Agenda Document Pack - Housing and Community Safety Committee - 18/06/2026
Moray Council · 18 June 2026
Back to Housing and Community Safety Committee — 18 June 2026 and its agenda
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Housing and Community Safety Committee Thursday, 18 June 2026 NOTICE IS HEREBY GIVEN that a Meeting of the Housing and Community Safety Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Thursday, 18 June 2026 at 14:00. 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 13-15 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minute of meeting dated 12 March 2026 7 - 12 5. Written Questions ** 6. 2025-28 Housing, Property and Communities Service Plan (Year 2 refresh) Report by Executive Director Education, Housing and Communities 13 - 32 7. Estate Management Policy Review Report by Executive Director Education, Housing and Communities 33 - 88 Page 1
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8. Allocations Policy Annual Performance Report 2025-26 Report by Executive Director Education, Housing and Communities 89 - 100 9. Performance Report (Housing, Property and Communities Service) – Period to March 2026 Report by Executive Director Education, Housing and Communities 101 - 110 10. Housing Property and Communities Budget Report to 31 March 2026 Report by Executive Director Education, Housing and Communities 111 - 122 11. Housing Investment Plan Budget Monitoring to 31 March 2026 Report by Executive Director Education, Housing and Communities 123 - 148 Item(s) which the Committee may wish to consider with the Press and Public excluded 12. Refugee and Resettlement Update [Para 3] • 3. Information relating to any particular occupier or former occupier of, or applicant for, accommodation provided by or at the expense of the authority. 13. Building Services Budget 2026-27 [Para 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 14. Building Services Budget 2025-26 – Budget Monitoring [Para 9] • 9. Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. Page 2
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Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services by 12 noon 2 clear working days before the meeting for which the report is published. Please see Standing Order 38 for deadlines. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Tenant Participation Strategy 2024-2029 Report by Executive Director Education, Housing and Communities 149 - 154 Community Safety Annual Report 2024-25 Report by Executive Director Economy, Enterprise and Operations 155 - 172 Summary of the Housing and Community Safety Committee functions: To deal with matters relating to Housing/HMOs, Housing Regeneration, Homelessness, Social Inclusion, Equalities, Community Safety, Anti- Social Behaviour (including road accidents) and Community Liaison. Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 5pm three working days prior to the day of the meeting, please see Standing Order 36 for deadlines. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 12pm the day before the meeting. The Member who has put the question may, after the answer has been published, may ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Housing and Community Safety Committee SEDERUNT Councillor Amber Dunbar (Chair) Councillor Paul McBain (Depute Chair) Councillor Neil Cameron (Member) Councillor Tracy Colyer (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor Donald Gatt (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Marc Macrae (Member) Councillor Shona Morrison (Member) Councillor Derek Ross (Member) Councillor John Stuart (Member) Ms Beverley Davenport (Non-Voting Member) Ms Elizabeth McKnockiter (Non-Voting Member) Clerk Name: Lissa Rowan Clerk Telephone: 07765 741754 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Housing and Community Safety Committee Thursday, 12 March 2026 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Neil Cameron, Councillor Tracy Colyer, Ms Beverley Davenport, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Marc Macrae, Councillor Paul McBain, Ms Elizabeth McKnockiter, Councillor Shona Morrison, Councillor Derek Ross, Councillor John Stuart IN ATTENDANCE Executive Director Education, Housing and Communities; Head of Housing, Property and Communities; Service Manager Housing Strategy; Service Manager Property, Estates and Assets; Service Manager Building Services; D Murray, Senior Housing Officer (Strategy); E Armit, Senior Housing Officer (Policy); G Anderson, Senior Solicitor and L Rowan, Committee Services Officer. 1 Chair Councillor Amber Dunbar chaired the meeting. 2 Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 of the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons regarding any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. 3 Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 15 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. Para Number of the Minute Para Number of Schedule 7a 12 Para 9 - Information on terms proposed or to be proposed by or to the Authority. Item 4. Page 7
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5 Condolences The Committee joined the chair in offering sincere condolences to the family of Ron Tolmie following his recent passing. Mr Tolmie was one of the first tenant representatives to sit on the Committee following Moray Council’s decision to include tenants in chamber discussions in 2000 and he helped shape early tenant participation, setting foundations for current structures. The Committee expressed condolences to his family and the wider Burghead community. 4 Minute of meeting dated 18 November 2025 The Minute of the meeting of the Housing and Community Safety Committee dated 18 November 2025 was submitted and approved. 5 Written Questions The Committee noted that no written questions had been submitted. 6 Local Housing Strategy 2025-2030 Under reference to paragraph 7 of the Minute of the meeting of this Committee dated 9 September 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities presenting the Committee with the results of the public consultation on the consultative draft Local Housing Strategy 2025-2030. Following consideration, the Committee unanimously agreed to: i. note the feedback received during the consultation period; ii. approve the revised draft Local Housing Strategy 2025-2030 and action plan for implementation as set out in section 7.8 of the report; and iii. note that there were no changes made to the Integrated Impact Assessment (IIA) following the consultation as detailed in section 7.8 of the report. 7 Moray Affordable Housing Investment Programme Under reference to paragraph 8 of the Minute of the meeting of this Committee dated 24 June 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities informing the Committee of progress on the Affordable Housing Investment Programme in Moray. During her introduction, the Service Manager, Housing Strategy advised the Committee of an error in the table at paragraph 7.3 of the report where the total number of completions in the Affordable Housing Supply Programme should read 4 and not 5 as printed. This was noted. Page 8
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Following consideration, the Committee unanimously agreed the: i. Moray Affordable Housing Investment Programme; ii. delivery of housing intended to meet the workforce housing needs of SSEN Transmission and their sub-contractors; iii. delivery of housing at Bilbohall, Elgin; iv. delivery of the Council’s new build and acquisition programme; and v. to note that the total number of completions in the Affordable Housing Supply Programme is 4. 8 Housing Investment Plan Update to 31 December 2025 Under reference to paragraph 4 of the Minute of the meeting of Moray Council dated 26 February 2026, the meeting had before it a report by the Executive Director Education, Housing and Communities informing the Committee of the progress on the Housing Investment Plan to 31 December 2025. The report also provided an update on the Housing and Property Scottish Housing Quality Standards (SHQS) Compliance Improvement Plan. Following consideration, the Committee unanimously agreed to: i. note the planned works which will improve the Council’s housing stock; ii. note the current progress of the improvement plan; iii. note the plans to ensure compliance continues to improve; iv. declare surplus to requirements 11 Sutherland Street, Buckie; and v. recommend to Moray Council that delegation is given to the Head of Housing, Property and Communities to declare surplus to requirements single residential properties at the next review of the Scheme of Delegation. 9 Common Repairs Policy Review Update Under reference to paragraph 14 of the Minute of the meeting of this Committee dated 18 November 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities informing the Committee of the Common Repairs Policy consultation and sought approval of the Common Repairs Policy for implementation. Following consideration, the Committee unanimously agreed to: i. note the results of the consultation feedback as set out in Section 5 and Appendix I of the report; and Page 9
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ii. approve the final Common Repairs Policy for implementation as set out at Appendix II of the report. 10 Domestic Abuse Policy – Consultation Results Under reference to paragraph 13 of the Minute of the meeting of this Committee dated 18 November 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities informing the Committee of the Housing Service's draft Domestic Abuse Policy consultation results and sought approval of the final policy for implementation. Following consideration, the Committee unanimously agreed to: i. note the recent consultation feedback results at Section 5 and Appendix I of the report; and ii. approve the final revised Domestic Abuse Policy for implementation as set out at Appendix II of the report. 11 Housing and Property Services Budget Monitoring to 31 December 2025 Under reference to paragraph 4 of the Minute of the meeting of Moray Council dated 26 February 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities asking the Committee to note the budget position for the Housing Revenue Account (HRA) and General Services Housing and Property Budget for the period up to 31 December 2025. Following consideration, the Committee unanimously agreed to: i. note the budgetary position for the period to 31 December 2025, consisting of an overspend of £818k for the HRA and an overspend of £81k for General Services Housing and Property; and ii. approve the proposed service development detailed at para 6.15 of the report. 12 Building Services Budget 2025-26 – Budget Monitoring [Para 9] Under reference to paragraph 7 of the Minute of the meeting of this Committee dated 6 May 2025, the meeting had before it a report by the Executive Director Education, Housing and Communities presenting the budget monitoring information for the period to 31 December 2025 for the Building Services Trading Operation. Following consideration, the Committee unanimously agreed to note: i. the financial information for the period to 31 December 2025, as detailed in section 6 and Appendix I of the report; ii. Building Services operating performance for the period to 31 December 2025, as Page 10
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set out in section 7 of the report; iii. the revised projected outturn to 31 March 2026, as detailed in section 8 and Appendix I of the report; and iv. the disposal of surplus windows from DLO stock, as set out in Section 9 of the report. Page 11
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director, Education, Housing & Communities Author: Denise Whitworth/Edward Thomas Contact Email: denise.whitworth@moray.gov.uk edward.thomas@moray.gov.uk Subject: 2025-28 Housing, Property and Communities Service Plan (Year 2 refresh) 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Housing, Property & Communities Service Plan (Year 2 refresh) noting that the Learning Estate element will be considered at the Education, Children’s and Leisure Services Committee on 23 June 2026 in terms of remit. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plan (Year 2 refresh) has been prepared identifying the improvement targets for the remaining term of the plan. In preparing the plan, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plan also identifies the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Consider and approve the Service Plan (Year 2 refresh) for Housing, Property & Communities in Appendix 1. Denise Whitworth Item 6. Page 13
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Executive Director, Education, Housing & Communities 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework that sets out the strategic direction for services. 4.2 It should be noted that actions from the refreshed Best Value Action Plan, approved by the Corporate Committee on 26 August 2025 (para 8 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services support their improvement work with the Public Sector Improvement Framework (PSIF) or by using another recognised self-evaluation tool. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below based on the performance monitoring carried out throughout the year and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Reports that are also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous Service Plans. 4.7 It should be noted that while there has been some re-organisation of teams and alignment of services following the management restructure, service plans have been prepared taking account of Council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the year 2 refresh of Service Plans to ensure that they continue to reflect the next iteration of priorities and direction from committee and that services are appropriately directed and tasked. Page 14
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5. PROPOSALS 5.1 As the service has set high level priorities for a three-year period 2025-28, performance is reported against that period with actions and indicators being reviewed annually. 5.2 Planned focus in new plans for Education Housing and Communities services The revised Council structure has given the opportunity to consider how best to integrate services within the directorate and connect service plan activity to gain greater impact from co-ordinated, cross service effort directed towards delivery of the Council’s corporate plan priorities. As a result, the corporate priority of tackling poverty and inequality has been identified to provide a common focus across service plans within Education, Housing and Communities. More specifically, to advance this, services plan to: use whole systems approaches to ensure there is joined up activity across services and partners; consider how data can be used to give greater insight to enable targeting and early intervention; and take forward the use of locality and placed based approaches to drive improved results. 5.3 Early work is underway and an example is reducing the number of children in temporary accommodation and the duration of homelessness for families. Work is also underway to align elements of the Benefits and Money Advice service with Housing functions, to prioritise frontline services and deliver process efficiencies. Housing, Property & Communities 5.4 Progress on planned work (success) • All Learning Estate stakeholder engagements took place as planned. • Recommendation to close Crossroads Primary school was approved and handed over to estates team in September 2025. • School estates upgrade programme met all set objectives in 2025/26. Upgrades completed at Speyside and Milnes High schools and East End and Mosstodloch Primary schools. Works are in progress at Cullen, Rothes and Mortlach Primary schools. Design works have been completed at Alves Primary school. • In partnership with the Integrated Joint Board (IJB) the strategic alignment of allocations in response to needs of older people has been achieved. The Local Housing Strategy (LHS) was approved at The Housing and Community Safety Committee on 12 March 2026. • The service Level Agreement (SLA) with the Citizens Advice Bureau (CAB) was agreed and subsequently implemented in January 2026. • The review of the Refugee Settlement Team has concluded and the change management plan has been implemented. 5.5 Progress on planned work (areas for development / not delivered) • Progress to reduce the number of children in temporary accommodation has proven challenging. The process for establishing baseline data to monitor progress has commenced with colleagues in health, but yet to be finalised. Work to be prioritised in the first half of 2026/27. Page 15
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• Final report on the long-term learning estate investment strategy due to be presented to Education, Children’s and Leisure Services (ECLS) committee in June 2026, after which the action is expected to complete. • Although well advanced at 95% complete work remains outstanding to complete the implementation of the repairs improvement plan. • Work remains to revise the housing contribution statement. Work continues with health partners and will be carried forward into 2026/27. • Due to resource and workload pressures within ICT the development of the Money Advice eForm is not complete. Completion in the early part of 2026/27 is expected. • Significant progress has been made to improve the energy efficiency of Council housing stock, however targets to match comparator authorities have not been met. Work will continue into 2026/27. • The new gas scheduling system has been developed but not yet implemented. Implementation is planned by end of September 2026. • Work to review teams to create efficiency savings is ongoing. Proposals have been drafted and processes underway to prepare change management plan. Action will be carried forward with completion expected during 2026/27. 5.6 Planned focus in new plan (reflecting above and challenges to come) • Completion of assessment on the advantages/disadvantages of NEC Hosting (housing systems) • Further centralisation of means testing application and assessment processes across Council functions. 5.7 The service plan for Housing, Property & Communities is attached in Appendix 1. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact ✓ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. Page 16
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a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: • Building capacity and resilience • Change management and a workforce culture to support and enable change. • Health and Well-being management (including absence management). • Recruitment and retention. 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital Page 17
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None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. Service contributions to the delivery of the Climate Change Strategy, Biodiversity Strategy, Net Zero Fleet Strategy, Travel Strategy etc. are captured in the respective annual reports. The Corporate Plan recognises that sustainability, environmental, climate change and biodiversity considerations are incorporated within existing projects and are specifically considered as part of committee reporting processes. In a service context, consideration is also given to Climate Change and Biodiversity under the following main themes with activities and good practice gathered half yearly within routine performance reporting processes - • Contributing to the reduction of greenhouse gas emissions through reducing energy use, recycling, planning in a way to allow use of public transport, local procurement etc. • Adapting to the effects of a changing climate by integrating changing climate into future plans and existing projects, tracking weather impacts on services, supporting partners, customers, and the public to adapt through promoting resilience • Acting in a sustainable manner by enhancing owned greenspaces, planning in a way that also benefits nature, ensuring staff have the skills and knowledge to protect and restore biodiversity, help communities and clients connect with nature 7. CONSULTATION 7.1 This report has been prepared in consultation with the service manager in Housing, Property & Communities and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 18
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) 1. Service Definition: • Management and maintenance of Council housing stock • Local strategic housing function • Statutory duties in relation to homelessness and fuel poverty • Development and delivery of the Moray Affordable Housing Supply Programme (AHSP) • Maintenance of the Council’s corporate buildings, management of the Council’s corporate property portfolio and the industrial estate • Building Service DLO • Property Design • Asset Management and Estates function. • Learning Estate Programme • Benefits and Money Advice 2.Service Resources: FTE: 344 employees Total Annual Budget 2025-26: £63.7m • Housing Revenue Account: £31.9m • Building Services: £19.7m • General Services Housing, Property and Communities: £12.1m 3.What have we identified for improvement in 2025-28 What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Systemic Review of Quality and Customer Service for Housing Repairs Informed by volume of tenant and elected member representations and complaints. Comprehensive review of data including complaints to inform a systemic action plan for improvement in terms of quality, value for money and customer satisfaction. Review of gas servicing scheduling systems Existing ICT is unsupported. Potential to replace it with a more robust, supported and integrated system, which will schedule works and satisfy statutory reporting requirements. Page 19
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) Local Housing Strategy 2025-30 Alignment with IJB with development of the Strategic Commissioning Plan which must include a Housing Contribution Statement. The statement will be informed by the HNDA undertaken in 2023/24. Improve attainment of EESSH (Energy Efficiency Standard for Social Housing) and SHQS (Scottish Housing Quality Standard) Scottish Housing Regulator and benchmarking data – Moray Council remains below local authority averages. Reducing the number of children in temporary accommodation and the duration of homelessness for families Scottish Government homelessness data and reports on the impact on children – Moray Council performs well against local authority comparators and is striving for best practice. 4.Local Outcome Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high 3 low) (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Delivery of the Housing, Investment and Affordable Housing Supply programmes Increase in affordable housing available in Moray PIs H1.10a Number of affordable housing completions at end of current FY 31 March 2028 Service Manager – Housing Strategy 1 Page 20
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) Empowered Communities 28 site starts 123 completions 10 acquisitions 30 June 2026 31 March 2027 31 March 2027 (L) Improving Wellbeing of our population (CP) Tackle Poverty and Inequality Reducing the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children Moray will have lower levels of child poverty in line with national targets Number of children in temporary accommodation reduced by 5% Number of homeless presentations from families with children Instances of homeless prevention Duration of homelessness for families with children reduced by 5% Educational Attendance & Attainment for children impacted by homelessness 31 March 2027 and annually against 2025 baseline Service Manager – Housing Need 1 Page 21
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Review of Depot & Stores Improvement and rationalisation of estate Per FBC PIs Milestones 1. Development of Implementation Plan 2. Progress stage 1 of implementation plan 31 March 2028 31 July 2026 31 December 2026 Service Manager - Property, Estates and Assets 1 (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements. 1.1 (Design & Construction) Elgin High School Capacity Extension – Internal Repurposing 1.2 (Design and Construction) Future Forres Academy operational 1.3 (Design and Construction) Future Buckie HS operational Moray has high performing schools that are fit for the future and financially and environmentally sustainable PIs 1. EdS100 % of schools that are rated B or better for condition. 2. EdS1001 % of schools that are rated B or better for suitability. 3. ERC010 % Spare building capacity. 4. % of schools with approved asset 30 December 2030 1.1 31 August 2028 1.2 30 Sept 2029 1.3 31 Dec 2030 1.4 March 2027 Service Manager – Education Estates 1 Page 22
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) 1.4 (Engagement and Consultation) SG Level Options Development (long Term investment strategy) 1.5 (Design and Construction) Options developed to manage for Elgin South and North primary school capacity requirements 1.6 (Design & Construction) Schools BB upgrade programme delivering minimum 3 B condition/suitability school upgrades per year 1.7 (Engagement and Consultation) Public consultation on Learning Estate Changes (defined by LE Review Paper proposals agreed by Committee) management plans. 5. % ASG options reviews completed. 1.5 31 March 2027 1.6 Recurrs Annually 1.7 TBC (Review following ECLS Committee June 2026 Page 23
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Systemic Review of Housing Repairs Implementation of Repairs Improvement Plan Increased customer satisfaction and value for money assurance Value for money assurance Milestones/PIs 1. Increase the proportion of repairs completed correctly the first time by 5% 2. Level of Complaints decrease by 10% 3. Response Repair expenditure reduced by 10%, PIs H1.8 No of Complaints Received H1.8a Number of Complaints Closed H1.8b Number of complaints received relating to Repairs/Capital/Planned Maintenance H1.8c % of complaints closed relating to 1. 30 June 2025 2. 31 March 2027 3. 31 March 2027 Service Manager - Building Services 1 Page 24
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) Repairs/Capital/Planned Maintenance H2.7 Average length of time (hours) to complete emergency repairs H2.8 Average length of time (working days) to complete non- emergency repairs (Quarterly) H2.11 % of repairs completed right first time H2.12 % of repairs appointments kept H2.15 Response repair expenditure HSN04b Average number of days taken to complete non- emergency repairs Housing Needs Revise the Housing Contribution Statement with Health & Social Care Moray Assess and respond to the housing needs of older people, in partnership with IJB 31 Dec 2026 Service Manager – Housing Strategy 1 Page 25
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) Achieve strategic alignment of allocations, operations and Development between the Council and IJB 31 Mar 2027 Service Manager – Housing Need Benefits / Money Advice Develop Benefits e- form Service efficiency savings Improved customer service % of total applications successfully completed through e-form Reduction in application processing time Reduction in corporate mail room activity. 30 September 2026 Service Manager – Benefits and Money Advice 2 Establish whether there is a viable case for further centralisation of means testing Determine whether a staffing efficiency and maximisation of council resources is achievable Completion of business case 31 December 2026 Service Manager – Benefits and Money Advice 3 Energy Efficiency & housing quality within building and housing stock Continue to improve the Council’s housing stock and reduce the carbon impact arising from Housing & Property Services Phased improvement of Council housing and energy efficiency within corporate buildings and housing stock to be carbon neutral by 2030 Milestones/PIs 1. A reduction in Scope 1 (direct emissions arising from energy Consumption in relation to the corporate estate) of 20% against 21/22 31 March 2027 Service Manager -Property, Estates and Assets 2 Page 26
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) baseline of 5,615 tonnes of CO2, 2. Increase % of houses meeting EESSH (To meet LGBF Family Group Average) PIs HSN03 Proportion of council dwellings meeting Scottish Housing Quality Standards. H1.20 Direct emissions arising from energy consumption on the corporate estate (tonnes CO2e) H2.2b Percentage of stock meeting the Energy Efficiency Standard for Social Housing (EESSH) Gas Service Scheduling System 1. Develop implementation plan for identified solution Provision of a robust, supported and integrated system, which will schedule works efficiently PIs H2.13a Number of times did not meet statutory 1. 31 December 2026 Service Manager – Housing Strategy 1 Page 27
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) and satisfy statutory reporting requirements. Value for money obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check – target is zero instances. H2.16 Percentage of properties compliant with current Gas Regulations (holding a valid Landlord Gas Safety Record) – target is 100%. H2.19 Percentage of service records kept to Gas Safe Register acceptable standards. H2.20 Percentage of services carried out to Gas Safe Register standards of satisfactory workmanship. Service Manager - Building Services Review of Teams 1. Review of interdependencies and changes to be incorporated (aligned with corporate Efficiency of service delivery £75K savings Milestones Review of relevant roles (Action 1) 1. 30 June 2026 Head of Housing, Property & Communities 2 Page 28
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) structure changes). 2. Review of Refugee Resettlement Team 3. Review of Private Sector Housing Team Implementation of the Change Management Plan to absorb Refugee Resettlement Team within Housing & Property Services Implementation of proposals (Action 1) Inclusion in Scheme of Delegation & Scheme of Administration (Action 2) Implementation of Staffing Changes (Action 2) 2. 30 September 2026 3. 31 March 2027 Housing Needs Manager/Service Manager Housing Strategy Workforce Health & Wellbeing Ensure the Health and Work Policy and Procedures, providing a supportive and comprehensive framework within which to manage health and wellbeing and any absence that occurs, are applied by managers Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. PIs H&P1.0 Sickness absence days lost (Service) FTE H&P H&P1.1 % of Sickness absence (Service) H&P 31 March 2027 Head of Housing & Property Services 2 Page 29
