that third party. 10.2 Services will retained detailed records of the following information when disclosing captured data to any third party: • date and time of the request and of when access was allowed; • identification of any third party who was allowed access (name and position); • justification for access request; • relevant reference number of requestor e.g. Crime Reference Number • the data required • whether the footage was released • details of the captured images/audio to which access was allowed, and, • the format the data was provided in. 10.3 Only employees that have been authorised and completed the appropriate training, will be involved in the review and sharing of captured data. 10.4 In order to meet the public interests in using CCTV and similar systems, it may be appropriate for the Council to transfer captured data to other third parties on reviewing the information gathered without the necessity of the third party making a formal request to obtain a copy of the Page 102
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Dec 2024 v2.0 Page 13 of 15 captured data, for instance in a case of urgency or where any delay would be contrary to the public interest. Such transfers shall only be made where permitted in terms of legislation and relevant Council policies and procedures. Services should record that the captured data has been shared, with whom and for what purpose in line with para 10.2 above. 10.5 Any person who misuses, misplaces, makes unauthorised copies or transfers captured data to a third party for purposes not related to Council or lawful purposes could be liable to disciplinary and/or criminal proceedings. 11 Individual requests for access to or erasure of captured data 11.1 Data Protection legislation grants rights to individuals in relation to their personal data. This includes rights to request access to, and erasure of, personal data, such as images captured by CCTV, and, audio and images captured by BWCs. Access to Information requests, including Subject Access Requests, Freedom of Information (Scotland) Act Requests and Environmental Information (Scotland) Regulations Requests are coordinated through info@moray.gov.uk 11.2 The Council retains copyright in all images captured by its CCTV and similar systems. Any further use or publication of images provided to an individual in response to an Access to Information Request is prohibited, unless the individual obtains authorisation from the Council. 11.3 The Council is entitled to refuse access to captured images in limited circumstances, such as where disclosure would prejudice the prevention or detection of crime, or, the prosecution of offenders. Where captured images have been passed to Police Scotland or the Crown Office and Procurator Fiscal Service, a Subject Access Request from an individual will be refused until such time as the Council has been notified that no proceedings will be taken, or proceedings have concluded. 11.4 Subject Access Requests for images on Public Space CCTV must be made directly to Police Scotland, as they monitor and operate the Public Space CCTV system. 12 Review of Systems 12.1 All CCTV and similar systems shall be reviewed by Services on an annual basis to ensure that the justification for their use remains. 12.2 The captured data shall be reviewed on a periodic basis as set out in the Service’s operating procedures to ensure that they are still adequate and effective in relation to meeting the purposes of the system. 13 Joint systems 13.1 There may be situations where the Council is operating a CCTV or similar system with a third party. This would usually occur for CCTV where the premises to which the systems relate are operated as a shared or communal facility. In those cases, the Council will not use the images from such a system unless that use complies with the requirements of this Policy, even if the system was not implemented by the Council. 13.2 The Council and the third party should put in place joint operational measures in order to ensure that the Council’s use of the CCTV or similar system and the captured data complies with legislation and this Policy. Page 103
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Dec 2024 v2.0 Page 14 of 15 14 Complaints 14.1 Any complaints will be recorded and handled in accordance with the Council’s formal complaints procedure; Services will provide assistance as and when required. 15 Privacy Notices and Signage 15.1 Privacy Notices should be made available to potential data subjects and should be kept up-to- date: www.moray.gov.uk/PrivacyNotices 15.2 The CCTV and similar systems Privacy Notice will be clearly accessible from the Council’s CCTV webpage, this webpage should be included on all Council CCTV and similar systems signage. 15.3 All CCTV and similar systems need signage to be clearly and prominently placed at the entrance and also within the area of coverage. For portable equipment, such as BWCs, signage needs to be visible in the area being recorded, and on the individual wearing the equipment. 15.4 All signage should contain layered privacy information, including naming the Data Controller, the purpose(s) for using the system, where further data protection information can be found including a link to the full Privacy Notice, and, contact details for further information. 15.5 For portable equipment, such as BWCs, where practicable, individuals should be verbally made aware that the recording of video and/or audio is, or is about to, take place and the reasons why; each Service will agree a suitable form of words that will be easily understood by individuals. Such verbal announcements should take place prior to turning on the portable equipment. Staff wearing BWCs should also wear identification showing that they are wearing a recording device. 16 Similar Systems In addition to CCTV and BWCs, other developing and pre-existing technologies have the potential to be utilised by the Council. Examples of these include: • Automatic Number Plate Recognition (ANPR) camera systems; these can process personal data when vehicles drive past their field of vision. They have the ability to collect and analyse large quantities of personal data in real time (typically capturing images of vehicles, images of each vehicle’s number plate, vehicle registration mark, and, the date, time and location of the vehicle). • Dash Cams are dashboard cameras, a type of surveillance system mounted within a vehicle. They are generally outward facing cameras that record footage of journeys taken by the vehicle (including footage of other road users and pedestrians). They include features such as GPS technology, audio recording and enable footage to be saved automatically. • Intercom entrance systems (also known as video or smart doorbells) are designed to control access to a building by providing occupants and property owners with a means to visually verify access requests made by visitors. They may have keypads to allow entry access to individuals previously provided with correct passcodes. Intercom entrance systems can capture images and sometimes audio of individuals visiting or leaving a doorway/premises. There are novel smart versions that can also be equipped with facial detection and recognition technologies; this Policy does not cover such smart versions. Page 104
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Dec 2024 v2.0 Page 15 of 15 No equipment or system should be procured or deployed until a DPIA has been completed by the Service, and, fully signed off as approved. This CCTV Policy will be fully applicable to all CCTV and similar systems, even if that is a new technology not yet stipulated in this document. 17 Further Information Moray Council’s CCTV webpage: www.moray.gov.uk/CCTV ICO Video Surveillance Guidance: https://ico.org.uk/for-organisations/uk-gdpr-guidance-and- resources/cctv-and-video-surveillance/guidance-on-video-surveillance-including-cctv/ Scottish Government’s National Strategy for Public Space CCTV in Scotland (2011) https://www.gov.scot/binaries/content/documents/govscot/publications/advice-and- guidance/2011/03/national-strategy-public-space-cctv-scotland/documents/0115210- pdf/0115210-pdf/govscot%3Adocument/0115210.pdf Page 105
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