Agenda Document Pack - Community Planning Board - 03/06/2026
Moray Council · 3 June 2026
Back to Community Planning Board — 3 June 2026 and its agenda
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Community Planning Board Wednesday, 03 June 2026 NOTICE IS HEREBY GIVEN that a Meeting of the Community Planning Board is to be held at Committee Room, Council Office, High Street, Elgin, IV30 1BX on Wednesday, 03 June 2026 at 14:00. BUSINESS 1. Sederunt 2. Minute of the meeting held 11 February 2026 5 - 12 3. NHS Grampian as a Public Health Organisation Report by Director of Public Health, NHS Grampian 13 - 48 4. Getting It Right For Everyone Report by Interim Deputy Head of Service, Health and Social Care Moray 49 - 54 5. Multi-Agency Work to Support Young People Report by GIRFEC/The Promise Strategic Lead, and the Chief Education Officer 55 - 78 6. Maximising Socio Economic Impacts for Renewable Energy Report by Executive Director Economy, Enterprise and Operations 79 - 86 7. Moray Growth Deal 2025 Annual Report Report by Executive Director Economy, Enterprise and Operations 87 - 152 8. Whole Family Wellbeing Fund Governance Report by Interim Chief Social Worker/Head of Service 153 - 170 9. AOCB Page 1
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THE MORAY COUNCIL Community Planning Board SEDERUNT Councillor Kathleen Robertson (Chair) Councillor Amber Dunbar (Depute Chair) Ms Connie Calvo (Member) Ms Karen Greaves (Member) Councillor Sandy Keith (Member) Councillor Scott Lawrence (Member) Ms Jackie Maclaren (Member) Councillor Marc Macrae (Member) Mr Grant Moir (Member) Ms Shantini Paranjothy (Member) Mr David Reid (Member) Mr Dennis Robertson (Member) Chief Superintendent Kate Stephen (Member) Ms Caroline Webster (Member) Mr Andrew Wright (Member) Councillor Bridget Mustard (Outside Body Appointee) Gp Capt Sarah Brewin (Non-Voting Member) Ms Sarah Medcraf (Non-Voting Member) Lt Col James Walker (Non-Voting Member) Clerk Name: Lindsey Robinson Clerk Telephone: 07966 120593 Clerk Email: committee.services@moray.gov.uk Page 3
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MORAY COUNCIL Minute of Meeting of the Community Planning Board Wednesday, 11 February 2026 Committee Room, Council Office, High Street, Elgin, IV30 1BX PRESENT Ms Connie Calvo, Councillor Amber Dunbar, Ms Karen Greaves, Councillor Sandy Keith, Councillor Scott Lawrence, Councillor Marc Macrae, Ms Sarah Medcraf, Councillor Bridget Mustard, Ms Shantini Paranjothy, Mr Dennis Robertson, Councillor Kathleen Robertson, Chief Superintendent Kate Stephen SUBSTITUTES Wing Commander Dowds (RAF Lossiemouth) attended on behalf of Group Captain Sarah Brewin. Ann Griffin (Barrack Staff Officer, 39 Engineers, Kinloss) attended on behalf of Lieutenant Colonel James Walker. Group Commander David Hendry (Scottish Fire and Rescue Service) attended on behalf of Area Commander Andrew Wright. APOLOGIES Gp Capt Sarah Brewin, Ms Jackie Maclaren, Mr Grant Moir, Mr David Reid, Councillor John Stuart, Lt Col James Walker, Ms Caroline Webster, Mr Andrew Wright IN ATTENDANCE The Executive Director Economy, Enterprise and Operations; Chief Officer Moray Integrated Joint Board; Chief Governance Officer (Monitoring Officer); Head of Operations and Environment; Service Manager Leisure and Culture; Service Manager Transportation; and Lindsey Robinson, Committee Services Officer, all Moray Council; Place Director for Moray, Scottish Government; and Elizabeth Robinson, Consultant in Public Health, NHS Grampian. 1. Chair Councillor Kathleen Robertson chaired the meeting. 2. Minute of the meeting held 26 November 2025 The minute of the meeting held 26 November 2025 was submitted and approved. As a point of accuracy, the Consultant in Public Health confirmed that at the time of the last meeting Ms Paranjothy was Director of Public Health, not Interim Director of Public Health. The Clerk advised the minute would be updated. Item 2. Page 5
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3. Vary Order of Business In terms of Standing Order 29, the Chair sought agreement from the meeting to vary the order of business set down on the agenda and take item 8 "Wildfire Update, as the first item of business in order to allow those presenting the verbal update to depart the meeting at the earliest convenience. This was unanimously agreed. 4. Wildfire Update The Head of Operations and Environment gave a verbal update on the planning for the Wildfire Summit to be held on 26 February 2026. The Scottish Government Place Director for Moray asked for the proposed agenda to be emailed to him to allow it to be circulated to colleagues. He added that the Scottish Government would be happy to provide a further update. The Chair of Moray Integration Joint Board (MIJB) sought clarification on whether the register of vulnerable people could be used for hot spot areas. In response, the Head of Operations and Environment suggested that this would be better discussed at the summit as to whether it would form part of the wildfire plan or the emergency response. Councillor Robertson added that she was looking forward to the summit and the discussions to be had. 5. Whole Systems Approach - Physical Activity (Update) and Healthy Weight (New) The meeting had before it, a report by the Executive Director Education, Housing and Communities, Moray Council, and the Consultant in Public Health, NHS Grampian, providing the Board with an update on the development of the Systems Based Approach to Physical Activity in Moray and, to ask Community Planning Partner leadership teams to embed the priorities of this approach into relevant local and regional strategies and provide capacity within their teams to support the practical delivery of this approach. It further provided the Board with information on a new Whole Systems Approach model for Healthy Weight in Moray and requested support and endorsement for the approach. During consideration, Councillor Robertson sought clarification on whether there would be measurable outcomes included in future reports. In response, the Service Manager Leisure and Culture confirmed that a lot of data had been captured, and the outcomes would be shown going forward. The Consultant in Public Health advised that Public Health Scotland were also looking at how to measure the outcomes. Councillor Lawrence was of the opinion that it was good to see a piece of community planning right from the outset, and that it was a long-term piece of work. Page 6
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Councillor Keith sought clarification on how small changes would be measured as it was a long-term project. The Consultant in Public Health advised that Primary 1 age children have their BMI measured annually and trends would be shown in that. She added that the NHS would see people in Primary Care settings and on waiting lists for weight management. She warned that the increase in weight loss drugs could show a higher change in the trend rather than the actual change. The Service Manager Leisure and Culture added that partners have quarterly Key Performance Indicators (KPIs) to report on, and these would also form part of the responses. The Area Manager for Moray and Orkney, Skills Development Scotland (SDS) sought clarification on whether there were links to help people get to appointments. The Service Manager Leisure and Culture advised that the Service had reached out to planning and transportation. Councillor Robertson added that there was a link within the report that took you to an interactive site where you could enter your postcode and see options available. The Chair of the MIJB sought to ensure that appropriate monitoring was put in place in schools to ensure weight loss was not taken to extremes. He added that there was a lot of information available for teachers but there was a need to ensure that it was not triggering for vulnerable teenagers. Thereafter, the Board unanimously agreed to: i. continue to recognise the importance of these programmes in creating and maintaining good health and preventing ill health, focussing support on the people and communities who need it the most, and changing systems and environments to support individuals to stay healthy; ii. note the progress made in relation to the Systems based Approach to Physical Activity (which will be branded Active Moray), scrutinise the plan and strategy content to ensure alignment with strategic outcomes for Moray; iii. embed the priorities from the strategy into relevant local and regional strategies of community planning partners and provide capacity within their teams to support the practical delivery of Active Moray; iv. raise awareness of Health and Social Care Moray's commitment to lead and progress a Whole Systems Approach to Healthy Weight; and v. endorse the collaborative intentions of the 2 approaches whilst acknowledging the separate working groups to drive forward the distinct actions. 6. Update on Poverty in Moray Page 7
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The meeting had before it, a report by the Consultant in Public Health, NHS Grampian updating the Board on Child Poverty Data for Moray and progress towards a new strategic approach to child poverty reduction. During consideration, Councillor Lawrence sought clarification on whether the strategic paper would show the reasons why Moray does not follow the Scotland wide trends. The Consultant in Public Health advised that there is a need to understand how broad-brush policies affect people. She added that flexible working, childcare, and affordable housing alongside a higher wage economy need to be looked at to pull people out of poverty long term. Councillor Lawrence was of the opinion that there needs to be a deeper understanding of the economy in Moray, why it is a low wage economy and why the gender pay gap in Moray is reversed. Councillor Keith sought clarification on why there was no mention of the removal of the two-child benefit cap and was of the opinion that partner responses should be focused on urban areas as that is where child poverty is highest. The Consultant in Public Health advised that she had asked for the calculations and would update the Board once these had been received. She added that it ties into the Moray Growth Deal and the Moray Economic Partnership. She was of the opinion that long and short term work would be required to understand what investment would be needed where. Councillor Robertson advised that as the Highlands and Islands Regional Economic Partnership (HIREP) was receiving no new Local Growth Fund (LGF) funding, she was prepared to write to the Scottish Office to highlight the impact of this. The Consultant in Public Health advised that the letter would need to be specific in the reasons the funding was needed and to highlight that remote and rural poverty is often overlooked. The Chief Executive, Moray Council was of the opinion that any letter would need to include a good case for the funding. She added that economic development and better wages would require upskilling of staff. The Chief Executive, Moray Chamber of Commerce advised that they had completed some analysis on the cost of childcare. Assuming someone earned £30,000 per year and worked Monday - Friday, 9am - 5pm, the analysis showed that after paying for childcare that person would have £500 a month left to live on. She added that £30,000 was higher than the Moray average wage. The Chair of the MIJB and Councillor Keith were supportive of a letter being written as long as it was evidence based and people did not have their benefits affected. Thereafter the Board unanimously agreed: Page 8
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i. to note the latest Child Poverty Data for Moray and the development of a Lived Experience panel and Delphi method to build a consensus set of 3–5 priority anti-poverty interventions for Moray (short-, medium-, and longer- term); and ii. for the Chair to write to the Scottish Office regarding the impact of the loss of LGF funding. 7. Director of Public Health Annual Report 2024-25 The meeting had before it, a report by the Director of Public Health, NHS Grampian providing the annual report for the Board showing an updated overview of population health data for Grampian. During consideration, Councillor Lawrence sought clarification on how it aligns with the Public Health Framework. The Director of Public Health advised that the Consultant in Public Health was working on integrating the framework with partners and looking at how to support this. She added that it was a work in progress but needed more focus. She further added that the framework gives it a priority. The Consultant in Public Health advised that in Moray there was a very active multiagency group looking at child and adolescent mental health. She added that poverty, poor housing and unemployment would all have an impact. Councillor Lawrence sought clarification on whether the development of a neurodiversity pathway delivery tool could be connected to the Special Educational Needs tools. The Director of Public Health advised that funding had been provided for neurodiversity pathway development, and she stated that she would make connections to the education department. Thereafter the Board unanimously agreed to: i. reflect on how to continue to incorporate the voices of children and young people into decision making and planning of services; and ii. note the commitment to the production of comprehensive population- based needs assessments for children and young people in Grampian during summer 2026 to inform the development of plans for Children’s Services, Child Poverty, Corporate Parenting and Children’s Rights. 8. Place Director and Community Planning Partnership Charter The meeting had before it, a report by the Chief Executive, Moray Council informing the Board of the work undertaken by Scottish Government and COSLA to develop a Place Director Charter, setting out expectations and how they will be supported by Community Planning Partnerships. Page 9
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During consideration, the Scottish Government Place Director for Moray advised that this was not to be a supervisory role, he would be there to facilitate communication. The Director of Public Health stated that she welcomed the introduction of the charter and the opportunity to come together with the Place Director. Councillor Lawrence sought clarification on how was best to make use of the Place Director role. The Scottish Government Place Director for Moray advised that he was happy to have conversations with all partners outwith the Board setting and he could help point to the right people to speak to on numerous topics. The Chief Executive, Moray Council sought clarification on how this could be achieved in a practical sense. She suggested having a discussion outwith the meeting to look at the potential for catchups every 6 months. Thereafter the Board unanimously agreed to provide endorsement in principle for the draft charter. 9. Health and Transportation Action Plan (2024-2029) The meeting had before it, a report by the Service Manager Transportation updating Board members regarding the review of the Health and Transport Action Plan (HTAP) (2024-2029) and implementation of new structures to support action-focussed delivery objectives. During consideration, Councillor Dunbar sought clarification on what were the barriers to public transport. In response, the Service Manager Transportation advised that they had used an AI simulation to show where the healthcare was situated, what transport options were available and how to connect people to the main transport corridors. Councillor Lawrence sought clarification on how the plan would adapt to a changing healthcare picture across Moray and Grampian. The Service Manager Transportation advised that the plan was dynamic, allowing the group to meet as often or as little as is necessary. The group can meet to react to any changes. The Chief Officer Moray Integration Joint Board advised that they work in partnership with the team to make them aware of any changes before they happen. Thereafter the Board unanimously agreed to: i. note the contents of this report and the new Health & Transport Action Plan 2024-2029; ii. note the ongoing work of partners to ensure all partner organisations are engaged and committed to the new HTAP; and Page 10
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iii. support the delivery of actions agreed by the HTAP Steering Group. 10. AOCB Councillor Robertson sought an update from Police Scotland on the Community Alcohol partnership. In response, Chief Superintendent Stephen advised that the initiative launched on 3 February 2026 to help address underage drinking and health and wellbeing. The full launch would take place on 27 February 2026 at the Gleaner Arena in partnership with Elgin Sports Community Trust (ESCT), who will be providing Friday night football for the over 12s. She confirmed that other partners include Action for Children, Quarriers, Arrows, and Aberlour Children's Trust. Ms Medcraf advised that work was underway at the Moray Economic Partnership to ensure a positive flow of information between all of the partner groups. Page 11
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REPORT TO: COMMUNITY PLANNING BOARD ON 3 JUNE 2026 SUBJECT: NHS GRAMPIAN AS A POPULATION HEALTH ORGANISATION AND POTENTIAL FOR ALIGNMENT WITH NEW LOCAL OUTCOME IMPROVEMENT PLAN BY: DIRECTOR OF PUBLIC HEALTH, NHS GRAMPIAN 1. REASON FOR REPORT To brief the Community Planning Board on the model for the NHS as a Population Health Organisation that has been shared with COSLA and how this is being progressed in NHS Grampian. This includes NHS Grampian’s strategic priorities for 2026/27 for consideration by the CPB Board, particularly in relation to alignment with the proposed redevelopment of the Moray Local Outcome Improvement Plan. 2. RECOMMENDATION 2.1 It is recommended that the Board: i. Notes the concept and model for the NHS as a Population Health Organisation as set out in Appendix 1; ii. Notes NHS Grampian 2026/27 Priorities for Delivery for the period 1 April 2026 to 31 March 2027 as set out in Appendix 2; iii. Notes the alignment between IJB and NHS Grampian strategic priorities and the commitment to continue improving how we work as a whole system; iv. Notes the proposed actions during 26/27 particularly in relation to domains 1, 2 and 4, where these include working with Community Planning Partnerships, North East Population Health Alliance and the Aberdeen Health Determinants Research Collaborative; and Item 3. Page 13
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v. Considers working through the maturity matrix assessment (once it is published) in relation to domains 1, 2 and 4: Understanding the needs of the population, System focused and collaborative, and Prevention and tackling social determinants, to understand our baseline position, how we can strengthen partnership working in relation to taking a whole system approach for community planning, but also to support a firm foundation for the basis of our development of a new Local Outcome Improvement Plan for Moray. 3. BACKGROUND 3.1 The NHS sector guidance that accompanies the Population Health Framework makes reference to the NHS as a population health organisation. This reflects the need for the NHS in Scotland, as part of the renewal process, to understand itself differently from a treatment focused organisation to one centred on population health, working collaboratively to prevent ill health and reduce inequalities while delivering sustainable, value-based, health and care. 3.2 Becoming a Population Health Organisation means working in partnership to improve the health and wellbeing of the whole population, tackling health inequalities, and delivering value based, sustainable health and care. There are six key components to becoming a population health organisation, and these map to the five principles of the health and social care service renewal framework of prevention, people, care, community, population and digital (see Appendix 1: accompanying COSLA paper for detail). 3.3 As shown in Appendix 2, progressing towards becoming a Population Health Organisation is one of the actions aligned with the strategic priority of prevention. In Appendix 3, we have started to explore the actions we would need to take to support progress towards becoming a population health organisation. This includes alignment with work that is already being progressed through the North East Population Health Alliance and with the Aberdeen Health Determinants Research Collaboration, particularly in domain 1 – Know your population. It also has a key focus on strengthening working with Community Planning Partnerships through domain 2 – system focussed and collaborative. Prevention and tackling social determinants is also central to the purpose of Community Planning Partnerships. 4. NEXT STEPS 4.1 A maturity matrix is being developed by Public Health Scotland and the King’s Fund to support Boards to assess baseline positions and progress towards becoming a Population Health Organisation. The Page 14
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component relating to ‘system focussed and collaborative’ can potentially be considered by the Community Planning Board as a partnership exercise to inform strengthening how we work together. 5. CONCLUSION 5.1. The Moray Community Planning Board is asked to review and agree the recommendations noted at 2.1. Author of Report: Professor Shantini Paranjothy, Director of Public Health, NHS Grampian Background Papers: Appendix 1: COSLA paper - The NHS as a Population Health Organisation Appendix 2: NHS Grampian 2026-27 Priorities for Delivery 07.02appendix3nhsgrampianorganisationalpriorities 202627.pdf Appendix 3: NHSG as a PHO summary tables Page 15
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1 s The NHS as a Population Health Organisation This paper is for NHS Boards and can be shared with leaders in the wider system. It may also be of interest to Health and Social Care Partnerships. The purpose is to support the development of the NHS as a Population Health Organisation by: • Creating a shared understanding of the concept and how it relates to delivery of both the Population Health Framework, Service Renewal Framework and wider reform • Being clear on the actions required. Background The NHS plays a key role in Scotland’s population health system, working with local authorities, HSCPs, CPPs, and community groups to provide accessible, equitable, value-based care. In addition to delivering healthcare, NHS organisations play an important anchor role in communities as an employer, commissioner and procurer of services. To improve overall health, the NHS must shift from treatment-focused services to a collaborative, prevention-oriented approach that reduces inequalities and delivers value-based care. This means evolving into a Population Health Organisation. Why change The Population Health Framework (PHF), Health and Social Care Service Renewal Framework (SRF), and Public Service Reform Strategy (PSR) all call for an increased focus on prevention and the redesign of governance and accountability structures The PHF is clear that the NHS needs to shift from a focus on treatment- focused care to a population health model. We are seeing a rise in the prevalence of long-term conditions and multi morbidity, along with an increasing gap between our least and most deprived communities. If we are to create a Scotland where people live longer, healthier more fulfilling lives and have a sustainable health service, we need to rebalance our health and care system. This means working together to prevent illness, reduce inequalities, and provide sustainable, value-based health and care—transforming the NHS into a Population Health Organisation. Page 17
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2 Delivering the areas of improvement outlined below will shift the NHS to become a population health organisation focused on improving outcomes and delivering consistently against the shared reform ambition. It will enable the NHS to build the capabilities and ways of working in line with the population health framework, service renewal framework and wider reform to: • Prevention-Focused System Shift health and social care towards prevention and early intervention, embedding accountability for outcomes across governance, planning, and resource allocation. • Social and Economic Factors Tackle the root causes of health inequalities by addressing poverty, education, employment, and housing, while fostering community wealth building and inclusive economic growth. • Places and Communities Create sustainable, health-enabling environments by integrating services locally, strengthening community planning and role of place. • Enabling Healthy Living Shape environments and services that support communities to lead healthier choices. • Equitable Health and Care Deliver person-centred, value-based care focused on outcomes and grounded in realistic medicine, ensuring fair access and collaboration with communities. NHS Boards as population health organisations will increasingly strengthen their role as anchor institutions and population health leaders, working in partnership with Local Government, Community Planning, HSCPs and communities to deliver systemic change. This document sets out areas to support Health Boards and IJBs make the changes required to make this shift to become a Population Health Organisation. Becoming a Population Health Organisation Becoming a Population Health Organisation requires embedding a focus on prevention and a reduction in inequalities in all that we do from our approach to leadership and strategic partnerships, across finance, planning and performance, to our use of data and digital technologies. Page 18
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3 It means working in partnership to improve the health and wellbeing of the whole population, achieving health equity, and delivering value based, sustainable health and care. There are six key components to this approach as outlined below: These components complement and are underpinned by the principles for renewal set out in the SRF, shown in the figure below Data and Intelligence - Understanding the needs of the population The NHS must use data more consistently to better understand our population's needs and assets. We need to identify the gap between the most and least deprived areas and target those most at risk. Does the NHS Board understand local referral, waiting times and admission patterns, analysed by key inequalities indicators, are there shared targets for reducing variation? Can we share data across the system and track why some patients are missing from services? If not, there's room for improvement. Population Health Organisaiton Data and Intelligence - Understanding the needs of the population Workforce and Culture - System Leadership and collaboration Leadership, Governance and Accountability Prevention focused systems - tackling social determinants Service Design and Delivery - Focus on Primary and Community Health Care Value-based health and care Prevention Prevention across the continuum of care People Care designed around people rather than the ‘system’ or ‘services’ Community More care in the community rather than a hospital focused model Population Population planning, rather than along boundaries Digital Reflecting societal expectations and system needs Page 19
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4 PHO Actions: To understand the needs of the population means building a shared, evidence- informed picture. This requires the NHS to develop its data and intelligence capabilities to determine how it can deliver improvements in: • Identify health and wellbeing needs by understanding variations and recognising upstream determinants such as poverty, housing, education, employment, and environmental factors. • Analyse and interpret patterns, trends, and risks, including both current and future projections, with a particular focus on inequalities. • Ensure that the lived experiences of individuals and the voice of the community are central to planning and decision-making processes, complementing data and intelligence. • Collaborate with Community Planning partners and the wider health and social care sector to enhance data integration and sharing, optimise the use of data and intelligence in local service planning and delivery, and promote effective collaboration and coordinated action. Workforce and Culture - System Leadership and collaboration The NHS needs to understand itself as more than a set of services (primary care, OP clinics, secondary care) to a player in the whole system; not only looking at the individual who attends for care but the health of the whole population. Working together is essential to tackle challenges that cannot be solved by one organisation, sector, or community alone to improve the health of the population and tackle inequalities. The Edinburgh Future’s Institute, a partner in the Scottish Prevention Hub, suggests the following are key to collaborative leadership. Page 20