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) ADD ANY NEW SERVICE LEVEL ACTIONS BELOW 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Feasibility study of NEC Hosting Complete an assessment of the advantages/disadvantages of NEC Hosting Sustainability of service delivery/service improvements Improved service 31 March 2028 Service Manager Housing Strategy 2 Benefits / Money Advice Further centralisation of means testing application and assessment processes Streamlining of application and assessment process. Staffing efficiency and maximisation of council resources. Increase in uptake of benefits and grants through streamlined customer application process 31 October 2026 Service Manager – Benefits and Money Advice 3 Citizens Advice SLA Implement quarterly SLA performance review meetings with CAB. Annual review report. Value for money assurance Finalise the terms of SLA in terms of draft presented to committee Measured within terms of SLA. Milestone Annual review report completed by 30 September 2026 30 September 2026 Service Manager – Benefits and Money Advice 2 Page 30
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APPENDIX 1 HOUSING, PROPERTY & COMMUNITIES - SERVICE PLAN 2025-2028 (Year 2 refresh) Page 31
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Gillian Henly Contact Email: Housing.Policy@moray.gov.uk Subject: Estate Management Policy Review 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to advise the Committee of the need to update and revise the Estate Management Policy to ensure that the Council’s approach reflects current legislation and operational practice. 1.2 As part of the review, two standalone policies, a Pet Policy for Council Tenants and a Permissions Policy, have been developed to improve clarity and usability. The Committee is asked to consider and approve the draft policies and agree that they progress to public consultation with tenants and key stakeholders in line with statutory requirements and good practice. 1.3 This report is submitted to Housing and Community Safety Committee in terms of the Council’s Scheme of Administration: • Section III G (2) to exercise all the functions of the Council as Housing Authority. • Section III G (3) relating to carrying out the management and maintenance of the Council's Housing Stock including housing for the homeless and sites for Gypsies/Travellers. 2. SUMMARY 2.1 The Estate Management Policy has been comprehensively reviewed to reflect changes in legislation, regulatory expectations, and operational practice. To improve accessibility and clarity, elements of the previous policy have been separated into two standalone policies: • a Pet Policy for Council Tenants; and • a Permissions Policy. These documents provide clearer guidance for tenants and staff and support consistent decision making across the service. 3. RECOMMENDATIONS Item 7. Page 33
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3.1 It is recommended that Committee: i) notes the requirement to review and update the Estate Management Policy, and the development of standalone Pet and Permissions Policies, to enhance clarity and usability; ii) considers and approves the revised draft Estate Management Policy as set out in APPENDIX I; iii) considers and approves the draft Pet Policy for Council Tenants as set out in APPENDIX II; iv) considers and approves the draft Permissions Policy as set out in APPENDIX III; v) agrees that a consultation exercise on the draft policies is undertaken, as set out in Section 8 below; vi) considers the draft Integrated Impact Assessment at APPENDIX IV and notes that it will be updated following consultation; and vii) notes that a further report, detailing the consultation findings and presenting final revised policies for approval, will be presented to this Committee on 10 September 2026. Gillian Henly Senior Housing Officer (Policy) 4. BACKGROUND AND CONTEXT 4.1 The Council’s existing Estate Management Policy was approved on 2 February 2005, by the Community Services Committee (para 11 of the Minute refers) and minor amendments made in June 2008. It defines how the Housing Service manages housing estates and surrounding environments with the aim of ensuring they are safe, clean, and well maintained places to live. 4.2 Estate management reflects the wider role of the Council in areas owned and managed by the Housing Service. In these areas, the Council is not only a landlord but has responsibilities for neighbourhood sustainability and some aspects of the environmental quality. 4.3 Estate management is central to the Council’s role of delivering and promoting safe, secure, sustainable, and desirable communities. It extends beyond maintaining buildings and physical environments to include service quality, tenant support, community safety and partnership working. 4.4 Since the policy was last reviewed, the legal and regulatory framework governing social housing has developed substantially. This includes: • updates to housing legislation; • enhanced equality and human rights duties; • strengthened data protection requirements; and • updated expectations under the Scottish Social Housing Charter. Page 34
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Additionally, there have been changes to operational practices and service delivery arrangements which require the policy to be updated to ensure it accurately reflects current practice. 4.5 As part of the comprehensive review of the Estate Management Policy, it was identified that the volume and complexity of the existing policy reduced its clarity and ease of use. It is therefore proposed that key elements are addressed through separate, standalone policies. Therefore, a Pet Policy for Council Tenants and a Permissions Policy have been developed alongside the revised Estate Management Policy. This approach: • improves clarity for tenants, residents and staff; • allows each policy to be reviewed independently; and • supports more consistent application in practice. 5. ESTATE MANAGEMENT POLICY 5.1 The revised Estate Management Policy (APPENDIX I) reflects changes in legislation, operational practice, good practice and regulatory requirements. It provides: • clearer standards and expectations; • defined roles and responsibilities; and • a stronger framework to support and strengthen consistent, high quality service delivery. 5.2 It introduces: • a stronger emphasis on preventative and proactive estate management, including regular inspections, estate audits and early intervention; • clearer roles and responsibilities for the Housing Service, tenants and partner agencies; • enhanced arrangements for partnership working with services such as Community Safety, Environmental Health and Police Scotland; • improved standards for managing common areas, grounds maintenance, refuse, parking and environmental quality; • a consistent and proportionate approach to enforcement and tenancy management; and • strengthened links to related policy areas including pets, permissions, antisocial behaviour and tenancy sustainment. The policy also reinforces tenant responsibilities under the Scottish Secure Tenancy and promotes shared responsibility for maintaining safe, attractive neighbourhoods. 6. PET POLICY FOR COUNCIL TENANTS 6.1 The Housing (Scotland) Act 2025 received Royal Assent on 6 November 2025 and introduces enhanced legal rights for tenants in relation to keeping pets. A new provision (Section 31A) will be inserted into the Housing (Scotland) Act 2001, to provide Scottish secure tenants with a right to keep a pet with the written permission of the landlord, which must not be unreasonably withheld. 6.2 The legislation requires that: • landlords must respond to requests within one month; • any conditions or reasons for refusal must be provided in writing; and • failure to respond within the required period will be treated as consent. These provisions will come into effect on 1 August 2026. Page 35
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6.3 The Pet Policy for Council Tenants (APPENDIX II) has been developed in anticipation of these changes and provides a clear framework for the management of pets within council housing. It: • establishes a consistent and transparent approach to granting permission; • defines what constitutes a pet and identifies animals that are not permitted; • clarifies when permission is required and when it is not (e.g. small pets kept in limited numbers); • details how applications will be assessed, including consideration of property type, pet suitability, and tenant history; and • confirms that decisions will be made within one month and will not be unreasonably withheld. 6.4 The policy also outlines the clear expectations for responsible pet ownership, including: • compliance with relevant legislation (e.g. microchipping and control requirements); • ensuring pets do not cause nuisance, damage, or risk to others; • maintaining appropriate hygiene and preventing fouling; and • ensuring pets are properly cared for and supervised. 6.5 Provisions are included within the policy to manage issues where problems arise, including: • early engagement with tenants to resolve concerns; • withdrawal of permission where conditions are breached; and • proportionate tenancy enforcement action where necessary, with legal action as a last resort. 6.6 The policy recognises the positive contribution pets can make to tenants’ physical and mental wellbeing, while ensuring that potential risks to neighbours, property, and the wider environment are appropriately managed. It also supports the Estate Management Policy by helping to prevent and address estate related issues such as noise, fouling, and damage. 7. PERMISSIONS POLICY 7.1 The draft Permissions Policy (APPENDIX III) provides a clear, consistent and transparent framework for managing requests to make alterations, improvements or change of use to council homes and surrounding land. The policy outlines: • when permission is required, including for structural alterations, installations, external works, or running a business from the home; • how tenants must apply for permission and the requirement to obtain written consent before work begins; • the responsibilities of tenants in relation to planning permission, building warrants, and use of qualified contractors; and • the requirement for the Council to make decisions within defined timescales and not unreasonably withhold consent. 7.2 Applications will be assessed on a case-by-case basis, taking into account: • health and safety considerations; • impact on the property and surrounding area; • potential nuisance to neighbours; • equality and accessibility requirements; and • alignment with planned investment programmes. Page 36
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7.3 The draft policy also provides: • clear grounds on which permission may be refused; • the ability to attach reasonable conditions to approvals (e.g. certification requirements, workmanship standards, reinstatement obligations); • arrangements for inspection, compliance monitoring and recharging where works are defective; and • a structured process for reviews, appeals and escalation. 7.4 The draft Permissions Policy: • supports fair and proportionate decision making; • ensures all requests are assessed consistently; • reduces misunderstandings and complaints; and • protects the long term condition, safety and value of the housing stock by preventing unauthorised or unsuitable works, reducing future repair and reinstatement costs. The draft policy also supports tenant choice and personalisation of homes where appropriate, while maintaining appropriate safeguards. 8. TENANT CONSULTATION 8.1 Section 54 of the Housing (Scotland) Act 2001 and the Scottish Social Housing Charter place a legal obligation on the Council, as a social landlord, to consult with tenants and relevant stakeholders about proposals that may significantly affect them, including housing management policies. 8.2 Subject to this Committee’s approval, it is proposed that a six week consultation exercise is undertaken between 19 June and 31 July 2026. 8.3 The consultation will be hosted on the Moray Engage portal and promoted via the Council website and social media platforms. It will involve: • publication of the policies; • an easy to read version of the policies; • an online survey; and • targeted engagement with stakeholders, including tenants, the Register of Interested Tenants and Moray Tenant’s Forum. 8.4 The feedback will be analysed and used to inform the final versions of the policies prior to submission to this Committee for agreement. 9. FUTURE ACTIONS 9.1 The Model Scottish Secure Tenancy (SST) and Short Scottish Secure Tenancy (SSST) Agreements were published by the Scottish Government to assist social landlords to develop their own tenancy agreements. They include both mandatory clauses set out in statute and common law, as well as discretionary clauses. “Keeping of pets” is currently a discretionary clause, and the current Moray Council SST and SSST Agreements do not contain a condition that tenants must apply for written permission to keep a pet. The existing tenancy agreements will require amendment to reflect forthcoming legislative changes and the implementation of the Pet Policy for Council Tenants. 9.2 The SST and SSST Agreements will be reviewed and updated to reflect: • changes arising from the policy reviews; • relevant legislative updates, including those introduced by the Housing (Scotland) Act Page 37
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2025; and • other improvements identified through the wider service review process. The Scottish Government has advised that updated model SST and SSST Agreements, along with statutory notes, are currently being prepared and expected to be available in October 2026. 9.3 A further progress report with the outcome of the consultation, along with final policies, will be presented to this Committee on 10 September 2026. 9.4 Subject to the consultation feedback, Committee’s approval in September 2026 and the review of the SST and SSST Agreements, an implementation plan will be developed. This will include developing and reviewing procedures and reviewing all tenant information resources. 10. SUMMARY OF IMPLICATIONS 10.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities, Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact X 10.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy. ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population. Page 38
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10.3 Policy and Legal The Scottish Social Housing Charter sets out standards against which the Scottish Housing Regulator will assess local authorities as part of its inspection regime. 10.4 Financial There are no financial implications arising from this report. The costs of the consultation process can be carried out within existing budgets. 10.5 Risk There are no risk implications arising from this report. 10.6 Staffing There are no staffing implications arising from this report. 10.7 Best Value and Transformation There are no Best Value or transformation implications arising from this report. 10.8 Property There are no property implications arising from this report. 10.9 Information Communications/Technology/Digital There are no information communications, technical or digital implications arising from this report. 10.10 Equalities, Social Inclusion and Economic Impact An Integrated Impact Assessment has been completed (APPENDIX IV). Some negative impacts have been identified that can be limited by appropriate mitigations. The assessment will be reviewed and updated following the consultation process. 10.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 11. CONSULTATION 11.1 This report has been prepared in consultation with the Executive Director Education, Housing & Communities, Head of Housing, Property and Communities, Service Manager Housing Strategy, Service Manager Housing Operations, Housing Asset Manager, the Equal Opportunities Officer, G. Anderson, Senior Solicitor and L. Rowan, Committee Services Officer and comments made have been incorporated into the report. 12. BACKGROUND PAPERS 12.1 Estate Management Policy Report 02.02.2005 Page 39
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APPENDIX I Estate Management Policy Version History Version Date Author Changes Made Approved By 1.0 2.2.2005 Housing Policy Initial policy agreed Communities Committee 1.1 TBC Housing Policy Full policy review Housing and Community Safety Committee Index Date of Creation 24 April 2026 Owner (Service) Housing, Property and Communities Reviewer Head of Service Head of Housing, Property and Communities Approver Executive Director Executive Director Education, Housing and Communities Date Approved TBC (for implementation on TBC) Approver (Committee) Housing and Community Safety Committee Date Approved TBC Next Review Date 2029 or earlier if required by legislative or guidance changes Section 1 Scope of the policy Section 2 Strategic context Section 3 Objectives and principles of the policy Section 4 Estate management activities Section 5 Legal and regulatory framework Section 6 Equalities, rights and socio-economic requirements Section 7 Confidentiality and data protection Section 8 Inter-agency working Section 9 Roles and responsibilities Section 10 Estate audits and improvements Section 11 Estate Caretaking Section 12 Common areas Section 13 Gardens Section 14 Household refuse disposal and litter Section 15 Visual appearance of estates Section 16 Vehicle parking Section 17 Pest problems Section 18 Enforcement action Section 19 Reviews and complaints Section 20 Monitoring and policy review APPENDIX A Scottish Social Housing Charter Outcomes Page 41
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1. Scope of the policy 1.1 This policy sets out the framework for estate management activity relating to land, housing estates and property that is owned and managed by the Housing Service. Estate management focuses on the effective management of the environment around Housing Service properties and common areas, to ensure neighbourhoods are safe, attractive and well maintained. 1.2 The policy reflects the Council’s role as landlord and supports the delivery of safe, secure and sustainable neighbourhoods, in line with statutory responsibilities and good practice. 1.3 The policy applies to all housing estates owned and managed through the Housing Revenue Account, including mixed tenure areas. 1.4 A preventative and proactive approach underpins this policy, recognising the importance of early intervention and prompt action to ensure that estates do not deteriorate and continue to be places where people want to live. 1.5 Tenant participation and community engagement are central to effective estate management and are essential to the successful delivery of this policy. 2. Strategic context 2.1 The Estate Management Policy will support the delivery of the Local Housing Strategy, Corporate Plan and the Moray 10 Year Local Outcomes Improvement Plan. It will also assist the Council to achieve the objectives of the Tenant Participation Strategy and promote tenant satisfaction within their neighbourhood. 2.2 The policy aligns with: • the Community Planning priorities to build stronger communities, achieve safer communities and protect and enhance the environment; and • the Community Safety and Antisocial Behaviour Strategy, particularly actions to improve the quality of the physical environment through reducing vandalism, graffiti, litter, dog fouling, noise nuisance and abandoned vehicles. 3. Objectives and principles of the policy 3.1 The aim of the Estate Management Policy is to support tenants’ right to quiet enjoyment of their homes by maintaining neighbourhoods that are safe, attractive and well cared for. The policy establishes clear standards, responsibilities and approaches to management and enforcement to support this aim. 3.2 The specific objectives of the Estate Management Policy are to: • take a proactive and preventative approach to estate management; • maintain high standards of cleanliness, safety and environmental appearance; Page 42
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• ensure residents understand their responsibilities and are supported to meet them; • encourage tenant involvement and shared responsibility, including reporting estate management issues; • work in partnership where issues fall outside the Housing Service’s direct control; • contribute to safe, secure and sustainable communities; and • ensure enforcement action is lawful, proportionate, consistent with the tenancy agreement and aligned with good practice. 3.3 The principles underpinning the Estate Management Policy are: • compliance with relevant legislation and adoption of good practice; • consistent application of agreed procedures and standards; • appropriate training and support for staff; and • clear, plain language communication with residents and service users. 4. Estate management activities 4.1 Estate management relates to the physical condition and environmental quality of housing estates and includes: • estate caretaking; • maintenance and cleaning of common areas; • grounds maintenance; • refuse collection and management of fly tipping; • management of parking and the removal of abandoned vehicles; • removal of graffiti; • estate inspections, audits and walkabouts; and • providing advice, assistance and signposting to residents. The above list is not exhaustive and demonstrates the range of issues which contribute to effective estate management. 4.2 Estate management is affected by wider housing issues such as allocations, neighbour disputes and antisocial behaviour, pets, permissions, noise, repairs and the mixed tenure nature of estates. These issues are addressed by other housing service policies and procedures but have an important relationship with the Estate Management Policy. 5. Legal and regulatory framework 5.1 Moray Council will ensure that the Estate Management Policy complies with relevant legislation, including: • The Housing (Scotland) Act 2001 • The Housing (Scotland) Act 2010 • The Housing (Scotland) Act 2014 • The Tenement (Scotland) Act 2004 • The Dog Fouling (Scotland) Act 2003 • The Antisocial Behaviour etc. (Scotland) Act 2004 Page 43
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• The Removal and Disposal of Vehicle Regulations 1986, as amended by the Removal and Disposal of Vehicles Amendment (Scotland) Regulations 2002) • The Data Protection Act 2018 • UK General Data Protection Regulations (UK GDPR) • The Equality Act 2010 • The Human Rights Act 1998 Scottish Secure Tenancy 5.2 The Scottish Secure Tenancy (SST) and short Scottish Secure Tenancy (SSST) agreement sets out the rights and obligations of both tenants and landlords in relation to the use of the property and common parts. It is a legally binding document and by signing the SST/ SSST at the start of a tenancy both parties agree to adhere to its conditions. 5.3 Tenants are responsible for ensuring that members of their household and visitors comply with tenancy conditions and do not cause nuisance or damage within the estate. 5.4 The policy is consistent with the terms and conditions of the Scottish Secure Tenancy (SST) and short Scottish Secure Tenancy (SSST) agreement. It reinforces existing tenant responsibilities and does not introduce new or unreasonable requirements. 5.6 In delivering the Estate Management Policy, the Housing Service will respond to breaches of an SST / SSST agreement, within the limits of resources and cost effectiveness of available remedies. The response to a breach of tenancy will be proportionate to the severity of the evidenced problem. Where enforcement or recharge is proposed, the policy adopts a proportionate, staged approach consistent with SST / SSST conditions and good practice. Scottish Social Housing Charter 5.7 The Scottish Social Housing Charter sets standards and outcomes that describe the results that tenants and others who use their services can expect from social landlords. The relevant outcomes are set out in APPENDIX A. 6. Equalities, rights and socio-economic requirements 6.1 Moray Council is committed to preventing discrimination, advancing equality of opportunity and fostering good relations. In delivering this policy, the Council will comply with the Equality Act 2010, Human Rights Act 1998, the Fairer Scotland Duty and the United Nations Convention on the Rights of the Child (UNCRC). This includes: • making reasonable adjustments for disabled tenants; • identifying and addressing barriers experienced by marginalised groups; • adopting an inclusive and non-discriminatory approach to decisions on estate management issues; and • monitoring outcomes to avoid disproportionate impacts on protected groups. Page 44
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6.2 The Council is committed to preventing discrimination and promoting equality of opportunity for every person. In accordance with the Equality Act 2010, the Council seeks to ensure that the Estate Management Policy does not discriminate between individuals with one or more of the following protected characteristics: age, disability, gender reassignment, marital status/civil partnership, pregnancy and maternity, race, religion or belief and sexual orientation. 6.3 In accordance with the Public Sector Equality Duty (PSED), the Housing Service will have due regard to the need to eliminate unlawful discrimination, harassment and victimisation, advance equality of opportunity and foster good relations between people who share protected characteristics and those who do not. 6.4 The Housing Service will: • communicate with tenants and service users using clear and concise plain language to aid the understanding of important information; • make information available in alternative formats, where required; and • provide interpretation and translation services free of charge, where required. 7. Confidentiality and data protection 7.1 The Council will treat all tenants with courtesy, sensitivity and complete confidence and ensure that any information given to it as part of the estate management process will be used in accordance with the UK General Data Protection Regulations (UK GDPR) and the Data Protection Act 2018. Relevant privacy notices will advise applicants how personal information may be collected, used, stored, shared and securely disposed of and the legal basis for doing so and what their Data Subject Rights are. 8. Inter-agency working 8.1 The Housing Service acknowledges that services for Council tenants cannot be delivered in isolation and recognises that effective estate management relies on partnership working across Council services and external agencies. It will work collaboratively with all involved to promote safe and secure environments. 8.2 The Housing Service will: • work with tenants, residents (owners and non-tenants) and other key stakeholders, including Police Scotland, the Community Safety Team, Environmental Health, Roads and Open Spaces to promote safe, secure and well maintained environments; and • respond proactively to issues and will liaise at the earliest opportunity with other relevant partners. 8.3 Inter-agency working will: • assist in identifying and resolving issues such as lighting concerns, discarded refuse, vandalism and abandoned vehicles; and Page 45
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• provide opportunities for tenants and residents to contribute to decisions affecting their estates and support the development of safe, strong and attractive communities. 9. Roles and responsibilities 9.1 The Housing Service is responsible for ensuring that the appearance and cleanliness of Council-owned properties and surrounding estate environments are maintained to the highest reasonable standard and that tenancy conditions are enforced fairly and consistently. However, attractive and well cared for estates can only be achieved through partnership and cooperation with tenants and residents. Shared responsibility between tenants and staff is essential to maintaining high standards and ensuring that estates remain safe, welcoming places to live. All residents are expected to have regard for others living within the estate. Housing Service responsibilities 9.2 The Housing Service has a proactive role in managing estates and supporting residents. This includes: • carrying out regular estate inspections to ensure housing stock and surrounding environments are clean, tidy and safe; • identifying estate management issues through inspections, tenant visits, maintenance contractor activity and reports from residents; • maintaining a visible presence on estates and engaging regularly with residents; • providing clear information to tenants about their responsibilities under the tenancy agreement; • offering advice and assistance to residents, including signposting to support services where appropriate; • supporting and encouraging tenant engagement, including participation in estate walkabouts; • taking early, proportionate and appropriate action to address breaches of tenancy conditions where necessary; and • working with other Council services and external agencies to resolve issues outside the Housing Service’s direct control. 9.3 When contacting residents about estate management issues, the Housing Service will: • use clear and accessible communication methods to explain the issue and the action required to resolve it; • provide contact details and advice to help residents take appropriate action; • maintain a clear audit trail of contact and actions taken; and • monitor agreed outcomes to ensure issues are resolved and estate standards are maintained. Page 46
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Tenant responsibilities 9.4 Tenants play a key role in maintaining estates and have responsibilities under their tenancy agreement to take care of their home and the surrounding environment. This includes: • complying with the terms of the SST / SSST, including responsibilities relating to gardens and common areas; • reporting estate management concerns and repairs; • having regard for others living within the estate; and • contributing views, ideas and feedback to support service improvement and estate management planning. 9.5 Tenant responsibilities are explained and reinforced: • during the tenancy sign up process; • at the tenant settling in visit, normally within six weeks of the tenancy starting; and • through ongoing contact and follow up visits during the tenancy. 9.6 Tenants are also provided with information through: • SST / SSST / occupancy agreements; • Tenants’ Handbook; • Tenants’ Voice newsletters; • leaflets (available online, in hard copy and alternative formats on request); • the Moray Council website; • Council social media updates; and • direct communications from the Housing Service. 9.7 Estate management may involve tenants, owners and other residents. All estate management issues are treated with equal priority regardless of tenure. However, the range of actions available to the Council in respect of property owners is more limited and will reflect relevant title conditions and legislation. 9.8 All residents are expected to have regard for others living within the estate and to report issues that affect the safety, appearance or enjoyment of the neighbourhood 9.9 Roles and responsibilities in estate management are summarised below: Roles Responsibilities Tenants Comply with SST / SSST, including garden maintenance, reporting issues Participate in Estate Walkabouts Have regard for others in the estate Elected Members Participate in Estate Walkabouts Residents Complying with title deeds / tenancy agreements, reporting issues Have regard for others in the estate Estate Caretakers Carrying out inspections, supporting tenants, liaising with other agencies and stakeholders, enforcing Page 47
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Roles Responsibilities required standards Area Housing Officer liaising with tenants, other agencies and stakeholders, enforcing required standards Area Housing Manager Overseeing the consistent operation of the Estate Management Policy and Procedure Customer Engagement Officer Facilitating and promoting estate walkabouts DLO Carry out maintenance and repair of buildings and infrastructure Community Safety Team Address antisocial behaviour Open Spaces Grass Cutting and communal garden/land area maintenance Environmental Health Waste management including fly tipping 10. Estate audits and improvements Estate Improvement Budget 10.1 The Estate Improvement Budget is used to deliver strategic improvements within multi-tenure estates and forms part of the Council’s wider Housing Investment Plan. The budget is funded through the Housing Revenue Account and is agreed annually. 10.2 The Estate Improvement Budget supports a collaborative approach to estate management, enabling tenants, Elected Members and officers to work together to identify, prioritise and deliver estate improvement projects. 10.3 Each Area Housing Manager will maintain an annual estate audit programme. Audits, completed no later than May each year, identify concerns, repairs and investment priorities and inform estate walkabouts which take place in August / September. These provide an opportunity to collectively agree which estate upgrades will be considered for completion in the next financial year. 10.4 To maximise tenant participation, the Customer Engagement Officer will contact tenant representatives and will promote estate walkabouts on the Moray Council website and across social media platforms. 10.5 Agreed works will be communicated to tenants and monitored to completion. 10.6 The Housing Service will plan, control and monitor estate management expenditure to ensure it remains within approved budgets. Page 48
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11. Estate Caretaking 11.1 The Housing Service provides an Estate Caretaking Service across all housing management areas. The service is targeted at areas identified by the Area Housing Manager as requiring additional monitoring or intervention. Role of the Estate Caretaking Service 11.2 The Estate Caretaking Service will monitor the general environmental conditions of the estates and works proactively to identify and address issues. This includes but is not restricted to: • inspections of common areas, such as stairways, external pathways, garden areas, amenity areas etc; • monitoring the condition of Council owned gardens and estates; • dealing with complaints relating to common areas and garden areas; • referring non-housing issues or complaints to the appropriate Council service or external agency; • monitoring responses to referrals and complaints; and • liaising with relevant staff, service and partner agencies. Estate inspections and access 11.3 In order to support effective tenancy and estate management, the Council will undertake routine inspections of the neighbourhood, including tenant gardens. There may be occasions where the Council will visit unannounced. Such visits will only take place where they are reasonable and proportionate to the purpose of the visit. 11.4 Where unannounced visits are not convenient, the tenants retain the right to request a future visit be made at a mutually convenient time. This will be confirmed in writing. 11.5 Where access to the property is required for the purpose of the visit, the tenant will be provided with a minimum of 24 hours’ notice in writing, unless this is to carry out necessary emergency work. 11.6 The Estate Caretaker will report routine repairs, which will be undertaken within relevant timescales as set out in the Response Repairs Policy. 11.7 Staff will ensure that a robust and transparent audit trail of all estate management activity undertaken is completed. Records will be monitored to ensure appropriate actions are taken and outcomes achieved. 12. Common areas 12.1 Housing Service and tenant responsibilities for common areas are set out in the SST / SSST. The responsibility of owners for common areas is set out in their title deeds. Page 49
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Definitions and standards 12.2 Common areas include entrance doorways, stairs, bin stores, drying areas, pathways and parking areas. 12.3 The Council will ensure that all common areas are: • appropriately located to meet residents’ needs; • regularly inspected to identify and address issues at an early stage; • maintained to a high standard; • kept clean, safe, and secure; • repaired within established timescales, when faults or damage are reported or identified; • free from graffiti, litter, and unwanted items; and • adequately serviced and lit, ensuring usability and safety, particularly in communal and outdoor areas. 12.4 Where recurrent problems arise, such as repeated vandalism, dog fouling or fly tipping, Area Housing teams will work in partnership with Community Wardens, the police and relevant agencies to resolve issues effectively. Communal area cleaning 12.5 Section 2.9 of the SST / SSST agreement sets out tenants’ obligations for cleaning communal areas. In mixed-tenure communal blocks, the title deeds for each property will specify the areas for which the owner is responsible, including cleaning duties. If the title deeds do not clearly define these responsibilities, the Tenements (Scotland) Act 2004 will apply. This establishes a Tenement Management Scheme that provides a default framework for managing and maintaining tenements, including shared cleaning duties. 12.6 The Council will ensure that residents keep communal access clean and tidy. This includes but is not restricted to regularly cleaning, washing and tidying of common stairs, windows and banisters. 12.7 Where residents cannot agree on the arrangements, or where cleaning is not of an acceptable standard, the Council will decide responsibilities, following consultation with residents. If residents do not comply, enforcement action may be taken in accordance with terms of the SST / SSST agreement and title deed conditions. This may include the Council completing the required cleaning and recharging tenants and owners for the associated costs. 13. Gardens 13.1 Gardens will be inspected during wider estate walk rounds (where accessible) and in response to comments or complaints from other residents. Individual garden maintenance 13.2 The Council will ensure that tenants are aware of the standards to which their gardens must be maintained, in accordance with their SST / SSST Agreement. Page 50
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13.3 Where a garden is not maintained to a reasonable standard, the Housing Service will: • Investigate whether there is a valid reason for the condition of the garden. • Notify the tenant of the actions required to bring the garden up to the standard, allowing 14 days for compliance. • Reinspect the garden after 14 days: o If no improvement is identified, the tenant will be contacted and advised that they have a further 14 days to resolve the issue. If the issue is not resolved, the Council will arrange for the work to be completed, and the tenant will be recharged in accordance with the tenancy conditions. • If the issue remains unresolved: o Advise the tenant that they are in breach of their tenancy conditions. o Provide details of the work to be completed, the estimated cost, and their right to request a review of the decision. • Arrange for the completion of the necessary work and recharge the tenant accordingly, in line with tenancy conditions. Owners’ garden maintenance 13.4 Owners are fully responsible for their own gardens. If an owner neglects to maintain their garden to the point that it is causing a nuisance, the Council's Environmental Health Section will be notified and may take statutory action to abate the nuisance if necessary. Shared garden maintenance 13.5 The Council will ensure that tenants and owners maintain shared gardens in accordance with the responsibilities set out in SST / SSST Agreements and title deeds. 13.6 Where tenants and owners who share a communal garden cannot agree maintenance responsibilities, or fail to complete the work, the Housing Service will decide, following consultation with tenants and owners, who is responsible for specific actions. In such cases the Housing Service will: • Investigate and establish if the person(s) responsible are known and determine if there is a valid reason for the condition of the garden. • Notify the tenant(s) or owner(s) of the required actions to improve the garden, allowing 14 days for compliance. • Reinspect the garden after 14 days: o If no improvement is identified, then contact the tenant(s) or owner(s) and advise that if the issue is not resolved within 14 days, the Council will arrange for the work to be completed, and costs recharged proportionally. • If the issue remains unresolved: o Advise the tenant(s) and/or owner(s) that they are in breach of their tenancy and/or title deeds. o Provide details of the work to be completed, the estimated cost, and their right to request a review of the decision. Page 51
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• Arrange for the completion of the necessary work and recharge the tenant(s) and/or owner(s) for their share of the work in accordance with tenancy and title deed conditions. Communal gardens and areas 13.7 Communal gardens or areas are intended for shared use by residents of a particular block or group of properties. Where this land is identified as Council-maintained, Open Spaces will be responsible for grounds maintenance. 14. Household refuse disposal and litter 14.1 The Council will ensure that appropriate and well-sited facilities are provided for refuse disposal and recycling and will maintain any communal bin stores. 14.2 The Housing Service will provide tenants with information on refuse disposal at the start of their tenancy, including the arrangements for the uplift of refuse and recyclable material. 14.3 All residents are responsible for ensuring that their refuse and recyclable material is disposed of safely, tidily and in the correct recycling bins provided by the Council. Residents are responsible for purchasing garden waste permits, where appropriate. 14.4 The Housing Service will provide residents with information on the disposal of large household items and items which may be regarded as hazardous. 15. Visual appearance of estates 15.1 The Housing Service has a cyclical contract with Open Spaces for the pruning and maintenance of landscaped areas. Due to the weather dependant nature of the work, the programme is subject to flexibility. The Housing Service will monitor the condition of landscaped areas and will contact Open Spaces and discuss the best resolution for any bushes or trees considered a danger to the public or are dead and unsightly. Grounds maintenance 15.2 The Council will ensure that work is undertaken on a routine basis to ensure that communal areas on housing estates are maintained to a good standard. Grounds maintenance will take place between March and October weather permitting with the inclusion of strimming, tree maintenance, shrub pruning and weed control, where appropriate. 15.3 Council owned play areas will be maintained and regularly inspected to ensure they are safe to use. Page 52
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Graffiti 15.4 The Council will, subject to financial constraints, provide a free graffiti removal service across Moray. The Housing Service will take photographs of any graffiti and report it within one working day to the Community Safety Team who will address the issue in line with the Moray Council Graffiti Policy: • offensive graffiti, including graffiti that is racist, sexist, homophobic, abusive or discriminatory, will be prioritised and removed within 48 hours of being reported, where reasonably practicable; and • all other reported graffiti will normally be removed within 14 days of being reported, subject to available resources. Dog fouling 15.5 The Dog Fouling (Scotland) Act 2003 applies to any public open place, which is defined as: • “any place which is open to the open air and to which the public or any section of the public has access on payment or otherwise”; and • “any common passage, close, court, stair, back green, yard or other similar common area”. 15.6 Housing staff will work proactively with Community Wardens to address issues of dog fouling on housing estates. Where appropriate, Fixed Penalty Notices may be issued. 15.7 Estate Caretaking staff will record and monitor incidents of dog fouling in gardens and communal areas and will take escalating action as appropriate. This may range from contacting the tenant or owner to arranging professional cleaning and recharging the tenant or owner. Disposal of land 15.8 The Council will consider the disposal of land. When deciding whether to dispose of land, the Council will take into account the overall impact of its disposal on individual estates and the wider community. Litter 15.9 Litter detracts from the visual appearance of areas and may contribute to wider environmental problems, including attracting rodents and causing infestations. Housing management staff will be proactive in identifying problem areas and ensure that prompt action is taken. Fly-tipping 15.10 Fly-tipping is a serious criminal offence, which can have a harmful impact on communities. It is defined as the illegal disposal of waste in unauthorised locations and can pose risks to both the environment and public health. 15.11 The Housing Service will work together with other Council services and external agencies to identify fly-tipping, share information and arrange for the safe disposal of fly-tipped rubbish. The Housing Service will aim to remove fly- Page 53
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tipping from land it owns within seven working days. Hazardous items, such as needles, toxic waste or flammable materials, will be treated as a priority and removed as soon as reasonably practicable. 15.12 Where unauthorised items are left outside a property or within a shared area, Housing staff will attempt to establish ownership of the items and request that the person removes the rubbish as a matter of urgency. Housing staff will provide information on the bulky uplift service and monitor if the items are removed. Where items remain, staff will arrange for the items to be uplifted and where relevant, recharge the tenant or owner for the relevant cost. 16. Vehicle parking 16.1 As a landlord the Council does not provide dedicated parking for all properties. Where dedicated parking is provided within the boundary of the property, vehicles must be parked on a properly constructed and appropriately sized hard standing, driveway, paved parking area or within a garage. 16.2 Residents must be considerate of others and park vehicles in a manner that does not cause nuisance, obstruction or damage to estate environments. Vehicles should not be parked on pavements, or grassed or landscaped areas managed by the Council, where this causes damage or detracts from the appearance of the estate. 16.3 Tenants must not store or keep vehicles, including (but not limited to) motorbikes, road scooters, quad bikes or other fuel-powered motorised vehicles, inside the property or within communal areas of blocks of flats. Parking standards and monitoring 16.4 The Housing Service will: • take a proactive but proportionate approach to identifying and responding to parking related issues on housing estates, including abandoned, untaxed and unroadworthy vehicles, where these may pose a danger, cause nuisance or create an unsightly environment; and • focus on early engagement, advice and partnership working with relevant agencies, including Police Scotland, to address parking concerns proportionately. 16.5 Housing staff will carry out inspections of land owned by the Housing Service to monitor parking conditions. In doing so, the Housing Service will seek to ensure that vehicles are: • be parked on land intended for or designated for parking purposes; • parked within the boundaries of a designated parking space or driveway; and • not causing nuisance, obstruction or annoyance to neighbouring residents or visitors. Page 54
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Resident responsibilities and permissions 16.6 The Council will ensure that residents are aware of their responsibilities in relation to vehicle parking under the terms of their tenancy agreement or title deeds. 16.7 Tenants must seek the Council’s permission where required under their tenancy conditions before using Housing Service land in a way that differs from its intended purpose. For example, permission may be required to park a caravan, motorhome or similar vehicle within a garden or on other Housing Service land. Requests will be considered reasonably and in line with relevant policies. 16.8 Vehicle repairs should not be carried out at a property where this is likely to result in nuisance or annoyance to neighbours, pollution to the locality, or damage to the interior or exterior of the property. Garages, driveways and alterations 16.9 Any tenant wishing to construct a driveway or garage must apply for written permission in advance. In line with the Permissions Policy, consent will not be unreasonably withheld. 16.10 Residents are responsible for obtaining any additional consents required for such works, including planning permission and building warrants where applicable. Vehicle condition and residential car parks 16.11 Where residential car parks are provided, vehicles parked within them must be roadworthy and, where required by law, taxed and insured. There may be constraints on the enforcement action the Council is able to take, particularly where estates comprise unadopted land. In such cases, the Housing Service will focus on engagement, advice and partnership working, including liaison with Police Scotland and other relevant agencies where appropriate. Larger and commercial vehicles 16.12 The parking of lorries or other large or commercial vehicles within residential areas may cause nuisance or obstruction. Such vehicles should not be parked within designated residential areas without prior written consent from the Council, where required under tenancy conditions. Abandoned vehicles 16.13 The Council has statutory powers to deal with abandoned vehicles under: • Section 3 of The Refuse Disposal (Amenity) Act 1978 • The Road Traffic Regulation Act 1984; and • The Removal and Disposal of Vehicles Regulations 1986. These powers apply primarily to vehicles that are abandoned, dangerously parked or unlawfully present on public highways. Page 55
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Action on Council owned land 16.14 Where the Housing Service reasonably believes that a vehicle has been abandoned on land owned by the Council, Estate Caretaking staff will investigate to establish ownership and determine whether the vehicle is abandoned. • Where ownership is identified, the owner will be contacted and requested to remove the vehicle. • Where ownership cannot be established, an ‘under investigation’ notice will be placed on the vehicle. 16.15 If the vehicle remains following expiry of the notice period, the matter will be referred to the Community Safety Team for further action. Where appropriate and lawful, the vehicle may be removed or disposed of using statutory powers. Any action taken will be proportionate and consistent with tenancy conditions and relevant legislation. 17. Pest problems 17.1 The Housing Service aims to ensure all properties in its ownership are free of vermin, pest and insect infestation. 17.2 Tenants are responsible for taking action to resolve minor pest problems such as ants, mice or bees or wasps. For example, by trying home remedies or using a pest control contractor. The Housing Service can provide guidance and information about how to deal with pest infestations. 17.3 Where infestation can be directly attributed to a tenant's living conditions or habits the Housing Service will advise the tenant on how best to rectify the situation and ensure it does not re-occur. 18. Enforcement action 18.1 Estate Management may involve tenants and / or owners. Estate management issues will be given the same degree of priority regardless of tenure type. The Housing Service will ensure early intervention and prompt action is taken to avoid issues escalating and becoming unmanageable. 18.2 The Housing Service will respond to breaches of the SST / SSST Agreements and title deeds within the limits of resources and costs of remedies. The response to a breach of tenancy issue will be proportionate to the severity and frequency of the issue. The Housing Service will take account of individual circumstances and support needs when responding to breaches of tenancy. 18.3 The Housing Service will attempt to resolve problems using escalating actions. Where actions are unsuccessfully exhausted, other means available to address these issues, legal remedies may be used. However, there will be restrictions on the action that that the Housing Service can take in cases where estate management issues are related directly to the actions of an owner. 18.4 Enforcement action includes but is not restricted to: Page 56
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• verbal or written warnings; • breach of tenancy notices; • referral to the Community Safety Team or Legal Services; • issuing a Notice of proceedings for recovery of possession; and • eviction action, where considered reasonable and proportionate and where other actions have failed to resolve the issues or where the housing related debt incurred to resolve the issues has not been repaid or a repayment agreement made 18.5 In the event that legal action is instigated, the Housing Service will: • work closely with all relevant agencies; • continue to try and engage with the tenant to address and resolve the issue; and • make sure that the case is well coordinated and substantiated with necessary evidence. 19. Review and complaints 19.1 Any tenant or resident who is not satisfied with the handling of an estate management issue should raise the matter with the relevant Area Housing Officer in the first instance. If the issue remains unresolved, they can request a review be undertaken, by writing to the relevant Area Housing Manager. If the tenant is not completely satisfied with the outcome of the case, they can request that it is referred to the Service Manager Housing Operations for their consideration. 19.2 Any tenant or resident who is not fully satisfied with the handling of an estate management issue can escalate the case through Moray Council Corporate Complaints Process. 20. Monitoring and policy review 20.1 The Housing Service will set performance standards in relation to its Estate Management Policy and will monitor its achievement of these standards. 20.2 In order to comply with its service commitments, the Council will monitor the following: • level of tenant satisfaction with the environment in their estate (identified by the Tenants’ Survey carried out periodically); • number of estate management related complaints each year, by reason; and • annual expenditure on repairs and maintenance arising from criminal damage by area. 20.3 The Estate Management Policy will be reviewed in 2029. Page 57
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APPENDIX A The Scottish Social Housing Charter outcomes relevant to the Estate Management Policy are: Outcome 1: Equalities Social landlords perform all aspects of their housing services so that: • they support the right to adequate housing • every tenant and other customer has their individual needs and rights recognised, is treated fairly and with respect, and receives fair access to housing and housing services. Outcome 2: Communication Social landlords manage their businesses so that: • tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services it provides. Charter Outcome 3: Participation Social landlords manage their businesses so that: • tenants and other customers are offered a range of opportunities that make it easy for them to participate in and influence their landlord's decisions at a level they feel comfortable with. Charter Outcome 4: Quality of housing quality Social landlords manage their businesses so that: • tenants' homes, as a minimum, when they are allocated are always clean, tidy and in a good state of repair, meet the Scottish Housing Quality Standard (SHQS), and any other building quality standard in place throughout the tenancy; and also meet the relevant Energy Efficiency and Zero Emission Heat Standard. Charter Outcome 6: Estate management, anti-social behaviour, neighbour nuisance and tenancy disputes Social landlords, working in partnership with other agencies, help to ensure as far as reasonably possible that: • tenants and other customers live in well-maintained neighbourhoods where they feel safe. Charter Outcome 11: Tenancy Sustainment Social landlords ensure that: • tenants get the information they need on how to obtain support to remain in their home; and ensure suitable support is available, including services provided directly by the landlord and by other organisations. Charter Outcome 13: Value for Money Social landlords manage all aspects of their business so that: • tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay. Page 58
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APPENDIX II Pet Policy for Council Tenants Date of Creation April 2026 Owner (Service) Housing, Property and Communities Reviewer Head of Service Head of Housing, Property and Communities Approver Executive Director Executive Director Education, Housing and Communities Date Approved TBC (for implementation on TBC) Approver (Committee) Housing and Community Safety Committee Date Approved TBC Next Review Date 2029 or earlier if required by legislative or guidance changes Version History Version Date Author Changes Made Approved By 1.0 TBC Housing Policy Initial draft policy Housing and Community Safety Committee Index Section 1 Scope of the policy Section 2 Strategic context Section 3 Objectives and principles of the policy Section 4 Legislation and definitions Section 5 Equalities, rights and socio-economic requirements Section 6 Confidentiality and data protection Section 7 Permission to keep pets Section 8 Conditions for keeping a pet Section 9 Responsible pet ownership Section 10 Tenancy management Section 11 Reviews and appeals Section 12 Review of the policy Page 59
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1. Scope of the policy 1.1 Moray Council understands that pets can be important family members and make a house a home. Pet ownership can help tenants maintain a healthy and active lifestyle, give a sense of purpose, and offer significant benefits to a person’s wellbeing. 1.2 The policy provides the framework which the Housing Service will follow when managing tenancies where pets are kept, providing clear guidance for tenants and staff. It seeks to balance the benefits of pet ownership with the well-being of the community and the environment, encouraging responsible ownership to ensure that pets do not cause nuisance, harm, or disruption to others. 1.3 This policy applies to all Moray Council tenants who have a Scottish Secure Tenancy or short Scottish Secure tenancy agreement, including tenants living in sheltered housing. 1.4 It applies to all Moray Council staff and contractors involved in delivering housing services, including staff responsible for tenancy management, estate management, and tenant support. 2. Strategic context 2.1 This policy will assist the Council to meet the aims and priorities as set out in the 2024-2029 Moray Corporate Plan and the Moray 10 Year Local Outcomes Improvement Plan. 3. Objectives and principles of the policy 3.1 The aim of the policy is to provide clarity on the approach to granting Council tenants permission to keep a pet and on being a responsible pet owner. 3.2 The specific objectives of the policy are to: • ensure a consistent and transparent approach to granting written permission to keep pets; • clarify the obligations and rights of both tenants and the Council as landlord; and • contribute to the continued development of sustainable and attractive communities which are safe and secure. 3.3 The principles underpinning the policy are: • it will comply with the legal framework and adopt good practice; • detailed procedures and agreed practices will be implemented uniformly across the service; and • supporting information resources and communication with tenants will use “plain language”. Page 60
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4. Legislation and definitions 4.1 Section 31A and Schedule 5 of the Housing (Scotland) Act 2001, provides tenants with a Scottish secure tenancy the right to keep a pet (or pets) at their house with the consent in writing of the landlord, which must not be unreasonably withheld. Definition of a pet 4.2 A pet is an animal kept by a person mainly for personal interest (including regards for its welfare, treatment or training), companionship, or ornamental purposes. For this policy, a pet is defined as a: • dog (excluding any dog prohibited by the Dangerous Dogs Act 1991); • cat; • domesticated bird (excluding pigeons and birds of prey); • small domesticated rodent (e.g. rabbit, hamster, gerbil, guinea pig, mouse); or • small reptile or amphibian kept in a terrarium (e.g. terrapin, tortoise, and lizard). This list is not exhaustive. 4.3 The following legislation and regulations have been taken into consideration when developing this policy: • Housing (Scotland) Act 2001 • Housing (Scotland) Act 2025 • Dangerous Dogs Act 1991and The Control of Dogs Order 1992 • The Dangerous Wild Animals Act 1976 • Civic Government (Scotland) Act 1982 • The Animal Health and Welfare (Scotland) Act 2006 • The Microchipping of Dogs (Scotland) Regulations 2016 • The Dog Fouling (Scotland) Act 2003 • The Control of Dogs (Scotland) Act 2010 • Antisocial Behaviour etc. (Scotland) Act 2004 • Environmental Protection Act 1990 • The Wildlife and Countryside Act 1981 • the Data Protection Act 2018 • UK General Data Protection Regulations (UK GDPR) • The Equality Act 2010 • The Human Rights Act 1998 4.4 The Scottish Housing Regulator (SHR) uses the outcomes and standards in the Scottish Social Housing Charter to assess the performance of social landlords. The key outcomes that have been considered in the development of this policy are: Outcome 1: Customers have their individual needs recognised, are treated fairly and with respect, and receive fair access to housing and housing services. Outcome 6: Customers live in well-maintained neighbourhoods where they feel safe. Page 61