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5 As a Population Health Organisation, the NHS has a system leadership role to play in the local population health system and through health care planning, regional and national collaborations to optimise health care provision for the population. System collaboration is complex; we need to pay attention to collaborative leadership in practice and enablers of system change. In doing so, we will build capability and capacity for this work which will require a change in the culture of services in the NHS. In other words, creating the conditions for change. PHO Actions: • Strengthen collaborative leadership among senior leaders and Community Planning Partnerships by embedding the Prevention Hub’s ten system enablers—such as shared purpose, distributed leadership, and open dialogue—to establish environments that support change and empower local teams to champion prevention-focused initiatives. • Equip leaders with the capabilities to engage effectively with diverse partners, fostering system working through appreciation of differences, reciprocal learning, trust-building, and leadership behaviours that promote alignment across organisations and sectors. Page 21
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6 • Co-design healthcare services with stakeholders, ensuring they are tailored to the needs of specific groups and disease conditions. Integrate care models through collaborative planning and data sharing, to support a comprehensive, whole-system approach to service redesign and prioritise a shift towards prevention. • Develop the skills and competencies of Health and Social Care staff through continuous learning, partnership working, and reflective practice so staff can drive organisational improvement, fulfil strategic ambitions, and deliver improved outcomes in prevention, health enhancement, and value-based care. Leadership, Governance and Accountability ‘Clinical governance’ is the term used to cover corporate responsibility for health care quality and outcomes. ‘Health governance’ is the term used to cover the contribution of the whole health economy to improving the population’s health. NHS Board agendas should have an appropriate balance of health improvement including the strategic management of health care services for health gain. PHO Actions: • Establish clear accountability mechanisms for population health outcomes by developing and implementing metrics for prevention, equity, and value-based results, accompanied by key performance indicators. These should align with both the population health framework and the service renewal framework as integral elements of core governance. • Integrate prevention into NHS board strategies and governance structures, ensuring transparent reporting of progress and leveraging insights for ongoing improvement. Strategic objectives should explicitly address prevention, and all committees and subgroups should evaluate not only organisational performance but also population-level outcomes. • Adopt evidence-based decision-making, utilising local insights and impact assessments to guide resource allocation. The prioritisation process should leverage the new NSS prioritisation framework, which incorporates principles regarding the impact on health inequalities and early intervention. • Ensure that preventative expenditure is appropriately weighted in policy development to drive the necessary shift in public policy and outcomes, with a commitment to increasing the proportion of spending directed towards prevention. • Maintain outward accountability to other organisations and communities by collaborating with local authorities and community planning partners. Align efforts to address health, inequality, and prevention through joint approaches to governance, funding, and accountability. Page 22
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7 Prevention focused systems - tackling social determinants The strength in having a prevention-focussed system is in the activity we can deliver in partnership. To embed prevention within our system we must consider what we are trying to prevent and where the levers are to act on this. For example, Local Authorities have more influence over the determinants of health and Health Boards have more influence on minimising the harms following disease diagnosis. As a PHO it will shift more towards stopping illness from arising or worsening. The following figure provides a framework for embedding prevention in health and care services for Health Boards and IJBs to adapt and use. Those who are most adversely affected by poorer health outcomes are those who can benefit the most from preventative action. By acting on health inequalities we will in turn be taking preventative action. PHO Actions: • Integrate prevention within decision-making processes throughout the organisation. Take deliberate, targeted action to embed prevention opportunities into services already provided and across all interactions with partners, public and staff. • Enable health and social care staff to actively participate in and benefit from prevention initiatives—thereby positioning the NHS not only as a Public Health Organisation (PHO), but also as a central hub for prevention for staff, patients, partners, and visitors. • Enhance the NHS’s Anchors and Community Wealth Building efforts, income maximisation services, and influence on socio-economic environments, while Page 23
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8 working to minimise environmental impacts and foster healthy living environments. • Systematically evaluate, identify, and address healthcare inequities across all services, including consideration of alternative models of care. Ensure equitable access and deliver culturally competent services focused on populations at highest risk of adverse outcomes. Service Design and Delivery – Shift to Primary and Community Health Care Health systems with strong primary care are better for population health – they have better outcomes, are more equitable, and are more cost effective. Increasing specialisation drives more procedures and interventions while generalist care can hold more in the community and reduce costs through management without specialist intervention. PHO Actions: • Funding, workforce, and performance policies are aligned with the goal of shifting the health and care system’s focus toward primary and community health and care. • Resources are being reallocated to support community-based, preventative models, with particular attention to individuals with significant needs, for example, through proportionate universalism. • Efforts are being made to improve continuity of care by collaborating with HSCPs, CPPs, local authorities, and communities to facilitate anticipatory care and integrated care pathways. • Service delivery is moving toward joint commissioning, involving co-design and co-delivery of services with communities to ensure they address local needs effectively. Value-based health and care Value-based health and care is an approach to health care that leads the organisation to increase the value from health service activity and is essential to optimise the health of the population from a limited resource. Page 24
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9 PHO Actions: • Implement Realistic Medicine principles to facilitate shared decision-making and stewardship, enabling individuals to actively participate as partners in their own healthcare. • Collaborate with clinicians to promote responsible resource management, ensuring accountability for resource utilisation and balancing individual care with population health needs. • Identify and address unwarranted variations in outcomes, access, and quality of care. • Establish an outcomes-focused approach to clinical practice that supports comprehensive assessment of the value delivered by interventions. • Demonstrate measurable progress in organisational efforts to disinvest from low- value interventions and reduce unnecessary waste. • Allocate resources for digital solutions in population health management and ensure that digital opportunities to enhance health outcomes are fully leveraged. Page 25
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1. Understanding the needs of the Population What this means: We have a shared, evidence-informed picture of the population’s health and wellbeing needs, including an understanding of the upstream determinants (e.g. poverty, housing, education, employment, environment), how this leads to variation in health outcomes e.g. healthy life expectancy, current trends and future predictions (including inequalities), people’s lived experience and the communities’ voice, how health and the wider system are working together and what more can be done. Current position (where are we) Activity (to progress towards achieving our aims) Aims (where we want to be) Wealth of data but in sector based silos Joint Strategic Needs Assessments (JSNA) are done but no standardised approach so not joined up for planning Grampian work completed to date (Oct ’25) informs development of performance indicators for the Population Health Framework North East Population Health Alliance –working to progress with taking a whole system approach to improve our data maturity Key actions for 2026/27 1. Socialise / promote JSNA resource to support planning of services based on population need (three priority areas to be identified) 2. Improve data maturity and sharing - NEPHA working group – focus on application to healthy weight / substance use - Data maturity assessment 3. Support Unscheduled Care and Planned Care Programmes to use population health data in service planning through the refreshed Population Health Portfolio Board Medium / longer term actions (27/30) Scope and progress development of a population health platform How it makes a difference Planning is informed by population need and the population in Grampian receive proportionate support to ensure equitable access Indicators of success: Case studies to demonstrate: - Use of JSNAs & population health data in service planning - How are services currently meeting needs / outcomes / inequalities All key stakeholders use JSNAs to inform joint planning/redesign of key pathways and services. Whole system pathways of care and services are equitable & responsive to population need to enable right care, place, time and appropriate person. Service planning is undertaken at a population level, informed by shared understand of needs and assets of the population. Page 41
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2. System focused and collaborative What this means: Working together is essential to tackle challenges that cannot be solved by one organisation, sector or community alone to improve the health of the population and tackle inequalities. NHS Grampian has a system leadership role to play in the local population health system and through health care planning, regional and national collaborations to optimise health care provision for the population. Current position (where are we) Activity (to progress towards achieving our aims) Aims (where we want to be) KPMG diagnostic review highlighted - Disconnect from partners - Acute focus only - Need more shared planning & budgeting Through Community Planning we have a focus on - Prevention and early intervention - Tackling child poverty - Whole system approach to healthy weight - Address social determinants through Anchor / community wealth building Through Putting People First we strengthen our engagement with staff and the public Key actions for 2026/27 1. Maximise NHSG’s voice in new sub-national arrangements 2. Delivery Grampian’s contribution to Scotland East plan – USC, orthopaedics, business systems & digital front door 3. Improve stakeholder relationships - Councils, SAS, HIS, NES 4. Deliver statutory duty on child poverty with local authorities 5. More integrated service and financial planning 6. North East Transformation Group work in 2026/27 7. Strengthen collaborative leadership with Community Planning Partnerships so conditions for change in place for empowered teams 8. Continue to implement Putting People First approaches - use lived experience and other relational approaches to public involvement, implement real-time feedback across the organisation Medium / longer term target - Population segmentation to develop services with collaborative clinical networks for whole system - Strengthen relationships with third sector to deliver preventative models of care How it makes a difference Examples – National Mission on Drugs and Human Learning System & Child Poverty Plan Indicators of success Incidence of drug & alcohol related deaths & children living in relative poverty Collaborative leadership in place to create the conditions for change and address challenges (silo working, inflexible structures, leadership tensions, technology / data security, effective use of evaluation) Hear range of voices & truly listen Align locally, regionally & nationally Place based care in place Recognise / value our partners Earn trust Page 42
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3. Governance and Accountability What this means: As a Population Health Organisation, Board agendas should have an appropriate balance of health improvement including the strategic management of health care services for health gain Current position (where are we) Activity (to progress towards achieving our aims) Aims (where we want to be) Strategic intent stated in Plan for the Future, ambitions of Population Health Framework and Service Renewal Framework – create sustainable, preventative system of health and care Population Health Committee agreed lead executives to set out the organisational shift required to become a Population Health Organisation Population Health Programme Board refreshed to provide oversight of progress as a population health organisation Key actions for 2026/27 1. Refresh and update Plan for the Future 2. Formal agreement from NHSG Board as a strategic objective 3. All committees and subgroups to consider population outcomes alongside performance 4. Board self-assessment exercise to inform areas for development 5. Population health organisation KPIs as part of core governance 6. Integrated Impact Assessments applied to all policy, service redesign and development initiative across organisation Medium / longer term target - Quality assess use of Integrated Impact Assessments - Develop Board workplan based on self-assessment exercise How it makes a difference Equitable access to care evident through performance metrics Indicators of success Integrated Impact Assessment completion rates and quality assurance Progress towards delivering plan for the future and function as PHO Equitable access to health and care services evidenced through performance metrics Page 43
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4. Prevention and tackling social determinants What this means: As a PHO NHS Grampian will shift more towards stopping illness from arising or worsening. Those who are most adversely affected by poorer health outcomes are those who can benefit the most from preventative action. By acting on health inequalities we will in turn be taking preventative action. Current position (where are we) Activity (to progress towards achieving our aims) Aims (where we want to be) Progressing with implementing the framework for embedding prevention in health and care services with a focus on cardiovascular disease (CVD). Working with partners and Acute, HSCPs & CPPs to develop/deliver - Resources to support GPs to maximise uptake of early detection and treatment of risk factors for CVD - Pathway for smoking cessation in maternity services - Pathway for anti-obesity medication - Delivery of Anchor plans - Whole system approach to health weight environments - National T2 Diabetes weight management programme - Whole system approach to Community Appointment Key actions for 2026/27 1. Engage with Area Clinical Forum & Area Partnership Forum on approach to embedding prevention 2. Complete Strategic Needs assessment for CVD 3. Deliver on potential as Anchor organisation 4. Strategic whole system approach to priority areas 5. Implement digital population health interventions 6. Optimise implementation of interventions to prevent CVD 7. Reduce inequalities in access and uptake of preventative services 8. Prevent and reduce infectious and communicable diseases Medium / longer term target - Ensure income maximisation available in healthcare settings - Poverty proofing access to healthcare services - Strengthen relationships to deliver preventative models of care - Meet legislative requirement to delivery net zero carbon services - Climate resilience and collaboration How it makes a difference Examples – promoting equity of access to healthcare, reduced rates of CVD, improved maternal mental health and infant outcomes, fewer people living with BBVs, reduced rates of drug and alcohol related death. Indicators of success - Anchor metrics - Rates of childhood obesity - Incidence of BBV infections Move from reactive state to focus on stopping illness arising/worsening Environments that encourage promoting health and wellbeing Prevention of conditions forecast to create high burden of care and increased demand for services Healthy aging and person centered care Optimised opportunities for prevention, early intervention & technology Page 44
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Days in Aberdeenshire, Aberdeen City - Incidence of suspected drug related death / alcohol related hospital admissions and deaths - Referrals from planned care services to smoking cessation, and adult weight management - Uptake of screening and vaccination programmes Page 45
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5. Focus on Primary and Community Health Care What this means: Health systems with strong primary care are better for population health – they have better outcomes, are more equitable, and are more cost effective. Current position (where are we) Activity (to progress towards achieving our aims) Aims (where we want to be) GP vision work – population health workstream not being progressed due to lack of capacity/resource in system Working to establish a Primary Care Board in Grampian Once for Grampian strategic approach for primary care Strengthen links between NHSG Board and three HSCPs Suite of tools and models to deliver transformational service change Key actions for 2026/27 1. Progress set up Primary Care Board 2. Support service redesign to shift the balance of care to the community 3. Enhance access to NHS Dentistry and oral health programmes for children 4. Support women to make informed reproductive choices 5. Reduce repeat ED attendance by helping high intensity users access care and services in the community 6. Redesign urgent and emergency pathway to address long waits, corridor care and boarding 7. Participate nationally commissioned work relating to redesign of hospital care, shifting the balance of care & digital transformation Medium / longer term target - Explore development of pooled budgeting enabling right care in the right place - Systematically assess, identify and address healthcare inequalities in all services How it makes a difference Examples – improved mental wellbeing, create healthy places, early detection & management of conditions, reduce pressure on acute services, best possible start in life for all children, reduce risk of chronic oral disease Indicators of success Reduction in rates of abortion Reduction in number of HIU at ED Deliver more care, services and support closer to home Use community led health approaches and strengthen place based working Page 46
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Rates of breast feeding by SIMD % of primary 1 / primary 7 children with no tooth decay 6. Value-based health and care Current position (where are we) Activity (how we got here) Aims (where we want to be) Realistic medicine / value based health and care programme in place with good examples of learning from projects Putting People First programme in place, which embeds GIRFE Work needed to support systematic adoption of realistic medicine, value-based health and care and GIRFE Key actions for 2026/27 1. Deliver more care, services and support closer to home. 2. Shift investment into the development of community-based services and alternatives to hospitalisation 3. Develop the HOPE Collaborative for a system-wide unified approach to Putting People First, GIRFE and realistic medicine 4. Working with clinicians to be responsible for resources balancing personal and population based care 5. Addressing variation in outcomes, access and quality 6. Optimising digital opportunities Medium / longer term target 7. Develop outcomes-based approach to clinical care 8. Disinvesting in lower value interventions and decrease waste 9. Meet legislative requirement to deliver net zero carbon service How it makes a difference Examples – sustainable service and minimize climate impact, increase civic engagement, more patient centered, increase community empowerment & resilience, integrated prevention models, reduced waiting list times for tertiary services Indicators of success Case studies demonstrating engagement activities with clear links to learning & outcomes, Implementation of realistic medicine / value based health and care / Sustainability plan metrics People as partners in their own care, patients supported to make informed decisions about care and treatment Enable staff patients and public to take a lead role in how care is delivered Ensure safe environment to deliver effective, efficient and sustainable care, supporting staff and patient wellbeing Page 47
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REPORT TO: COMMUNITY PLANNING BOARD ON 3 JUNE 2026 SUBJECT: GETTING IT RIGHT FOR EVERYONE BY: IAIN MACDONALD, DEPUTY HEAD OF SERVICE, HEALTH AND SOCIAL CARE MORAY 1. REASON FOR REPORT 1.1 This report seeks to provide the Community Planning Partnership with an update on the national Getting it Right for Everyone (GIRFE) work and its implementation in Moray 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: i. Consider and note the content of the report on GIRFE; ii. Endorse the collaborative approach being taken to align GIRFEC (Getting it Right for Every Child) with GIRFE; iii. Endorse the collaborative approach being taken to align GIRFE within a wider whole system approach; linking key themes such as Putting People First, Realistic Medicine, Frailty, Unscheduled Care, and Population Health; and iv. Note Morays involvement in a Grampian wide approach to embed the GIRFE principles and share good practice 3. BACKGROUND 3.1 In 2006, the Getting it Right for Every Child (GIRFEC) Implementation Plan for Scotland was published. The plan offered a commitment to provide all children, young people and their families with the right support at the right time, so that every child and young person in Scotland could reach their full potential. Item 4. Page 49
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3.2 The co-design of GIRFE commenced in December 2022 in response to the recommendation from the Derek Feeley Report ‘The Independent Review of Adult Social Care’, supported by the Joint Statement of Intent and Next Steps for Adult Social Care 2022-23. GIRFE aligns with the Framework for Health and Community Care and builds on self-directed support implementation across Scotland. 3.3 GIRFE is a multi-agency approach to health and social care support and services from young adulthood to end of life care. GIRFE builds on existing best practice and learning from GIRFEC. GIRFE is part of a programme to improve population health and wellbeing, reduce health inequalities, create sustainable health and care services. GIRFE will provide a national practice model to embed inter- agency working. GIRFE works in line with the community health and social care integrated service framework and provides a model to deliver the framework that supports person centred outcomes. 3.4 In 2022 the Scottish Government launched their commitment to develop an implementation plan for GIRFE. A number of Health and Social Care Partnerships applied to be involved in this programme of work. Aberdeenshire, and Aberdeen City, Health and Social Care Partnerships were successful and joined the programme as Pathfinders. In 2023 a further offer was made for other Health and Social Care Partnerships to join the programme. Health and Social Care Moray applied and joined as a Partner. 3.5 Between 2022 and 2024 GIRFE was co-designed by Health and Social Care Partnership teams, the Scottish Government, and people with lived experience across Scotland. 3.6 The objectives of the co-design journey were to: • Co-design a set of principles for GIRFE • Understand what a national practice model might look like • Understand what might be needed for consistent implementation across Scotland 3.7 The specific themed areas that were initially explored within the GIRFE development work were: • People in prisons • People in Alcohol and Drug services • People registered at ‘deep end’ GP practices (‘deep end’ is a term used to describe work in general practices serving the 100 most deprived populations in Scotland) • Families with multiple and/or complex needs; and young people in transition from child to adult services • Older people and frailty GIRFE now covers all aspects of adult health and social care and is not limited to these themes. Page 50
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3.8 The ambition of GIRFE is to place the person at the centre of all decision making, with a joined up consistent approach, regardless of the support needed at each stage of their life. 3.9 The five GIRFE principles are: 1. I have the information I need to make decisions about my life, in a format that works for me, and I am supported to understand what options are available to me, and trusted to know what is right for me. 2. The people who support me take the time to listen to and understand me as a person and communicate in a way that works for me. We consider my whole life when making decisions about my life. 3. I know that I can be clear about what matters to me, and I trust that my choices will be respected and taken into account by the people who support me. 4. If I need to access services or support, I am treated with kindness, dignity and respect at all times. 5. The people I am involved with work together with me and each other to share relevant information, in a format that is accessible to me, and develop a clear understanding of how to support my wellbeing. 3.10 A GIRFE ‘Team Around the Person’ toolkit has been published. The toolkit has not just been informed by, but crucially, has been collaboratively designed with people with lived experience who will be impacted directly by embedding GIRFE within the current health and social care system. This means that people with lived experience, across Scotland, have actively helped to identify the barriers that prevent us ‘getting it right for everyone’ and have worked with their local pathfinder and partner teams to shape the tools detailed within the GIRFE toolkit 3.11 Further information is available on the Scottish Governments GIRFE web pages: Getting it right for everyone (GIRFE) - gov.scot 3.12 The Scottish Government have written to HSCP Chief Officers and NHS Chief Executives indicating that NHS and HSCP Annual Delivery Plans will require Boards to set out how they will embed the principles of GIRFE, into the planning and delivery of their services from 2026 onwards. 3.13 Within Moray, and Grampian, we recognise there are multiple approaches already taking place that incorporate aspects of GIRFE. Examples would include Human Learning Systems, Putting People First, Realistic Medicine, Unscheduled Care, Population Health, and Frailty Pathways to name but a few. This can be confusing for both staff and public. We also recognise that resources are limited, and we are going to be more impactful where we work collaboratively across aligned agendas. Health and Social Care Moray, and our neighbouring Health and Social Care Partnerships in Aberdeen City and Aberdeenshire, will work with partners and the public to refine these approaches and simplify where possible, maximising the opportunities these approaches provide in order to drive forward Page 51