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5. Equalities, rights and socio-economic requirements 5.1 Moray Council will comply with the Equality Act 2010, Human Rights Act 1998, Fairer Scotland Duty (socio-economic inequality) and the United Nations Convention on the Rights of the Child (UNCRC) by: • making reasonable adjustments for disabled tenants; • understanding and addressing barriers faced by marginalised groups; • assessing issues through a non-discriminatory, inclusive lens; and • monitoring issues to avoid disproportionate impacts on protected groups. 5.2 The Council is committed to preventing discrimination and promoting equality of opportunity for every person. In accordance with the Equality Act 2010, the Council seeks to ensure that the Pet Policy for Council Tenants does not discriminate between individuals with one or more of the following protected characteristics: age, disability, gender reassignment, marital status/civil partnership, pregnancy and maternity, race, religion or belief and sexual orientation. 5.3 In delivering the Pet Policy for Council Tenants, full consideration will be given to the Council’s Public Sector Equality Duty (PSED). This requires public authorities to eliminate discrimination, harassment and victimisation, advance equality of opportunity and to foster good relations between those who share a relevant protected characteristic and those who do not. 5.4 The Housing Service commits to: • communicating with tenants and service users in clear and concise plain language to help with the understanding of important information; • developing and providing information and advice in alternative formats where necessary; and • providing interpretation and translation services free of charge, where required. 6. Confidentiality and data protection 6.1 The Council will treat all tenants with courtesy, sensitivity and complete confidence and ensure that any information given to it as part of the pet policy process will be used in accordance with the UK General Data Protection Regulations (UK GDPR) and the Data Protection Act 2018. Relevant privacy notices will advise applicants how personal information may be collected, used, stored, shared and securely disposed of and the legal basis for doing so and what their Data Subject Rights are. 7. Permission to keep pets When permission is required 7.1 Tenants, and anyone residing with the tenant, must request permission for pets, except smaller pets as detailed at 7.5. This requirement is in accordance with the Scottish Secure Tenancy Agreement. 7.2 Generally two pets will be permitted in a property. However, each application will be considered on its own merits and will consider factors such as the type and size of pet, and type, size and location of the property. Page 62
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7.3 As a responsible landlord Moray Council needs to ensure that it is aware of pets residing within its properties. This assists to keep pets safe in the event of an emergency and allows the service to manage the property and surrounding areas responsibly to ensure the comfort and safety of all residents. Pets which are not permitted 7.4 To help keep everyone safe, and to safeguard animals’ safety, permission will not be given to tenants to keep or allow into the property or any shared area any animal which the Council considers to be unsuitable for the property. This includes: • Dog breeds banned under the Dangerous Dogs (Designated Types) Order 1991/1743: o Pit Bull Terrier o Japanese Tosa o Dogo Argentino o Fila Brasileiro o XL Bully breeds where a valid exemption certificate has not been provided*. • Endangered species (for example listed on the Endangered Species (Import and Export) Act 1976). • Any venomous (poisonous) insects and spiders. • All venomous and / or large constrictor snakes or lizards. • Any animal which is classed as dangerous under the Dangerous Wild Animals Act 1976 (as amended). • Livestock (for example, pigs, goats, sheep, geese, cockerels and horses) as these are not considered pets. • Any type of bird of prey e.g. kestrels, buzzards, owls. • Primates including all species of monkeys. • Any other animal deemed inappropriate for a domestic dwelling. * Permission may be given for dogs prohibited under the Dangerous Dogs Act 1991, provided they are registered on the Index of Exempted Dogs. Owners must have a Certificate of Exemption and follow rules which can be found on the Scottish Government website. Tenants must notify the Housing Service if they own an exempted dog. Pets that do not require permission 7.5 Smaller pets, kept in small numbers, are less likely to cause an issue or be a source of nuisance. Formal written permission is not required for the following pets: • fish, reptiles, or amphibians kept in one small tank with a capacity of less than 21 litres; • small domesticated rodents such as rats, gerbils, chinchillas, guinea pigs, rabbits, and hamsters where no more than one pair will be kept; or • small domesticated birds such as cockatiels, finches, canaries and budgerigars, as long as no more than one pair is kept. Where required, the construction of aviaries or cages to house pets will be subject to the obtaining necessary permission. Page 63
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7.6 If any pets breed it is expected that either the adults or the offspring will be removed once the offspring are independent/weaned so that only one pair remains. If a tenant decides to keep the offspring, then an application for permission must be made because of the increase in numbers. 7.7 Where it is discovered that additional pets are being kept at a property without permission, the tenant will be contacted to discuss options. Available options will depend on the circumstances and welfare of the pets and could include the tenant being given 2 months to find alternative homes for the pets. Application for permission 7.8 Tenants are required to apply online or in writing for permission to keep a pet, except for those as set out in 7.4. Assessment of applications to keep a pet 7.9 In line with statutory requirements, the Council will: • consider the request; • not unreasonably withhold its consent; and • notify the tenant in writing of its decision within 28 days of receipt of the written application. The written notice will contain any conditions attached to the permission or reasons for its refusal. If a decision is not given within this timescale, then consent is automatically deemed to have been granted. 7.10 Applications will be considered on an individual basis and will take into account factors including: • number of pets already at the property; • the type, size / suitability and number of animal(s); • the size, type and suitability of the property and any relevant property restrictions; • the availability of a garden or proximity of other exercise and toileting area; • history of previous or current pet ownership (where known); • guidance from professionals such as vets and animal charities, where appropriate; and • if the pet is a support pet. Refusal of consent 7.11 The Council may refuse a request to keep a pet if there are reasonable grounds for refusal. There is no definitive list of grounds for refusing consent and each case will be assessed on its own merits. 7.12 Reasonable grounds for refusal include but are not limited to: • previous or ongoing animal welfare complaints; Page 64
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• if approving the request will lead to more than two pets in the property. Cases will be considered on a case by case basis and will be dependent on the size of the property and household; • current legal action against tenant; • condition of the property; and • previous pet permission refusal (within the last three to six months). 7.13 Where permission is refused, the Housing Service will inform the tenant in writing within 28 days of receipt of the application, explaining: • the reasons for the refusal; and • their right to request a review of a decision and the process to use. Consent provided 7.14 Where the Housing Service consents to the tenant keeping the pet at the house, it will: • inform the tenant in writing within 28 days of receipt of the application; • explain any conditions imposed in connection with the consent (see section 8); and • signpost the tenant to information resources which will assist them to be a responsible pet owner. 7.15 Where consent is provided, the tenant may keep the pet at the house until the end of their tenancy, unless any of the reasonable conditions prescribed are breached. In such circumstances, action as set out in Section 10 will be taken. 7.16 Where there is a joint tenancy, permission for a pet applies to the individual tenant owning the pet, not all tenants collectively. 8. Conditions for keeping a pet 8.1 Where the Housing Service provides written consent to keep a pet, that consent is subject to the following conditions. These conditions form part of the tenant’s tenancy obligations. Failure by the tenant to comply with them may result in the withdrawal of permission to keep the pet and, where appropriate, tenancy enforcement action. Legal requirements 8.2 Tenants must comply with all legal requirements relating to pet ownership, including but not restricted to the following: • the keeping of the pet must not be prohibited under the Dangerous Dogs Act 1991 or any other relevant legislation; • dog owners must not allow a dog to frighten, attack or injure a person in any public or private space; • dogs must wear a collar with a name tag displaying the owner’s name and address when outside the home (a phone number is recommended); and • all dogs over the age of eight weeks are required to be fitted with microchips, registered on a database and information kept up to date. Page 65
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Control, behaviour and nuisance 8.3 Tenants are responsible for the welfare, care, supervision, and behaviour of any pet owned by them, anyone living with them, or anyone visiting them. In particular tenants must: • take all reasonable steps to supervise and keep pets under control, ensuring they are not left unattended in common or open areas; • ensure that their pet does not cause nuisance, annoyance, or danger to neighbours or visitors, including noise, smell, fouling, or aggressive behaviour; • make sure that dogs are always accompanied when outside the tenant’s home and kept on a lead in all common areas, shared gardens, and grounds; and • ensure that pets (other than outdoor cats) are appropriately contained when in communal or shared areas. Care, welfare and supervision 8.4 Tenants must ensure that pets are properly cared for and must: • provide pets with a suitable environment, reflective of its needs; • not leave pets unattended in the property unless arrangements have been made for their care. As a general guide, a dog should not be left alone for more than four hours, although needs may vary and veterinary advice should be obtained where appropriate; • make suitable arrangement for the care of pets should they become temporarily unable to do so; and • work with the Housing Service if they become permanently unable to care for a pet, for example due to long term ill health. Appropriate options will be considered which may include rehoming the pet. Fouling, hygiene and damage 8.5 Tenants must make sure that: • pets do not foul inside the property, except for caged animals or pets trained to use a litter tray; • litter trays and similar items must be properly maintained and kept free from hazards; • all pet faeces must be immediately removed and safely disposed of from gardens or outside areas; and • they take reasonable care to ensure pets do not cause damage to the property, neighbouring properties, or any common areas maintained by the Council. Tenants may be recharged for any damage caused to their property as set out in Section 10.4. Breeding 8.6 Tenants must not breed pets or run any animal-related business (such as breeding or boarding kennels) from the property. • if an unplanned litter occurs: • the tenant must inform the Housing Service; • options may include neutering advice or finding alternative homes; and Page 66
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• in certain cases, tenants may be given time to rehome the animals. Access and alterations 8.7 When staff or contractors visit the property, tenants may be asked to secure their pets in another room of the property to allow the Council to undertake their responsibilities as a landlord. 8.8 Tenants must not carry out adaptations (e.g., installing a cat flap) without written permission. Permission to install a cat flap will automatically be refused. 9. Responsible pet ownership guidance 9.1 The Council encourages responsible pet ownership. Following the below guidance can help prevent issues from arising and support the long-term wellbeing of both pets and communities. Good practice guidance 9.2 All tenants who want to keep pets at their property are encouraged to: • have pets neutered, where appropriate, to prevent unwanted litters and reduce behavioural issues; • register pets with a local veterinary practice; • keep pets up to date with vaccinations, flea, tick, and worming treatments in line with veterinary advice; • consider taking out pet insurance or making financial provision for veterinary costs; • ensure pets receive sufficient physical exercise and mental stimulation appropriate to their species, breed, and age; and • seek advice from veterinary professionals or animal welfare organisations where needed. Pet welfare awareness 9.3 Tenants should consider carefully if they have the time, financial resources, and living environment needed to meet a pet’s needs throughout its lifetime. Responsible planning helps safeguard animal welfare and reduces the risk of nuisance or tenancy issues. 10. Tenancy management and enforcement Management of pet related issues 10.1 Where concerns are raised about a pet kept at a Council property, the Housing Service will seek to resolve the issue promptly, proportionately, and in a way that protects animal welfare, neighbours, and the tenancy. Concerns may include, but are not limited to: • nuisance or disturbance to neighbours; • fouling or hygiene issues; • damage to property or common areas; • failure to comply with conditions attached to consent; or • concerns about animal welfare. Page 67
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10.2 The Housing Service will: • contact the tenant to explain the concern raised; • discuss the issue and agree reasonable actions to resolve it; and • set appropriate and proportionate timescales for improvement. 10.3 Where appropriate, the Housing Service may signpost the tenant to the following to help address the issue and support responsible pet ownership: • veterinary professionals; • animal welfare charities; or • specialist support services. Damage to property and recharges 10.4 Tenants must report any damage a pet causes to the property as soon as practicable. Tenants will be required to repair any damage to the property caused by their pets, or animals belonging to other members of the household or visitors to the property. In line with the Rechargeable Repairs Policy, if the tenant does not carry out the work needed, or if it does not meet Council standards, the Council will carry out the work needed and the tenant recharged for the costs incurred. 10.5 If any agreed actions are not taken by the tenant, or the issue continues or worsens, or there is a serious breach of tenancy conditions, the Housing Service will advise the tenant in writing of: • the action that is needed to resolve the situation. • the timescales for compliance; and • the consequences, should the tenant fail to comply. Enforcement action 10.6 Actions to resolve the situation will be dependent on the type of pet and the severity of the nuisance where relevant and proportionate, the Housing Service may • withdraw consent to keep the pet; and • require the tenant to remove the pet from the property within a specified timescale that takes account of animal welfare considerations. 10.7 Where issues relating to a pet continue despite reasonable attempts to resolve them, the Housing Service may take formal tenancy enforcement action. This may include: • issuing tenancy warnings; • taking action under antisocial behaviour legislation; or • initiating legal action where necessary. Legal action will always be considered a last resort and will be taken in line with relevant legislation, Council policies, and guidance. Page 68
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Animal welfare concerns 10.8 If the Housing Service believes that a pet is being neglected or harmed, it will report the matter to the appropriate animal welfare organisation or statutory body for investigation. Pets and eviction or abandonment 10.9 If a tenant is being evicted, every effort will be made to determine the presence of a pet(s) and make sure the tenant has made suitable arrangements for them. 10.10 If pets are found to have been left behind in a property, either if the tenant has abandoned a property or following an eviction, the Housing Service will contact the appropriate authorities to arrange for their safe removal and care. The tenant may be recharged for any of the costs that this incurs. 11. Reviews and appeals 11.1 Any tenant who is not satisfied with the outcome of their application for permission to keep a pet can request a review by writing to their Area Housing Manager in the first instance. If the tenant is not completely satisfied with the outcome of the case, it will be referred to the Service Manager Housing Operations for their consideration. 11.2 If the tenant is not fully satisfied with any refusal of a permission to keep a pet or the conditions specific to their case, they can escalate the case through Moray Council Corporate Complaints Process. 12. Review of the policy 12.1 This policy will be reviewed in 2029 or earlier if due to legislative requirements. Page 69
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APPENDIX III Permissions Policy Date of Creation April 2026 Owner (Service) Housing, Property and Communities Reviewer Head of Service Head of Housing, Property and Communities Approver Executive Director Executive Director Education, Housing and Communities Date Approved TBC (for implementation on TBC) Approver (Committee) Housing and Community Safety Committee Date Approved TBC Next Review Date 2029 or earlier if required by legislative or guidance changes Version History Version Date Author Changes Made Approved By 1.0 TBC Housing Policy Initial draft policy Housing and Community Safety Committee Index Section 1 Scope of the policy Section 2 Strategic context Section 3 Objectives and principles of the policy Section 4 Legislation and good practice Section 5 Equality and diversity Section 6 Confidentiality and data protection Section 7 When permission is required Section 8 Application process Section 9 Assessment of applications Section 10 Refusal of permission Section 11 Consent and conditions Section 12 Retrospective permissions Section 13 Reviews and appeals Section 14 Review of the policy APPENDIX A Compensation for improvements Page 71
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1. Scope of the policy 1.1 This policy provides the framework for Moray Council tenants who want to make changes to their property or how it is used under a Scottish secure tenancy (SST) or short Scottish secure tenancy (SSST). It reflects statutory requirements and the rights and responsibilities contained within the SST. 1.2 Moray Council recognises that tenants may want to improve or adapt their homes beyond basic internal decoration or change how they use it. The Council supports tenants in making reasonable improvements that enhance the quality, safety and usability of their homes. However, written permission must always be obtained before any work starts or any change in use takes place. 1.3 Depending on the type of permission requested, Moray Council may attach reasonable conditions, including requirements relating to: • standards of workmanship; • use of qualified contractors; • statutory approvals (e.g. planning or building warrants); or • operating a business from the property. 1.4 This policy applies to all Moray Council tenants with an SST or SSST. 1.5 The Council has separate policies and procedures where permission is required for: • assignations and successions; • subletting or taking in a lodger; • joint tenancies and mutual exchanges; and • pets. 2. Strategic context 2.1 This policy will assist the Council to meet the aims and priorities as set out in the 2024-2029 Moray Corporate Plan and the Moray 10 Year Local Outcomes Improvement Plan. 3. Objectives and principles of the policy 3.1 The policy aims to set out how the Housing Service considers requests by Moray Council tenants who request permission to alter their house or change its use. 3.2 The objectives of this policy are to: • provide a clear understanding of the obligations and rights of both tenants and the Council as landlord; • ensure a fair, transparent and consistent approach to permission requests; • provide clear criteria for refusing or granting permission, along with any associated conditions; • ensure any work is carried out safely, legally, and to an acceptable standard; • prevent nuisance or harm to neighbours or the wider community; and • protect the Council’s housing stock and future allocation of properties. Page 72
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3.3 The principles of this policy are: • it will comply with the legal framework and adopt good practice; • detailed procedures and agreed practices will be implemented uniformly across the service; and • supporting information resources and communication with tenants will use “plain language”. 4. Legislation and good practice 4.1 Moray Council will ensure that the Permissions Policy complies with the following current legislation and promotes good practice. • Housing (Scotland) Act 2001 • Housing (Scotland) Act 2025 • The Data Protection Act 2018 • UK General Data Protection Regulations (UK GDPR) • The Equality Act 2010 • The Human Rights Act 1998 4.2 The policy is aligned to the terms and conditions of the Scottish Secure Tenancy (SST) / short Scottish Secure Tenancy (SSST) agreement and aims to ensure that there is a clear understanding of the obligations of both tenants and the Council as the landlord. 4.3 The Scottish Housing Regulator (SHR) uses the outcomes and standards in the Scottish Social Housing Charter to assess the performance of social landlords. The key outcomes that have been considered in the development of this policy are: Outcome 1: Social landlords perform all aspects of their housing services so that: • they support the right to adequate housing • every tenant and other customer has their individual needs and rights recognised, is treated fairly and with respect, and receives fair access to housing and housing services. Outcome 6: Social landlords, working in partnership with other agencies, help to ensure as far as reasonably possible that: • tenants and other customers live in well-maintained neighbourhoods where they feel safe. 5. Equalities, rights and socio-economic requirements 5.1 Moray Council will comply with the Equality Act 2010, Human Rights Act 1998, Fairer Scotland Duty (socio-economic inequality) and the United Nations Convention on the Rights of the Child (UNCRC) by: • making reasonable adjustments for disabled tenants; • understanding and addressing barriers faced by marginalised groups; • assessing requests in a non-discriminatory and inclusive way; and • monitoring outcomes to avoid disproportionate impacts. Page 73
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5.2 The Council is committed to preventing discrimination and promoting equality of opportunity for every person. In accordance with the Equality Act 2010, the Council seeks to ensure that the Permissions Policy does not discriminate between individuals with one or more of the following protected characteristics: age, disability, gender reassignment, marital status/civil partnership, pregnancy and maternity, race, religion or belief and sexual orientation. 5.3 In delivering the Permissions Policy, full consideration will be given to the Council’s Public Sector Equality Duty (PSED). This requires public authorities to eliminate discrimination, harassment and victimisation, advance equality of opportunity and to foster good relations between those who share a relevant protected characteristic and those who do not. 5.4 The Housing Service commits to: • communicating with tenants and service users in clear and concise plain language to help with the understanding of important information; • developing and providing information and advice in alternative formats where necessary; and • providing interpretation and translation services free of charge, where required. 6. Confidentiality and data protection 6.1 The Council will treat all tenants with courtesy, sensitivity and complete confidence and ensure that any information given to it as part of the permissions process will be used in accordance with the UK General Data Protection Regulations (UK GDPR) and the Data Protection Act 2018. Relevant privacy notices will advise applicants how personal information may be collected, used, stored, shared and securely disposed of and the legal basis for doing so and what their Data Subject Rights are. 7. When permission is required 7.1 The Scottish secure tenancy regime sets out the types of alterations and/or improvements that need permission. Tenants with a SST or SSST must obtain written consent before making changes to their tenancy or property, including: • altering, improving or enlarging the house, or its fixtures; • installing fittings or fixtures (e.g. kitchen or bathroom installations, heating, double glazing, or any kind of external aerial or satellite dish); • installing laminate or hardwood flooring; • erecting a garage, shed or other structure (this can include fence, wall, summerhouse, greenhouse, cold frame); • decorating the exterior of the house; • installing CCTV or video doorbells; or • running a business from the home (e.g. childminding). This list is not exhaustive. 7.2 Permission is not required for internal decoration such as painting, wallpapering or laying carpets. Page 74
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7.3 Certain requests may be automatically refused, for example installing a cat flap or installing laminate or hardwood flooring in upstairs flats. The Housing Service will publish an up to date list of instances where permission will automatically be refused on its website. 8. Application process 8.1 Tenants must apply via the online application form for permission to carry out any works to the property or change in its use. Work must not begin until they obtain written consent. 8.2 Tenants are responsible for: • obtaining any necessary planning permission, building warrants or licences and submitting valid paperwork with their application; • using suitably qualified contractors where required; • applying for and providing evidence of statutory approvals and certification needed; and • notifying the Housing Service when works are completed. 8.3 In line with the Housing (Scotland) Act 2001, the Housing Service will: • consider requests on an individual basis; • not unreasonably withhold consent; and • notify the tenant in writing of its decision within 28 days of receipt of the written application. The written notice will confirm if permission is granted or refused, outline any conditions attached, or explain the reasons for refusal. If a decision is not given within this timescale, then consent is automatically deemed to have been granted. 9. Assessment of applications 9.1 Applications will be considered on an individual basis. When assessing applications, the Housing Service will consider: • compliance with legal and health and safety requirements; • the type of accommodation and impact on the fabric of the building, where appropriate; • effects on neighbours or the wider neighbourhood; • tenant history (rent, antisocial behaviour, tenancy conduct), where appropriate; • equality and accessibility considerations; • planned maintenance or investment programmes; and • whether refusal would be reasonable and proportionate. 9.2 Where appropriate, specialist staff will be consulted as part of the assessment process. For example, requests to alter the fabric of the building such as a kitchen replacement will be referred to the Housing Asset team for assessment. Page 75
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9.3 Where a tenant is asking for permission to alter a new build property, while it is still in defects (within the first year), specialist staff will be consulted and advice obtained. 10. Refusal of permission 10.1 The Council will not withhold permission unreasonably. Each request will be assessed on its individual merits. 10.2 Permission may be refused where there are reasonable grounds, including where: • the proposal poses a health or safety risk; • there is a significant cost to the Housing Service should permission be granted; • it conflicts with planned investment works; • it is likely to reduce the value of the house; or • it may cause damage or excessive reinstatement costs. The above list is not exhaustive. 10.3 Where permission is refused, the tenant will be notified in writing within 28 days of receipt of the application, explaining: • the reasons for the refusal; and • their right to request a review of the decision and how to request a review. 11. Consent and conditions Consent 11.1 Where consent is granted, the Housing Service will advise the tenant in writing within 28 days of receipt of the application, explaining: • the scope of the consent; • any conditions that will apply to the consent; • any certification, licensing or inspection requirements; • the tenant’s responsibility for all associated costs; and • that the tenant must inform the Housing Service once the work has been completed / change implemented. Conditions 11.2 Where permission is granted conditions may include, but are not restricted to: • using qualified contractors (e.g. plumbers, electrical installers); • obtaining and providing appropriate certification e.g. electrical installation certificates; • ensuring necessary building warrants and / or planning permission are obtained; • ensure that relevant licensing requirements are fulfilled and evidenced; and • restoring the property at end of tenancy, except where improvements qualify for compensation or are otherwise agreed. Inspections, compliance and recharging Page 76
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11.3 Follow-up inspections may be required. Where work does not meet the specifications required in the conditions set out, the Housing Service will identify the extent of the work required to restore the house to its previous condition. This may be during the tenancy or at the end of their tenancy. In line with the Rechargeable Repairs Policy, the tenant will be given the opportunity to make good the work to the correct standard. Where this does not happen, the Housing Service will complete the work, and the tenant will be recharged for the cost. 11.4 Where permission has been given for a gas installation or other heating system, any response repairs requested during the first year after fitting will be the tenants’ responsibility. This should be covered by their contractor’s guarantee or should the Council carry out the work, the tenant will be recharged for the costs. Thereafter the Council will be responsible and will carry out any works needed. Withdrawal of consent 11.5 Permission may be withdrawn if: • conditions are breached; • the work causes nuisance or antisocial behaviour; or • the tenancy agreement is breached. Compensation for improvements 11.6 If the consent is for permission to improve the tenant’s home, they may be eligible to receive compensation for the improvement when their tenancy ends (see APPENDIX A). The Housing Service will inform them of this and of the process involved when they provide them with written consent. 12. Retrospective permissions 12.1 If a tenant carries out work or enacts the change without permission, the Housing Service may grant retrospective permission if: • the tenant was genuinely unaware that they had to apply for permission; and • the work / change meets the required standards. 13. Reviews and appeals 13.1 Any tenant who is not satisfied with the outcome of their application for permission can request a review by writing to their Area Housing Manager in the first instance. If the tenant is not completely satisfied with the outcome of the case, it will be referred to the Service Manager Housing Operations for their consideration. 13.2 If the tenant is not fully satisfied with any refusal of a permission application or the conditions provided in their specific case, they can escalate the case through Moray Council Corporate Complaints Process. 13.3 Where permission has been refused, the tenant also has a right of appeal to the Sheriff Court. 14. Review of the policy Page 77
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14.1 This policy will be reviewed in 2029 or earlier if due to legislative requirements. Page 78
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APPENDIX A Compensation for improvements The Housing (Scotland) Act 2001 sets out that when a Scottish Secure Tenancy comes to an end, and the tenant has carried out certain improvement work to the property, with the landlord’s consent, a payment can be made to the tenant to reimburse them for part of the cost of the improvement work. The Housing Service will inform the tenant if the works qualify for compensation or not at the point that the request for permission is approved. Tenants will also be informed that they must keep all receipts for any expenditure arising from the works. Only ‘qualifying persons’ are entitled to compensation. A qualifying person is a tenant who: • is the tenant who carried out the qualifying improvement work; or • is a tenant of a joint tenancy which existed at the time the work was carried out; or • succeeded to the tenancy on the death of the tenant who carried out the work The Housing (Scotland) Act 2001 sets out the types of improvements that qualify for compensation. These are: • bath or shower; • cavity wall insulation; • double glazing or other external window replacement or secondary glazing; • draught proofing of external doors or windows; • insulation of pipes, water tank or cylinders; • installation of mechanical ventilation in bathrooms and kitchens; • kitchen sink; • loft insulation; • rewiring and the provision of power and lighting or other electrical fixtures (including smoke detectors); • security measures other than burglar alarm systems; • space or water heating; • storage cupboards in bathroom or kitchen; • thermal radiator valves; • wash hand basin; • water closet (WC); and • work surface for food preparation. Compensation is not payable in the following circumstances: • the tenancy has been repossessed; and • the tenant has been granted a new tenancy for their existing property (for example if a change in legislation were to require the issue of a new tenancy agreement). Interior decoration does not qualify for compensation. Page 79
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A tenant can receive compensation of up to £4,000 for any one improvement but will not receive any compensation for an improvement if the amount payable under the terms of the scheme is below £100. The Housing Service will adjust the present value by a depreciation formula based on the notional life of the improvements based on the requirements set out in the Scottish Secure Tenants (Compensation for Improvements) Regulations 2002. When making a compensation claim residents must be able to supply details of: • the improvement works; • when the improvement works were carried out; and • the cost of the works completed. Any amount housing related debt owed by the tenant at the end of the tenancy, for example rent arrears, will be deducted from the amount of compensation the tenant is eligible to receive. Page 80
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APPENDIX IV INTEGRATED IMPACT ASSESSMENT COVERING • EQUALITIES & SOCIO ECONOMIC DUTIES • HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) 30.04.26 First draft IIA to be submitted to Housing and Community Safety Committee on 18 June 2026 STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Is this a Mark X below New activity, programme or policy? X Change to an existing activity, programme or policy? X Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. ✓ Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them ✓ Page 81
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Does your proposal impact on the human rights of people? ✓ Does your proposal impact on the rights of children and young people ✓ Reasoning Briefly describe your reasoning for the responses given above: The proposals relate to housing management services and have the potential to impact tenants with protected characteristics, socio-economic groups, and engage human rights (e.g. respect for home and property). Therefore, a full Stage 2 assessment has been completed. If you have answered “maybe” or “yes” to any of the Stage 1 questions above, then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above, then provide the details below and submit to [email] Lead Officer for developing the contract Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Date Page 82
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STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: The Housing Service manages Council housing stock and surrounding estate environments. This includes estate maintenance, tenancy management, permissions for alterations, and regulation of pet ownership within Council tenancies. 2. Who are your main stakeholders? They are: • Council tenants and household members • Residents in mixed tenure areas • Housing Service staff • Partner services (e.g. Community Safety, Environmental Health) • Tenant groups and forums 3. What changes as a result of the proposals? Is the service reduced or removed? The changes are: • updated Estate Management Policy reflecting current legislation and practice; • introduction of standalone Pet Policy for Council Tenants and Permissions Policy; and • improved clarity, consistency, and governance. No service is reduced or removed. 4. How will this affect your customers? The policies will provide customers with: • clearer expectations and improved transparency; • clarity and consistency on decision making and any follow on actions; • enhanced tenant rights (particularly in relation to pets); and • improved estate quality and community safety. 5. Impact on staff providing the service The policies will provide staff with: • A clearer framework and guidance for decision making • Increased consistency across cases There may be a temporary increase in workload during implementation and consultation. However, this will be managed appropriately and may be offset over time by a reduction in enquiries, review requests and complaints. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Neutral. All policies include provision for translation and accessible communication, Page 83
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including the provision of information in alternative formats. Disability Positive. Reasonable adjustments will be made; permissions policy supports adaptations; pet policy recognises support animals. All policies include provision for translation and accessible communication, including the provision of information in alternative formats, (which will mitigate against any accessibility barriers such as the digital application process). Carers (for elderly, disabled or minors) Neutral. No differential impact identified. Sex Neutral. No differential impact identified. Pregnancy and maternity (including breastfeeding) Neutral. No differential impact identified. Sexual orientation Neutral. No differential impact identified. Age (include children, young people, midlife and older people) Positive. The policies assist to provide safer, better maintained environments which benefit all age groups including children and older people. All policies include provision for translation and accessible communication, including the provision of information in alternative formats, (which will mitigate against any accessibility barriers such as the digital application process). Religion, and or belief Neutral. No differential impact identified. Gender reassignment Neutral. No differential impact identified. Inequalities arising from socio- economic differences Positive overall. The policies support tenancy sustainment and fairness. There may be some disproportionate impact on lower-income households where recharges are applied (for example, due to damage or substandard works). However, these costs arise from discretionary tenant actions (e.g. keeping a pet or undertaking alterations). The Council will apply discretion and act proportionately when considering enforcement action, including recharges. Support and guidance will be provided to tenants throughout. Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Page 84
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List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security No direct impact. Article 6: Right to a fair trial The policies provide clear review and appeal processes. Article 8: Right to respect for private and family life, correspondence and the home Potential infringement of right in relation to access for inspection(s) however the inspection will be considered justified and lawful since: • there is a contractual or statutory right of access; • proper notice is given; • the purpose is legitimate; and • the action is proportionate. The policies otherwise support enjoyment of home, including pets and personalisation, while applying proportionate controls. Article 10: Freedom of expression No direct impact. Article 11: Freedom of assembly and association No direct impact. Article 12: Right to marry No direct impact. Article 14: Prohibition of discrimination (in relation to the convention rights) The policies explicitly support equality and non- discrimination. Article 1 of Protocol 1: Protection of property The Permissions Policy regulates property alterations, improvements and change of use proportionately. Article 2 of Protocol 1: Right to education No impact. Article 3 of Protocol 1: Right to free elections by secret ballot No impact. Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination The policies apply fairly to all children and families. Article 12 – Respect of the views of the child The consultation approach supports inclusion of children’s and family perspectives. Article 3.1 – Best interest of the child The policies support safe, suitable home environments. Article 6.2 – Right to survival and development The policies support wellbeing through safe and stable housing conditions. 7. Evidence. What information have you used to make your assessment? Page 85
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Performance data Housing service operational data, experience and complaints trends. Internal consultation Head of Housing, Property and Communities Housing Strategy and Development Manager Housing Services Manager Housing Asset Manager Area Housing Managers Senior Housing Officer (Policy) Equal Opportunities Officer Consultation with affected groups To be undertaken through formal consultation during 19 June and 31 July. Local statistics National statistics Other Legislative and regulatory framework including Housing (Scotland) Acts 2001 and 2025 and the Scottish Social Housing Charter. Good practice from other local authorities 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? Further evidence will be gathered through the planned public consultation process to test impacts and refine the policies if necessary. 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain Potential impacts will be mitigated through: • decision making based on individual circumstances; • clear appeals and review processes; • provision of accessible information and translation services; • proportionate enforcement approach; and • tenant guidance and support. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? The policies are required to: • ensure compliance with updated legislation (including Housing (Scotland) Act 2025); • improve clarity and consistency in service delivery; • support safe, sustainable communities; and • strengthen governance and reduce risk. SECTION 3 CONCLUDING THE IIA Page 86
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Concluding the IIA 1. No potential negative impacts on any of the protected groups were found. 2. Some potential negative impacts have been identified. The impacts relate to: ✓ Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 ✓ Promoting equality of opportunity ✓ Fostering good relations ✓ 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated the proposals as outlined in question 9. ✓ 5. The negative impacts cannot be fully mitigated but are justified as outlined in question 10. 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision Set out the rationale for deciding whether or not to proceed with the proposed actions: The assessment has identified that any potential negative impacts are limited and can be mitigated through the measures outlined. The proposals should proceed to consultation. The IIA will be presented to Housing and Community Safety Committee on 18 June 2026 to seek agreement to consult. Consultation feedback will be used to further inform the IIA. Following consultation, a further report will be presented with the policies for final approval on 10 September 2026. Date of Decision: 30.4.2026 Page 87
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Sign off and authorisation: Service Housing, Property and Communities Department Housing Policy/activity subject to IIA Estate Management Policy Pet Policy for Council Tenants Permissions Policy We have completed the integrated impact assessment for this policy/activity. Name: Gillian Henly Position: Senior Housing Officer (Policy) Date: 30.04.2026 Authorisation by head of service Name: Position: Date: Permission to publish on website - Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 88
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Daska Murray, Senior Housing Officer (Strategy) Contact Email: housingstrategy@moray.gov.uk Subject: Allocations Policy Annual Performance Report 2025/26 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the performance of the Council’s Allocations Policy during 2025/26. 1.2 This report is submitted to Committee in terms of Section III (G) (11) of the Council’s Scheme of Administration relating to the preparation and implementation of strategic housing plans. 2. SUMMARY 2.1 The report provides an update on the performance of the Council’s Allocations Policy during 2025/26 and seeks to set appropriate allocations quotas for 2026/27. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the performance identified within the report and detailed within APPENDIX I; ii) agrees the allocations quotas for 2026/27 detailed at paragraph 5.11 of this report; and iii) notes the proposed approach to rural lettings as detailed in paragraph 5.18. Daska Murray Senior Housing Officer (Strategy) 4. BACKGROUND AND CONTEXT Item 8. Page 89
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4.1 The Communities Committee approved a revised Allocations Policy on 5 February 2019 (Paragraph 9 of the Minute refers) for implementation on 1 May 2019. On 13 February 2024, this Committee approved further changes to the Policy, but for implementation from 1 April 2024 (Paragraph 8 of the Minute refers). 4.2 The Communities Committee approved Moray’s Local Housing Strategy (LHS) 2019-2024 on 2 April 2019 (Paragraph 6 of the Minute refers). The LHS sets out the Council’s approach to addressing housing need and homelessness, property condition and fuel poverty. The operation of the Allocations Policy is a key factor in the delivery of LHS outcomes. 4.3 Performance monitoring information on the operation of its Housing Allocations Policy has been considered annually by Committee since 2005. The most recent report was presented to this Committee on 24 June 2025 (Paragraph 13 of the Minute refers). 5. ALLOCATIONS POLICY PERFORMANCE ANALYSIS OF HOUSING LIST ALLOCATION AND DEMAND TRENDS 5.1 Statistical information on the operation of the policy is presented in APPENDIX I. Due to the timing of the Committee cycle, the figures in this report were produced prior to the submission of statutory returns, which may result in minor variances with published datasets. 5.2 Table 1 provides details of the housing list for the last 5 years. Since 2021/22, the housing list has reduced by 28.1%. This decrease should be considered within the context that Apply4Homes, the Grampian wide common housing register, disbanded in 2021. Applicants were invited to re-register on the Council’s new online system if they still required housing. Additionally, in the past year there has been a decrease in the housing list of 24.5%. This reduction is the result of a list management review, with applications having been closed if applicants did not re�register or make contact within required timescales. 5.3 Table 2 outlines the size and type of housing required by applicants on the housing list. While the list management review has influenced the percentage changes for each house type, the table shows that the greatest pressure remains for smaller homes and there has not been a significant impact on the need for amenity or accessible housing. The need for larger mainstream family homes seems to be stabilising, likely assisted by the positive impact of the affordable housing programme and downsizing scheme. Demand for sheltered housing remains limited. 5.4 Table 3 summarises the first area of preference for current housing list applicants and compares this with the wider tenure distribution of existing dwellings across Housing Market Areas. Overall, demand is broadly aligned with the existing housing supply area profile. The only slight variance is for the Elgin Housing Market Area, where there is a difference of 5%. 5.5 Applicants who apply for housing can select the areas where they want to live. This allows them the choice of any, or all, of the 63 lettings areas across Moray. These choices can be driven by urgency and availability, rather than the applicant’s desire to live in a particular area. To support strategic planning for affordable housing, applicants are asked separately to state their first, second and third areas of preference (i.e. where they would ideally choose to live). This second strategic question is the source used to inform the Page 90
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Council’s approach to delivery of new affordable housing across geographical areas and is reflected in the Strategic Housing Investment Plan (SHIP). 5.6 Table 4 provides details of the number of re-lets from Council stock in 2025/26. When compared with the housing list as at 31 March 2026, it shows that there were 5.8 applicants on the list per re-let (6:1) during 2025/26. However, this pressure varies greatly across house types and sizes: • 1 bedroom general needs (11:1) • 2 bedroom general needs (4:1) • 3 bedroom general needs (6:1) • 4 bedroom (19:1) 5.7 Table 5 shows reduced turnover for the past five years, although there has been a small increase in the past two reporting years which has been partly due to vacancies arising from transfer list properties being released through the affordable housing programme and downsizing incentive scheme. 5.8 ALLOCATIONS POLICY AND QUOTA FOR THE HOUSING LIST The housing list consists of three separate lists: Waiting, Transfer and Homeless. The Homeless List includes those assessed as statutorily homeless, the Waiting List contains applicants who are waiting for a Council house including current RSL tenants and the Transfer List which includes current Council tenants who need or want to move. The proportion of allocations made to each list is determined annually by the Committee. 5.9 Table 6 shows the proportion of allocations made to applicants from the three housing lists over the past five years. This table includes new lets arising from the acquisition programme as well as builds let for the first time. 5.10 The Rapid Rehousing Transition Plan aims to minimise the use of temporary accommodation and provide permanent housing options to homeless households as quickly as possible. The Homeless List quota proposed below is intended to strike an appropriate balance between the need to implement the Rapid Rehousing Transition Plan, and the need to minimise any unintended consequences of an increased quota i.e. that the Homeless List would be viewed by applicants as the quickest route into permanent housing and would significantly increase as a result. 5.11 Historically, this Committee has taken a pragmatic approach, agreeing quotas intended on striking an acceptable balance between all lists. With the ongoing uncertainty and risks associated with the increasing cost of living, it is proposed that the quotas for 2026/27 remain unchanged from the 2025/26 targets, which are set out in the following table: List Target Tolerance Homeless List 50% +/- 5% Waiting List 32% +/- 5% Transfer List 18% +/- 5% 5.12 A change to the Allocations Policy with the intention of improving access to housing for key workers was implemented on 1 April 2024. Despite the NHS seeking support with this issue, uptake has been lower than expected, with only one NHS worker having been housed since the change was introduced (none in 2025/26). Those eligible for the points have expressed less interest when they realise tenancies are limited to 6 months (with Page 91
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potential for a maximum additional 6 months extension) but also because the property is unfurnished. The low level of uptake will be considered as part of the planned policy review next year. 5.13 There has been a reduction in homelessness presentations alongside an increase in contact from households, particularly families, expressing concern that they were being advised that their areas of choice would be widened across Moray, with some indicating that this had influenced their decision not to proceed with an application. In response, procedures have been updated to ensure any decision to widen areas of choice is reasonable and based on individual circumstances. For single homeless applicants, accommodation may be offered Moray�wide where the offer is reasonable and the location is accessible by public transport. For families, areas of choice will not be automatically widened to Moray�wide. Instead, where appropriate and reasonable, areas of choice may be widened within the appropriate housing management area (Central, East and West) but with a five�mile tolerance beyond their chosen area. These arrangements will be subject to ongoing monitoring. 5.14 NEW BUILD LETTINGS PLAN The new build lettings plan was introduced in 2015. The Plan sets out how the Council will deviate from the Allocations Policy in identifying the first tenant in new build properties, with the aim of establishing successful, sustainable new communities, and this includes deviation from housing list quotas. Tables 7 and 8 includes new build completions only to demonstrate the operation of the Council’s Lettings Plan. The acquisitions programme will be reported separately as part of the Strategic Housing Investment Plan later this year. 5.15 Table 7 shows there were 29 properties added to the Council’s stock profile during 2025/26 from the Council’s new build programme in the Speyside Housing Market Area. 5.16 Table 8 shows the proportions of allocations from each List, and that 47% of new lets for the Council’s new build programme were allocated to Transfer List applicants and 43% to Waiting List applicants. 5.17 TRUST PROPERTIES LETTING PLAN On 28 January 2025, Corporate Committee formally approved an arrangement for vacant trust properties to be leased by the Housing Revenue Account, with a view to facilitating their refurbishment and returning them into residential use (Paragraph 6 of the Minute refers). Table 9 details the number of lets for these trust properties during 2025/26. 5.18 RURAL LETTINGS Demand for properties in the most rural communities can be limited and officers will commence work with public sector colleagues to consider opportunities to optimise awareness and the potential contribution to sustainability of communities, provision for key worker, employability and economic development outcomes when allocating these properties. This activity will remain within the precepts of the allocations policy. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Page 92
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Policy and Legal Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The primary legislation governing allocations of Council housing is contained within the Housing (Scotland) Act 1987 as amended by the Housing (Scotland) Act 2001, the Homelessness etc. (Scotland) Act 2003 and the Housing (Scotland) Act 2014. This legislation provides the Council with the discretion to develop allocation and local letting policies in line with local priorities. The Scottish Social Housing Charter sets out standards against which the Scottish Housing Regulator will assess local authorities as part of its inspection regime. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation None arising from this report. Page 93
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6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report as the purpose of the report is to inform Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Education, Housing and Communities, Head of Housing, Property and Communities, Service Manager Housing Strategy, Service Manager Housing Need, Service Manager Housing Operations, G. Anderson, Senior Solicitor and L. Rowan, Committee Services Officer and comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Local Lettings Plan Page 94
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APPENDIX I Table 1: No of applicants on the Housing List at year end List 2021/22 2022/23 2023/24 2024/25 2025/26 Change since 2021/22 (No) Change since 2021/22 (%) Homeless List 97 114 103 125 101 4 4.1% Housing Waiting List 2,754 2,278 2,633 2,519 1,806 -948 -34.4% Transfer List 621 559 615 663 589 -32 -5.2% Total 3,472 2,951 3,351 3,307 2,496 -976 -28.1% Page 95
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Table 2: Size and type of property sought by applicants at year end Property size and type 2021/22 2022/23 2023/24 2024/25 2025/26 Change since 2021/22 (No) Change since 2021/22 (%) 1 bed general needs 1,347 1,132 1,323 1,254 875 -472 -35.0% 1 bed amenity/ wheelchair accessible 487 409 503 515 416 -71 -14.6% 2 bed general needs 682 597 644 659 482 -200 -29.3% 2 bed amenity/ wheelchair accessible 138 133 127 132 140 2 1.4% 3 bed general needs 466 367 394 393 306 -160 -34.3% 3 bed amenity/ wheelchair accessible 37 36 45 43 37 0 0.0% 4 bed general needs 195 153 176 188 132 -63 -32.3% 4 bed amenity/ wheelchair accessible 11 8 5 7 12 1 9.1% 5+ bed all types 68 64 69 65 47 -21 -30.9% sheltered 41 52 65 51 49 8 19.5% Total 3,472 2,951 3,351 3,307 2,496 -976 Table 3: Where applicants wish to live – 1st Area Preference as at 31 March 2026 List Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total Homeless List 16 62 18 3 2 0 101 Transfer List 112 307 89 49 31 1 589 Housing Waiting List 258 973 329 128 111 7 1,806 Total 386 1,342 436 180 144 8 2,496 15.5% 53.8% 17.5% 7.2% 5.8% 0.3% 100% % of dwellings (Source: HNDA 2023 Table 4.3c Housing Tenure Within HMAs) 16.5% 48.6% 17.5% 8.5% 7.0% 1.8% 100% Page 96
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Table 4: Re-lets by property size and type in 2025/26 (secure tenancies only) Property size and type Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total ratio/ relative pressure (lets vs demand) Bedsit 1 2 3 0.0 1 bed general needs 22 37 11 4 5 79 11.1 1 bed amenity/ wheelchair accessible 8 42 10 8 10 78 5.3 2 bed general needs 28 58 14 9 12 121 4.0 2 bed amenity/ wheelchair accessible 10 12 2 22 3 49 2.9 3 bed general needs 17 28 6 3 54 5.7 3 bed amenity/ wheelchair accessible 1 13 1 15 2.5 4 bed all types 1 2 2 2 7 19.6 5+ bed all types 1 1 2 23.5 sheltered 7 7 5 19 2.6 Total 94 188 52 58 35 0 427 5.8 22.0% 44.0% 12.2% 13.6% 8.2% 0.0% 100% % of dwellings (Source: HNDA 2023 Table 4.3c Housing Tenure Within HMAs) 16.5% 48.6% 17.5% 8.5% 7.0% 1.8% 100% Table 5: Rate of relets to Council stock (turnover) (new lets excluded) Council stock 2021/22 2022/23 2023/24 2024/25 2025/26 Change since 2021/22 (No) Change since 2021/22 (%) Council stock 6,297 6,342 6,380 6,410 6,457 160 2.5% No of relets 445 457 387 394 427 -18 -4.0% Rate of relets 7.1% 7.2% 6.1% 6.1% 6.6% Page 97