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service provision. Health and Social Care Moray will seek to embed the approaches in the revised Health and Social Care Moray Strategic Delivery Plan in order to promote an approach across all services that is in line with person led and outcome focused care for the citizens of Moray. 4. SUMMARY OF IMPLICATIONS 4.1. Health and Social Care Moray have a well established GIRFE Delivery Group, which oversees the embedding, and implementation of GIRFE in Moray. The group will monitor, evaluate and report on progress via the HSCM Operational Management Team, Senior Management Team and Moray IJB and Community Planning Partnership. 4.2. The following actions will form part of the Moray GIRFE delivery plan: 1. The promotion of GIRFE to key Moray stakeholder groups including; Moray IJB members, senior managers, primary and secondary care services, HSCM partners, third Sector, unpaid carers, and community groups. A combination of presentations, paper briefs and social media posts as appropriate. 2. To develop GIRFE Champions across Moray. 3. To align GIRFEC, The Promise and GIRFE through focused discussions on Transitions. 4. Locality Multi Disciplinary Team’s will benchmark ‘How good are we – at getting it right for everyone’. 5. To embed the GIRFE Principles in all relevant new or updated policies. 6. That the GIRFE ethos and principles are embedded into all new Health and Social Care Moray commissioned contracts. This will ensure that providers are aspiring to getting it right for everyone across Moray. Key Performance Indicators (KPI’s) will be co-designed with providers. 7. The incorporation of GIRFE in the revised model for Discharge to Assess/Start with a particular emphasis on My Plan, My Team, Community Connections and Coordinator. 8. The incorporation of GIRFE into the Hospital Discharge Team process with a particular emphasis on My Plan, My Team, Community Connections and Coordinator. 9. The incorporation of GIRFE in to the Virtual Ward Model in localities with particular emphasis on My Plan, My Team, Community Connections and Coordinator. Page 52
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10. To develop the Community Connector role to ensure that people have an opportunity to speak to practitioners about ‘what matters to me’ conversations and that they are sign posted to appropriate community opportunities/services. 11. To ensure GIRFE is embedded into the digital transformation work being facilitated by DHI. In particular to develop a Community Connector Digital Resource – Community Connections Moray. https://communityconnect.scot/ 12. To develop specific Moray resources to promote GIRFE such as GIRFE on a Page, GIRFE Videos, GIRFE Quizs, staff and public comms. 13. Health and Social Care Moray to work closely with colleagues in Aberdeen City and Aberdeenshire to ensure consistency of implementation and maximisation of available resources. The work currently taking place within Grampian has received accolades at a national level. 5. CONCLUSION 5.1. That the Community Planning Partnership note the content of the report and endorse and support the roll out of the GIRFE programme within Moray. Author of Report: Iain Macdonald, Deputy Head Of Service, Health And Social Care Moray Background Papers: Ref: Page 53
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REPORT TO: COMMUNITY PLANNING BOARD 3 JUNE 2026 SUBJECT: MULTI-AGENCY WORK TO SUPPORT YOUNG PEOPLE BY: DAWN PARKER 1. REASON FOR REPORT 1.1. To update Community Planning Board members on the ongoing work, initially in two areas of Moray, Buckie and Elgin South to support young people and their families given the rise in behavioural concerns including use of alcohol and substance use. 2. RECOMMENDATION 2.1. The Community Planning Board is invited to: i. note the progress of multi-agency work in Buckie and Elgin South; ii. endorse the emerging strategic direction; and agree to formally authorise and enable the workforce to actively participate in the next phase of activity; and iii. Agree that a further update is brought back to the Community Planning Board within 6–12 months to demonstrate progress and impact; 3. BACKGROUND 3.1. It has been evident through various governance groups including Children’s Services Planning Partnership (CSPP) formerly Girfec Leadership Group (GLG), Community Safety Strategy Group (CSSG) and various sub groups that young people’s behaviour has been of concern particularly in the Buckie area and also in Elgin South. Item 5. Page 55
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3.2. Various initiatives have been put in place including additional youth workers with all Community Planning and Third Sector partners involved. 3.3. In November 2025, as reported to the Education, Children’s and Leisure Services Committee of the Council the Education Service brought forward a paper with options for spend of funding to support Additional Support Needs additional monies as provided by Scottish Government. The Education service had completed a comprehensive review of Additional Support Needs locally and as part of this work had created a vision for the service moving forwards as well as the creation of Flexible Learning Resources for Primary (Central Elgin and outreach for Moray East and West) where teams work with schools to support additional support needs strategies including those children who are demonstrating behavioural needs for a number of reasons. The service has also invested in a wide range of training to support inclusive practice which continues to be reviewed and updated on an annual basis to ensure that staff have the necessary skills, expertise and strategies to support a growing range of needs. 3.4. At that time 2 proposals were agreed: to recruit and allocate 8 full time equivalent (FTE) early level support workers to work across early level in an early intervention capacity to support children and families who require additional support in Primary 1 through transition and beyond; and creation of a secondary outreach team within the management of the Head Teacher Inclusion, Wellbeing and Adapted Curriculum to support schools where there are issues linked to behaviour and in school non- attendance where learning experiences are reduced and outcomes not maximised. This outreach team would work closely with identified schools (Buckie High and Elgin High) in the first instance as well as Pinefield Parc educational provision. 3.5. At the same time the Head of Education, put a proposal to the then GLG to request multi-agency support for the Secondary Outreach Team given the budget position with out of area placements which were increasing, creating a budget pressure for the Council and the Integrated Joint Board. It was considered that any financial or workforce support to this team from Health, Police Scotland, Social Work and the Third Sector would add great value to create a multi-agency team to support this work moving forward adding capacity as well as resource where there was gap in provision. 3.6. Around the same time, the Children’s Services GIRFEC/ The Promise Strategic Lead officer and the Head of Education convened a multi- agency strategic lead officer meeting which was very productive and surmised that there was much happening locally however each agency was working in silos in a reactionary mode although there was a desire to be much more strategic where the review of the Children’s Services Plan Page 56
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would be a key driver to any strategic plan moving forwards. 3.7. A workshop took place in February 2026 with a wide range of partners to consider what was available locally to support young people and families and as a result the attached report in Appendix 1 was drafted by the GIRFEC/The Promise Lead Officer. Key points from the information collecated include :: • strong working relationships • clear specialist skills • valuable community assets alongside key challenges, including: • significant pressure from rising complexity of need • inconsistent early-help pathways • workforce limitations • fragmented processes and data 3.8. The multi-agency workshop held in February was convened to move beyond descriptive mapping of services and to establish a shared strategic understanding of how the current system operates across Buckie and Elgin High ASGs, and what must change to improve outcomes for children, young people and families. Strategic outcomes include • a shared View of the Local System, • Collective Ownership of Early Help, • Clearer Pathways and Thresholds • Strengthened Multi-Agency Coordination, • A More Systematic Whole-Family Approach • Improved Use of Data and Local Intelligence 3.9. Based on the analysis of workshop content, the system requires: 1. A single Early Help Pathway with clear thresholds, roles, and a “one front door” model. 2. Protected multi-agency structures, including Team Around the School and Early Help Hubs. 3. Simplified processes and consistent GIRFEC practice. 4. Investment in preventative capacity, including youth work, family support, and counselling. 5. Community-anchored hubs to reduce stigma and improve access. 6. Improved data transparency, shared dashboards, and integrated intelligence. 7. Co-design with families to ensure services meet real needs. Page 57
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3.10. This activity reflects Moray’s GIRFEC refresh and implementation of the Promise. A strategic oversight group is essential to direct this activity. Plans are in place to pull together the original multi-agency group to drive this work moving forwards. 4. SUMMARY OF IMPLICATIONS 4.1. This work is in its early stages however provides a potential way forwards which will depend on the new Children’s Services Plan to provide the governance and key actions to progress this work. Importantly, the emerging approach does not require additional financial resource; rather it will be delivered through improved alignment, coordination and redistribution of existing resources across partners to maximise impact and reduce duplication. 5. CONCLUSION 5.1. That the Community Planning Board is fully aware of and committed to multi-agency work planned for the Buckie and Elgin South areas, pulling together the range of ongoing work in one clear plan moving forwards for the benefit of young people and families. This approach provides a test of change that, subject to impact, can be scaled to other localities, contributing to more sustainable, preventative and family‑centred support across Moray. Author of Report: Dawn Parker. GIRFEC/The Promise Strategic Lead Officer Vivienne Cross, Head of Education, Chief Education Officer Background Papers: Multi Agency Support – Report of Workshop Findings March 2026 Page 58
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APPENDIX 1 Pathway of Support Buckie & Elgin High ASGs Exploring a multi-agency placed based approach Workshop Feedback Dawn Parker 16/03/2026 Page 59
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1 Contents 1.Background ...................................................................................................... 3 Place Based Approach .......................................................................................... 3 1a Executive Summary ........................................................................................ 4 Key Strengths .................................................................................................. 4 Key Challenges ................................................................................................ 4 Opportunities for System Improvement ........................................................... 4 Conclusion ...................................................................................................... 4 2.Strengths Across the System ............................................................................ 5 2.1 Multi-Agency Capability ................................................................................. 5 2.2 Early Intervention and Prevention .................................................................. 5 2.3 Whole-Family Practice .................................................................................. 5 2.4 Specialist Expertise ....................................................................................... 5 2.5 Data and Intelligence Strengths ..................................................................... 5 3. Challenges and Gaps in the System .................................................................. 6 3.1 Inconsistent Early Help ................................................................................. 6 3.2 Misaligned Processes .................................................................................... 6 3.3 Capacity Constraints ..................................................................................... 6 3.4 Data Fragmentation ....................................................................................... 6 4. Opportunities for System Development ............................................................ 6 Build a Coordinated Early Help Pathway .......................................................... 6 Using existing resources more coherently (Youth Work, Health Improvement, Arrows, Aberlour, Pathways, School Nurses). ...................................................... 6 Strengthen Shared Language and Communication .......................................... 6 Improve Cross-Agency Data Integration .......................................................... 6 Develop Systematic Whole-Family Support ..................................................... 6 Expand Youth and Family Spaces .................................................................... 6 5. Detailed Service Overviews .............................................................................. 7 5.1 Buckie High ASG – Overview .......................................................................... 7 Key Strengths .................................................................................................. 7 Page 60
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2 Key Issues ....................................................................................................... 7 5.2 Elgin High ASG – Overview ............................................................................. 7 Landscape Summary ....................................................................................... 7 Key Strengths .................................................................................................. 7 Key Challenges ................................................................................................ 7 6. Patterns Across the System ............................................................................. 8 6.1 Rising Complexity of Need ............................................................................. 8 6.2 Pressure on Schools ...................................................................................... 8 6.3 Disconnection ............................................................................................... 8 7. Barriers to Effective Delivery ............................................................................ 8 7.1 Structural Barriers ......................................................................................... 8 7.2 Workforce Pressures ..................................................................................... 8 7.3 Operational Issues ........................................................................................ 9 7.4 Data Limitations ............................................................................................ 9 7.5 Community and Family Barriers ..................................................................... 9 8. Impact of Current Work ................................................................................... 9 Wellbeing & Mental Health .............................................................................. 9 Relationships & Trust....................................................................................... 9 Family Support ................................................................................................ 9 Education & Engagement ................................................................................. 9 Skills & Employability .................................................................................... 10 Community Safety ......................................................................................... 10 9. Strategic Recommendations .......................................................................... 10 10. Early Help Pathway (summary) ..................................................................... 10 11. Appendices ................................................................................................. 11 Appendix 1: Pathway of Support Table .............................................................. 11 Appendix 2: Other Thoughts from Workshop Participants ................................. 13 Appendix 3: Draft Early Help Pathway for Buckie and Elgin High ASG areas ....... 14 Page 61
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3 1.Background On Monday 24 February 2026, thirty practitioners from across Moray’s statutory and third-sector services came together for a one-off multi-agency workshop. The session was designed to map the full range of support and activity available to children, young people and families within the Buckie and Elgin High Associated School Groups. The workshop brought together representatives from education, social work, NHS Grampian, Police Scotland, youth work and community learning, public health, community safety, housing, employability, and a range of third-sector partners. This breadth of participation reflects the depth of commitment across Moray to strengthening our collective response and ensuring families experience a coordinated and accessible system of help. The purpose of the session was to establish a clear, shared picture of current provision across Moray’s Children’s Services Partnership—from universal supports to more targeted and commissioned interventions. By bringing professional knowledge, local insight and lived operational experience into one space, the workshop aimed to identify strengths, gaps, and opportunities for improvement across the wider system. This work forms an important foundation for Moray’s ongoing GIRFEC and The Promise commitments. A clearer understanding of what is available, how services connect, and where barriers exist will support the development of stronger early-help pathways, more effective multi-agency coordination, and more consistent access to the right support at the right time. The contributions of all participants were central to generating an accurate and comprehensive overview of the current landscape. The reflections and data shared during the session directly inform the findings and recommendations set out in this report. Place Based Approach A place-based focus also allowed partners to map supports across the whole local ecosystem—education, health, youth work, social work, community organisations, policing, housing, employability and the voluntary sector. By doing so, the workshop was able to identify not only the range of services available, but how they interact, how accessible they are, and how well they collectively respond to the specific needs of Buckie and Elgin communities. This approach supports a more connected system, one that strengthens local relationships and promotes collaborative problem-solving. It enables practitioners to design responses that are tailored, proportionate and meaningful for the families they serve. Ultimately, the place-based methodology provides a strong foundation for the development of locality-driven Early Help pathways that reflect the strengths, complexity and individuality of Buckie and Elgin High ASG areas. Page 62
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4 1a Executive Summary Multi-agency feedback across the Buckie and Elgin High ASGs demonstrates a system rich in commitment, expertise, and community assets. However, practitioners consistently describe a landscape constrained by capacity pressures, fragmented processes, rising complexity of need, and inconsistent early-help pathways. The findings point to strong foundations on which to build a more coherent, preventative, family-centred system aligned with GIRFEC and The Promise. Key Strengths • Strong multi-agency relationships across Education, Social Work, Health, Police, CAMHS, Youth Work, Third Sector and Employability services. • Widespread trauma-informed and relational practice. • Deep specialist expertise (mental health, safeguarding, employability, community work, family support). • Significant community assets including youth spaces, hubs, volunteers, and flexible third-sector supports. • Clear evidence that early intervention—where available—improves wellbeing, family stability, engagement, and safety. Key Challenges • Rising complexity of need: anxiety, EBSA, substance misuse (ketamine), antisocial behaviour, family stress, parental mental health, neurodiversity. • Workforce strain across Social Work, CAMHS, counselling, youth work and school-based supports. • Fragmented pathways, unclear thresholds, inconsistent GIRFEC practice. • Schools acting as the “only open door”, holding disproportionate responsibility. • Space constraints, transport barriers, and short-term funding cycles. • Data held in silos, limiting early identification and coordinated planning. Opportunities for System Improvement 1. Develop a coordinated Early Help Pathway with shared thresholds and a single “front door”. 2. Strengthen multi-agency structures and protected planning time. 3. Improve data visibility and integration. 4. Build consistent whole-family approaches. 5. Expand relational early-intervention spaces for young people and families. 6. Invest in workforce development across trauma, neurodiversity, adolescent safeguarding, and GIRFEC practice. Conclusion The ASGs have strong relationships, skilled practitioners, and committed partners. With clearer structures, better coordination, and a shift toward prevention, the system can significantly improve outcomes for children, young people, and families. Page 63
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5 2.Strengths Across the System 2.1 Multi-Agency Capability Across agencies, there is a shared commitment to working collaboratively: • Effective partnerships between Police, Social Work, CAMHS, CLD, Education, and Health Improvement. • Strong community knowledge and contextual awareness in Education, Social Work and Housing. • Consistent trauma-informed and relational practice was identified across Education, Aberlour, Police and Social Work. 2.2 Early Intervention and Prevention Services evidence preventative approaches: • Youth Work universal and targeted offers. • Moray Pathways mentoring and keyworker supports. • Health Improvement prevention work around health, wellbeing, and sexual health. • School nursing drop-ins and accessible referral routes. 2.3 Whole-Family Practice Several agencies prioritise family-centred support: • Arrows: whole-family intervention, harm reduction, parental support. • Aberlour: trauma-informed family support. • Housing: deep understanding of household environment. • Children 1st: emotional, financial, and parenting programmes. 2.4 Specialist Expertise Significant skills exist across: • CAMHS (formulation and therapeutic work). • Educational Psychology (assessment, training, consultation). • Police (CARM, risk reduction, trauma-informed approaches). • Employability teams (barriers to work, groupwork, targeted 15+ support). 2.5 Data and Intelligence Strengths • Education: attainment, wellbeing, and community data. • Social Work: referral trends, crisis indicators, IRD learning. • Police: extensive intelligence systems. This provides a foundation for enhanced joint planning if better integrated. Page 64
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6 3. Challenges and Gaps in the System 3.1 Inconsistent Early Help • Social Work reports of missed early intervention opportunities and increased crisis referrals. • Youth Work seeks clearer language and structured role clarity. 3.2 Misaligned Processes • Use of confusing institutional language in some services impacts communication with families. • Referral processes vary significantly by service. 3.3 Capacity Constraints • Youth Work, CAMHS, YP Zone, counselling and Social Work all report insufficient capacity to meet demand. 3.4 Data Fragmentation • Agencies hold valuable intelligence, but it is not combined for early identification or strategic insight. 4. Opportunities for System Development Build a Coordinated Early Help Pathway Using existing resources more coherently (Youth Work, Health Improvement, Arrows, Aberlour, Pathways, School Nurses). Strengthen Shared Language and Communication A consistent approach to mental health, behaviour, transitions, and planning. Improve Cross-Agency Data Integration Pooling education, police, social work and third-sector intelligence. Develop Systematic Whole-Family Support Improving alignment between school-based work and family-focused services. Expand Youth and Family Spaces Particularly around transitions (P7–S2), outreach, and relational early intervention. Page 65
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7 5. Detailed Service Overviews 5.1 Buckie High ASG – Overview Key Strengths • Broad multi-agency provision across Social Work, Education, CLD, Police, Health, Third Sector, Employability and CAMHS. • Flexible supports, strong community relationships, and a growing preventative ethos. Key Issues • Increasing complexity of need, including substance misuse and parental mental health issues. • Schools reporting more “firefighting” than early intervention. • Significant space pressures for counselling, meetings and youth work. • Variation in awareness, access, and referral processes across services. 5.2 Elgin High ASG – Overview Landscape Summary • Rich but fragmented service ecosystem. • Strong provision across mental health, family support, youth work, education, and employability. • Inconsistent integration and communication between services. Key Strengths • Broad and diverse provision. • Strong focus on transitions and wellbeing groupwork. • Needs-led practice in Education Psychology and Social Work. Key Challenges • Insufficient counselling capacity (2 days over two large secondaries). • Referral challenges for YP Zone and Youth Work. • CAMHS thresholds create inequitable access. • Geography and transport limit accessibility. • Patchy coordination and variable Team Around the School implementation. Page 66
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8 6. Patterns Across the System 6.1 Rising Complexity of Need Consistent themes across Education, CAMHS, Social Work, Youth Work, Police: • Severe anxiety and EBSA • Trauma, neglect, and parental mental health • Substance misuse including ketamine • Antisocial behaviour and contextual harm • Intergenerational trauma and poverty 6.2 Pressure on Schools Schools are increasingly: • the primary “open door” • delivering alternative provision • managing first-line wellbeing and crisis responses • absorbing system gaps due to thresholds elsewhere 6.3 Disconnection • Young people disengaged from education and community. • Parents isolated and unsure how to seek help. • Services disconnected from each other due to thresholds, capacity, and unclear expectations. 7. Barriers to Effective Delivery 7.1 Structural Barriers • High and inconsistent thresholds • GIRFEC planning not consistently understood • Fragmented processes and unclear pathways 7.2 Workforce Pressures • Capacity issues across almost every service • Variable confidence in GIRFEC and multi-agency working • Cultural barriers: legacy practice, risk aversion, reluctance to collaborate Page 67