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Table 6: Allocations by Housing list (secure tenancies) (re-lets and new lets) List 2021/22 2022/23 2023/24 2024/25 2025/26 Homeless List 264 52.6% 236 50.8% 254 54.7% 223 51.5% 249 53.0% Housing Waiting List 150 29.9% 151 32.5% 122 26.3% 126 29.1% 137 29.1% Transfer List 88 17.5% 78 16.8% 88 19.0% 84 19.4% 84 17.9% Total 502 100.0% 465 100.0% 464 100.0% 433 100.0% 470 100% Table 7: Moray Council new build completions during 2025/26 House type Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total 1 bed general needs 7 7 24.1% 2 bed general needs 4 4 13.8% 2 bed amenity/wheelchair accessible 6 6 20.7% 3 bed general needs 10 10 34.5% 3 bed amenity/wheelchair accessible 0 0.0% 4+ bed all types 2 2 6.9% Total 0 0 0 0 29 0 29 100% Page 98
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Table 8: Moray Council new lets (new build programme only) List 2021/22 2022/23 2023/24 2024/25 2025/26 Homeless List 10 17.5% 5 62.5% 5 11.9% 5 20.0% 3 10.0% Housing Waiting List 27 47.4% 1 12.5% 23 54.8% 11 44.0% 13 43.3% Transfer List 20 35.1% 2 25.0% 14 33.3% 10 36.0% 14 46.7% Total 57 100% 8 100% 42 100% 25 100% 30 100% Table 9: Trust lets Financial Year Total 2024/25 1 2025/26 8 Page 99
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Iain Sneddon Contact Email: performance@moray.gov.uk Subject: Performance Report (Housing, Property and Communities Service) – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to the Committee in terms of section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 The report identifies the progress of Service Plan Actions and Performance Indicators highlighting areas of good progress and areas where there have been challenges. Mitigations and actions taken to address challenges are detailed within the body of the report. 2.2 Due to Housing Regulator data validation processes, some quarter 4 performance indicator results were not available at the time of reporting; where this is the case, narrative relates to quarter 3 data. The Scottish Social Housing Item 9. Page 101
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Charter Compliance 2025-26 report providing an overview of performance highlighting compliance with regulatory requirements and comparison with national and peer group benchmarks will be submitted to this committee in Autumn 2026. In addition, the Scottish Housing Network will present the data in a session open to elected members. All Service Plan action updates relate to quarter 4. 2.3 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here 2.4 As of 31 March 2026, service plan actions are 64% complete. Most service level actions are well advanced but were due to complete by 31 March therefore overall planned work is subject to some slippage. Nine of the 17 actions and 8 of the 10 milestones have completed by due dates. Actions which have not completed will be carried forward and completed in the second year of the plan. Page 102
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2.5 3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinises performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. Iain Sneddon Research and Information Officer DUE DATE ACTIONS & MILESTONES ACTIONS & MILESTONES COMPLETE Delivery of the Housing, Investment and Affordable Housing Supply programmes 31-Mar-2028 1 Action None 40% Reducing the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children 31-Mar-2026 1 Action None 50% Review of Depot & Stores 31-Mar-2028 1 Action 2 Milestones 2 Milestones 24% Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements 31-Dec-2030 8 Actions 1 Milestone 3 Actions 58% Systematic Review of Housing Repairs 31-Mar-2026 1 Action 3 Milestones 2 Milestone 77% Housing Needs 31-Mar-2026 2 Actions 1 Milestone 1 Action 1 Milestone 88% Benefits 31-Dec-2025 3 Actions 1 Action 94% Energy Efficiency 31-Mar-2026 1 Action 2 Milestones 1 Action 1 Milestone 70% Gas Service scheduling System 31-Mar-2026 2 Actions 1 Action 87% Review of Teams 31-Mar-2026 2 Actions 4 Milestones 1 Action 2 Milestones 72% Ensure revised operational implementation of absence management procedures are applied by managers 31-Mar-2026 1 Action 1 Action 100% 31-Dec-2030 23 Actions 13 Milestones 9 Actions 8 Milestones 64% Service Plan Performance PIs chart presents the number of indicators and RAG status based on results against targets and aligns to Service Plan Outcomes, whereas the Service Performance PIs chart reports on a set of operational service performance indicators not covered by Service Plan priorities yet significant to service delivery, again based on results against targets, a link to the system generated backing table is provided for more detailed scrutiny. SERVICE PLAN PRIORITIES (Q4 2025/26) NUMBER OF RAG SERVICE LEVEL OVERALL PLAN PROGRESS Comment The plan is subject to significant slippage. As at the end of March 2026, the proportion of planned work over the plan's period to December 2030 is 64% complete, noting most actions are due to complete in the current year. RAG categorisation in the summary table is subjective based upon progress against individual action lines, a link to the system generated report is provided at the top of this report to allow for more scrutiny. Data not available - Data not yet published or unavailable due to reporting timescales. STRATEGIC LEVEL 13 3 8 8 16 0 5 10 15 20 25 30 35 40 45 50 SERVICE PERFORMANCE INDICATORS (Q4 2025/26) Achieving Target Within Target Below Target Data Only Data not available 11 1 6 5 9 0 5 10 15 20 25 30 35 SERVICE PLAN PERFORMANCE INDICATORS (Q4 2025/26) Achieving Target Within Target Below Target Data Only Data not available Page 103
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4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.4 The restructure of Council services places the delivery of Education Estate actions within the Housing, Property and Communities service with Education Estate actions contributing to the overall service plan completion percentage. Progress of these actions are therefore included in the RAG table at para 5.2 of this report, however as the remit of the education estate is aligned to the Education, Children’s and Leisure Services Committee, successes and challenges will be reported to the meeting of that Committee on 23 June 2026. 4.5 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.6 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be view via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.7 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Page 104
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Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 In partnership with the Integrated Joint Board (IJB) the strategic alignment of allocations in response to needs of older people has been achieved. Public consultation of the draft Local Housing Strategy (LHS) concluded in November 2025, and amendments were made to reflect feedback. The strategy was presented and approved at this committee on 12 March 2026 (item 6 of the Agenda refers). Action: HP25-5.2b 5.2 The service Level Agreement (SLA) with the Citizens Advice Bureau (CAB) was agreed in quarter 3 2025/26 and implemented in January 2026. Action: HP-GSP 2025-26 DT&E1.5 5.3 The review of the Refugee Settlement Team has concluded, and the change management plan has been implemented, with three members of staff being employed and fully integrated into the housing support team. Action: HP25- 5.8b 5.4 In the early part of 2025/26, the proportion of emergency accommodation offers refused had risen significantly. Quarter 3 has seen a significant decline returning below target (3.1% vs target 7%). PI: H4.8 Challenges and actions to support – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.5 Operational pressures slowed progress on elements of the work to reduce the number of children in temporary accommodation and the reduction and impact of homelessness for families. The additional focus on this did however lead to a marked reduction in households at the mid-year point and meetings have taken place with colleagues in Education, Health and Social Work to agree baseline data to monitor the agreed performance indicators. This will be taken forward as a priority in 2026/27, with a view to agreeing baseline data for monitoring performance. National homelessness data (2024/25) shows a significant decline in the number of Moray children associated with applications assessed as homeless or threatened with homelessness. A 37% reduction was witnessed between 2023-24 and 2024-25 with the number of children reducing from 237 to 149. Figures for adults also saw a decrease, but not to the same level (9%). Reductions in Moray were not mirrored nationally Page 105
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with a smaller reduction for children (7%) and no change for adults. Action: HP25-4.2 5.6 The review of the repairs improvement plan was completed in December 2025; however, implementation remains outstanding. Limitations in the current system slowed the introduction of the digital self-service repair reporting system. Implementation of the new system is expected during the first half of 2026/27. Whilst both the number of overall complaints received and those relating to repairs/capital/planned maintenance show improvements from 2024/25, the reduction in overall complaints (8%) was unable to meet 10% target. The proportion of repairs carried out first time has shown a continual decline from quarter 3 2024/25 and at 84.9% at the end of quarter 2 remains below 95% target and five of six response repairs within timescale indicators have not achieved target in the quarter to December 2025. Action: HP25-5.1a, PIs: H1.8, H1.8b, H2.11, H2.9b, H2.10a, H2.10d & H2.10e 5.7 The revision of the Housing Contribution Statement remains in progress. In partnership with local Health and Social Care Moray, work will be carried forward into 2026/27. The current Housing Need and Demand assessment (HNDA) and the latest Local Housing Strategy (LHS), approved in March 2026, will underpin the revision. Action: HP25-5.2a 5.8 The development of a Money Advice Benefits e-form is nearing completion. Resourcing issues with ICT held back completion, however assurances are that this work will be completed in early 2026/27. The exploration to establish whether there is a viable case for further centralisation of means testing Money Advice services is linked to the creation of the benefits e-form. Scoping work has demonstrated that the Money Advice service can contribute towards the recovery of outstanding social care cost debts to the council. A pathway between the Money Advice service and social care services has been established with information leaflets developed for social work to provide to their clients on the support available from Money Advice. Action: HP-GSP2025-26 DT&E1.3 & 1.4 5.9 The improvement of council housing stock and reduction of carbon emissions although making progress, planned work has not completed within original due dates. The proportion of houses meeting Energy Efficiency Standard for Social Housing (EESSH) has improved with end of January 2026 data showing as 76% of housing meeting the standard but falling short of the 81.3% target. End of year data is expected to show further progress. Challenges in improving the stock have included the appropriate contractor resource but also that a significant proportion of the Council’s tenants have not engaged in the process of improving their property. Work with non-engaged tenants will continue in 2026/27. Work to reduce carbon emissions shows a more encouraging outcome with a 21% reduction against the baseline year 2021/22. Installation of solar panels and LED lighting are already showing energy use reductions, with further works planned for 2026/27. The replacement of carbon burning Page 106
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heating at Cullen Primary school is planned for 2026/27. Action: HP25-5.3a, PIs: H2.2b, HSN03 & H1.20 5.10 After the approval of the option appraisal to implement a new gas scheduling system, work to implement the plan is taking longer than anticipated. Configuration of new NEC system has begun, governed by an officer-level steering group. It is hoped that implementation will be possible by end of September 2026. Action: HP25-5.4b 5.11 The review of interdependencies and changes to housing teams is ongoing. Detailed proposals have now been drafted, and HR processes are underway to prepare the change management plan for consultation with affected personnel. Completion of actions will carry forward to 2026/27. Action: HP25- 5.8a Complaints and MP/MSP Enquiries 5.12 126 complaints were received between 1 October 2025 and 31 March 2026, 29 (19%) fewer than the same period of 2024/25. 120 complaints were resolved, 108 (90%) at frontline and eight (7%) at investigative stages. Four (3%) complaints were escalated. 5.13 68 (63%) frontline complaints were upheld and eight (7%) were partially upheld, one complaint was closed via resolution. The remaining 27 complaints were not upheld. 5.14 Three (38%) investigative complaints were upheld and two (25%) were partially upheld. The remaining three complaints were not upheld. 5.15 Two escalated complaints were upheld, and one was partially upheld. The remaining complaint was not upheld. 5.16 Frontline complaints took an average of 5.5 days to resolve, with 76% of complaints resolved within the target 5 working days. 23 frontline complaints were granted an extension. 5.17 Investigative complaints took an average of 23.5 days to resolve, with 62.5% resolved within the target 20 working days. 5.18 61% of complaints related to ‘Repairs/Capital/Planned maintenance’. Complaints against staff and Housing Disputes both accounted for 9%. The nature of ‘Repairs/Capital/Planned maintenance’ complaints varied but mainly related to communication and delays in carrying out repairs. 5.19 60 MSP enquiries were made in the second half of 2025/26. Enquiries covered many topics but mainly related to issues regarding current housing/living situation. Page 107
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Case Studies 5.20 Nothing to report Consultation and Engagement 5.21 Nothing to report 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population Page 108
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6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial There are none arising from this report. 6.5 Risk There are none arising from this report. 6.6 Staffing There are none arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equality Impact Assessment is not required as this report is to inform the Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Education, Housing and Communities, the Head of Housing, Property and Communities, Service Managers, and L. Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Performance Indicators Service Performance Indicators Service Complaints Page 109
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Edward Thomas Contact Email: edward.thomas@moray.gov.uk Subject: Housing, Property and Communities Budget Report to 31 March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note the interim out-turn position for the Housing Revenue Account (HRA) and General Services Housing, Property and Communities budgets for the period up to 31 March 2026. 1.2 This report is submitted to Committee in terms of Section III G (1) of the Council's Scheme of Administration relating to the management of budgets. 2. SUMMARY 2.1 This report sets out the interim out-turn position for the HRA and General Services Housing, Property and Communities budgets to 31 March 2026 and also comments on the variances on these budgets. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the interim outturn for 2025/26 for the period to 31 March 2026, consisting of a surplus balance of £2,250k for the HRA and an underspend of £36k for General Services Housing, Property and Communities; ii) approves the proposed service development detailed in para 5.15; Edward Thomas Head of Housing, Property and Communities 4. BACKGROUND AND CONTEXT Item 10. Page 111
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4.1 The Council agreed the HRA Budget for 2026/27 at a Moray Council meeting on 25 February 2026 (para 4 of the Minute refers). Housing, Property and Communities budget monitoring reports are presented quarterly. 5. HOUSING REVENUE ACCOUNT TO 31 MARCH 2026 5.1 APPENDIX I details the provisional and unaudited HRA budget position to 31 March 2026. The HRA budget for the period to 31 March 2026 is as follows, including variances arising: Annual Budget to 31/03/2026 Actual to 31/03/2026 Variance to 31/03/2026 £,000 £,000 £,000 28,838 28,192 646 5.2 The breakdown by service is as follows: HRA Expenditure 2025/26 Budget to 31/03/2026 Actual to 31/03/2026 Variance to 31/03/2026 £,000 £,000 £,000 Supervision and Management 6,455 6,199 256 Sheltered Housing 66 55 11 Repairs and Maintenance 10,183 12,091 (1,908) Financing Costs 8,413 8,175 238 Bad and Doubtful Debts 250 294 (44) Capital Funded for Current Revenue (CFCR) 3,089 1,120 1,969 Downsizing Incentive Scheme 72 52 20 Service Development 310 206 104 5.3 The key expenditure variances to 31 March 2026 are summarised below. 5.4 Supervision and management – there are a range of variations within this budget resulting in a net underspend of £256k. The main underspends were in relation to Staffing (£374k), arising from the lead-in time for recruitment of vacancies and a cumulation of other minor underspends (£39k). These were partially offset by overspends in voids (£91k) and council tax (£47k), attributable to the loss of rent and costs pertaining to vacant houses and garages, £16k in consultancy costs for the local housing strategy and £3k in additional software costs. 5.5 Sheltered Housing – there was an underspend of £11k arising from lower than budgeted energy costs (£15k), partially offset by overspends of £4k in other minor cumulative elements of expenditure. Page 112
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5.6 Repairs and maintenance – there was an overspend of £1,908k net in the repairs and maintenance budget, which comprised of: £804k in additional planned/cyclical works, predominantly attributable to roof and fabric repairs (£368k), electrical upgrades (£329k) and estate upgrades (£128k); £767k in void costs, attributable to a higher number of properties and increased cost per void; £296k in response repairs, based on a higher level of demand; and £41k net in higher than budgeted property fees when offset against the DLO surplus. 5.7 Financing Costs – there was an underspend of £238k due to lower than budgeted principal repayments (£319k), partially offset by an additional £81k in interest payments. 5.8 Bad and doubtful debts – there was an overspend of £44k, arising from an additional £10k in write-offs and £34k additional provision for bad debts. 5.9 Capital from Current Revenue (CFCR) – There was an underspend of £1,969k based on the estimated balancing figure to maintain level of HRA reserves. This arose due to the increased level of stock investment undertaken within the year and is expected to return to the budgeted level in 2026/27 as the scale of activity reduces. 5.10 Downsizing Incentive Scheme – there was an underspend of £20k with fewer transfers than expected completed during the year. 5.11 Service Developments – there was an underspend of £104k, with a proportion of the allocated budget not required to fulfil agreed objectives for the year. 5.12 HRA income for the year to 31 March 2026 is as follows: HRA Income 2025/26 Budget to 31/03/2026 Actual to 31/03/2026 Variance to 31/03/2026 £,000 £,000 £,000 Non-dwelling rents 275 275 - House Rents 28,034 27,309 (725) Interest on Revenue Balances (IORB) 350 311 (39) Other Income 179 314 135 Total Income 28,838 28,209 (629) 5.13 The income at 31 March 2026 was £629k lower than expected. This arises from £725k less in rental income, attributable to the continuation of rental discounts for properties with lower Energy Performance Certificate (EPC) bandings, pending the stock improvement works, and £39k less than budgeted interest received on revenue balances. This was partially offset by an additional £135k in income from tenant recharges related to the grass cutting service and rechargeable repairs. 5.14 5.15 The HRA surplus balance at 31 March 2026 was £2,250k, in accordance with the reserves policy. To support the service in addressing the high level of vacancies and also to manage forthcoming organisational change, the service has identified the requirement for a 0.4 Full- Time Equivalent (FTE) HR Advisor for a fixed term of two years, taking the current HR Advisor service support for the service up to a full-time basis. This dedicated resource will be funded Page 113
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from the service development budgetary provision and will ensure the delivery of consistent, continuous, and professional human resources advice throughout the period. By establishing this 2-year support, the service aims to optimise recruitment, mitigate operational risks, streamline transitional processes, and maintain workforce stability during this critical phase. 6. GENERAL SERVICES HOUSING, PROPERTY AND COMMUNITIES BUDGET 6.1 APPENDIX II provides details of the interim budget position to 31 March 2026. The General Services Housing, Property and Communities budget for the period to 31 March 2026 is as follows, including variances arising: Annual Budget to 31/03/2026 Actual to 31/03/2026 Variance to 31/03/2026 £,000 £,000 £,000 5,554 5,518 36 The breakdown by service is as follows: General Services Housing, Property and Communities Expenditure 2025/26 Budget to 31/03/2026 Actual to 31/03/2026 Variance to 31/03/2026 £,000 £,000 £,000 Housing Strategy 199 295 (96) Housing Operations 253 222 31 Housing Need 1,439 1,307 132 Miscellaneous General Services Housing (20) (64) 44 Building Services 0 (4) 4 Property, Estates and Assets 1,812 1,818 (6) Benefits and Money Advice 2,302 2,460 (158) Education Estate (383) (344) (39) General Services Housing and Property Savings 113 0 113 General Services Housing and Property Allocations (161) (172) 11 6.2 Planning and Development consists of Disabled Adaptations Grants and Affordable Housing budgets. There was an overspend of £96k arising from a lower than budgeted level of disabled adaptations being undertaken within the period and therefore a lower drawdown of associated grant (£125k), partially offset by a £29k underspend in the wider service budget. Disabled Page 114
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adaptations under the budget managed by the Moray Integration Joint Board and officers will review the position for 2026/27 to limit the potential for a recurrence. 6.3 Housing Operations relates to the Gypsy/Traveller and Sheltered Housing budget. There was an underspend of £31k arising from lower than budgeted staffing costs (£44k), partially offset by £13k in additional costs for equipment, transportation and provision for bad debts. There was no variance in the gypsy/traveller budget. 6.4 Housing Need comprises of Homelessness, Housing Support and Refugee/Resettlement services. There were variations across a range of budgets within this heading resulting in an underspend of £132k in this budget. This is comprised of an underspend of £134k in refugee/resettlement due to lower than anticipated costs and £78k in homelessness, predominantly due to staffing; these were partially offset by overspends in temporary accommodation (£73k) and housing support (£7k), predominantly arising from higher than anticipated property costs. 6.5 Miscellaneous General Services Housing comprises of House Loans and the complex needs development at Urquhart Place, Lhanbryde and another social care premises. There was an underspend of £44k arising from additional rental income and lower repairs expenditure at Urquhart Place. 6.6 The Building Services Budget is reported in detail separately on this Committee’s agenda. An underspend of £4k was returned to general services as a share of the DLO surplus generated. 6.7 The Property, Estates and Assets Budget includes the budgets for the Design and Construction functions transferred following the corporate restructure and Property Asset Management. There was an overall overspend of £6k at year end, comprised of and overspend of £134k in Design and Construction, partially offset by an underspend of £128k within Property Asset Management. The Design and Construction overspend was attributable to £130k less than budgeted income from fees and £4k in additional software costs. A review of the cost apportionment and fee assumptions is being undertaken for 2026/27. The underspend in Property Asset Management was predominantly attributable to lower repairs and maintenance expenditure (£161k) following the imposition of spend controls, £150k in additional income generated by industrial estates and £91k in other underspends including a lower than anticipated expenditure on energy. These were partially offset by higher costs in schools repairs and maintenance (£206k) due to a higher level of essential spend being required, £63k in costs pertaining to surplus properties and £5k in other minor overspends. 6.8 Benefits and Money Advice is included in the budgetary reporting for Housing, Property and Communities for the first time following the corporate restructure. There was an overspend of £158k arising from DWP subsidy being less than Housing Benefits expenditure (£168k), Benefits software costs being £57k higher than budgeted and £4k additional expenditure within the Scottish Welfare Fund. These were partially offset by underspends in Discretionary Housing Payments (£37k) and Money Advice and Welfare Benefits (£34k). 6.9 Education Estate is included in the budgetary reporting for Housing, Property and Communities for the first time following the corporate restructure. There was an overspend of £39k arising from £48k in higher than budgeted expenditure against the costs of PPP contracts, partially offset by a £9k underspend in the wider learning estate budget. 6.10 Housing, Property and Communities Savings – savings from staffing costs were £113k above vacancy target at year end. In addition, the service delivered £583k in net savings as part of the Page 115
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corporate budget and transformation processes: Housing, Property and Communities Proposed Savings 25/26 £,000 Saving posted 25/26 £,000 Property – Take a more commercial approach to rent reviews (65) (65) Property – Close two corporate offices (50) (50) Elgin Community Centre (33) (33) Milne’s ASG – Building Services Pilot (10) (10) Building Services – Depot Rental (100) (112) Housing Improvement Grants (70) (70) Moray Women’s Aid (26) (26) SACRO Guildry House (17) (17) LED and Solar (30) (30) Temporary Accommodation savings (42) (42) Depot and Stores (10) (10) Out of Hours review (118) (118) (571) (583) 6.11 Housing, Property and Communities Allocations – there was an underspend (£11k) due to higher income than budgeted for shared building service recharges. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. Page 116
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy. ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population. 7.3 Policy and Legal The Council There are no policy or legal implications arising from this report. 7.4 Financial There are financial implications in this report which are considered in Sections 4-6 of this report and detailed in APPENDICES I and II. The budget cost of the additional HR resource detailed in para 5.15 is £19,393 (whole year equivalent) and will be drawn down from the £250k provision for service developments. 7.5 Risk Budget Managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from the Committee in line with Financial Regulations. 7.6 Staffing The proposal within para 5.15 provides for the recruitment of a 0.4 FTE HR Advisor (Grade 7) on a two year fixed term basis. 7.7 Best Value and Transformation There are no direct implications arising from this report, however para 6.10 details the savings delivered by the service as part of the corporate budget and transformation processes. 7.8 Property None. 7.9 Information Communications/Technology/Digital None. 7.10 Equalities, Social Inclusion and Economic Impact There are no equalities/socio economic impacts arising from this report. 7.11 Climate Change and Biodiversity Impacts None. 8. CONSULTATION 8.1 This report has been prepared in consultation with Finance staff, the Chief Financial Officer, Services Manager Legal Services, Senior Managers within Housing, Property and Communities and L. Rowan, Committee Services Officer who all agree the content of the report where it relates to their area of responsibility and any comments made have been incorporated into the report. Page 117
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9. BACKGROUND PAPERS 9.1 HRA Budget Report Feb 2026: Housing Revenue Account Annual Budget 2026-27 HRA Budget Report Feb 2025: Housing Revenue Account Annual Budget 2025-26 Housing Revenue Account Annual Budget 2025-26 - Appendix I Housing Revenue Account Annual Budget 2025-26 - Appendix II Housing Revenue Account Annual Budget 2025-26 - Appendix III APPENDIX I Housing Revenue Account Budget Monitoring to 31 March 2026 Service Description Annual Budget 2025-26 Actual to 31 March 2026 Variance to 31 March 2026 Expenditure £,000 £,000 £,000 Supervision and Management 6,455 6,199 256 Sheltered Housing 66 55 11 Repairs and Maintenance 10,183 12,091 (1,908) Page 118
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Financing Costs 8,413 8,175 238 Bad and Doubtful Debts 250 294 (44) CFCR 3,089 1,120 1,969 Downsizing Incentive Scheme 72 52 20 Service Development 310 206 104 Total Gross Expenditure 28,838 28,192 646 Income £,000 £,000 £,000 Non-dwelling rents 275 275 - House rents 28,034 27,309 (725) IORB 350 311 (39) Other income 179 314 135 Total Income 28,838 28,209 (629) Surplus / (Deficit) for the year 0 17 17 Accumulated Surplus Balance brought forward 2,233 Estimated Surplus Balance at 31st March 2,250 Page 119
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APPENDIX II General Services Housing, Property and Communities Monitoring to 31 March 2026 Annual Actual Variance Service Description Budget to at 2025-26 31 March 2026 31 March 2026 £'000 £'000 £'000 Housing Strategy 199 295 (96) Housing Operations 253 222 31 Housing Need 1,439 1,307 132 Miscellaneous General Services Housing (20) (64) 44 Building Services 0 (4) 4 Property, Estates and Assets 1,812 1,818 (6) Benefits and Money Advice 2,302 2,460 (158) Education Estate (383) (344) (39) General Services Housing, Property and Communities Savings 113 0 113 General Services Housing, Property and Communities Allocations (161) (172) 11 General Services Housing, Property and Communities Total 5,554 5,518 36 Page 121