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9 7.3 Operational Issues • Lack of space for counselling, youth work, multi-agency meetings • Transport barriers for access and engagement • Short-term funding limiting sustainability 7.4 Data Limitations • Weak systems for locality-level insight • Inconsistent information sharing • No shared measurement framework 7.5 Community and Family Barriers • Low engagement • Poverty and social isolation • Misconceptions about young people • Lack of local activities and safe spaces 8. Impact of Current Work Across Buckie and Elgin ASGs, there is strong evidence that current interventions are making a positive difference: Wellbeing & Mental Health • Reduced anxiety and improved wellbeing • Better shared understanding of mental health • Trauma-informed responses strengthening stability Relationships & Trust • Early, trusting relationships improve engagement and reduce risk • Families return to services they trust Family Support • Practical help strengthens routines, home environment, and parental capacity • Preventative work keeps children safely at home Education & Engagement • Creative curriculum adaptations • Improved school responsiveness and flexibility Page 68
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10 Skills & Employability • Improved confidence, qualifications, financial stability Community Safety • Police and youth work improving safety, decision-making and de-escalation 9. Strategic Recommendations Based on the analysis of workshop content, the system requires: 1. A single Early Help Pathway with clear thresholds, roles, and a “one front door” model. 2. Protected multi-agency structures, including Team Around the School and Early Help Hubs. 3. Simplified processes and consistent GIRFEC practice. 4. Investment in preventative capacity, including youth work, family support, and counselling. 5. Community-anchored hubs to reduce stigma and improve access. 6. Improved data transparency, shared dashboards, and integrated intelligence. 7. Co-design with families to ensure services meet real needs. 10. Early Help Pathway (summary) Stages 1–6 of an Early Help Pathway include: 1. Identify need early 2. Universal response 3. One-front-door triage 4. Coordinated early help (6–12 weeks) 5. Team Around the Family/School 6. Review, step-down, or closure For a more detailed early help pathway see Appendix 3: P14 Page 69
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11 11. Appendices • Appendix 1: Pathway of Support (table) • Appendix 2: Additional Feedback & Engagement Requests • Appendix 3: Full Early Help Pathway Model Appendix 1: Pathway of Support Table Universal Support Email Address Educational Psychology – Moray Council Solution-oriented training for Child Planning Meetings edudationalpsychology@moray.gov.uk Poverty/Benefits/Money Advice – Moray Council Norma.matheson@moray.gov.uk CLD Youth work Buckie and Elgin High School Youth space/club pilot at Elgin High School (P7) In-school support drop-in at Buckie High School Access to community hubs, CLD and Moray Pathways Fiona.j.smith@moray.gov.uk cld@moray.gov.uk Police Kirsten.douglas@scotland.police.uk Aberlour Youth Point/YP Zone Early help, mentoring, urgent assistance fund morayyouth@aberlour.org.uk Flexible Learning Resource Team – Moray Council Inclusion Training Team Claire.johnson@moray.gov.uk Children First Financial support Group activities Birth parents – support to any families with child/children in care or looked after Perinatal Service – for any families with child/children under 5 years Caroline.cooper@children1st.org.uk Education Central Team Support and interventions – spans across all areas/stages Stewart.mclaughlin@moray.gov.uk Page 70
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12 Additional Support Email Address Educational Psychology – Moray Council Development of training resources (SWAYS) for schools and parents/carers e.g. literacy difficulties/EBSA/Demand Sensitivity Language/evaluation coaching educationpsychology@moray.gov.uk Pinefield/MAC Central/EAL Team Deaf and Visual Impairment Team Claire.johnson@moray.gov.uk Youth Work/CLD Buckie and Elgin High – employability at Elgin High/transition work(CBYW) /nurture/wellbeing in school Fiona.j.smith@moray.gov.uk Progress for Parents – Moray Council moraypathways@moray.gov.uk Flexible Framework Pre-approved offers to support targeted interventions Predominately school funded but can be central funded if appropriate (ARG) All targeted and time limited (with agreed outcomes and Inclusive Placement Agreement (IPA) 1:1 keyworker support (15+/6 months prior to leaving school) moraypathways@moray.gov.uk CAMHS (EI service) - NHS gram.rowancentre@nhs.scot School Nursing Service - NHS Child led interventions Gram.morayschoolnursingservice@nhs.scot Whole Family Intensive Support Email Address Aberlour Youthpoint Intensive Community Support Service morayyouth@aberlour.org.uk CYP Team (Police Hub) Children & Families Social Work childrensaccessteam@moray.gov.uk CAMHS gram.rowancentre@nhs.scot Mentoring Young Talent moraypathways@moray.gov.uk Tier 3 (The Promise) Email Address Children First Family Group Decision Making – for families receiving support from Social Work Families Together – for families who are receiving support from Social Work Caroline.cooper@children1st.org.uk Promoting start-up of Promise Groups louisessozi@moray.gov.uk CAMHS gram.rowancentre@nhs.scot Children & Families Social Work childrensaccessteam@moray.gov.uk Page 71
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13 CLD/Youthwork Promise Group at Buckie Elgin High – new group to support from P7 transition for young care experienced Fiona.j.smith@moray.gov.uk Moray Pathways Keyworker support Mentoring support CLD funded youth work group moraypathways@moray.gov.uk Parent/Carer/Workforce Training Email Address Police Workforce training Education Psychology Professional Reflective Supervision for all Head Teachers (PRS) Parent sessions on Emotional Based School Attendance (EBSA) educationpsychology@moray.gov.uk Inclusion Training Team Bespoke training for schools/parents based on needs Appendix 2: Other Thoughts from Workshop Participants💭 Who we still need to hear from: Community Safety Action for Children – especially youth bus Exchange Counselling SAMH Adult & family learning Community Wardens – antisocial behaviours in both communities Missing – health visiting team and community nursing team SDS/DWP/DYW Moray Request for Follow Up: Could questions from today be shared as a document to enable more in-depth conversations within teams? Collation data from ‘no named’ discussion. Monthly data from The Exchange/SAMH of number of referrals would be helpful Page 72
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14 Appendix 3: Draft Early Help Pathway for Buckie and Elgin High ASG areas Early Help Pathway (Draft Design) A system-wide model for Buckie & Elgin High ASGs 1. Purpose To ensure children, young people and families receive the right help at the right time, through a simple, coordinated, multi-agency pathway that reduces crisis escalation, strengthens early intervention, and aligns fully with GIRFEC and The Promise. 2. Overview of the Early Help Pathway The proposed pathway includes six stages, from identification to closure, supported by clear roles, thresholds, referral routes, and multi-agency processes. STAGE 1 — Identifying Need Early Who identifies need? Any practitioner (education, youth work, health, police, third sector) or a family themselves. What triggers early help? • Emotional wellbeing concerns (anxiety, low mood, EBSA) • Behaviour changes • Emerging family stress, parental mental health needs • Early substance use • Social isolation or disconnection • Changes in attendance or engagement • Minor contextual safeguarding concerns Tools used at this stage: • Single-page Wellbeing Snapshot • Strengths and worries conversation • Consent explained early (family-centred, transparent) Page 73
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15 STAGE 2 — Universal Response (First Conversation) A short, relational, solution-focused conversation takes place with the child/young person/family. The practitioner: 1. Listens to what’s going well and what’s hard 2. Checks what support is already in place 3. Offers immediate universal help where possible 4. Explains the Early Help Pathway and choices Outcome options at Stage 2: • Needs resolved with universal help → close • Family wants additional support → go to Stage 3 • Practitioner believes multi-agency support beneficial → Stage 3 STAGE 3 — Early Help Request & Triage (‘One Front Door’) A single, simple form is submitted to an Early Help Coordination Hub. The Hub includes representatives from: • Education (NP / guidance / CFW / family link worker) • Social Work (early help, not statutory) • CLD / Youth Work • Health (school nursing / health improvement) • Third Sector (Aberlour, Children 1st, YP Zone) • Police (for contextual safeguarding intel, NOT risk escalation) Functions of the Hub: • Screens every request within 5 working days • Reviews existing data (attendance, police intel, strengths, history) • Allocates the right early support • Ensures no family falls through gaps Page 74
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16 Possible triage outcomes: • Universal support strengthened • Early help allocated (Stage 4) • Whole-family support required • Multi-agency plan recommended • Immediate statutory threshold identified → Social Work Intake This creates shared accountability and prevents “stuck cases.” STAGE 4 — Coordinated Early Help (6–12 weeks) A named practitioner becomes the Early Help Lead (not automatically the school). The Lead Practitioner: • builds a trusting relationship • coordinates activities • ensures family choice and voice • maintains regular check-ins • links with partner agencies • updates the Wellbeing Snapshot Examples of early help: • youth work mentoring • family link worker sessions • group programmes (wellbeing, transitions, parenting) • health improvement (sleep, nutrition, sexual health) • CAMHS early intervention skills (LIAM/BBA) • Aberlour or Children 1st early family support • employability mentoring for parent/YP The focus is preventative, relational, and time-limited, but extendable. Page 75
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17 STAGE 5 — Team Around the Family or School (if needed) Used when: • needs are multi-agency • progress stalls • risk increases • family stress becomes complex Key features: • Occurs within 10 days of escalation • Shared agenda: strengths, needs, goals, actions • Clear roles and responsibilities • Family voice central • Single, simple plan replaces multiple plans • Regular reviews • CAMHS, Police, Social Work involved proportionately This stage prevents drift and avoids crisis escalation. STAGE 6 — Review, Step-Down or Closure Options: • Needs met → close with family agreement • Step down to universal supports • Continue early help with revised goals • Step up to statutory intervention (Social Work Tier 3) Closure includes: • what’s working well • what helped • what could be used in future • optional re-entry without repeating the full form (“light touch re-entry”) Page 76
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18 Key Features that Strengthen This Pathway aligned with what practitioners asked for: ✔ one front door ✔ one form ✔ protected multi-agency time ✔ shared thresholds ✔ relational early help ✔ consistent GIRFEC practice ✔ accessible family-centred spaces ✔ clear roles ✔ improved data sharing Governance & Accountability Model Locality-Level Governance: • A Locality Early Help Partnership Group for Buckie • A Locality Early Help Partnership Group for Elgin Chaired by Education or Social Work (rotating model). Reports to: Children’s Services Planning Group GIRFEC & The Promise Implementation Board (once established) Monthly oversight includes: • volume of early help requests • timeliness of responses • outcomes and impact • barriers and operational learning • partnership attendance and engagement Data & Insight Approach The pathway uses: • a single wellbeing snapshot • monthly referral trends • partnership intelligence (including police and education) • locality dashboards • qualitative feedback from families This enables earlier identification, trend spotting and planning. Page 77
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19 What This Pathway Achieves For Families ✓ Simple, human and non-stigmatising ✓ Clear information on support ✓ One plan, one lead ✓ Early help without thresholds blocking access For Practitioners ✓ Clear roles and expectations ✓ Predictable multi-agency structures ✓ Reduced duplication and “telephone tennis” ✓ Shared decision-making For the System ✓ Less crisis response, more prevention ✓ Improved GIRFEC practice ✓ Better use of resources ✓ Stronger alignment with The Promise Page 78
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REPORT TO: COMMUNITY PLANNING BOARD ON 3 JUNE 2026 SUBJECT: MAXIMISING NET SOCIO-ECONOMIC IMPACTS FROM RENEWABLE ENERGY DEVELOPMENTS BY: EXECUTIVE DIRECTOR (ECONOMY, ENTERPRISE AND OPERATIONS) 1. REASON FOR REPORT 1.1. The purpose of this report is to ask the Community Planning Board to endorse the Council's approach to maximising socio-economic benefits from future energy developments in Moray, and to agree to play an active role in shaping that work going forward. 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: i. Notes progress on developing a policy and delivery model to maximise socio-economic impact from future energy developments; ii. Endorses the Council's proposed approach to maximising socio- economic benefits from future energy developments in Moray, as set out in this report; iii. Agrees to actively engage in the development of the Moray Socio- Economic Plan, including providing input into identifying key strategic priorities for Moray that developers will be encouraged to address; and iv. Notes the proposed work plan and timeline in Appendix 2, including the planned engagement with the Community Planning Board at Stages 3, 5 and 6. 3. BACKGROUND 3.1. Highlands and Islands Enterprise estimate £8.91 billion of regional transformation opportunities in Moray over the next 15 years, primarily onshore and offshore wind and associated grid infrastructure. Capturing the full benefit of this for Moray's communities requires a clear plan and strong partnerships. Item 6. Page 79
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3.2. Following the introduction of the National Planning Framework 4 (NPF4) on 13 February 2023, future developments must demonstrate how they intend to “maximise net economic impact, including local and community socio- economic benefits such as employment, associated businesses and supply chain opportunities”. At present there is no agreed socio-economic plan setting out what Moray's key priorities are, meaning the Council lacks a clear basis for negotiating with developers during the planning process. 3.3. Officers are proposing a new local policy to maximise the socio-economic impact from renewables, which will be included within the new Local Development Plan 2027. The policy will be supported by a Moray Socio- Economic Plan which will set out Moray’s key strategic priorities for the future. The new local policy and socio-economic plan will be separate to community benefit funding provided by developers. If approved, the new Local Development Plan would be considered along with NPF4 to form the Development Plan for Moray with significant weight given to local policy positions. This work will echo similar developments in Highland Council, with their Social Value Charter, and Shetland Islands Council’s Energy Development Principles. 3.4. The current process is that developers negotiate directly with communities to develop a community benefit package, in addition to submitting a Community Wealth Building Plan (CWBP) as a requirement of NPF4 policy 25 and the Council’s Community Wealth Building supplementary planning guidance. While community benefits do play a positive role in supporting communities, they are not primarily focused on addressing key strategic issues facing Moray. 3.5. Between 2020-2023, EDF’s Community Benefit Fund for Dorenell windfarm allocated approximately £1.3 million to eligible communities. From the projects receiving funding, less than 18% went towards housing, sustainability, economic development, tourism, transportation and improving access to services. The majority of funding went towards environment and heritage, community and recreational facilities (building and equipment) and staff for those facilities and activities. The goal of this work is to increase funding towards key strategic priorities, such as affordable housing, supply chain development and tourism, in order to enhance the impact for Moray’s economy. 3.6. Funding for external consultancy was recently approved by Moray Council to develop a delivery model for the Moray Socio-Economic Plan, with Aquatera being selected to carry out this work. The commissioned work will cover the following: • The advantages and disadvantages of seeking developer payments as a percentage of gross revenue for renewable energy projects and an optimal level (Comparing this to a fixed £/MW/year approach). • The most feasible approach to determining payments/contributions for each type of development (onshore vs offshore wind, energy transmission etc) • The structure and scope of a regional fund for Moray. Page 80
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• How much could potentially be raised for a regional fund annually, depending on future developments. • The potential implications for community benefit funds if additional funding is requested to address the Moray Socio-Economic Plan. • Depending on how much can reasonably be raised, the impact of these funds on addressing socio-economic issues. • The feasibility of requiring shared ownership to be considered for renewable energy developments in Moray. In particular, having a tiered system where nearby communities have the option to buy-in first, and if they can’t take up the offer, then the process should be opened to the whole of Moray (making it possible for communities to get together or the Council and other stakeholders to raise funds to buy-in). 4. PROPOSALS 4.1. A Moray Socio-Economic Plan setting out the key strategic priorities for Moray, will be developed collaboratively with communities, the Community Planning Partners and the Moray Economic Partnership. This plan will give the Council and its partners a clear, agreed position from which to engage with developers. Priorities might include affordable housing, childcare, poverty reduction, health and wellbeing, natural capital, and employability. 4.2. Once finalised, the Moray Socio-Economic Plan will be linked to the new Local Development Plan 2027. Developers submitting planning applications will be required to prepare a Socio-Economic Benefit Maximisation Plan (SEBMP) setting out how they will address the Moray Socio-Economic plan's priorities, either directly (for example, by building affordable housing or funding skills training) or indirectly through financial contributions into a Moray Development Fund. 4.3. Developers will be encouraged to make direct financial contributions into a Moray Development Fund, administered by a standalone entity, to address strategic priorities that cannot be tackled through direct developer provision (Appendix 1). Aquatera's research will help determine the structure, governance and scale of this fund. Shared ownership of renewable energy developments will also be explored, with nearby communities given priority to buy in, and the option opened to the wider Moray area, including the Council, if communities cannot fully take up the offer. 5. NEXT STEPS 5.1. The CPB has a critical role to play in developing the Moray Socio-Economic Plan, both as a contributor to shaping Moray's priorities and as a partner in ensuring the plan is representative of the area. The CPB is specifically identified in the proposed process as a key partner at multiple stages, including the initial stakeholder engagement to develop the draft Moray Socio-Economic Plan and formal consultation before the plan is finalised. The development stages are set out in appendix 2. Page 81
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5.2. We are asking the CPB to assist with following during the relevant development stage: • Share their knowledge of Moray's communities and help identify the key socio-economic priorities that a Moray Socio-Economic Plan should address. • Consider what each member organisation can contribute, directly or indirectly, to maximising socio-economic benefits from energy developments. • Engage actively at the stakeholder workshop (Stage 3) and wider engagement phase (Stage 5), and provide input during formal consultation (Stage 6). • Help ensure the plan reflects the full breadth of community need across Moray, including in areas most affected by energy developments. 6. CONCLUSION 6.1. The scale of renewable energy and infrastructural investment forecast in Moray over the coming decades represents a significant opportunity. To maximise the socio-economic benefit for communities will require a clear plan, strong policy, and genuine partnership. The Community Planning Board has a central role in this process. 6.2. Officers are asking the CPB to endorse the proposed approach and to commit to engagement during the specified stages of development of the Moray Socio- Economic Plan. The priorities that the CPB helps to identify will shape what developers are required to deliver over the coming decades. Author of Report: Joseph Duggan: Community Wealth Building Officer Page 82
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Appendix 1 Page 83
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Appendix 2 Stage Period Activity Stage 1 Q2-Q3 2026 Commission external consultancy (Aquatera) Technical research to inform policy: optimal contribution models, fund structure, potential income, shared ownership feasibility. Stage 2 Q3 2026 Internal review of findings Officers review consultant outputs, align with LDP policy framework and prepare materials for stakeholder workshop. Stage 3 Q3 2026 Stakeholder workshop – draft Moray Socio-Economic Plan Develop draft plan with public sector partners, community/third sector and economic stakeholders. Agree strategic priorities. Stage 4 Q3-Q4 2026 Community engagement - Joint Community Councils Meaningful community input into the plan; establish an ongoing community focus group for iterative development. Stage 5 Q3-Q4 2026 Wider stakeholder engagement Targeted sessions with Business Gateway, FSB, Chamber of Commerce, MEP and Community Planning Partnership. Stage 6 Q4 2026-Q1 2027 Formal consultation Draft plan and policy guidance presented to Full Council; authority sought to proceed to formal public consultation. Stage 7 Q2-Q3 2027 Report to Council and finalise plan Consultation responses analysed; final amendments made; Moray Socio-Economic Plan adopted and guidance in place. Page 85
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REPORT TO: COMMUNITY PLANNING BOARD ON 3 JUNE 2026 SUBJECT: MORAY GROWTH DEAL 2025 ANNUAL REPORT BY: EXECUTIVE DIRECTOR (ECONOMY, ENTERPRISE AND OPERATIONS) 1. REASON FOR REPORT 1.1. To provide a copy of the Moray Growth Deal’s 2025 annual report for consideration and approval. 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board considers and approves the annual report for publication. 3. SUMMARY 3.1. A condition associated with Growth Deal funding is that a report is produced annually providing an overview of work undertaken in the past 12 months, with a forward look at the year ahead. This paper introduces the annual report covering the 2025 calendar year, looking ahead to activity planned during 2026. 3.2. A draft version of the report was submitted and approved at the Moray Growth Deal (MGD) Programme Board on 29 January. Subsequently, comments were sought from the Moray Economic Partnership (MEP), enabling a revised, final version to be approved by the MGD Programme Board on 26 March. In advance of the 30 June Council meeting, the report will be considered at Corporate Committee on 26 May (in conjunction with the annual transformation report) and the Community Planning Board on 3 June. Appendix 1 contains a copy of the 2025 MGD Annual Report. 4. BACKGROUND AND CONTEXT 4.1. 2025 has been a progressive year for the MGD. Activity has become more visible, through increased construction activity and service stand up preparations involving businesses and citizens. That said, the red / amber RAG status is a direct result of challenges affecting 2 projects (a need to identify a replacement Item 7. Page 87
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skills project and move the South Steet regeneration site into delivery). Collaborative work has taken place with a range of partners including Government funders and it is anticipated that activity undertaken during 2025 will result in the risk profile of the Deal decreasing in the first half of 2026. 4.2. A copy of the 2025 annual report is provided in Appendix 1 of this report. Key achievements listed in this include: Q4 24/25 ▪ Skills workshops held that identified potential proposals for a replacement skills and innovation project. ▪ Tender for Elgin Town Hall construction published. ▪ Award of Elgin STEM Hub construction activity to Robertson (Construction) Ltd Q1 25/26 ▪ Bus Revolution phase 2 services launched (northern coastal communities), supported by a communication and engagement campaign involving a leaflet drop a five week radio / digital marketing campaign. ▪ Legal process to revise the Cooper Park Deed started following the 25 June Moray Council decision. Work due to be concluded in the second half of 2026. Q2 25/26 ▪ South Street site clearances (Housing Mix Delivery and the Business Enterprise Hub) completed along with archaeological excavations. Q3 25/26 ▪ Grant Lodge design activity reached RIBA stage 3, with applications for planning and listed building consent submitted. ▪ Contract signed between Taylor and Fraser and Moray Council, with work on the renovation of Elgin Town Hall starting. ▪ Soft launch of ‘STEM Starts’ service with the first visitors shown the Elgin Hub and the EY STEM Manager appointed. ▪ Operator secured for the MICM facility (Elevator UK) 4.3. Looking ahead to 2026, the scale of work will increase further through the delivery of new services, existing and new construction activity progressing and the advancement of planning for future new services. Q4 25/26 ▪ MICM building completed Q1 26/27 ▪ Business Enterprise Hub project expected to enter delivery. ▪ Start of construction activity at South Street (Housing Mix Delivery - affordable housing and Business Enterprise Hub) ▪ Analysis of anonymised mobile data to develop headline ‘movement pattern’ insights across the region, informing the development of phase 3 Bus Revolution expansion plans ▪ Completion of the first 39 affordable homes in Speyview, Aberlour. ▪ Ministerial launch of the MICM service. ▪ Paper to be submitted to Moray Council regarding next steps with Grant Lodge. Q2 26/27 ▪ EV charging infrastructure to be installed to support phase 3 rollout (Q1 2027/28 FY) of the Bus Revolution project ▪ Digital Health project to end, with Board undertaking closure activity. Page 88
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▪ Operational model for the EY STEM service to be finalised (including the opening hours of facilities and access arrangements for different groups including the schools, nurseries and members of the public), following evidence gathering from the first six months of delivery. Q3 26/27 ▪ Plans for phase 3 of the Bus Revolution project to be agreed prior to implementation in Q1 2027/28. 4.4. Whilst positive progress continues to be made, the Deal is currently managing a number of risks and issues. The most significant strategic entries are noted below. 4.5. Programme: Area of focus Commentary South Street regeneration site - At the time of drafting this report, UHI, the Council and developer were working collaboratively to conclude legal agreements for the site and for a new registered Social Landlord to be onboarded. With legal negotiations taking longer than anticipated, it is hoped that all parties can conclude agreements by early Q1 2026/27, enabling construction activity to commence later this quarter. - This has been a complex site to move into delivery, with challenges having to be overcome (UHI’s loss of revenue funding and the withdrawal of the original RSL). Ensuring there is sufficient capacity in place to deliver Deal activity. - Projects working on a case by case basis to understand resourcing requirements beyond initial contractual durations of Project Manager positions. Change requests being considered by the MGD Programme Board during 2026. - Need to generate clarity on what is required for post project monitoring and evaluation activity and clarify who is responsible for undertaking this. Identifying a replacement skills project - Following the workshop series in Q4 2024/25 work has been undertaken to enhance proposals from the University of Highlands and Islands (UHI) and the Digital Health Institute (DHI), whilst securing interest from 2 other academic providers. - Optimat worked during Q4 2025/26 to review options and identify a recommended project vision. This was advanced to a Strategic Outline Case stage, which is now the subject of Council and Government review. Aim is for an Outline Business Case to be prepared by the end of 2026/27 FY. 4.6. Project: Area of focus Commentary Work to stabilise and enhance the revenue - Passenger numbers encouraging, but mainly concessionary card users. Page 89