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Neil Strachan Contact Email: neil.strachan@moray.gov.uk Subject: Housing Investment Plan Budget Monitoring to 31 March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the unaudited outturn to 31 March 2026 of the Housing Investment Plan, inform the Committee of the planned investment work included within the Housing Investment Programme 2026/27 which budget was approved at the Council meeting on 25 February 2026 (paragraph 5 of the minute refers) along with providing an update on the Scottish Housing Quality Standards Compliance Improvement Plan. 1.2 This report is submitted to Committee in terms of Section III G (3) of the Council’s Scheme of Administration relating to the maintenance of the Council’s housing stock. 2. SUMMARY 2.1 The investment plan comprises 6 main headings, Response Repairs, Void Repairs, Estate Works, Cyclical Maintenance, Planned Maintenance and other investment. Appendices I – VIII provides detailed spend in accordance with the unaudited figures for the investment programmes at 31 March 2026. 2.2 At year end there was an overall underspend of £4,455k and within budget lines and headings there has been significant variances as the focus has been on improving the housing stocks compliance with the Scottish Housing Quality Standards (SHQS). Once again challenges with contractor availability, internal resource and tenant permission have all impacted on the ability to deliver the full budget programme. 2.3 The report also provides details of the 2026/27 Investment Plan which was approved at Council on 25 February 2026 and provides some detail as to the planned capital works which are intended to be completed alongside the compliance improvement programme. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and note the: Item 11. Page 123
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i) planned works which will improve the Council’s housing stock; ii) current progress of the improvement plan; and iii) unaudited outturn to 31 March 2026 of the Housing Investment Plan. Neil Strachan Service Manager Property, Estates and Assets 4. BACKGROUND AND CONTEXT 4.1 The HRA Business Plan provides for the level of investment required to meet Scottish Housing Quality Standard (SHQS) and Energy Efficiency Standard for Social Housing (EESSH) standards. This has resulted in increased investment across the housing portfolio. Financial projections in this area will remain subject to economic influences and supply chain variables, which may lead to variances within the overall programme and budget allocation as indicated in this financial year unaudited outturn. 4.2 The Council meeting of 26 February 2025 approved the Housing Revenue Account Annual Budget for 2025-26. Within this approved budget there is the Housing Investment Plan budget. Appendix I shows the approved budget for 2025/26, which was £36,443k. 4.3 Appendices I-VIII and the below provide an outline of annual budget, commitment and variance. 4.4 Appendix I shows income and expenditure for 2025/26. The figure shows that an overall year-end expenditure of £31,988k was achieved, which represents a spend of 88% against the £36,443k annual budget allocation. While this represents a significant underspend it should be noted this is a significant increase in spend from last year where £25,785k of work was completed. Once again there has been significant variances within the separate budget headings which are outlined in the appendices and below. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £36,443 £31,988 £4,455 4.5 Appendix II shows expenditure on Response and Void Repairs. Spend was £7,151k to 31 March 2026, which delivered 17,004 housing repairs and 462 void property repairs. Overall void repair costs have increased with an overspend in this budget line of £1,151k as additional spend was required to support the improvement of properties prior to occupation to ensure compliance with SHQS and a target Energy Performance Certificate rating of C or higher. Some of these works have been capitalised and are included within Appendix V however not all work could be classified as capital and has therefore impacted this budget line. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £6,000 £7,151 £1,151 4.6 Appendix III shows that the annual budget for Estate works was £740k. Expenditure this year was kept withing this budget, with the total spend of £624k at 31 March 2026. This represents a 16% underspend which was intended in order to provide some support to Page 124
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other revenue overspends within the overall budget. Specifically, very limited works were undertaken on garages and most asbestos works were part of major upgrade programmes and were recharged as part of capital works. It should be noted that landscaping and estate upgrade works continue to be significant so for future budgets increased provision has been created specifically in relation to Estates Upgrades. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £740 £624 £116 4.7 Appendix IV shows the expenditure on Cyclical maintenance. Spend was £1,710k to 31 March 2026 which equates to a spend of 97% of budget. Once again, an area of budget management has been required across this budget head. However, it should be noted this year a historic under delivered budget heading of External Decoration & Fabric repairs has seen significant spend. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £1,756 £1,710 £46 4.8 Appendix V shows the planned Capital maintenance spend. The spend was £20,112k to 31 March 2026, which represents an underspend of £6,410k. The capital works have delivered internal wall insulation, cavity wall insulation, loft top ups, heating upgrades Kitchen and bathroom upgrades, along with Solar panel installations across the housing portfolio. This spend is necessary to continue to work towards achieving the Scottish Housing Quality (SHQS) standard and also the Energy Efficiency Standard for Social Housing which is currently achieving 77% compliance. It is noted that within the capital budget lines there are significant over and under spends due to the priority of improving SHQS compliance which focused on the insulation, heating, bathroom and kitchen upgrades. Further some electrical upgrade work has been required to meet the electrical requirements for SHQS which did not have a specific capital budget heading. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £26,522 £20,112 £6,410 4.9 Appendix VI and VII shows the planned Revenue maintenance and other investment spend. The spend was £2,392k to 31 March 2026, which represents an overspend of £967k. Within the revenue spend there was significant spend under the budget heading of Roof and Fabric repairs which had no budget. The work coded here was a variety of works including repairs to property fabric in relation to Damp and Mould works. Moving forward these items will be coded against property repairs and any replacements will be coded to the capital line for Roof Replacements. Further, there were significant spend against the Enabling and Miscellaneous budget lines this is as a result of the significant work being undertaken to improve the stock which has resulted in some preparatory work being coded here rather than potentially within the capital programme. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £1,425 £2,392 -£967 Page 125
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4.10 Appendix VIII shows the income and expenditure for Private Sector Housing Grants to 31 March 2026. The legally committed figure in Category C of £448k represents 90% of the allocated budget. Actual spend to 31 March 2026 was £327k, therefore this budget has been largely committed, it will not be fully expended. Annual Budget (£000’s) Unaudited outturn at 31 March 2026 (£000’s) Variance to 31 March 2026 (£000’s) £500 £448 £52 5. HOUSING AND PROPERTY IMPROVEMENT PLAN UPDATE 5.1 The Scottish Housing Quality Standard comprises of a range of elements, however following changes the areas of electrical certification and energy performance were the main factors significantly impacting on the Council’s overall performance. To that end the improvement plan was targeted at these two areas. 5.2 The programme of electrical inspection and certification to meet the enhanced requirements of SHQS has continued to be undertaken in the course of 2025/26. Over 98% of properties have now been visited to inspect for compliance and circa 89% of the properties are now fully with the SHQS in relation to electrical testing. 5.3 The second key component of SHQS, is the Energy Efficiency Standard for Social Housing (EESSH) compliance. As of 31 March 2026, 77% of Moray Council housing stock meets the EESSH standards. However, it is important to note that changes to the EPC calculation methodology (RDSAP 10) introduced in mid-June 2025 has affected the speed of compliance. These changes have required additional energy efficiency measures to ensure properties achieve the revised EPC ratings. In some cases, the works have not been undertaken and will be incorporated into programmes of works in the coming financial years. 5.4 The improvement action plan as reported to Housing & Community Safety Committee in May 2024 has continued to deliver programmed works to a number of properties. The delivery model identified improvements across three management areas: 1) Moray East 2) Moray Central 3) Moray West 5.5 The programme has continued in 2025/2026, with the following improvements delivered: 467 Heating installations 301 Kitchen upgrades 326 Bathroom upgrades 254Loft top up insulations 283 Internal wall insulations 519 DLO Cavity wall insulations 448 DLO Solar /PV. 4 External Wall Insulation 5.6 It is recognised that work is still required to ensure compliance is increased across the Page 126
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housing stock however with the various contractors on site delivering across Moray it is expected that the compliance target will be reached during the coming financial year. The table below provides details of the progress of improvement of overall SHQS compliance: Date SHQS Compliance % 31 March 2023 15 31 March 2024 23 31 March 2025 44 31 March 2026 63 5.6 Housing Investment Plan 2026/27 As stated above the Council meeting of 25 February 2026 approved the Housing Revenue Account Annual Budget for 2026/27. A copy of the Housing Investment Plan budget that was approved at this meeting is attached in Appendix IX. 5.7 Within the budget for the financial year there is a significant allowance for the continuation of the SHQS Compliance Improvement Plan with £9,450M identified in budget headings EESSH – Insulation, EESS – Heating and EESSH solar and battery to provide for the works. Contractors are appointed to deliver this level of work across the Moray area with a high degree of confidence that this level of spend will be delivered. 5.8 In addition to this area of work there is still significant capital budget set aside for other improvements in the housing stock with the budget available to undertake around 100 bathroom upgrades and 246 heating upgrades. Further the tender process for a window contractor to provide triple glazed windows to around 300 properties per year for the next three years is currently being progressed. 5.9 It should be noted that the investment plan has been updated this year to include some new budget headings this includes a specific cyclical maintenance heading of EICR 5 Year programme to ensure the issues with electrical compliance are not repeated. Further new headings within Estates Works have been created to manage costs and permit more transparent reporting. Further additional budget has been set aside to support spend on Estates Upgrades. 5.10 The planned works will be undertaken via a mixture of the DLO and external contractors and spend on each line will be monitored closely to ensure the improvements required are delivered. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) √ Policy and Legal √ Financial √ Risk √ Staffing √ Best Value and Transformation √ Page 127
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Property √ Information Communications Technology/Digital √ Equalities. Social Inclusion and Economic Impact √ Climate Change and Biodiversity Impact √ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council undertakes maintenance and improvement works to ensure compliance with statutory legal obligations and in alignment with current policies and best practices. 6.4 Financial The financial implications associated with this report are detailed in paragraphs 4 and 5. . The planned level of spend in 2026/27 is as set out in Appendix IX, along with projections for the following two financial years. 6.5 Risk Failure to expend agreed budgets have affected the Council’s ability to maintain stock at the SHQS, replace life expired elements and attain the EESSH. Budget Managers are aware of responsibilities for managing budget allocations and approval for variance will be sought from Committee in line with the Financial Regulations. There is a risk of not delivering the scale of improvement sought in 2026/27 however this is lower than previous years due to the progress made. There is a corresponding risk of increased regulatory scrutiny if the Council does not meet the SHQS requirements. 6.6 Staffing There are no specific implications with this report 6.7 Best Value and Transformation There are no specific implications with this report 6.8 Property Page 128
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The improvement and maintenance of the housing stock will ensure that it remains sustainable in the longer term both physically and environmentally. 6.9 Information Communications/Technology/Digital There are no specific implications with this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities issues associated with this report, as it is to inform the Committee on budget monitoring. 6.11 Climate Change and Biodiversity Impacts The continued investment in the Council Owned Housing Stock identified in this report has contributed to Moray Council achieving its climate change targets by utilising a range of energy saving measures that incorporate zero or low carbon into design, construction materials and systems that support the Council in achieving The Energy Efficiency Standard for Social Housing (EESSH). To this end the Council now has 1121 properties which have an air source heat pump to provide heat to the property. 7. CONSULTATION 7.1 This report has been prepared in consultation with The Head of Housing, Property and Communities, Service Manager Building Services, Head of People, Change and Community Strategy, Chief Financial Officer, Georgina Anderson, Senior Solicitor, the Equal Opportunities Officer and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 129
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Appendix I INVESTMENT PROGRAMME INCOME AND EXPENDITURE 2025/26 31 MARCH 2026 (All amount in £0’000) Annual Budget 2025/26 Unaudited outturn % budget balance Budget Balance Expenditure Response, Gas & Void Repiars £6,000 £7,151 119% -£1,151 Estate Works £740 £624 84% £116 Cyclical Maintenance £1,756 £1,710 97% £46 Planned Maintenance (revenue) £974 £1,803 185% -£828 Planned Maintenance (capital) £26,522 £20,112 76% £6,410 Other Investment £451 £589 131% -£138 Sub Total £36,443 £31,989 88% £4,455 Other Capital expenditure New build – capital costs £14,117 £11,543 Total £50,560 £43,532 Funded by HRA revenue Government grant £9,285 £7,115 Use of Council Tax discount £650 £816 Other Grants 0 £180 Capital receipts C.F.C.R £3,199 £TBC Total TBC TBC Page 131
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Appendix II INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) RESPONSE AND VOID REPAIRS Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance West Area £969 £1,242 128% -£273 Central Area £874 £1,254 143% -£380 East Area £1,521 £1,407 93% £114 Void house repairs £2,000 £2,767 138% -£767 Gas heating repairs £636 £481 76% £155 Total £6,000 £7,151 119% -£1,151 Page 133
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Appendix III INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) ESTATE WORKS Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance Estates/forum upgrades £237 £365 154% -£128 Garage Upgrades £28 £9 32% £19 Landscape Maintenance £92 £124 135% -£32 Asbestos £383 £112 29% £271 Miscellaneous £0 £14 0 -£14 Total £740 £624 84% £116 Page 135
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Appendix IV INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) CYCLICAL MAINTENANCE Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance Gas Servicing £432 £456 106% -£24 Solid Fuel Servicing £16 £14 88% £2 ASHP Servicing £67 £60 90% £7 Solar and Battery Servicing £25 £1 1% £24 PIV £50 £0 - £50 Smoke Detector Servicing £16 £10 63% £6 EICR £100 £189 189% -£89 External Decoration & Fabric repairs £860 £925 108% -£65 Servicing general £30 £46 153% -£16 Fire Risk Assessment & Works £160 £3 1% £157 House Surveys £0 £7 - -£7 Total £1,756 £1,710 97% £46 Page 137
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Appendix V INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) PLANNED CAPITAL Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance Kitchen & Bathroom Replacements £1,300 £1,859 143% -£559 Bathroom Replacements £620 £641 103% -£21 Central Heating Upgrades £1,900 £2,398 126% -£498 Door & Window Replacements £3,000 £2,561 85% £439 ESSH - Insulation £750 £293 39% £457 EESSH – SHNZF Insulation £150 £885 590% -£735 EESSH – SHNZF ASHP/Solar/Batteries £350 £188 54% £162 EESHH/EESSH 2 £16,700 £9,671 58% £7,029 Major Works £700 £106 15% £594 Roof Replacements £1,052 £527 50% £525 Electrical Upgrades £0 £983 - -£983 Total £26,522 £20,112 76% £6,410 Page 139
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Appendix VI INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) PLANNED REVENUE MAINTENANCE Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance Rainwater Goods £299 £316 106% -£17 Roof Moss Cleaning £239 £334 140% -£95 Roof and Fabric Repairs £0 £368 % -£368 Plumbing Upgrades £62 £30 48% £32 Electrical Upgrades £150 £479 319% -£329 Safety & Security £26 £21 81% £5 Sheltered Housing Upgrades £12 £11 92% £1 Decoration Vouchers £124 £167 135% -£43 Shower Installations £62 £39 63% £23 Energy Performance Certs £0 £17 - -£17 Insulation £0 £21 - -£21 Total £974 £1,803 185% -£829 Page 141
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Appendix VII INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) OTHER INVESTMENT Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance Disabled Adaptations £400 £495 124% -£95 Enabling Projects £51 £94 184% -£43 Total £451 £589 131% -£138 Page 143
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Appendix VIII INVESTMENT PROGRAMME EXPENDITURE 2025/26 31 MARCH 2026 (All amounts in £000’s) PRIVATE SECTOR HOUSING GRANT SCHEME OF ASSISTANCE -2025/26 Annual Budget Unaudited outturn to 31 March 2026 % expenditure Budget balance CATEGORY Independent Living Category C £500 £448 90% £52 Category Description Category C – Grant assistance to aid independent living, house condition works. Page 145
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Appendix IX INVESTMENT PROGRAMME EXPENDITURE 2026/27 Investment Heading Programme 2026/27 2027/28 2028/29 Response Repairs West Area 998 1,028 1,059 East Area 1,567 1,614 1,662 Central Area 900 927 955 Gas Heating Repairs 655 675 695 Total 4,120 4,244 4,371 Void Repairs Void House Repairs 2,060 2,122 2,185 Estate Works Garage Upgrades 0 0 0 Asbestos 138 138 138 Landscape Maintenance 95 98 101 Estates/Forum Upgrades 500 515 530 Community payback 50 52 53 Playparks 100 103 106 Total 875 901 928 Cyclical Maintenance Gas Servicing 432 445 458 Solid Fuel Servicing 16 16 17 Air Source Heat Pump Servicing 67 69 71 Solar and battery 25 26 27 PIV 50 52 53 Smoke Detector Servicing 16 16 17 EICR 5 Year programme 130 134 138 External decoration & fabric repairs 860 886 912 General Servicing 30 31 32 Fire Risk Assessments & associated works 160 165 170 Total 1,836 1,840 1,895 Planned Capital Kitchens and Bathrooms 1,339 1,379 1,421 Bathroom Replacements 639 658 678 Central Heating 1,900 1,957 2,016 Doors and Windows 3,000 3,090 3,183 EESSH - Insulation 3,500 750 750 EESSH - Heating 3,500 1,000 1,000 EESSH – solar and battery 2,450 1,000 1,000 Damp Mould Condensation 700 721 743 Roof replacements 1,052 1,084 1,116 Total 18,080 11,639 11,906 Planned Revenue Rainwatergoods 300 309 318 Rainwatergoods - Roof Moss Cleaning 240 247 255 Roof and Fabric Repairs 0 0 0 Plumbing Upgrades 90 93 95 Electrical Upgrades 150 155 159 Safety & Security 26 27 28 Sheltered Housing 12 12 13 Decoration Vouchers 124 128 132 Page 147
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Common Stairs 62 64 66 Total 1,004 1,034 1,065 Other investment Disabled Adaptations 400 412 424 Enabling Projects 51 53 54 Total 451 465 478 Proposed Investment 28,426 22,244 22,829 Page 148
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director Education, Housing and Communities Author: Rebecca Irons Contact Email: tenantparticipation@moray.gov.uk Subject: Tenant Participation Strategy 2024-2029 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to note the progress achieved on the implementation of the Tenant Participation Strategy 2024-29. 1.2 This report is submitted to Committee in terms of Section III (G) (10) of the Council’s Scheme of Administration relating to the preparation of housing quality plans and other such housing related plans as may be required to ensure effective implementation of strategic housing matters. 2. SUMMARY 2.1 This report presents the progress achieved on the implementation of the Tenant Participation Strategy 2024-29 during 2025/26. 3. BACKGROUND AND CONTEXT 3.1 The Housing (Scotland) Act 2001 introduced the first legal framework for tenant participation in Scotland. Section 53 (1) of the 2001 Act sets out the statutory requirement for the development of a tenant participation strategy. The Act also requires all social landlords to consult tenants on a range of housing issues that affect them. 3.2 The Housing (Scotland) Act 2010 introduced the Scottish Social Housing Charter which came into force on 1 April 2012. The Charter sets out the minimum standards that tenants can expect from their landlord and is monitored by the Scottish Housing Regulator. Outcome 2 (communication) and Outcome 3 (participation) of the Charter are the most relevant to the development of a tenant participation strategy. 3.3 The Housing Service has developed and implemented tenant participation strategies since 2003. Following a consultation with tenants, the Tenant Participation Strategy 2024- Page 149
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2029 was approved by this Committee on 7 May 2024 (paragraph 8 of the Minute refers). 4. PROPOSALS PROGRESS ON STRATEGY IMPLEMENTATION 4.1 The overall aim of the Tenant Participation Strategy is to “work in partnership with our tenants to design and deliver good quality housing services.” The strategy is centred around three key outcomes: Outcome 1 A strong representation of tenants’ views and a wide range of engagement opportunities. Outcome 2 Our tenants are fully engaged in the process of policy formation, service review, scrutiny, and decision making. Outcome 3 Our tenants, Council staff and Elected Members have the capacity to work together effectively. 4.2 These outcomes are supported by an Action Plan which monitors the implementation of the strategy. As part of the monitoring arrangements, the Committee reviews the Action Plan on an annual basis. Progress achieved during 2025/26 on each of the key outcomes is explained in detail below. Outcome 1: A strong representation of tenants’ views and a wide range of engagement opportunities. 4.3 During 2025/26, we continued to strengthen tenant representation and expand the range of participation opportunities available. We maintained a blended approach to tenant participation, offering both in-person and online options. All tenant meetings and activities, where possible, include a hybrid Microsoft Teams option so people can take part in the way that suits them best. 4.4 Moray Tenants Forum remains our Moray-wide Registered Tenant Organisation (RTO). The Forum represents tenants’ views and is routinely consulted on housing policies, conditions, and services. Throughout the year, guest speakers attended meetings to discuss key topics. Subjects included: • Tenant Satisfaction Survey 2024 results (February 2025) • Head of Housing (April 2025) • Antisocial Behaviour (June 2025) • Annual Performance Report design (September 2025) • Damp and Mould (October 2025) • Rent Management (February 2026) 4.5 Two Forum members contribute to wider national tenant participation work with the Scottish Government through their involvement in Tenants Together Scotland committees, with one member currently representing tenants on the Scottish Housing Regulator Liaison Group. 4.6 We continue to promote tenant participation opportunities through a range of channels including the Tenants’ Voice newsletter, our website, social media (including the Moray Council Tenants and Housing Facebook page), and our Register of Interested Tenants. Around 700 tenants are on the register, and we use this group regularly for feedback and consultation. Numbers change over time as people unsubscribe, but this means the register reflects those who actively want to hear from us. We also used GOV.UK Notify and Page 150
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Microsoft Sway to send email updates. These tools allow us to personalise messages and present information more clearly, which has helped improve engagement. 4.7 We promoted tenant participation at community events including: • NETRALT (North East Tenants Residents and Landlords Together) Conversation Café in Forres (May 2025 and April 2026) • Hopeman Gala (July 2025) • Buckie Community Lunch (September 2025). 4.8 We developed a Housing Hub following the launch of Moray Engage. Supporting improved feedback mechanisms and helping to close the feedback loop by showing tenants how their views influence decisions. 4.9 In line with our commitment to digital inclusion, a device (iPad) was loaned to a Forum member to support their participation in online meetings and activities. This is our first loan of digital equipment to a tenant. 4.10 Scottish Housing Day 2025 celebrated the theme of good neighbours and strong communities. To mark the occasion, we held a ‘Tenant Legend’ prize draw to recognize tenants who make a positive difference in their local area. Outcome 2: Tenants are fully engaged in policy formation, service review, scrutiny, and decision-making 4.11 Moray Tenants Forum continues to operate as a tenant-led group. At its Annual General Meeting (AGM) in October 2025, members elected a Chair and co-Vice Chairs. We continue to provide support in the roles of Secretary and Treasurer. 4.12 Three tenant representatives from the Forum scrutinise performance through participation in the Housing and Community Safety Committee. Their engagement has been strengthened through new pre�meetings with the Head of Housing, giving them more time to ask questions and understand reports before Committee sessions. 4.13 During 2025/26, we consulted tenants and service users on several key areas, including: • Rent Management Policy Review • Rothes High Street improvement proposals • Local Housing Strategy • Common Repairs Policy • Domestic Abuse Policy Seven Forum members also took part in a Housing and Community Safety workshop in December 2025 with housing staff, elected members, and partner agencies. 4.14 Estate walkabouts are the main way in which tenants can be involved in the estate improvement process. Based on tenant feedback about the impact of poor weather, walkabouts were moved forward to August/September in 2025. We produced a short video explaining how walkabouts work and trialled an online mapping tool on Moray Engage where tenants could drop a pin and comment on estate improvement related issues. 4.15 A Tenant Editorial Panel was set up in February 2025 following tenant feedback on Tenants’ Page 151
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Voice newsletter. The Panel helped shape the summer and winter 2025 editions, and feedback on the refreshed style has been positive. Tenants are encouraged to suggest ideas for future issues. They can choose to receive the newsletter digitally or in print. For winter 2025, 2,724 tenants chose a printed copy. 4.16 Three Forum members took part in an online discussion with members of the Wheatley Group Tenant Scrutiny Panel to learn from their experience. In February 2026, six tenants completed scrutiny training delivered by independent tenant participation expert Lesley Baird. A tenant scrutiny group has now formed and began its first scrutiny exercise, focused on repairs communications, in March 2026. Outcome 3: Tenants, Council staff, and Elected Members have the capacity to work together effectively 4.17 Two Forum members attended the national TPAS Scotland conference and National Good Practice Awards in June 2025. Gaining insight into current housing issues and best practice in tenant participation. At the event, TPAS Scotland awarded Tenant Forum Chair Liz McKnockiter with Tenant of the Year in recognition of her contribution to tenant participation. This is a first National Good Practice Award for Moray. 4.18 We continue to work in partnership with regional tenant participation networks, including NETRALT. 4.19 A handbook for Moray Tenants Forum has been developed collaboratively and is now progressing to the design stage. Work is underway to produce a tenant guide to accessing digital engagement opportunities. 4.20 Two Forum members attended the annual Scotland’s Housing Network (SHN) performance presentation, providing analysis of Moray Council’s performance based on Scottish Housing Regulator Charter data for 2024/25. 4.21 The Asset Team now routinely attend Forum meetings to give updates and answer questions. The Forum also offered an open invitation to all elected members to attend their meetings as observers from April 2025. Housing Service Support for Tenant Participation 4.22 The Housing Service supports the Moray Tenants Forum by making grant funding available each year to support its activities and cover its running expenses. It also provides additional resources to support tenant participation such as staff time and administrative support (for example, taking minutes at meetings and arranging venues). 4.23 As part of the Council’s Housing Investment Programme, there is a combined Estates and Tenant Forum budget of £237k available for environmental improvement projects identified through estate walkabouts with tenants, housing staff, and elected members. 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 152