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performance of Bus Revolution - Team working to drive efficiency through AI simulation and mobile data trends for future route development. - Enhance targeted marketing activity. Funding shortfall associated with Grant Lodge - Despite positive progress made during 2025, there remains a funding shortfall of £2.4m. - Whilst the Council will continue to progress opportunities for further external funding, funding to support a Development Officer within the Grant Lodge Trust should provide opportunities to compete for funding sources not open to the Council. - If approved by the Moray Council in Q1 2026/27, a 2 step procurement process should help develop a more robust RIBA 4 vision for the facility with this process looking at value engineering opportunities and the potential for phased redevelopment. 4.7. Looking at wider economic development activity taking place throughout Moray, it is critical that consideration is given to how Deal activity interacts with other projects and programmes, with a view to minimising risks and maximising benefits to be realised. With the Service Manager (Growth Deal) chairing the Moray Economic Partnership (MEP) structural funds sub group, there is a forum in place that will drive collaboration across key public agencies and track current and potential future activity to ensure clarity amongst all parties. 4.8. It is planned that during 2026 the group look at significant activity taking place to the east (Energy Transition Zone) and west (Inverness and Cromarty Green Freeport) to ensure that Moray is positioned to support and benefit from these economic growth initiatives. Author of Report: Michael Kelly, Service Manager (Growth Deal) Background Papers: Appendix 1: Moray Growth Deal 2025 annual report Page 90
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ANNUAL REPORT covering the 2025 calendar year Page 91
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Housing Mix, Dallas DhuPage 92
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Contents 1 Programme headlines 1.1 2025 achievements 1.2 Key 2026 milestones 2 Statement from Moray Council’s Growth Deal Lead 3 Progress made throughout 2025 3.1 Programme overview 3.1.1 Summary of what the Deal is working to achieve 3.1.2 Status of Deal activity 3.2 Project updates 3.2.1 Bus Revolution 3.2.2 Business Enterprise Hub 3.2.3 Cultural Quarter 3.2.4 Digital Health 3.2.5 Early Years STEM 3.2.6 Housing Mix Delivery 3.2.7 MICM 3.2.8 Skills and innovation project 4 Programme Management Office activity planned for 2026 4.1 PMO milestones to be achieved 4.2 Factors that require action or future delivery could be impacted 4.3 Monitoring the benefits to be realised by the Deal 5 Financial summary 5.1 Funding sources for Deal activity 5.2 Government funding drawn down Q4 24/25 to Q3 25/26 3 3 4 5 6 6 6 7 9 10 14 19 24 30 35 38 42 46 46 47 48 49 49 50 1 Page 93
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6 Engagement and consultation activity undertaken during 2025 7 Programme structure and governance activity 7.1 Structure of Moray Growth Deal activity and Officers involved 7.2 Summary of assurance activity progressed during 2024 7.3 Summary of audit activity undertaken during 2025 7.4 Complying with report findings from Scottish Parliament’s Economy and Fair Work Committee report on Growth Deal activity Appendix A 2025 internal audit report on the Moray Growth Deal Appendix B Summary of 2025 audit of Manufacturing Innovation Centre by Highlands and Islands Enterprise 2 51 52 52 54 56 59 Page 94
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3 1. Programme headlines 1.1 2025 achievements Skills workshops held that identified potential proposals for a replacement skills and innovation project. Tender for Elgin Town Hall construction published. Award of Elgin STEM Hub construction activity to Robertsons (Construction) Ltd Bus Revolution phase 2 services launched (northern coastal communities), supported by a communication and engagement campaign involving a leaflet drop and a 5 week radio / digital marketing campaign. Legal process to revise the Cooper Park Deed started following the 25 June Moray Council decision. Timescales are still being confirmed, but it is hoped this work will conclude in the second half of 2026. South Street site clearances (Housing Mix Delivery and the Business Enterprise Hub) completed along with archaeological excavations. Grant Lodge design activity reached RIBA stage 3, with applications for planning and listed building consent submitted. Contract signed between Taylor and Fraser and Moray Council, with work on the renovation of Elgin Town Hall commencing. Soft launch of ‘STEM Starts’ service with the first visitors shown the Elgin Hub and the EY STEM Manager appointed. Operator secured for the MICM facility (Elevator UK) MICM phase 1 assets completed (central hub and incubator units) Q4 24/25 Q1 25/26 Q2 25/26 Q3 25/26 Page 95
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4 Ministerial launch of STEM Starts service Ministerial launch of Manufacturing Innovation Centre service Business Enterprise Hub project expected to enter delivery Commencement of construction activity at South Street (affordable housing and Business Enterprise Hub) Analysis of anonymised mobile data to develop headline ‘movement pattern’ insights across the region, informing the development of phase 3 Bus Revolution expansion plans Completion of the first 39 affordable homes in Speyview, Aberlour. EV charging infrastructure to be installed to support phase 3 rollout (Q1 2027/28 FY) of the Bus Revolution project Digital Health project to end, with Board undertaking closure activity. Operational model for the EY STEM service to be finalised (including the opening hours of facilities and access arrangements for different groups including the schools, nurseries and members of the public), following evidence gathering from the first 6 months of delivery. Plans for phase 3 of the Bus Revolution project to be agreed prior to implementation in Q1 2027/28. 1.2 Key 2026 milestones Q4 25/26 Q1 26/27 Q2 26/27 Q3 26/27 Page 96
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5 2 Statement from Moray Council’s Growth Deal Lead 2025 was a busy year for our Moray Growth Deal. My expectation was that activity would move from ‘behind the scenes’ work, to being much more visible ‘on the ground’ and that is what we have seen. I’m pleased by the efforts of all our project teams as extensive steps have been taken to advance planning, commence construction activity and prepare for the launch of new services. Specifically: I’ve had the opportunity to visit our new STEM Hub in Elgin and learn more about the service. Taylor and Fraser has started work on the transformation of Elgin Town Hall and I look forward to seeing this building being back in use during 2027. I had an opportunity to spend time with UKG Minister Kirsty McNeill to see a powerful demonstration from the Digital Health project of the need that sits behind the applications that are in development. The pace of Deal activity shows no sign of slowing. As we look forward, throughout 2026 I’m excited to see: Manufacturing Innovation Centre services start from their new facility in Forres, which will be run by Elevator UK on behalf of Highlands and Islands Enterprise. This will see the Moray Growth Deal supporting our manufacturing businesses, helping them to innovate and grow our economy. Construction activity starting at South Street, despite the challenges faced in the latter part of 2025. Artificial Intelligence simulation that will help inform the future shape of m.connect services. Alongside the optimism, it’s important we have a laser focus on risks that may affect our ability to realise the full potential of the Deal. Specifically, as services are stood up, teams need to ensure revenue operating models are continually reviewing data and getting customer feedback to enable them to operate as efficiently as possible. In parallel, we need to determine next steps with Grant Lodge, a building for which a design and vision have been prepared but that carries a financial shortfall. 2026 is shaping up to be another busy year, but one that will see Moray residents and businesses becoming even more involved in the transformative projects being delivered. Cllr Marc Macrae Moray Council Growth Deal Lead Page 97
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6 3 Progress made throughout 2025 3.1 Programme overview 3.1.1 Summary of what the Deal is working to achieve All Moray Growth Deal activity has been developed based on the desire to realise a number of ‘Pillars’. These define the local change sought and were developed through extensive engagement with private and public sector partners when the Deal was initiated in 2021. Connections: Improving transport (particularly rural transport within Moray), driving digital collaboration and expanding the number of exports. Business support, skills and employability: Ensuring fair opportunity for jobs, increasing skills and maximising productivity / competitiveness. Moray, the place: The marketing of Moray to reference natural assets, the attractiveness of the area for hospitality / tourism, quality of life / lifestyle available, the cohesive community that can be found and the quality of the local environment. Developing Moray’s key business sectors: Building on traditional strengths in areas like food and drink, manufacturing and construction, but also looking at growth areas such as renewables, tourism and aviation. In practical terms, the Deal is working to achieve the following targets for the region: Direct and indirect creation of over 3,500 jobs 450 of the 3,500 jobs will result directly from Growth Deal projects 50,000 more tourists will be attracted to Moray Over 300 new affordable homes will be constructed 450 businesses will be supported to scale, increasing Moray’s economic productivity by £82m Creation of new and improved educational, cultural and business innovation facilities Page 98
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7 3.1.2 Status of Deal activity During 2025 project teams and the PMO have been working to advance delivery activity, which has seen a significant pulse of: Projects delivering for Moray, 6 of the 8 projects are at this stage. Construction procurement activity specifically tenders for Elgin Town Hall, Manufacturing Innovation Centre and Elgin STEM Hub. Service start up and readiness work by Elevator UK (MICM) and STEM starts. In parallel, work has been ongoing to resolve challenges facing two of the Deal’s 8 projects: Identifying a new skills project: Following a series of workshops, engagement has been undertaken with a wide range of prospective partners. Consultancy support is in place to advance proposals to a strategic outline case stage in the first half of 2026 (drafting and governance process). South Street (Housing Mix Delivery and Business Enterprise Hub): This multi-partner regeneration of a city centre site involves UHI, Moray Council and Robertsons Property Limited. In late 2025 a Registered Social Landlord for the housing element withdrew, with Robertsons working to advance discussions with a replacement. Parties are now working to complete all legal agreements. Closure Project complete and being closed Delivery Project in delivery FBC Full business case OBC Outline business case SOC Strategic outline case High level phases of the lifecycle of projects: Page 99
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8 Project Bus Revolution Business Enterprise (BE) Hub Cultural Quarter Digital Health Early Years (EY) STEM Housing Mix Delivery MICM Skills and innovation SOC Complete Complete Complete Complete Complete Complete Complete In progress OBC Complete Complete Complete Complete Complete Complete Complete Delivery In delivery Complete Complete In progress Scheduled Scheduled Expected Q4 25/26 TBC TBC In delivery In progress Scheduled In delivery In progress In delivery Complete In planning Scheduled In delivery In progress Scheduled In delivery Complete In progress In progress Scheduled Closure Expected Q4 25/26 Lifecycle stage Phase 1: Speyside (by 2023) Phase 2: Northern coastal communities (by 2025) Phase 3 (by 2027) Phase 4 (by 2030) Phase 5 (by 2031) Phase 1a: BE Hub facility opens (by 2027) Phase 1b: Service stand up (by 2027) Phase 1: Elgin Town Hall (by 2027) Phase 2: Grant Lodge (by 2029) Phase 1: Elgin hub, mobile service, outreach (by 2026) Phase 2: East, west & outdoor hubs (by 2029) Phase 3: Grant provision (by 2031) Phase 1 (by 2027) Phase 2 (by 2031) Phase 1: MICM Hub and incubator units (by 2026) Phase 2: Grow on space (by 2028) Pre-initiation milestone: Draft SOC (by 2026) Pre-initiation milestone: Draft FBC (by 2027) 5 living labs to be tested and evaluated (by 2026) FBC Complete At an advanced stage Complete Complete Complete Complete Complete The Moray Growth Deal (MGD) is one of a number of transformational activities taking place within the Council and with regional partners to deliver improved outcomes for Moray. To ensure there is appropriate awareness of Deal activity, progress updates are provided to the Council’s Transform Board, with the main governance board being the monthly, multi-partner MGD Programme Board. Page 100
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9 PROJECT UPDATES Page 101
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Current status Phase 1 commenced in April 2023, phase 2 in April 2025. Evaluation activity underway to inform development of phase 3 which will go live in April 2027. Project vision Increase the number of people using public transport to get to and from rural areas for work, education and leisure. 10 Value £4m (Capital: £4m SG) Lead Body The Moray Council 3.2.1 Bus Revolution Project summary Bus Revolution is an innovative transport initiative designed to deliver a step change in public transport availability across rural Moray. Building on established experience, the project aims to significantly increase the number of people using buses to access employment, education, and leisure opportunities. Central to this transformation is the introduction of a flexible, demand-responsive transport (DRT) service, supported by app-based technology that enables real-time journey bookings in a user-friendly, ‘Uber-style’ format. The project is underpinned by a £4.3 million investment, covering capital costs for operational systems, branding, marketing, electric vehicle procurement, and the installation of charging infrastructure to support a modern, efficient, and low- carbon transport network. By 2030, Bus Revolution aims to achieve the following investment objectives: 1. Increase public transport passenger journeys by 30,000 per annum. 2. Reduce environmental impact of transport in Moray by 30 tonnes CO₂e per annum. 3. Achieve a 20% reduction in the number of people facing transport barriers to employment, education, or recreation. Key Stakeholders Involved: Moray Council: Project leadership and strategic oversight. Transport Scotland: Funding and policy alignment. Regional Transport partner: HiTrans, Funding and policy alignment. GIS & Data Teams: Data sourcing, mapping, and analysis. Technology Providers: Liftango, DRT platform and app development. Local Communities & Passengers: End users and contributors to service design. Workforce Development Partners: Supporting mobility for employment and education. Page 102
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11 Achievements made during 2025 Vehicle expansion Delivery and integration of 6 electric vehicles into the core fleet, supporting low- emission operations across Moray Workforce growth Recruitment of 8 additional drivers, enhancing service capacity and coverage Passenger growth: Achieved 75,356 passenger journeys in Year 2 (2024–2025), up from a pre- project baseline of 45,881 — a 64% increase Notable growth in usage during early morning (0600–0800 hrs) and mid-evening (1800–2000 hrs) periods, improving access to transport during previously underserved times Digital transformation: The passenger app became the dominant booking platform, with over 38,000 journey requests placed via the app Telephone bookings decreased to 23,500 calls, down from 29,000 in the previous year, indicating a successful shift to digital engagement Environmental impact: Direct CO₂e emissions savings of 36.9 tonnes through EV usage Indirect emissions savings of 34.7 tonnes CO₂e from increased bus journeys replacing car travel Service enhancements: Launch of new weekend services to improve leisure and social connectivity. Strengthened marketing and communications, targeting specific user groups to raise awareness and encourage uptake of services. 2026 Milestones Milestone Mobile data project Phase 3 service operational plan Phase 3 launch date Due Date Jun 2026 Oct 2026 Apr 2027 RAG* RAG comment Additional funding source being sought. To be based on evidence from AI simulation activity (complete) and mobile data project. * Risk rating – red, amber, green Page 103
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12 Risks and issues that require management during 2026 Effect on the project Increased costs, reduced revenue income will make it and harder to achieve cost neutrality / profitability. Also applies to commercially led services and has the potential to see public transport services reduced throughout Moray. Any variance between actual and projected data used in the FBC financial model may impact the Council's revenue commitment required to support the service. This could affect long-term sustainability and planning for evening and weekend services. Services cannot be deployed as planned, delaying expansion and preventing achievement of project objectives. Increased financial outlay for recruitment and training. Mitigation Monitor impact on commercial operators. Engage with Transport Scotland to identify support for rural services. Scenario planning for revenue shortfalls Explore efficiency measures (e.g., route optimization, EV cost savings) Ongoing financial monitoring to compare actual vs. projected performance. Ongoing review of data throughout 2026 as phase 3 plan developed. Regular review of vacant positions Open adverts for resilience staff. Make use of skills transition pathway created with DWP – develop cat B drivers into Cat D & D1 where applicable PTU structure and recruitment strategy may need review to ensure sustainable staffing for future phases. Risk or issue Risk: Continuing changes in operational costs / revenue could affect profitability (National changes to bus operator funding for concessionary fares) and National Insurance increases for staff. Risk: Full business case data (passenger numbers, fare income etc.) may vary from delivery evidence. Issue: Failure to recruit the required number of drivers and support staff to deliver the operational model. Target date for resolving the entry Ongoing monitoring through 2026 Q3 26/27 Ongoing through 2026 Page 104
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13 Focus on… m.connect service 333 In May 2025, Bus Revolution launched the m.connect 333 Service as part of Phase 2, marking a major step toward improving accessibility, reliability, and affordability of public transport in Moray. Specifically, the route services the Burghead, Hopeman and Lossiemouth areas. This flagship initiative was designed to fill critical gaps in connectivity for health services, childcare provision, and employment access. Since its launch, the service has completed over 2,800 passenger journeys, demonstrating strong demand and immediate community impact. The planning process involved route modelling, stakeholder engagement, and policy alignment, ensuring the service was sustainable and responsive to local needs. Collaboration with Moray Council’s Employability Team and childcare providers helped shape the service to reduce transport barriers for working families. Key highlights of the opening months of the service are: Immediate Uptake: Over 2,800 journeys in the first five months. Cost Savings for Families: The service is addressing barriers to accessing pre and after school care. Since launch, it has supported 1,819 pupil journeys, enabling families to access childcare and out-of-catchment school transport to Hopeman Primary. Social Impact: Improved access to childcare and health services, enabling parents to maintain employment and reducing financial stress during the cost- of-living crisis. Policy Support: Aligns with priorities to reduce car dependency, promote economic activity, and enable access to essential services. Supportive comments on the introduction of the service include: “m.connect has made a substantial difference to the amount we spend on transport each term to send our children to school. Without this m.connect service we may have had to consider whether both my wife and I could continue to work full time.” “The m.connect bus service has meant we now have access to affordable wrap- around childcare when we need it. This has allowed me and my husband to continue working from home, knowing that the children are happy and safe.” “We are delighted with the new m.connect service which is a great saving on the previous bus service and allows for more flexibility by not having to pay for a whole term in advance.” Page 105
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Project summary A key characteristic of Moray is that it has over 3,000 small and medium sized enterprises. This represents a considerable growth potential if these businesses can be helped to scale-up. Supporting upskilling needs and growth aspirations, the Business Enterprise Hub (BE Hub) will be a flexible space for business innovation that is accessible to businesses and students alike, providing an inspirational environment that encourages entrepreneurial thinking. It will be a: Productive environment where learning spaces and real work environments coincide. Flexible space that seeks to drive collaboration between students, lecturers, researchers, and practitioners. Co-located space that will support Moray’s future entrepreneurs and their workforce to develop. The project’s investment objectives are therefore: To improve business resilience, increasing the average business survival rate for SMEs in Moray to 67% at 36 months in business by 2034 (according to ONS figures). To support 450 Moray-based SMEs to scale-up and achieve growth of 20% or more in either employment, turnover, or social outcomes (dependent on business model) year-on-year for at least two years, by 2036. To attract, retain and develop skilled talent in the region so that the average wage for full-time workers in Moray increases towards at least the Scotland average, and the percentage of the population with NVQ3-and-above and NVQ4- and-above qualifications increases towards at least the Scotland average by 2034. 14 Value Capital: £4.45m: £3.3m SG, £1m HIE, £0.15m Pride in Place funding Revenue: £3.35m: £2m SG, £0.75m UHI, £0.6m Pride in Place funding Lead Body UHI-Moray 3.2.2 Business Enterprise (BE) Hub Current status Team working to resolve final UHI Moray Board conditions prior to entering delivery, estimated Q4 2025/26. Project vision Provision of education, research, and business support functions to support new business start-ups, whilst helping to upscale existing micro businesses. Page 106
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15 To deliver at least 10 projects exploring entrepreneurship, business support systems and digital capability in rural settings by 2034, contributing to knowledge and innovations that can be applied in similar and analogous, international environments. The proposed split would be 50/50 men/women aimed at reducing the gender gap in STEM fields, with a focus on inclusivity throughout. Collaboration is key to the BE Hub project, aiming to bring local business support agencies along with UHI Moray and the wider UHI network together to work in partnership under one roof, providing a joined-up offer that is responsive to local business need. It is also collaborative in that it aims to develop a co-productive delivery model that utilises the real-life business experience and expertise in the region and beyond, involving established entrepreneurs in the design and delivery of training programmes. Achievement made during 2024 Full Business Case (FBC) approval The BE Hub Full Business Case received formal approval by the MGD Programme Board and from the Scottish and UK Governments in February 2025. Delivery will commence once all UHI Moray Board conditions are met, with a primary focus on the BE Hub Commercial Review. Confirmation of balance of revenue funding In April, confirmation was received from the Elgin Pride in Place Board for £0.15m in capital and £0.6m in revenue funding to support the BE Hub. Combined with an additional revenue contribution from UHI, the project now has a fully funded operating model that supports the stand up and stabilisation of the service. Service recruitment A recruitment review is underway in advance of the delivery phase. Two critical roles, the Academic Lead and Commercial Innovator, are embedded in the revenue profile and will be appointed once delivery begins. From September 25, the UHI Moray Deputy Principal took on the role of Academic Lead role in the interim with a key aim to develop the Curriculum Plan for the BE Hub. To build capacity during the pre-operating phase (with these due to be expanded following the Hub’s launch). A supply bank of lecturers and trainers is being established, starting with expertise in Entrepreneurship and Innovation. A pool of Research Assistants with specialist skills has been created to support research projects under the supervision of Research Fellows to advance research and knowledge exchange activities in this field. Page 107
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16 Milestone Commercial Phase complete RIBA Stage 4 sign-off Formal Project Delivery BE Hub Construction Start BE Hub brand development BE Hub Pre- Operating Phase BE Hub opening Due Date Q4 25/26 Q4 25/26 Q4 25/26 Q1 26/27 Ongoing Ongoing Q3 27/28 RAG* RAG comment Dependency on Housing Mix Delivery project to work with Robertsons (Property) Ltd to secure a Registered Social Landlord (RSL) for the site. This will occur on completion of the above two milestones. Linked to completion of the above milestone. Provisional date, dependant on construction start date Curriculum development Curriculum development for the BE Hub has begun within UHI’s Centre for Business Enterprise and Innovation and will accelerate during formal delivery. The Hub will offer CPD opportunities from short courses to doctoral-level study, including leading UHI’s first professional doctorate (a Doctorate in Business Administration - DBA). 2026 milestones * Risk rating – red, amber, green Page 108
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17 Risks and issues that require management during 2026 Business Ent Effect on the project Fixed price contract cannot be agreed until the commercial phase is complete and RIBA stage 4 design signed off. This has put a further delay on the integrated project sign off and a delay on to the start of the BE Hub Construction phase. Mitigation RIBA 4 design due to be finalised late in Q4 2025/26. This will result in s a fixed price development agreement with the build contractor. All parties working to secure a new RSL and complete legal documents. Target date for resolving the entry Q4 25/26 Q4 25/26 Risk or issue Risk: Capital budget allocation: Build cost higher than capital budget in place for the project. Issue: Withdrawal of RSL for the South Street Housing Mix project. Page 109
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Focus on…. Business Enterprise Hub’s curriculum development As the Business Enterprise Hub (BE Hub) transitions toward formal project delivery, curriculum development has commenced within the UHI Centre for Business Enterprise and Innovation. While unforeseen delays on the wider South Steet site have slowed physical progress, they have not entirely prevented the process from starting. Planning for development is underway and will accelerate once formal delivery begins and revenue funding becomes available. The current flagship Continued Professional Development (CPD) course, Responsible Leadership and Management for Contemporary Business, is now in its sixth cohort. Comprising three Level 8 modules, it targets business managers and leaders seeking to develop ethical and sustainable leadership skills. Co-designed with a globally focused business partner, the course covers project management, finance, staff motivation, organisational performance, and leadership theory. Our intention is to build on the success of the CPD programme, developing additional modules and awards that focus on subjects such as the circular economy, and data analytics & AI. Learning in the BE Hub will encompass a full range of continuing professional development (CPD) opportunities, from 1-day CPD courses to doctoral-level study. UHI does not currently offer professional Doctorates, however the BE Hub will drive forward such a development, working to establish a Doctorate in Business Administration (DBA). A UHI working group has been formed, and initial approval documentation is in progress. Led by the BE Hub Academic Lead, this will follow a framework approach, enabling future expansion into sectors such as Engineering, Education, Health, and Gaelic Studies. 18 Footnote: At the time of finalising this report (May 2026) the Business Enterprise Hub project has entered delivery, with agreements relating to the South Street site having now been agreed. Page 110
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Project summary The Cultural Quarter (CQ) project is regenerating two iconic, category B listed buildings: Elgin Town Hall (Phase 1) and Grant Lodge (Phase 2), both of which are in Elgin. The aim is to create new spaces for recreation, community, culture, heritage and tourism, acting as a catalyst for inclusive, place-based cultural regeneration. Putting local people at the heart of these developments, whilst increasing the region’s attractiveness as a place to visit, work and relax, the project will drive inclusive economic growth and cultural expansion within the city and wider region. These vibrant new spaces will act as a springboard for cultural place-based regeneration, providing opportunities for local people and visitors alike. The aim is to enhance Moray’s cultural and evening economy, increase tourism, attract/retain young people and talent/skills, and support the sector to thrive and grow. The creation of modern fit-for-purpose venues and a visible, aspirational cultural centre in Elgin will encourage private sector investment in a new hotel at a complementary site (Phase Three), meeting a longstanding requirement for additional, quality, hotel accommodation in Moray. The MGD is fully funding Phase 1 and seed funding Phase 2 through significant investments from the Scottish Government, the UK Government, Highlands and Islands Enterprise (HIE) and Moray Council. External support for Phase 2 has been pledged or is in a second phase of ratification / approval from Historic Environment Scotland (HES), Elgin Pride in Place Board, Regeneration Capital Grant Fund (RCGF) and the National Lottery Heritage Fund. If all phase 2 applications are successful, then the funding gap will have narrowed to £2.25m, with further work to be advanced during 2026 to secure further financial support. 19 Value £28.9m with £24.45m of funding secured. (Capital: £12.84m SG, £4.1m UKG, £2m HIE, £3.9m Moray Council and £1.65m from other funders) Lead Body Moray Council 3.2.3 Cultural Quarter Current status In delivery. Phase 1 construction underway. External funding to support phase 2 in progress Project vision Investment in key local heritage assets, including the refurbishment of Grant Lodge, Elgin Town Hall, and investment in the region’s culture and tourism infrastructure designed to leverage private sector investment in a new hotel. Page 111
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The project prioritises collaboration and community consultation and has been developed in partnership with a wide range of stakeholders. These include: Elgin Town Hall for the Community, Grant Lodge Trust, HIE, HES, Visit Scotland, Creative Scotland, The Macallan Estate and the Third Sector Interface (TSI) Moray – who sit on the project board and working group. Additionally, the project works with a group of Culture and Heritage and training / education partners including: Elgin Museum, Elgin Cathedral, Elgin Library, Moray: Arts Development and Engagement, Out of the Darkness Theatre Company, The Cabrach Trust, UHI Moray, Moray School of Art, and Moray Pathways. Phase 1, Elgin Town Hall, is fully funded and works have started on site, due to complete in Q1 27/28. The aspiration is to deliver phase 2, Grant Lodge, between 2027 and 2029. The realisation of phases 1 and 2 will leverage interest and investment in the proposed third phase, the creation of a new town centre hotel in Elgin. Achievements made during 2025 Phase 1: Elgin Town Hall Elgin Town Hall for the Community (ETHC) decanted to Elgin Community Centre Principal Contractor, Taylor & Fraser, appointed to lead the redevelopment and extension works at Elgin Town Hall. Work commenced on site late 2025. Phase 2: Grant Lodge Moray Council Councillors approve the Cooper Park and Grant Lodge Trust Deed Variation petition, now underway Cultural Quarter phase 2 working group established to support Moray Council and Grant Lodge Trust to progress proposals and operational model for Grant Lodge Grant Lodge Business Plan updated, with external funding either secured or progressing to a second phase of review from Historic Environment Scotland, Regeneration Capital Grant Fund, National Lottery Heritage Fund, and Elgin Pride in Place Board Grant Lodge RIBA Stage 3 report complete and planning, listed building consent applications lodged Project wide activity Record attendance to Cultural Quarter buildings as part of Doors Open Day 2025 Cultural Quarter Project Manager gave a presentation and was a panel participant in the ‘Town and City Centre Regeneration: Re-imagined’ workshop, part of the Scotland’s Towns Conference 2025 20 Page 112
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21 2026 milestones Milestone Grant Lodge planning and listed building consent in place Grant Lodge RIBA stage 4 commences Moray Culture and Heritage Network established Cooper Park Trust Deed Variation Approved Grant Lodge Construction Tender issued Due Date Q4 25/26 Q1 26/27 Q4 25/26 Q2 26/27 Q3 26/27 RAG* RAG comment Applications have been approved. Subject to permission from funders Funding and partners in place, subject to permission from funders Petition drafted, aims align with original Deed of Gift Subject to funding and approval from Moray Council * Risk rating – red, amber, green Page 113
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Risks and issues that require management during 2026 22 Elgin Town Hall aerial view proposal Picture courtesy of LDN Architects Effect on the project The project is now phased with phase 1 fully funded. Phase 1cost increases and failure to secure sufficient external funding could mean all or part of phase 2 cannot be delivered. May cause activity to be curtailed / ceased, which could impact our ability to achieve the outcomes desired. Mitigation Work continually with stakeholders to deliver a successful capital funding campaign; work with QS and design teams to manage costs / assess value engineered options, consider phasing; analyse proposals against deliverables at key strategic gateways Sub-group established for each phase to manage transitions, operational/organi sational development requirements and revenue / development fundraising Work with TSI Moray and Culture and Heritage Network for peer support and skills sharing Develop Action Plans with HIE, TSI and CSU Target date for resolving the entry Q3 25/26 Ongoing Risk or issue Issue: The available budget through MGD investment is not adequate to renovate both buildings and additional funds must be secured. Risk: Inability to achieve revenue profiles as set out in the full business case / business models that have been developed. Page 114
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Focus on… preparation and start onsite at Elgin Town Hall During 2025 the project team worked with Elgin Town Hall for the Community, HIE and LDN Architects, to transition the Town Hall from an operational community facility to the commencement of major capital works to secure its future as Moray’s leading arts and entertainment venue. In March 2025 major shows at Elgin Town Hall ceased and the charity Elgin Town Hall for the Community relocated to Elgin Community Centre where they continue to support community activities / small scale events for the duration of the capital works. The contract for works at Elgin Town Hall was published via open tender. Following Elgin Town Hall for the Community’s relocation from the Town Hall the project team undertook essential building investigations such as full demolition and refurb asbestos surveys to plan for the works, and coordinated with SSEN to relocate underground cabling that would have caused complications in the area where foundations are due to be laid for the studio extension. The project team then led a detailed Town Hall inventory review, ensuring everything needed for the building re-opening is safely stored, and disposing of items which will no longer be required. In July 2025 the project team appointed Taylor and Fraser as our main contractor to redevelop, extend and re-imagine Elgin Town Hall. A period of early contractor engagement was initiated allowing our design team and professional advisors to work with the contractor and agree final details and costings for elements of the design. The aim is to reduce overall risk in the contract. Moray Council signed the contract with Taylor and Fraser in October 2025, and the contractor has now taken occupation of the site and construction activity has commenced. 23 Page 115
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Project summary The Rural Centre of Excellence (RCE) is a £5M UK Government–funded project delivered by the Digital Health & Care Innovation Centre (DHI) as part of the Moray Growth Deal. It aims to: Build a rural focused digital health and care research and development (R&D) ecosystem to drive economic growth Develop scalable digital solutions addressing national health and care challenges Influence academic and workforce development to meet future digital skills needs The RCE, in partnership with Health and Social Care Moray (HSCM) and citizens with lived experience, is developing and testing innovative digital solutions to support health, wellbeing, and independent living in rural communities. These solutions aim to address service capacity challenges in Moray, with the potential for national and international adoption, positioning the region as a leader in shaping future health and care delivery. You can find out more about us and our work in Moray here: www.dhi-scotland.com/rce-moray-hub 24 Value £5m (Capital: £5m UKG) Lead Body Rural Centre of Excellence (RCE) for Digital Health and Care Innovation 3.2.4 Digital Health Current status Project in delivery and at an advanced stage. Due to compete in July 2026. Project vision Creation of an anchored demonstration and simulation environment (DSE) and Living Lab testbeds for the Moray region. Page 116
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The project consists of a series of ‘living labs’, which are focused periods of work to develop digital applications for specific health care relates issues. 25 Stakeholder involvement is central to the success of the RCE. The Digital Health & Care Innovation Centre (DHI) leads delivery in partnership with H&SCM, NHS Grampian clinical teams, Moray Leisure Centre, and Quarriers Moray Carers Service. Universities and colleges, including UHI Moray, contribute academic expertise, while citizens and community organisations provide lived experience to ensure solutions are relevant and inclusive. Industry partners further support innovation and scalability, creating a collaborative ecosystem that drives meaningful change for health and care in Moray. Number 1 2a 2b 3 4 5 Title Supported self management Long term condition management Community Occupational Therapy (OT) Care in place Smart housing / communities Mental wellbeing Tackling obesity through preventative approaches, connecting citizens to tailored information and support to reduce risks such as high blood pressure and type 2 diabetes. Supports people with type 2 diabetes to stay well by connecting them to the right services at the right time. Addresses long waiting times for OT assessments by developing tools to support selfmanagement and quicker access. Testing Community Connections Moray and personal data store with unpaid carers in Forres and Lossiemouth. Developing proactive Technology Enabled Care (TEC) using sensors and data analysis to detect early changes and reduce hospital admissions. Expanding mental health resources and digital bundles to Community Connections Moray and testing eMoodie – an early detection platform with staff. Living Lab Area of Focus Page 117
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Achievements made during 2025 Living lab digital development Over 20 research and development (R&D) simulations have been progressed to date 2 core infrastructure assets are being tested in Moray (community connections and the personal data store), with further investment and R&D activity in 2 other Scottish Health and Social Care Partnership (H&SCP) 5 living labs have been activated and are at various stages of the innovation process 1 R&D pathway has transferred to business as usual nationally through the right decision service 4 micro credential modules titled digital essentials for carers have gone live via UHI Moray, with a further 4 currently being developed A project has been initiated to develop a digital blueprint of international significance for future smart homes, incorporating design, construction and digital in partnership with Build Environment-Smarter Transformation Scotland (BE-ST) and HMD Economic development activity Over £2m in R&D additional funding directly leveraged into Moray. At least 12 new jobs to date have been activated due to the RCE R&D activity. 26 Page 118
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27 Milestone Deliver health & care, economic, and skills KPI’s as per FBC All 5 living labs to be tested and evaluated, with readiness for adoption and scaling progressed Pipeline of training/upskilling modules to be delivered MGD funded phase of RCE to be completed Due Date Q2 26/27 Q2 26/27 Q2 26/27 Q2 26/27 RAG* RAG comment Economic impact is expected to continue to be realised over the life of the MGD, and once the RCE funded phase assets move towards adoption and scale All currently progressing to timelines with business cases being developed by Heath and Social Care Moray for core assets. Progressing to timelines Current MGD project end date, however a sustainability plan is being progressed to enable the RCE and living lab R&D activity to continue as a long term asset for Moray 2026 milestones * Risk rating – red, amber, green Page 119
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28 Risks and issues that require management during 2026 Figure 2: Professionals Pathway Effect on the project It has become evident that over the last 2 years the Universities and Colleges in Scotland are financially constrained which is making it harder to create spin out companies, which could impact on economic KPIs As a small local authority, there is limited economic development capacity available to fully support this, but collaboration is taking place between key partners to support requirements around local SME growth, creating business start up opportunities, and attracting inward investment in terms of job creation in the region. Mitigation RCE will use the Health Frontiers project to assist in developing a stronger network of support for start-up and spin out companies over the remaining period of the MGD timeframe (up to 2031), in addition to the BE Hub to support these and SME growth. An experienced local consultant has been contracted to create and initiate a roadmap to develop an industry cluster ecosystem in the region. A local oversight group will be stood up to bring key Moray stakeholders together to support its implementation and facilitate a series of local events. Target date for resolving the entry Ongoing July 2026 Risk or issue Risk to RCE economic KPI achievement due to limited start-up/spin out opportunities with colleges and universities Risk to RCE economic development KPI achievement due to limited economic agency support in the region Page 120
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29 Focus on… Living lab 1 (supported self management) and living lab 2 (long term condition management) pilot activity The focus section for this year is on Living Lab 1 (supported self management) and Living Lab 2 (Long term condition management), specifically work taking place within Moray Leisure Centre. The piloting of the digital applications has led to further R&D funding for 7 pathfinder projects across Scotland, ahead of the multimillion national obesity funding that is being positively progressed (DHI has been selected for interview). These positive outcomes have arisen from the approach developed and tested at Moray Leisure Centre with the main features being: Creation of the heart of Moray wellness community in partnership with NHS Grampian and the leisure industry Targeted comms has attracted an at-risk community into a wellbeing service with a focus on early intervention and prevention i.e. those with a high BMI, and at risk of type 2 diabetes Successfully testing the concept of citizen willingness to financially invest in their wellbeing through leisure centre membership Technical infrastructure allows user data to be collated via the community connections app such step count, calories consumed etc., Recent technical developments to be tested in the next phase include a leisure centre and a clinical NHS interface that enables access and interaction between the service and the user through consented access via the PDS Brings additional capacity to support with management, and directs finite clinical services to those most in need with staff and user efficiencies and satisfaction enabled through asynchronous capabilities Creates a new revenue stream and jobs for the leisure industry Page 121
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Project summary The Early Years STEM project will invest £6.4m in STEM education in Moray, with Moray Council committing £2.9m (£1.3m in capital and £1.6m in revenue), and the Scottish Government committing £3.5 million (capital). The project aims to encourage young people to enter a STEM related career when they leave education through focusing on STEM engagement with children in their early stages of learning (age 3-8). The project will develop a STEM learning ecosystem in the Moray area, through the creation of specialist learning environments and experiences, access to training and resources, and the creation of a learning network involving key delivery partners, upskilled staff, and volunteers from industry and the wider community. Early Years STEM aims to inspire and enhance the learning experience of children and staff through age appropriate, curriculum aligned and industry related STEM experiences. It will also ensure the offering is accessible to parents, employers, and the wider community, thereby allowing inter-generational learning to take place. The aspiration of this strategy is to close the equity gaps in participation and attainment in STEM, leading to more young people choosing STEM occupations at a later stage in their lives. 30 Value £6.4m (Capital: £3.5m SG, £1.3m Moray Council. Revenue: £1.6m Moray Council) Lead Body Moray Council 3.2.5 Early Years STEM Current status Full business case approved during Q3 24/25 and the project has entered delivery. RAG is due to the construction activity and the associated financial draw down likely to slip from 24/35 FY into 25/26024. Project vision To raise the aspirations of children age 3-8 in Science, Technology, Engineering and Maths (STEM), and to grow the STEM talent pipeline to ensure Moray is resilient in the future. Page 122
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31 State-of-the-art STEM learning centre hosted within Elgin library. Mobile facility fitted out with equipment that can be transported to and used in any suitable venue. Outreach offering, consisting of a repository of STEM resources. Comprehensive learning programme aligned to the Scotland’s Curriculum for Excellence. Two satellite STEM hubs in the west and east regions of Moray, to enhance the reach of engagements. Environmental sciences and outdoor STEM learning centre, developed and delivered in partnership with a local environmental charity and focusing on learning for sustainability. STEM Grant Scheme to support partnership activity and community focused STEM programmes. Budget to update and refresh equipment. Phase 1 (2024 to 2025) Complete Phase 2 (2026 to 2028) Phase 3 (2029 to 2031) The project will deliver a comprehensive package of investment that includes: Page 123
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Achievements made during 2025 Service mobilisation STEM Starts brand has been launched, to provide clear signposting of what the project offering is. STEM Starts Discovery Centre, Elgin (adjacent to Elgin Library) has been completed, with nursery and school visits due to commence in early 2026. Outreach van has been delivered and branded. Activity has begun to lend STEM kits and play equipment, purchased through the project, to early learning and childcare settings within Moray. The STEM starts website has been created, with a planned go live date of early 2026. Staff recruitment Recruitment of a STEM starts Development Manager has been completed, who will lead the delivery of STEM starts learning activities in Moray (recruitment of further STEM starts staff will follow in early 2026. 2026 milestones 32 Milestone Phase 1 Launch STEM Starts website Launch of STEM Starts Learning Network Expansion of STEM starts Mobile Outreach Service Opening of STEM Starts Elgin Hub to schools, ELC settings and community groups Operating model finalised Phase 2 Feasibility planning Due Date Q4 25/26 Q4 25/26 Q4 25/26 Q4 25/26 Q2 26/27 Q1 26/27 RAG* RAG comment These activities have all been completed. Scheduled to be delivered by the new EY STEM Manager. Evidence gathering underway * Risk rating – red, amber, green Page 124
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33 Risks and issues that require management during 2026 Effect on the project Inability to realise outreach and centre activities. Project delay or failure to deliver phase 2 developments as planned Improvements in STEM attainment levels not realised. Potential to impact the outcomes and benefits of the project. Mitigation Make activity attractive to funding opportunities Grow STEM partnerships Develop a network: volunteers and industry Engage legal support at an early stage Develop partnership agreements. Engage community early and ongoing Identify barriers to participation Flexible and dynamic approach to curriculum development and project delivery. Ongoing assessment of skills need with education staff, young people Map STEM centre locations and schools within Moray. Incorporate findings as part of shaping phase 2 deliverables and milestones Target date for resolving the entry Q4 27/28 Q3 26/27 Ongoing Ongoing Risk or issue Risk: Insufficient operational planning and budgets. Risk: Inability to acquire sites or secure strategic partnerships Risk: No change in community attitudes or regular repeat visitations to STEM centre infrastructure. Risk: Cost of transporting children and carers / teaching staff to centres make trips prohibitive Page 125
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Focus on… STEM Starts Learning Network STEM Starts helps young children explore Science, Technology, Engineering, and Mathematics through engaging, age-appropriate experiences. Early exposure to STEM fosters curiosity and builds strong foundations for future learning, increasing the likelihood of success in these subjects. This approach opens diverse career pathways and equips children with the confidence and skills to solve real-world challenges. The STEM Starts learning network is a collaborative way of working, with the child at the centre of it all, and is made up of the following elements: Dedicated STEM Centres offering interactive, hands-on activities for children. Mobile Outreach Service bringing STEM experiences to communities across Moray. STEM Lending Library providing kits and play equipment for schools, ELC settings, and community groups. STEM Learning Programme with curriculum-aligned lesson plans, resources, and training videos for educators. Family Engagement initiatives encouraging parents to support STEM learning through play and exploration. Specialist STEM Coordinators to lead activities, assist educators, and train volunteers. Partnership working with local community groups, libraries, and charities to co- create STEM learning experiences. Industry Collaboration to shape STEM learning opportunities and prepare young people for future careers. 34 Page 126
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35 Value £7.5m (Capital: £5m SG, £2.5m Moray Council) Lead Body Moray Council 3.2.6 Housing Mix Delivery Current status The full business case was approved during Q4 23/24 and the project has entered delivery. Project vision Stimulating housing development in town centres, unlock constrained sites and promote the integration of pilot exemplar sustainable design and construction techniques. Project summary The Housing Mix Delivery is a £7.5m project with a commitment of £5m from the Scottish Government and £2.5m from Moray Council. The project will support the delivery of: At least 360 affordable houses and plots 150 short-term construction jobs annually Private housebuilding by reducing constraints that will enable the construction of at least 500 market houses Brownfield site regeneration Provision of housing in rural towns and villages Speyview, Aberlour Page 127
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36 Achievements made during 2025 South Street, Elgin Enabling works started on the 6 Jan 2025 and all five buildings have now been demolished. All ground conditions are now established, archaeological evaluations complete and initial drainage work undertaken. During the demolition, items from well-loved Elgin venues were saved such as the Newmarket bar sign, the McEwan’s Sign and the Jailhouse Nightclub electric chair. These items were put up for auction by Robertsons Property Limited with all £1649.18 of the proceeds going to Elgin Children’s ward. Dallas Dhu, Forres Planning approval granted in March 2025 and lead developer agreed. Hillside Farm, Dufftown Masterplan complete. Speyview, Aberlour Construction underway with 30 units due for completion in Jan 2026, 9 units due in March 2026 with phase 2 completion forecast for 2027. 2026 milestones Milestone South Street, Elgin: Construction to commence. Dallas Dhu, Forres: Construction to commence. Dallas Dhu, Forres: Housing Innovation Area Planning Permission granted. Speyview, Aberlour: Delivery of 39 affordable homes Identify sites for phase 2 Due Date Q1 26/27 Q4 26/27 Q4 26/27 Q4 25/26 Q3 26/27 RAG* RAG comment Subject to a new Registered Social Landlord signing up to the project. Subject to costing and legal documents signed. Design and planning work underway. Construction underway. Early investigations underway. * Risk rating – red, amber, green Page 128