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal A Tenant Participation Strategy is a legal requirement under the Housing (Scotland) Act 2001. The Housing (Scotland) Act 2010 introduced the Scottish Social Housing Charter which came into effect in 2012. The Charter sets out the minimum standards and outcomes that social landlords should meet and includes outcomes relevant to tenant participation. The Scottish Housing Regulator is responsible for monitoring compliance with the Charter. 5.4 Financial There are no financial implications arising from this report. 5.5 Risk The Scottish Housing Regulator requires that tenants be provided with meaningful opportunities to participate in the management of their homes and decision-making processes. Failure to develop an appropriate tenant involvement strategy presents a regulatory risk along with a failure to deliver a customer focussed service. 5.6 Staffing There are no staffing implications arising from this report. Page 153
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5.7 Best Value and Transformation Effective tenant participation helps to improve housing services and achieve better value for money. 5.8 Property There are no property implications arising from this report. 5.9 Information Communications/Technology/Digital Increasing digital engagement opportunities is a theme of the Strategy action plan. 5.10 Equalities, Social Inclusion and Economic Impact An Integrated Impact Assessment was previously completed for the Tenant Participation Strategy 2024-29 and no negative impacts identified. 5.11 Climate Change and Biodiversity Impacts There are no implications for climate change or biodiversity arising from this report. 6. CONSULTATION 6.1 This report has been prepared in consultation with the Head of Housing, Property and Communities, G. Anderson (Legal Services Senior Solicitor), the Service Manager Housing Strategy, the Chair of Moray Tenants Forum, the Equal Opportunities Officer and L. Rowan (Committee Services Officer) and any comments made have been incorporated into the report. 7. BACKGROUND PAPERS 7.1 Held by author. Tenant Participation Strategy 2024-2029 Page 154
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Report to: Housing and Community Safety Committee Meeting Date: 18 June 2026 Report by: Executive Director of Economy, Enterprise and Operations Author: Chrissy Stower Lead Public Health Officer Contact Email: chrissy.stower@moray.gov.uk Subject: Community Safety Annual Report 2024/25 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to note the Community Safety Annual Report 2024/25 (APPENDIX A). 1.2 This report is submitted to Committee in terms of Section III (G) (12) of the Council's Scheme of Administration relating to Community Safety and Anti-Social behaviour (ASB) (including road accidents) in partnership with other public sector partners, voluntary sector and private sectors as appropriate. 2. SUMMARY 2.1 This report provides the Committee with an update on the progress of the Moray Community Safety Strategy, 2022/26, for the period 2024/25, and provides an update on the work of the Moray Community Safety Strategic Group (CSSG). 2.2 The success of the CSSG in delivering change for Community Safety in Moray can be attributed to the ongoing growth of partnership working, and the projects and improvement in service delivery that has flowed from these partnerships. 2.3 Key successes include: • the development of the Elgin AYE Bus, supported by the Elgin Town Board through the Pride in Place funding, which has enabled partners to put an additional focus on young people in our communities • the reintroduction of Community Wardens working with partners to engage with the community in public spaces, increasing how safe the public feel, preventing ASB, and building public confidence to report incidents to the Council and other partners • safeguarding the community through a reduction in accidental fires and scams and fraud, through public engagement campaigns, events and visits. 2.4 Where there are still issues that need addressing, including in the area of environmental Page 155
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crime and ASB, partners are working together to take enforcement and preventative actions. 2.5 The review of the Moray Community Safety Strategy, will include public consultation to identify the priorities for the period 2026 - 2030. This will provide an opportunity for improved data collection and reporting. 3. BACKGROUND AND CONTEXT 3.1 The CSSG is a partnership of statutory services, drawing experience from many disciplines. It is responsible for the development, implementation and review of the Community Safety Strategy. 3.2 The statutory duty under the Antisocial Behaviour etc (Scotland) Act, 2004, requires local authorities and the police to publish and review an antisocial behaviour (ASB) strategy in partnership. Other key duties include maintaining records of antisocial behaviour orders (ASBO), managing landlord licensing, issuing antisocial behaviour notices (ASBNs), and addressing nuisance, noise, and disorder through prevention and enforcement. In Moray, the ASB Strategy is incorporated within the wider Community Safety Strategy, 2022-2026, as endorsed by the Community Planning Board on the 21 September 2022. 3.3 The Moray Community Safety Strategy, 2022/26, sets two priorities - reducing harms in our communities and safeguarding our communities - and 18 thematic outcomes. 3.4 Community safety means different things for different people living and working in communities across Moray, but ultimately, it is about communities being resilient and feeling and being safe. Community safety doesn’t exist in isolation and overlaps with many aspects of the lives of our communities, from education, employment and health, through to how we live in our communities. 4. Progress Against the Moray Community Safety Strategy, 2022/26 4.1 The Community Safety Annual Report The 2022/24 Annual Report made six key recommendations: • Improve partnership working with individual partners and strategic partnerships across the system. • Move to more Dynamic Reporting and timeous partner updates for Community Safety (CS) Hub cases is needed to make the Hub more effective. • Development of new partnership projects that meet emerging need rather than ‘business as usual’, particularly around ASB. • Review the Outcome Measures to fit with a more focussed approach to Community Safety. • Consider the findings of the ASB Task and Finish Group, and report to the Community Planning Partnership. • Set up the Mental Health Task and Finish Group and then consider the findings and report to the Community Planning Partnership. Page 156
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4.2 Significant progress was achieved in 2024/25, particularly in strengthening partnership arrangements, and in introducing new projects and operational models, to meet existing and emerging needs. This has included the development of more robust governance processes, as well as the establishment of targeted projects and multi-agency working groups, designed to tackle antisocial behaviour and offer support to both complainants and subjects of complaints. 4.3 The CSSG strengthened its knowledge base by expanding membership to include senior professionals from a broader range of services, and improved partnership working at a strategic level. This has enabled development at an operational level, particularly in addressing antisocial behaviour (ASB). 4.4 Operationally, the increase in the number of Community Wardens, from two to five, has enabled the service to increase its work to tackle antisocial behaviour, and to operate in public spaces, rather than just within named residential addresses. Community Wardens now operate within clearly defined ‘patches’, meaning they are able to build relationships with other professionals and agencies working in the area, with schools, community facilities and with those living and working within their areas. These relationships build trust and help the Community Wardens to gain intelligence and to intervene at an earlier stage. 4.5 Procurement for the Elgin Active Youth Engagement (AYE) Bus was completed, and Action for Children were subsequently contracted to operate the Bus, funded by the Elgin Neighbourhood Fund (UK Government funding), via the Elgin Town Board for two years. Contracted to run five sessions per week the bus is currently operating three longer sessions (2 in Cooper Park, 1 Thornhill) in areas known to be hotspots for ASB. As per the contract requirements, Action for Children is building partnerships with other agencies to provide support for young people. So far this includes youth work teams from Moray Council and Aberlour Youth Point and NHS Grampian. 4.6 Despite successes on the ground, limited progress has been made around the Outcome Measures, which are currently fixed within the Moray Community Safety Strategy, 2022/26. The CSSG has continued to monitor those Measures where data was available, having agreed to review the Measures as part of the development of the Community Safety Strategy for 2026/30. 5. Moray Community Safety Strategy, 2026/30 5.1 The CSSG commenced the review of the Moray Community Safety Strategy, 2022/26, in the autumn, 2025. This included a review of the Outcome Measures and the availability of data. This process is still ongoing. 5.2 Moving forward, to aid the development of the new Strategy, the CSSG has set out a programme which will include consulting with stakeholders. The stakeholders will include professionals working across all sectors, community representatives, businesses and residents. 5.3 The consultation processes are being designed to identify stakeholders’ awareness and perception of what Community Safety is and understand what they would like to see prioritised for the next four years. The consultation processes will be limited by budget constraints, as the CSSG, unlike other partnerships, does not hold a budget. All activities will take place within partners existing budgets. Page 157
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6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal It is a requirement of the Antisocial Behaviour etc (Scotland) Act 2004 that local authorities and Police have a joint Antisocial Behaviour Strategy. 6.4 Financial There are no implications arising directly from this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Page 158
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Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There are no implications arising directly from this report. 6.6 Staffing There are no implications arising directly from this report. 6.7 Best Value and Transformation There are no implications arising directly from this report. 6.8 Property There are no implications arising directly from this report. 6.9 Information Communications/Technology/Digital There are no implications arising directly from this report. 6.10 Equalities, Social Inclusion and Economic Impact The Council’s Equality Outcomes 2025–2029 (which is based on individual service plans) aims to address some indirect and intersectional factors that contribute to antisocial behaviour and community safety issues, including bullying, school exclusions, poverty, homelessness and domestic abuse. An Integrated Impact Assessment (IIA) will be developed to inform the development of the new 2026-2030 strategy to identify and address any potential impacts. 6.11 Climate Change and Biodiversity Impacts There are no implications arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Education, Housing and Communities, the Executive Director Economy, Enterprise and Operations, the Head of Housing, Property and Communities, the Head of Growth, Planning and Climate, Service Manager Community Protection, Service Manager Housing Operations, the Service Manager Housing Need, the Equal Opportunities Officer and L. Rowan (Committee Services Officer), and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Held by Author Moray Community Safety Annual Report 2024/25 (Appendix A) Page 159
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APPENDIX A Moray Community Safety Strategic Group Community Safety Annual Report 2024/25 Page 161
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1. Background 1.0. The statutory duty under the Antisocial Behaviour etc (Scotland) Act, 2004, requires local authorities and the police to publish and review an antisocial behaviour (ASB) strategy in partnership. Other key duties include maintaining records of ASBOs, managing landlord licensing, issuing antisocial behaviour notices (ASBNs), and addressing nuisance, noise, and disorder through prevention and enforcement. In Moray, the ASB Strategy is incorporated within the wider Community Safety Strategy, 2022-2026. 1.1. The CSSG has two Strategic Priorities (Reducing Harms in our Community and Safeguarding our Community) as set out in the Moray Community Safety Strategy, 2022-2026, which also identifies 18 Thematic Outcomes. 1.2. ‘Community safety’ means different things for different people living and working in communities across Moray, but ultimately, it is about communities being resilient and feeling and being safe. Community safety doesn’t exist in isolation and overlaps with many aspects of the lives of our communities, from education, employment and health, through to how we live in our communities. 1.3. Addressing community safety issues is complex and requires a coordinated multi-agency approach, supported by meaningful engagement with the communities affected. 1.4. The Moray Community Safety Strategic Group (CSSG) is Moray’s Community Safety Partnership, a well-established partnership of statutory organisations, including Moray Council, Police Scotland, Scottish Fire and Rescue Services and NHS Grampian. The CSSG is responsible for the development and review of the Community Safety Strategy, which currently incorporates the Antisocial Behaviour Strategy, a statutory obligation under the Antisocial Behaviour etc. (Scotland) Act, 2004. The CSSG reports to the Community Planning Partnership and the Housing and Community Safety Committee. 2. Summary 2.0. This Report covers the financial year 2024/25, and gives an update on key activities in relation to the Moray Community Safety Strategy (2022/26). 3. Review of 2024/25 3.0. The Annual Report, covering the period September 2022 – April 2024, identified a number of recommendations to be taken forward, in order for the CSSG to achieve its targets. These recommendations have formed the basis of the work of the CSSG over the period 2024/25. 3.1. Improve partnership working with individual partners and strategic partnerships across the system. 3.1.1. Partnership working has improved significantly and the governance processes around the CSSG have been strengthened. The CSSG has strengthened its knowledge base by expanding membership to include senior professionals from a broader range of services, and the improvements in partnership at a strategic level, have enabled development at an operational level, particularly in addressing antisocial behaviour (ASB). This has been driven by better communication and greater engagement from partner agencies. The challenge remains for the CSSG to focus on a more strategic approach now that the partnership has Page 162
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been strengthened. A revised Community Safety Strategy in 2026 with clear, outcome-focused priorities will consolidate the improvements further. 3.1.2. National engagement through the Scottish Community Safety Network and ASB Officers’ Forum has enabled the sharing of best practice and participation in national projects, which in turn has improved the knowledge of the CSSG, and created a platform for the development of local projects, including the Elgin Crime and ASB project, and the Buckie Place Standard Tool, with Community Safety Lens project. 3.1.3. A persistent challenge is the lack of clarity around the term “community safety,” which is often used interchangeably with ASB. This confusion is compounded by the Council’s ASB team being called the Community Safety Team, resulting in limited attention to wider safety issues. The Independent Working Group on Antisocial Behaviour: Review Report (Feb 2025) highlighted the difficulties for partnerships where the ASB Strategy is embedded in the Community Safety Strategy and has made a recommendation to the Scottish Government that the two are separate. The report also identified legislative gaps and called for clearer definitions around Community Safety and ASB within current legislation. 3.1.4. Ambiguity also affects cross-cutting themes such as substance use, with the strategic partnership being the Alcohol and Drug Partnership, but which is also a Community Safety issue, when substance abuse leads to harm in the home or contributes to ASB. Links with other partnerships— Alcohol and Drug Partnership, Community Justice, and Violence Against Women and Girls—have been reinforced through shared membership to ensure cross-cutting themes are identified and gaps addressed appropriately. 3.1.5. Discussions on ASB often focus disproportionately on youth ASB, despite it being a minority of reported cases. This visibility is due to media coverage and proactive collaboration between Community Safety, Children and Families, Justice Social Work, and youth services. Strong links with the Children and Families Locality Network have improved access to services for children and young people and to the third sector. 3.1.6. Adult ASB management has improved through the review and further development of multi-agency Acceptable Behaviour Contracts (ABCs), but strategic discussions on underlying causes remain limited. 3.1.7. Despite challenges, partnership working has exceeded expectations at both strategic and operational levels, evidenced by new initiatives and stronger governance. However, community engagement remains weak, with limited participation in shaping priorities. 3.1.8. The Crime and ASB Tactical Group was established to monitor crime and antisocial behaviour (ASB) data across Moray, enabling partners to allocate resources effectively and implement targeted interventions. Since October 2024, the group has been collating and analysing data from Police Scotland, Scottish Fire and Rescue Service, and Moray Council on Page 163
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a monthly basis. While initial patterns are emerging, meaningful trends and seasonal variations will require at least one full year of data. 3.1.9. The Moray ASB Housing Forum, established in May 2024, brings together Moray Council, Police Scotland, Registered Social Landlords, and Private Landlord Registration representatives. While ASB occurs across all housing tenures, it is most prevalent in rented properties, particularly social housing. The Forum provides a collaborative platform for landlords to share best practices, coordinate responses, and seek mutual support in tackling ASB within their housing stock. 3.2. Move to more Dynamic Reporting and timeous partner updates for Community Safety (CS) Hub cases is needed to make the Hub more effective. 3.2.1. Enhancements have been made to the Community Safety (CS) Hub, including integrating the Daily Brief—containing incident data from Police Scotland, Moray Council, and SFRS—into the Hub Tasking document. This ensures partners receive daily updates and can provide timely feedback from their services. 3.2.2. Despite these improvements, updates from some partners remain delayed. Plans to implement a SharePoint platform for real-time document updates have been postponed due to ICT security concerns. 3.3. Development of new partnership projects that meet emerging need rather than ‘business as usual’, particularly around ASB. 3.3.1. The CSSG remains concerned that the current Community Safety Strategy and its outcome monitoring are focused on ‘business as usual’ rather than addressing emerging needs. With the Strategy due to expire in 2026, CSSG plans to develop a new strategy that prioritises innovation and responsiveness. 3.3.2. Despite these limitations, notable progress has been made. Following the ASB Task and Finish Group, a multi-agency ASB Action Plan was created to identify service gaps and implement targeted activities to meet identified needs. 3.4. Review the Outcome Measures to fit with a more focussed approach to Community Safety. 3.4.1. The CSSG identified that the current Outcome Measures in the Community Safety Strategy are overly broad, often unmeasurable, and largely reflect routine activities. To address this, the review of Outcome Measures will be incorporated into a full review of the Moray Community Safety Strategy (2022–2026). This review will define clear priorities, identify service gaps, and inform the development of a new strategy. Scoping began in summer 2025 and is expected to conclude by early 2026, with the revised strategy scheduled for launch in late spring or early summer 2026. Page 164
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3.4.2. The Independent Working Group on Antisocial Behaviour, commissioned by the Scottish Government, identified significant gaps in ASB data collection and analysis across Scotland. It recommends a systematic review of data gathering, analysis, and sharing processes. These recommendations, along with others in the report, are expected to influence the development of Moray’s new Community Safety Strategy, once the Scottish Government has published its response. 3.5. Consider the findings of the ASB Task and Finish Group, and report to the Community Planning Partnership. 3.5.1. ASB Action Plan: Following a report to the Community Planning Partnership, 29th February 2024, an ASB Action Plan was developed and then presented to the Community Planning Partnership in the report Antisocial Behaviour Action Plan and Community Wardens, 23rd October 2024. 3.5.2. In February 2024, Moray Council approved funding for two additional full- time Community Wardens, enabling the Community Safety Team to address rising ASB and reinstate patrols in hotspot areas. In June 2024, the Housing and Community Safety Committee approved converting the Housing Liaison Officer post into a third Warden, bringing the team to five. Each Warden covers a specific area, building community relationships, supporting schools, and conducting planned and ad hoc patrols. The increase in Warden numbers and patrols has contributed to a reduction in reported incidents, demonstrating a preventative impact. 3.6. Set up the Mental Health Task and Finish Group and then consider the findings and report to the Community Planning Partnership. 3.6.1. This recommendation was superseded by actions taken by the Moray Integration Joint Board Committee. A report presented on 26 September 2024 outlined proposals for a new Moray Mental Health and Wellbeing System, including a Delivery Plan and Governance Structure. While CSSG will contribute to and support this work, it was agreed that taking direct action could create duplication and confusion. 4. Progress Against Targets 4.0. As previously stated, measuring the performance of the Outcomes, as described in the Moray Community Safety Strategy, 2022-26, is not straightforward, and in some instances, is not possible. The CSSG agreed that those outcomes, where data is not readily available or is already reported by another partnership, would be omitted from all reports, due to the lack of accuracy. 4.1. For those Outcomes where accurate measurement is available, the results have generally been positive. 4.2. The data alone does not give the complete picture, and reading these in context is essential. Page 165
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4.3. The outcomes are used to measure the level of incidents and events that impact on an individual’s mental as well as physical wellbeing, and includes crime, ASB and unintentional harm. Although ASB is a key target area for the work of the CSSG, ASB does not have a specific outcome measure listed within the Community Safety Strategy and contained within other outcomes. 4.4. The Community Safety Team record data specific to the work of the Community Wardens. This includes the disaggregated ASB data on complaints received to the Council, but also data around the number of patrols and direct action taken by Community Wardens. 4.5. In the calendar year 2025 the Community Wardens investigated 1,960 ASB complaints received into the service. In addition to that they undertook 1,451 other activities throughout Moray. These ranged from attending Community Council meetings and supporting partners, through to patrols in areas where ASB had been identified. The Community Wardens have also taken part in local events, talking to the public about their role and how people can report ASB. 4.6. Feedback from the public has been positive, with residents stating that they feel safer with Community Wardens being visible. The Community Wardens report that when they are on patrol residents approach them. Some to ask about what they are doing and what their job is, but others come forward to report ASB issues or ask advice. The reduction in Neighbour Disputes and Noise Complaints is in part related to the work of the Community Wardens. 4.7. In terms of environmental ASB, fly tipping, dog fouling and littering are the areas that have seen a significant percentage increase. The increase is likely to be partly due to higher levels of reporting, rather than there being a large rise in actual ASB. This is as a direct result of Community Wardens raising awareness of how residents can make reports, or in them taking direct reports from the public. 4.8. Actions are being taken by Community Wardens to reduce this type of ASB, through the issuing of Fixed Penalty Notices, where there is direct evidence, and by putting up notices in areas identified as hotspots for environmental ASB. 4.9. Fly tipping in Moray tends to be domestic waste, such as bags of rubbish left in laybys, with less frequently some larger items such as mattresses or white goods. Moray has not to date seen fly tipping on a larger scale, such as the commercial waste seen in other areas. Moray Council works closely with partners, including the Scottish Environment Protection Agency (SEPA), to identify potential issues and prevent such threats to the landscape. Page 166
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TABLE 1: Community Warden Patrols Month Type of Activity Patrols - hotspot areas Patrols - planned case specific Events and partnership working/support Jan 37 46 2 Feb 64 52 8 Mar 46 11 1 Apr 51 20 12 May 139 22 12 Jun 91 35 9 Jul 174 54 18 Aug 63 50 11 Sep 57 52 13 Oct 90 48 8 Nov 63 31 14 Dec 18 17 12 Total 893 438 120 Page 167
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TABLE 2: Outcome Measures 2024/25 Priority Current Measure Source Type of measure 2024/25 Actual % Reducing Harms in our Community Reduce incidents of Violence (Non- sexual crimes of violence) Police Scotland No of incidents 1,135 + 1% Reduce incidents of Domestic Abuse Reported by Moray Violence Against Women and Girls Partnership Increase those referred to substance misuse support services Reported by Moray Alcohol and Drugs Partnership Reduce rates of Neighbour Disputes and Noise Complaints Police Scotland Number of complaints 837 -38% Moray Council Number of complaints 600 -8% Reduce Environmental Antisocial Behaviour complaints (Litter/Fly Tipping/ Dog Fouling/Graffiti) Community Safety Team/ Environmental Health Number of complaints 365 +31% Reduce number of accidental dwelling Scottish Fire and No of fires -5% Page 168
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fires (all types) Rescue Service 80 Reduce number of accidental dwelling fires involving substance misuse. Scottish Fire and Rescue Service Percentage of fires 10% -33% Reduce number of secondary fires in the community Scottish Fire and Rescue Service Number of incidents 110 -33% Rates of Domestic Abuse where children are present Reported by Moray Violence Against Women and Girls Partnership Safeguarding Our Community Reduce the number of recorded online scams/ frauds/exploitation crimes/complaints Trading Standards Number of complaints 24 -82% Police Scotland 229 -9% Increase the number of Home Fire Safety Visits Scottish Fire and Rescue Number of Visits 506 -25% Page 169
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TABLE 3: Comparison of ASB over 2 years 5. Conclusion 5.0. 2024/25 saw a number of successes, particularly in the development of partnership working and the projects and improvement in service delivery that has flowed from these developments. This can be seen reflected in the number of positive outcomes that have been achieved. 5.1. The progression of the Elgin AYE Bus, supported by the Elgin Town Board through the Pride in Place funding, has enabled partners to put an additional focus on young people who are engaging in ASB or risky behaviours. This engagement with young people helps in advancing Moray’s contextual safeguarding, where young people are at risk from events and individuals outside of the home. 5.2. The increase in the number of Community Wardens has made possible the reintroduction of both targeted and more ad hoc patrols, meaning that the Community Wardens are able to build relationships with partners and within the communities in which they work, for the benefit of those communities, and has assisted in the prevention and early intervention where ASB exists. 0 50 100 150 200 250 300 350 400 450 500 Bird Complaint CCTV Drugs Harassment Neighbour Nuisance Noise Rowdy Behaviour Serious Disorder Threats Youth Nuisance ASB By Type in Moray 2023/24 - 2024/25 2023/24 2024/25 Page 170
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5.3. Where there are issues that need addressing, including in the area of environmental crime and ASB, partners are working together to take enforcement and preventative actions. 5.4. Fly tipping in Moray is predominantly domestic waste in small quantities, and not the commercial waste seen in other areas. Although the increases in fly tipping, littering and dog fouling are of concern in terms of the level of increase some of this increase can been seen in part to be due to higher levels of reporting following the work of the Community Wardens with the public. 5.5. The availability of statistics and other data, both quantitative and qualitative, and the accuracy of this data remains a concern, which the CSSG hopes to resolve as part of the development of the 2026 – 2030 Moray Community Safety Strategy. Page 171
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