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Focus on… Dallas Dhu housing innovation area The broader Dallas Dhu project is an innovative collaboration between Moray Council and Altyre Estate, with Grampian Housing Association and the Glasgow School of Art. Fraser/Livingstone Architects were awarded the contract in 2023 to design phase one of the Dallas Dhu housing development. This consists of 24 affordable homes, 40-bed student accommodation, custom build housing opportunities (4 serviced plots) and a housing innovation area. Moray Council is taking lead on the housing innovation area, made up of 6 plots set within the site. The aim is to create a new neighbourhood of homes knitted into the immediate landscape setting, that helps to foster a renewed sense of community and belonging. The primary ambitions for the housing innovation area are: Localism: Seeking to source as many materials as possible from the local area and using local suppliers wherever possible. Materials: The project aims to use locally sourced timber (if possible, from Altyre Estate) and more broadly, try to build the homes without using any concrete or cement or plastics/polythene layers that are now so prevalent in modern construction, by using natural bio-based materials wherever possible. Affordability: The intention is to deliver the two homes based on the “average price” for the Moray area and the remaining plots will be sold as serviced plots. Work is currently underway on the mini masterplan for the housing innovation area which will be submitted for planning approval in 2026. 37 Risks and issues that require management during 2026 Effect on the project Delay to the construction start date until a new RSL is confirmed. This has a knock on effect to the start date of the Business Enterprise Hub. Opportunities and benefits unable to be realised. Mitigation Discussions are progressing with new RSL partners, with confidence a new partner can be onboarded. Continued close working with DHI to incorporate ambitions into HMD Phase 2 sites and other projects being developed. Target date for resolving the entry Q1 26/27 Q3 26/27 Risk or issue Issue: The Registered Social Landlord (RSL) for South Street pulled out of the project in late 2025. Risk: Outputs from the DHI Smart Housing Living Lab are unable to be accommodated in the Dallas Dhu project. Footnote: At the time of finalising this report (May 2026) , agreement has been secured for a new Registered Social Landlord (RSL) to partner on the South Street site. Page 129
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Project summary Opening in early 2026, the Manufacturing Innovation Centre Moray (MICM) will build on Moray’s manufacturing strengths, providing a hub for support and advice to companies locally and across the Highlands and Islands. MICM will function as a focal point for manufacturing businesses, providing assessment and diagnostics of business need, advice, information, signposting and brokerage, along with routes to various funding and finance sources. Its primary focus will be on stimulating innovation and growth in product and process development, with a strong emphasis on transitioning to low carbon practices. It will: Play an active role in advanced manufacturing (multi-sector) Provide services that are customised to the needs of rural manufacturing businesses Support manufacturing businesses to develop detailed assessments and baselines of productivity and net zero performance Co-ordinate service delivery and guide/steer businesses to the best solution for them and the most suitable providers (for example the National Manufacturing Institute for Scotland, NMIS, Scottish Manufacturing Advisory Service, SMAS, Interface, Business Gateway, and other service providers) Support businesses to innovate their processes and products and adopt new technologies leading to improved productivity and profitability Unit 9 at Enterprise Park Forres has undergone a construction refurbishment throughout 2025 to transform it into a state-of-the-art manufacturing innovation centre. The new hub includes: Incubation space for start-up and young businesses Demonstration facilities showcasing advanced technologies and equipment Meeting rooms and hot desk space 38 Value £6.859m (Capital: £0.61m SG, £2.442m UKG, £2.557m HIE. Revenue: £1.25m SG) Lead Body Highlands and Islands Enterprise 3.2.7 Manufacturing Innovation Centre for Moray (MICM) Current status In Delivery Stage. Phase 1 services launching in 2026, with Elevator UK appointed as the service operator. Project vision A focal point for manufacturing businesses to learn best practice and collaborate to stimulate the creation of new processed, products and growth of existing manufacturing businesses throughout Moray. Page 130
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39 In October 2025, HIE appointed Elevator UK as the MICM service operator, to design and deliver the operational activity. Elevator has entered a 6-month mobilisation and business consultation phase, with full-service launch planned for spring 2026. The MICM project continues to be on track to realise the following key objectives: To increase Business Enterprise, Research and Development (BERD) in Moray’s current manufacturing companies. To increase growth, productivity, and efficiency in Moray’s manufacturing companies. To increase the number of manufacturing start-ups in Moray. To attract manufacturing inward investment to Moray. Achievements made during 2025 Knowledge sharing In January 2025, a MICM learning and best practice visit took place to the following three Somerset Council Innovation Centres: o Firepool Centre for Digital Innovation (FCDI) o The iAero Centre - aerospace and associated high-value design and engineering technology. o Somerset Energy Innovation Centre (SEIC) Construction Capital construction work on the MICM hub completed. Service stand up MICM Service Operator procurement undertaken from April to Sept 2025 MICM Service Operator contract awarded to Elevator UK, and commenced Oct 2025 Facility Management contracts awarded throughout summer/autumn 2025 2026 milestones Milestone MICM Service commences Due Date April 2026 RAG* RAG comment Elevator appointed as Service Operator, working through mobilisation plan On track * Risk rating – red, amber, green Page 131
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Risks and issues that require management during 2026 40 Effect on the project Could result in a revenue shortfall for the project, reducing the project viability long term Impacts the range of equipment and software able to be purchased Vision for MICM diverges from what the business community would like to see. Mitigation Evaluated by sensitivity analysis in FBC - impact at <20% is regarded as moderate. Will be monitored and reviewed throughout delivery stage The equipment strategy is currently being developed by Elevator with support from HIE, it is expected to focus on equipment and software to support digitisation. Work is ongoing to identify elements of equipment related spend that can be capitalised. Consultation events with the Moray Growth Deal partner organisations, Chamber of Commerce and ongoing programme of sector/subject events. MICM Project Board to continue to have cross sectoral private sector input. Target date for resolving the entry Review early 26/27 and ongoing throughout project term April 2026 Ongoing throughout Project term Risk or issue Risk: Revenue assumptions in the financial model are over optimistic Issue: The equipment budget is capital only. There is a risk that elements of equipment and technology acquisitions such as software cannot be capitalised Risk: Lack of productive engagement with the business community. Page 132
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41 Focus on… the successful appointment of Elevator UK as the MICM Service Operator In 2025 MICM successfully met its milestone to appoint a Service Operator to design and deliver the MICM service. To ensure the service was designed appropriately and to reach a successful procurement outcome, HIE undertook market engagement and learning through the following routes: Learning visit to Somerset Council, which is delivering a network of innovation centres and wrap-around innovation support services for businesses in Somerset’s key growth sectors. Prior Information Notice (PIN) on Public Contract Scotland (PCS): this enabled HIE to evaluate the market and gather feedback and intelligence, resulting in 7 detailed responses from the market. The learnings gathered provided views and input into areas such as equipment strategy, mobilisation period, length of contract, pricing structure and the service scope. The information then informed the development of the scope of services tender documents for the service operator procurement. Procurement was undertaken throughout spring and summer 2025, with Elevator UK successfully appointed in October 2025. Elevator UK is one of Scotland’s leading social enterprises for enterprise and business support, specialising in creating opportunities for growth, innovation and meaningful impact. It has a nationwide reach with in-depth knowledge and experience of the manufacturing and innovation landscape and is well connected to networks and partnerships which will support, enhance and complement the MICM service. Elevator UK is perfectly placed with the skills, experience and knowledge needed to design and deliver the MICM service. With Elevator having been appointed in October 2025, it is currently working through a 6-month mobilisation plan which consists of recruitment, business and sector engagement, service design and devising the equipment strategy. MICM full-service launch is planned for Spring 2026. Page 133
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Current status Project in development. Working to draft a strategic outline case for the funding by mid 2026. Project vision To generate a vocational and academic pipeline of skills needed to help Moray employers grow. 42 Project summary Skills development is a key strand of the Moray Growth Deal. There is a desire to create a multi-facetted pipeline of vocational and academic courses that provide skills needed to help our businesses to innovate and grow. Workshops held have helped identify that any future project should support skills development in the energy, engineering or healthcare space, with further work expected throughout the rest of 2025/26 and then throughout 2026/27 financial year to move a viable proposition through the business case development process and into delivery. Achievements made during 2025 Evidence gathering Completion of workshops to define and advance thinking on future skills activity. Procurement activity Procurement of consultancy support to review proposals and to bring a project vision to strategic outline case stage. 3.2.8 Skills and innovation project Value ££21m (Capital: £21m UKG) Lead Body To be confirmed Page 134
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43 2026 milestones Milestone Consultancy support to: Review project proposals Develop the project vision Commence the drafting of the strategic outline Case (SOC) business case stage. Governance and change control activity regarding approval of the project vision and SOC Aspirational target for a full business case to be developed. Due Date Q4 25/26 Qs 1 and 2 26/27 Q4 26/27 RAG comment Optimat were appointed and have completed work to develop the Strategic Outline Case. Consideration by the MGD Programme Board, Moray Council, Community Planning Board, Scottish Government and UK Government. Further clarity and confidence required regarding whether this is a feasible aspiration once the lead partner (s) have been identified. RAG* On track Scheduled Under review * Risk rating – red, amber, green Page 135
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Risks and issues that require management during 2026 44 Effect on the project Inability to advance a significant strand of the Deal, with concern that this funding could remain unspent. Service start up less resilient Mitigation Multi-partner work in progress to develop project proposals. Aim is to identify early if there is a risk existing proposals cannot advance, with a view to identifying alternative proposals. Aspiration for business case development process to take place during 2026/27 financial year. Ongoing work with Government funders to determine if revenue funding can be sought for the project. Extensive service start up planning. Target date for resolving the entry Interim milestone of March 2025/26 to have reviewed proposals and developed a vision statement for the proposed new project. Ongoing Risk or issue Risk: Failure to identify a replacement skills project for the Deal. Issue: Only capital funding is available Focus on… workshop process to identify a replacement project The skills element of the Moray Growth Deal attracts £21m of investment from the UK Government (all capital funding), with the aim that any project delivers not just skills development but innovation activity as well. At the end of 2024 and into 2025 a workshop process was run that involved a range of different organisations and sectors, including: Academic institutions who undertake activity within Moray or in close proximity Moray Council elected members Bodies who represent Moray businesses Moray businesses Page 136
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45 Public organisations with an interest in supporting and progressing skills and innovation activity in the region The workshop series was developed in conjunction with the Scottish Futures Trust (SFT) and aimed to achieve the following: Subsequently, consultancy support has been procured and work will be delivered during Q4 2025/26 to: Review 2 highest ranking proposals. Consider how other potential partners could support the project, with discussions held with a number of academic providers following the workshop process. Consider the wider strategic landscape and other partners who may be able to support the successful delivery of Deal outcomes, with the aim of developing a vision for how the funding should be utilised. Developing a strategic outline case (SOC) which is the first step in the UK Government’s Green Book methodology that Growth Deal projects need to follow. Work being progressed will align with the May 2025 Regional Transformational Opportunities report published by Highlands and Islands Enterprise and outputs from the Moray Skills Summit held in December 2025. Deliverable sought Define the need for investing in skills infrastructure in Moray. Develop criteria against which potential opportunities would be appraised Identify priority sectors and potential options that can be considered. Screen potential options against criteria to identify a prioritised list. Outcome achieved Workshop attendees reaffirmed that the funding should be allocated for skills development, given the critical role it can play in underpinning wider programme objectives relating to business growth and helping to attract / retain people in Moray. A series of objectives for a future skills project were identified that focused on collaboration, people development, economic growth, standing of Moray and resilience. After reviewing a wide range of sectors, the group identified energy, engineering and healthcare as priority areas of focus. Potential proposals were considered and ranked, with the 2 highest options recommended for progression into a more detailed development phase. Page 137
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4 Programme Management Office activity planned for 2026 4.1 PMO milestones to be achieved The PMO expects to deliver the following milestones during 2026: 46 Milestone Growth Deal annual conversation with the Scottish and UK Governments Programme level change activity to secure approval for the replacement skills project: Drafting of a strategic outline case Secure MGD Programme Board, Moray Council and Government approval. 2026/27 grant offer letter to be agreed with the Scottish Government, confirming the level of funding to be provided during the financial year. Publication of the Deal’s 2025 annual report. New Scottish Government benefits realisation guidance to be reviewed, with an action plan submitted to the MGD Programme Board for approval. Report to Council that updates Elected Members on progress made securing additional funding for Grant Lodge and the outcome of RIBA 3 design stage activity, with the aim of securing agreement on the way forward for the building. Schedule of in-life reviews of project activity Target date Q4 2025/26 Qs 1 and 2 2026/27 Q1 2026/27 Q1 2026/27 Q1 or Q2 2026/27 (depending on when guidance published) Q1 2026/27 Ongoing Page 138
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47 4.2 Factors that require action or future delivery could be impacted Extracted from a November 2025 risk review paper that was considered and approved by the MGD Programme Board, the following entries were identified as requiring focused attention during 2026: Risk area Ensuring there is sufficient capacity in place to deliver Deal activity. Ability to meet or exceed revenue projections and maximise income to be generated by services. Switch from project management to contract management as post procurement monitoring. Likely that as delivery advances, projections in the FBC will vary from the actual situation (primarily relating to time and cost). Cost inflation and pressure on capital budgets. Suggested mitigations for progression during 2026 Plan to be approved by the Board for medium to long term resourcing requirements (project and programme activity). Generate clarity on what is required for post project monitoring and evaluation activity and clarify who is responsible for undertaking this. Support from finance colleagues to brief relevant projects on expectations around revenue forecasting and reporting. Peer to peer support around commercial / income generation activity both internally within the Council and relevant external organisations. Support from procurement regarding contract management arrangements to monitor delivery. Continued support from professional advisors used to help Growth Deal Project Managers / support Project Board meetings. Project Managers use of both the Project and Programme assurance processes. Continued use of the in-life review process during 2026. Board (led by Finance) to review measures in place to foresee, plan and mitigate any potential variances (overspend or underspend) in financial profiles. Scrutiny of spend profiles by Finance Teams (monthly or quarterly) and use of professional advisors to review project costs. Page 139
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4.3 Monitoring the benefits to be realised by the Deal A key requirement of Growth Deal funding is the need to effectively monitor the realisation of benefits associated with the investment being made. There are two different lenses this work can be viewed through: Project level monitoring and evaluation plans In May and November each year the MGD Programme Board considers updated plans from the projects that are in delivery. In November 2025 a draft plan for the Business Enterprise Hub was submitted, with an expectation that by the May 2026 review, 7 of the Deal’s 8 projects will be in delivery. Whilst it is positive Project Managers are updating plans bi-annually, the PMO has identified a number of steps that can be taken during 2026 to strengthen activity, namely: Introduction of a dashboard to summarise the status of activity. Trend data to indicate whether entries in plans are on track, ahead of schedule or if remediation activity is required. Greater logic flow awareness of how the status of outputs will contribute to the delivery of outcomes. Programme level benefits realisation plan The aspiration to develop a revised programme level benefits realisation plan during 2025 was curtailed by a number of factors including: Continued uncertainty regarding the direction of the skills project, which accounts for 32% of the total government investment in the region. This is expected to be seen during Q4 2025/26. Awareness that updating the plan in 2025 could have the potential to be superseded following the release of updated benefits guidance from the Scottish Government which is scheduled for Q4 2025/26 / Q1 2026/27. The expectation is that the PMO will develop an action plan during Q1 or Q2 2026/27 depending on when Scottish Government guidance is released, setting out how the PMO will work to enhance both the benefits realisation plan and secure evidence needed to determine the impact activity will make against key outcomes. 48 Page 140
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49 5. Financial summary 5.1 Funding sources for Deal activity Project Capital Bus Revolution BE Hub 1 Cultural Quarter Digital Health Early Years STEM Housing Mix Delivery MICM Skills TOTAL Revenue Bus Revolution BE Hub 1 Early Years STEM MICM TOTAL Scottish Government investment (£’000) 3,999 3,300 12,840 - 3,500 5,000 610 - 29,249 - 2,000 - 1,250 3,250 UK Government investment (£’000) - - 4,100 5,000 - - 2,442 21,000 32,542 - - - - - Local partner investment including the Moray Council (£’000) - 1,150 5,900 - 1,300 2,500 2,557 - 13,407 300 1,350 1,600 - 3,250 Leveraged investment (public and private) (£’000) - - 1,650 - - - - - 1,650 - - - - - Total investment (£’000) 3,999 4,450 24,490 2 5,000 4,800 7,500 5,609 21,000 76,848 300 3,350 1,600 1,250 6,500 1 Local partner investment made up of: Capital: £1m (Highlands and Islands enterprise), £0.15m (Pride in Place Funding) Revenue: £0.75m (UHI), £0.6m (Pride in Place Funding) 2 From OBC stage the project has forecast a financial shortfall. Currently estimated at circa £4.45m, with applications for external funding in progress. Project value excludes anticipated private investment of £9.5m in a new hotel for Elgin (phase 3 of the project). Page 141
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50 5.2 Government funding drawn down Q4 24/25 to Q3 25/26 In line with the conditions associated with Scottish and UK Government funding, projects can only draw down funding once their full business cases have been approved by the MGD Board, both Governments and Moray Council. During 2024, six projects had reached this stage: Project Bus Revolution Cultural Quarter Digital Health EY STEM Housing Mix Delivery MICM (capital) MICM (revenue) TOTAL Government investment (£’000) 3,999 16,200 5,000 3,500 5,000 3,052 1,250 38,001 Previous draw down (up to Q3 24/25 inclusive) 1,028 0 3,684 184 2,781 107 0 7,784 Period covered (Q4 24/25 to Q3 25/26) 722 1,987 797 1,417 262 1,021 133 6,339 Draw down (all figures £’000) Total draw down to date 1,750 1,987 4,481 1,601 3,043 1,128 133 14,123 Page 142
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51 6. Engagement and consultation activity undertaken during 2025 From the initial identification of prospective projects before the Deal was signed in December 2021, through business case development and then during the delivery of projects, engagement and consultation is a core requirement to ensure what is being delivered meets the needs of businesses and residents whilst contributing to stretching Deal objectives. Focusing on businesses and community organisations, below is a list of key engagement activity undertaken throughout 2025. Project development Delivery activity Procurement activity Service development Workshops held to gather evidence that will inform the development of a new skills and innovation project. This involved: Academic institutions who undertake activity within Moray or in close proximity Moray Council elected members Bodies who represent Moray businesses Moray businesses (either from key Moray business sectors, those anticipated to experience growth and those who have highlighted need). Public organisations with an interest in supporting and progressing skills and innovation activity in the region Support from a range of community groups and businesses who sit on project boards. Quick quote tender run for consultancy support to identify a vision for a new skills and innovation project and strategic outline case. This was awarded to Optimat. Construction contract for the redevelopment of Elgin Town Hall awarded to Taylor and Fraser. Following this, Taylor and Fraser ran an event in Elgin that sought to recruit local firms for key work packages. Procurement undertaken by HIE for a service operator to run the MICM facility. In October 2025 the contact was awarded to Elevator UK. HIE awarded facility management contracts throughout summer and autumn 2025 for the running of the MICM facility. Lead developer appointed for the Dallas Dhu housing site, AJC Construction. Tender to develop the Elgin STEM Starts Hub awarded to Robertsons (Construction) Ltd and Unusual Projects (interior fit out). Engagement with a range of businesses regarding workforce mobility, with the aim of understanding shift patterns and operational requirements. Page 143
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52 7. Programme structure and governance activity 7.1 Structure of Moray Growth Deal activity and Officers involved Executive oversight of the Moray Growth Deal Rhona Gunn Executive Director (Economy, Enterprise and Operations) and Moray Growth Deal Senior Responsible Officer (SRO) Beverly Smith Head of Growth, Planning and Climate Programme Management Office Michael Kelly Service Manager (Growth Deal) Lynne Owen Programme Officer Project Delivery Teams in place within different organisations working to deliver the eight projects that make up the Moray Growth Deal. Bus Revolution (led by Moray Council) PM: Stevie Robertson Senior Project Manager SRO: Nicola Moss Head of Environmental and Commercial Services Business Enterprise Hub (led by UHI-Moray) PM: Samantha Scott BE Hub Project Manager and Deputy Head of Academic Partnerships at UHI-Moray SRO: David Patterson UHI-Moray Principal Cultural Quarter (led by Moray Council) PM: Claire English Senior Project Manager SRO: Beverly Smith Head of Growth, Planning and Climate Page 144
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53 Digital Health (led by the Digital Health Institute) PM: Marie Simpson Programme Manager SRO: Janette Hughes Director of Planning and Performance Early Years STEM (led by Moray Council) PM: Lynne Owen Senior Project Manager SRO: Hazel Sly Service Manager (Early Years) Housing Mix Delivery (led by Moray Council) PM: Rachel Watts Senior Project Manager SRO: Gary Templeton Service Manager (Strategic Planning and Development) MICM (led by HIE) PM: Chantal Geyer Senior Project Manager SRO: David Reid Area Manager (Moray) Page 145
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54 7.2 Summary of assurance activity progressed during 2025 Assurance activity considered by the MGD Board is structured using a series of ‘gates’ that, when triggered, require Project Managers to make submissions for approval to progress. Below is a summary of the activity that has been submitted to the MGD Board during 2025. Work stream HMD Bus Revolution EY STEM EY STEM DHI DHI BE Hub Assurance gate F: In-life review E: Change E: Change F: In-life review E: Change F: In-life review E: Change Description Project in-life review. Pre phase 2 commencing, adjustment of the financial profile based on actual information from phase 1. Post Elgin Hub construction tender realignment of the financial profile and project timeline. Project in-life review. Extension of the project delivery window to allow more time for more effective evaluation work to be completed. Project in-life review. Adjustment to when revenue funding will be provided by UHI and SG, as SG funding currently sitting outside the Deal window. Date Jan 25 Apr 25 Apr 25 May 25 Jun 25 Jun 25 Sep 25 Status n/a Approved Approved n/a Approved n/a Approved Gate A B C D E F Approval of Strategic Outline Case (SOC) Approval of Outline Business Case (OBC) Approval of Full Business Case (FBC) Closure of a project Change request to previous baseline In-life review Page 146
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55 Work stream Bus Revolution MICM Programme Assurance gate E: Change E: Change E: Change Description Request to use underspend to fund AI simulation activity that was not listed in the original FBC. Reprofile of the financial model, delaying drawn down of HIE's contribution to 2026/27. Request to move unallocated capital from MICM to Cultural Quarter. Date Sep 25 Nov 25 Nov 25 Status Approved Approved Approved Page 147
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56 Actions arising from 2024 internal audit Strengthening financial arrangements Partners are reminded of the requirement for audit evidence when claims are submitted and additional scrutiny given to the project in question A review of payment types will be undertaken to ensure compliance with the European System of Accounts 10 and in accordance with grant conditions. Communications activity Further use should be made to post information on My Moray website and social media sites to ensure effective communication of any developments concerning the Moray Growth Deal. The Stakeholder Engagement Plan should be reviewed and, if required, updated. Engagement should be undertaken with the targeted audiences for a project to evidence an established objective of the Moray Growth Deal. All fields within the Communications Planner spreadsheet should be completed to aid the communication management needs of the Moray Growth Deal. Position following 2025 follow on audit Procedures have been amended to now require supporting evidence proportionate to the expenditure by partner led projects to be provided for claims made from Moray Growth Deal funding. The Accountancy Service reviews spend types to ensure compliance with the European System of Accounts 10 regulations, ensuring that the conditions of the grant are being met. Postings to the My Moray website and social media sites have been observed. There appears to be a balance of activity against the stage of the programme and individual projects. At the time of the follow-up review the communications planner had been updated, ensuring information has been captured within the relevant fields. In addition, press releases were found to be stored within the appropriate SharePoint site. The Stakeholder Engagement Plan (Plan) has been reviewed and updated and was approved by the Programme Board at its meeting of 27 March 2025. 7.3 Summary Audit activity undertaken during 2025 Follow up audit undertaken by Moray Council Considered and approved by the Council’ Audit and Scrutiny Committee on 19th November 2025, a report was submitted that followed up on actions set out in the 2024 internal audit of the Moray Growth Deal. A copy of the report can be found in appendix A. Page 148
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Following review by the Council’s Senior Auditor, all of the actions previously suggested have been actioned and formally closed. HIE internal audit of the Manufacturing Innovation Centre project With a set of financial transactions for the MICM project in Q4 2024/25 totalling £953, 716.32, a threshold was exceeded that led to a routine internal audit review of the expenditure being initiated. A copy of the report can be found in appendix B, with a substantial assurance rating provided. The audit team noting that: A clear audit trail of the transactions was held, including a summary of all key decision documents. No payments were provided in advance of need. All transaction had been approved appropriately. 57 Actions arising from 2024 internal audit Position following 2025 follow on audit All communications related activities, where documented, e.g., press releases, should be saved on the Moray Growth Deal SharePoint site. Strengthening audit arrangements with partners All partner organisations should be informed that supporting evidence must be provided for all expenditure claimed from Moray Growth Deal funding. Further to the findings noted within the audit and discussions with the Chief Financial Officer, a review of the types of payments claimed by the partner organisation should be undertaken to ensure the correct classification of expenditure. More generally due to the departure of a communications team member, there has been limited capacity to support the Deal in the second half of 2025. A meeting between the Service Manager Growth Deal, partners and the Council’s Senior Auditor took place in February 2025. This provided an opportunity to gain a greater understanding of the auditing practices within partner organisations and to develop a more collaborative approach. The Service Manager Growth Deal and Senior Auditor have also met individually with all partners to discuss their existing and planned future audit activities, taking into account the varying stages of individual projects. In addition, the first iteration of an annual strategic review of risk at a Deal level, designed to support the scope of future audit activity was considered and approved by the MGD Programme Board in November 2025. Page 149
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The report did identify that the legal agreement in place between the council and HIE needed updating to reflect the outcome of change requests. This has subsequently been completed by both parties. Strengthening of audit arrangements between the Council and partners leading projects With a view to further enhancing controls in place to oversee the delivery of Growth Deal activity, in May 2025 the MGD Programme board considered and approved a series of audit related actions. These arose out of joint working between the PMO and the Council’s internal audit team. 58 Action That the PMO will undertake an annual assessment of risk and identify any themes from in-life review activity, with a view to setting out areas that should be the subject of focus by Project Managers and be considered as audit teams are scoping future activity. There should be regular collaboration between the Partner Organisations Internal Audit Services and the Council’s Senior Auditor regarding audit activities undertaken and planned. This should include and ad hoc catch-ups as needed to discuss issues requiring further clarification of points of concern. For the Council’s Senior Auditor to be invited to ask supplementary questions as part of the in-life review process in the event they have questions for specific projects. Status update Risk review paper considered and approved by the MGD Programme Board on 27 November 2025. First sequence of constructive meetings between the Council’s internal audit team and counterparts in partner led projects took place during the summer of 2025 and will be repeated annually. 2026 sequence of in-life review activity approved by the MGD Programme Board on 27 November. Page 150
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7.4 Complying with report findings from Scottish Parliament’s Economy and Fair Work Committee report on Growth Deal activity Published in May 2025, the report sets out a number of recommendations that focus on how transparency regarding Deal decision making could be enhanced. Specifically: 59 Committee recommendation Ensure transparency of decisions and delivery progress on Deal websites Publish data on local business involvement in annual reports Commit to continuous improvement in transparency and accessibility Strengthen engagement with local businesses and stakeholder groups Action to be taken by the Moray Deal Update reports are submitted to Moray Council twice per year, along with ad hoc project reports. These will be available as per the reporting process for Council meetings. Section 6 of this and future MGD annual reports will provide information on this. MGD Programme Board will work to realise this: Board communications item should be expanded to include a requirement to consider transparency and accessibility requirements associated with future milestones. Members can use the milestone tracker in the project dashboard report to identify any associated actions that need to be taken to satisfy this requirement. Build on measures already in place: Businesses involved in Deal Governance Boards and sub-groups. PIN notices issued for major procurements that both raises awareness and provides evidence to inform the procurement activity. Work with Business Gateway to raise awareness of future opportunities. Page 151
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REPORT TO: COMMUNITY PLANNING BOARD ON 3 JUNE 2026 SUBJECT: GOVERNANCE WHOLE FAMILY WELLBEING FUND BY: JIM LYON INTERIM CHIEF SOCIAL WORK OFFICER/HEAD OF SERVICE 1. REASON FOR REPORT 1.1 This report clarifies the improved process of the spend and administration of the Whole Family Wellbeing Fund (WFWF) and strengthens the oversight arrangements across Moray Council, Moray Integration Joint Board (IJB) and Moray Community Planning Partnership (CPP). 1.2 It better aligns governance with the expectations of the grant governance requirements from the Scottish Government, taking account of local arrangements for children, families, and justice services within the Health and Social Care Partnership and Moray Council as the co- statutory lead agency for the fund. 2. RECOMMENDATION 2.1 It is recommended that the Community Planning Board note the content of the Briefing Summary attached as Appendix 1: including: i. The duty to keep children safe and protected from significant harm at home in the community, or in alternative care, where this cannot be achieved; ii. The Promise to keep families together, regardless of the makeup of the family, wherever possible; and iii. The need for improved governance of the WFWF particularly where there are implications for the Council and Health & Social Care Partnership including staffing, contractual requirements, or longer- term sustainability matters as outlined in the report below. Item 8. Page 153
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3. BACKGROUND 3.1 There is no one factor which can predict child abuse or neglect. However, we do know that children growing up in homes where there is poverty, domestic abuse, substance use, or mental health problems, are at a higher risk. When these risks are combined with the existing train on local services (Audit Scotland reports 2024 and 2025), the implications for children are significant. The landscape of safeguarding and child protection is changing and although practice is improving in some areas, statutory funding is stretched to keep up with increased demand. 3.2 In Moray the flow-into care during the last two financial years has been higher than in preceding years resulting in internal resources being exhausted and severe budgetary pressures. 3.3 Nationally it has been difficult to access out of area care, and costs range from £5.5K to £7.5K per week, excluding travel and time, to keep children in contact with their families. The current average cost of out of area (OOA) care per child is £5,162 which is £291,824 per annum per child. 3.4 A strategy for tackling the above children’s services pressures was presented to and approved by the Integration Joint Board on 27 November 2025 (Paragraph 12 of the minute refers). As part of that strategy, it is recognised there is need to strengthen governance arrangements for the WFWF, and this report is being circulated as a Briefing summary for awareness and for information to Moray Council Elected Members. 4. SUMMARY OF IMPLICATIONS 4.1 Children’s services are facing significant and sustained pressures, notably with the increased flow-into care, the permanence backlog, resulting budgetary constraints, and uncertainties surrounding the sustainability of funding streams such as the WFWF, as well as significant rising costs of residential care. 5. CONCLUSION 5.1 This members’ briefing attached as Appendix 1 sets out strengthened governance for the Whole Family Wellbeing Fund in Moray, clarifying roles and decision-making across the Children’s Services Planning Partnership, Moray Council, the Integration Joint Board and the Community Planning Partnership. It highlights the significant and sustained pressures on children’s services and the importance of robust oversight where funding decisions have staffing, contractual or longer-term sustainability implications. The proposed arrangements aim to ensure transparent, timely and collaborative use of the fund, aligned to GIRFEC and The Promise, with proportionate scrutiny and Page 154
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regular reporting to support improved outcomes for children, young people and families. Author of Report: Jim Lyon Background Papers: Moray Integration Joint Board members briefing April 2026 Page 155
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Appendix 1: Governance for the Whole Family Wellbeing Fund Moray Integration Joint Board – Members’ Briefing April 2026 Moray Integration Joint Board – Members’ Briefing April 2026 Governance for the Whole Family Wellbeing Fund Introduction This Briefing clarifies the improved process of the spend and administration of the Whole Family Wellbeing Fund (WFWF) and strengthens the oversight arrangements across Moray Council, Moray Integration Joint Board (IJB) and Moray Community Planning Partnership (CPP). It better aligns governance with the expectations of the grant governance requirements from the Scottish Government, taking account of local arrangements for children, families, and justice services within the Health and Social Care Partnership and Moray Council as the co-statutory lead agency for the fund. Summary Children’s services are facing significant and sustained pressures, notably with the increased flow-into care, the permanence backlog, resulting budgetary constraints, and uncertainties surrounding the sustainability of funding streams such as the WFWF, as well as significant rising costs of residential care. Background and Context There is no one factor which can predict child abuse or neglect. However, we do know that children growing up in homes where there is poverty, domestic abuse, substance use, or mental health problems, are at a higher risk. When these risks are combined with the existing train on local services (Audit Scotland reports 2024 and 2025), the implications for children are significant. The landscape of safeguarding and child protection is changing and although practice is improving in some areas, statutory funding is stretched to keep up with increased demand. In Moray the flow-into care during the last two financial years has been higher than in preceding years resulting in internal resources being exhausted and severe budgetary pressures. Nationally it has been difficult to access OOA care, and costs range from £5.5K to £7.5K per week, excluding travel and time, to keep children in contact with their families. The current average cost of OOA care per child is £5,162 which is £291,824 per annum per child. Page 157
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A strategy for tackling the above children’s services pressures was presented to and approved by the Integration Joint Board on 27 November 2025. As part of that strategy, it is recognised there is need to strengthen governance arrangements for the WFWF, and this report is being circulated as a Briefing summary for awareness and for information to Moray Council Elected Members. Proposals Note the content of this Briefing Summary including: • The duty to keep children safe and protected from significant harm at home in the community, or in alternative care, where this cannot be achieved • The Promise to keep families together, regardless of the makeup of the family, wherever possible • The need for improved governance of the WFWF particularly where there are implications for the Council and Health & Social Care Partnership including staffing, contractual requirements, or longer-term sustainability matters as outlined in the report below Page 158
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Governance for the Whole Family Wellbeing Fund 1. Governance: 1.1 This paper proposes specific governance arrangements in Moray for the decision-making on the spend of the Whole Family Wellbeing Fund (WFWF) taking account of the arrangements for children, families, and justice services within the Health and Social Care Partnership, the Children’s Services Planning Partnership (CSPP), formerly known as the GIRFEC Leadership Group (GLG), the Community Planning Partnership (CPP), and relevant Council Committees, in Moray. 1.2 The WFWF was launched by the Scottish Government in 2022 to support holistic, preventative family support aiming to: ➢ Improve outcomes for children, young people, parents, and carers ➢ Prioritise prevention and early intervention (support) ➢ Provide joined-up support that meets the interconnected needs of whole families (coordinated support e.g. addictions, mental health, poverty, support for carers of children and direct services for children) ➢ Reduce the need for crisis intervention by strengthening community-based family support (preventing the flow-into care) 2. Background: 2.1 Annual WFWF allocations are determined by local demographic area, assessed need, and alignment with national priorities. The Scottish Government expects councils to work collaboratively with health boards, the third sector, and community partners to design and deliver integrated support. This partnership ethos is collaborative planning, shared learning, and collective action which is central to the fund. 2.2 The aim of the fund is to ensure every family needing support gets the right support at the right time, for as long as needed, to fulfil children’s rights to be raised safely in their own families. This incorporates a broad definition of family, including adoptive, biological, foster, kinship, extended, composite and other forms of family, such as those settings and homes which feel like families. It acknowledges some children may belong to more than one family. It includes keeping children together even when they have been accommodated. 2.3 The WFWF is paid to the Council via the General Revenue Grant for spend by the CSPP as per the grant offer. The Scottish Government recently extended the WFWF programme to March 2027 but there is currently no confirmation of funding beyond that date. 3. Decision Making: 3.1 The WFWF Grant Offer from the Scottish Government states that: ➢ “Decision-making for the fund remains in accordance with the collective agreement and direction of the local CSPP, with accountability resting with each strategic Children’s Services Planning governance forum (note: this Page 159
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forum does not exist in Moray – see section 5 below). This reflects the agreement reached with COSLA, that local authorities, as the co-statutory lead agency with duties in respect of the Children’s Services Planning, will support the CSPP ownership of the funding by holding and administering it on its behalf”. 3.2 The Scottish Government explained that the WFWF, funding programme, was established with the purpose of driving the system change required at local level, principally through existing CSPPs, to deliver family support in line with Scotland’s National Principles. Recognising the varying circumstances of local areas, the Scottish Government did not seek to mandate a specific delivery model for the fund that would be required everywhere. Instead CSPPs were asked to hold the funding and assess their current delivery system to consider what the gaps and opportunities were for them in delivering holistic support for families. 3.3 The above requirements mean the fund will continue to be decided upon by the “collective agreement and direction” of the CSPP with accountability resting, in the case of Moray, with the Council, as the co-statutory lead agency with duties in respect of Children’s Services Planning, and the IJB with responsibility for children, families and justice services and proportionated, but strong health board representation. The Council shall continue to support the CSPP’s “ownership” of the funding by holding it on behalf of the CSPP and “administering” it in accordance with the decisions made by the CSPP. 3.4 The CSWO and the Head of Education, as Chair and Vice Chair, have appropriate levels of funding limits and accountability within the Council’s Financial Regulations allowing them to authorise appropriate spend from the fund out with those areas outlined in sections 7 and 9 below requiring specific governing body approval. 4. Funding Carry-over: 4.1 The WFWF Grant Offer reminds CSPPs that the General Revenue Grant provides a carry-over function, therefore, any underspend from previous years should be carried over and allocated towards WFWF activity. 5. Virtual Governance Forum: 5.1 A forum usually means a meeting or medium where ideas and views on a particular issue can be exchanged most often as one group meeting together with single purpose. Given Moray does not have a such a model for the governance of the WFWF, as per the statement in the Scottish Government Grant Offer, it is possible to have a virtual forum involving key organisational bodies which have interest in oversight and support of WFWF decision-making. 5.2 Given that children, families, and justice services have been integrated into Moray health and social care partnership, under the direction of the IJB, the virtual Children’s Services Planning governance forum can effectively be: Page 160
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➢ Moray Council ➢ Moray IJB ➢ Moray Community Planning Partnership 6. Role of Governing Bodies & Co-statutory Lead Agencies: 6.1 The above bodies have a variety of roles and responsibilities all with varying degrees of responsibility for Children’s Services Planning as laid out in national community planning partnership arrangements. With regards to the WFWF and a virtual governance forum the following bodies would have the following roles: ➢ The role of Moray Council as the co-statutory lead agency would be to support the CSPP’s “ownership” of the funding by holding it on its behalf and administering it in accordance with its spending decisions. ➢ Where recommendations for decisions involving staffing, contracts, commissioning, or sustainability are brought to the Council, the Council will scrutinise and decide accordingly as per the implications for the Council. ➢ The role of Moray IJB as the governing body for the health and social care partnership, in which children, families, and justice services sit, would be to support the CSPP’s ownership of the funding by having oversight and awareness of the use of the fund and any strategic implications as per the overall strategic priorities for those services governed by the IJB. ➢ Where recommendations for decisions involving staffing, contracts, commissioning, or sustainability are brought to the IJB, it will scrutinise and decide accordingly as per the implications for the IJB. ➢ The role of Moray Community Planning Partnership (MCPP) is to support the CSPP’s ownership of the funding by having awareness of the decision- making and by receiving the Children’s Service Plan’s annual reports with high-level details of the WFWF spend as a key part of the strategic delivery partnership for children’s services in Moray. ➢ MCPP sits at the top of the community planning organogram and has a central role in overall community planning with specific interest in the Local Outcome Improvement Plan (LOIP). Its priorities are underpinned by existing strategic partnership plans including the integrated Children’s Services Plan, Getting it Right for Every Child, and Children’s Rights which are priorities for the CSPP. 7. Decision-making and Co-statutory Lead Agencies: 7.1 Where decision-making for the fund has potential implications for the Council or IJB, for example: ➢ Staffing including temporary employment, redeployment, retention and termination ➢ Contracts or commissioning ➢ Longer-term sustainability of projects, resources, or service developments Page 161
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7.2 These matters must be taken to the appropriate co-statutory or governing body seeking approval of the recommended decision of the CSPP while clearly outlining the projected implications for transparency, scrutiny, and decision- making. 7.3 Given the WFWF is not confirmed beyond March 2027, there should be no decisions made on the appointment of permanent staff from what is essentially a time-limited or temporary funding stream. 7.4 Any recommended temporary staffing decisions must have sustainability built- in and should also be presented to the appropriate governing body for transparency, scrutiny and decision-making. Depending on the nature of any such recommended decisions by the CSPP, longer-term sustainability must be addressed or there is a clear exit or termination plan for the project, resource, or service development. 7.5 The CSPP does not have any delegated authority to approve any spend which is over its funded budget. Any decision for over budget spends can only be approved by Moray Council. This approval should not be asked for retrospectively. 8. Children’s Services Planning Partnership: 8.1 At its meeting on 24 February 2026, the GIRFEC Leadership Group (GLG) agreed to change its name to the Children’s Services Planning Partnership in line with national expectations on children’s services planning arrangements and to be more reflective of the work of the group locally in Moray. 9. Governance Proposal: 9.1 Given there is no recognised CSPP “governance forum” in Moray and children, families, and justice services sit within the Health and Social Care Partnership (HSCP) in Moray, it is proposed that: 9.2 The CSPP, as per the WFWF Grant Offer, continues (as previously under the GLG) to have responsibility for decision-making on the spend from the fund under new Terms of Reference as per Appendix 1. 9.3 The overall responsibility for the fund rests with the CSPP as per the Grant Offer with day-to-day fund management under the direction of the Head of Service, Children, Families and Justice Services, and Chair of the CSPP, supported by the Vice Chair, Head of Education Services. 9.4 Moray IJB shall have a strategic, awareness and oversight role for the decision- making and deployment of the fund. 9.5 Moray Council will continue to support the CSPP’s “ownership” of the fund by holding it on its behalf and administering it in accordance with the CSPP’s spending decisions. Page 162
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9.6 Moray Community Planning Partnership’s role is to support the CSPP’s ownership of the funding by having awareness of the decision-making and strategic alignment within the LOIP by receiving the Children’s Service Plan’s annual reports including high-level details of the WFWF spend as represented in the organogram in Appendix 2 by a direct line from the Scottish Government to Moray CSPP. 9.7 Where there are implications for the HSCP and Council, for example, staffing, contractual requirements, or longer-term sustainability matters, there would be specific requirement to present any such recommendations to the IJB and relevant Council Committees for formal approval, decisions, scrutiny, and feedback as required. 9.8 As per existing arrangements, the Children’s Services Plan (CSP) containing high level details of the WFWF expenditure shall be reported to the CPP annually for noting. 9.9 A six-monthly general reporting model, including reporting routes to the IJB, and Council Committees, is introduced for oversight, transparency, and awareness of governing bodies. 9.10 Acting in a coordinated way, the Council, IJB and CPP, form a virtual forum in Moray for support, oversight, and strategic alignment of the WFWF as “owned” by the CSPP. 9.11 Annual reporting, combined with children’s service planning annual reports, submitted to the Scottish Government as per existing arrangements as represented in the organogram in Appendix 2 by a direct line from the Scottish Government to Moray CSPP. Details of the flow of communication and reporting on these proposals are contained in the organogram in Appendix 2 WFWF Governance Forum. 10. Monitoring and Evaluation: 10.1 The Scottish Government continues to engage with CSPPs as part of monitoring the impact of the WFWF as well as publishing independent evaluation of year-on-year activities, and annual reporting by means of standard templates. Further details of the Scottish Government’s approach to evaluating the longer- term delivery and impact of this funding on children, young people and families for Year 4 and beyond will be provided in due course. 10.2 We have established an effective and positive working relationship with the Scottish Government WFWF Lead Officer via our Lead Officer GIRFEC and The Promise who confer and collaborates on the spend as required. 11. Recommendations: It is recommended that SMT/CLT: Page 163
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I. Approves the proposals for strengthened governance and scrutiny arrangements as outlined in sections 3 to 7 above; II. Notes the proposal for the WFWF to be governed by the arrangements outlined in the proposals in sections 9 to 9.10 above; III. Notes the proposals for reporting arrangements for projects, staffing and sustainability matters, as per sections 7 and 9.6 above; and IV. Otherwise notes the content of this report. 12. Approval: These recommendations were approved by Moray Health and Social Care Partnership, Senior Management Team, at its meeting on 1 April 2026, and by Moray Council, Corporate Leadership Team, at its meeting on 2 April 2026. Jim Lyon Interim Head of Service/CSWO Page 164
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Appendix 1 Terms of Reference Children’s Services Planning Partnership 1.CONTEXT Moray Children’s Services Planning Partnership (CSPP) provides strategic leadership and multi-agency coordination to improve outcomes for babies, children, young people, and families in line with the Children and Young People (Scotland) Act 2014 (Part 3) which sets out the legal duties for Children’s Services Planning 2.PURPOSE CSPP’s purpose is to ensure partners work together to embed GIRFEC values and deliver integrated, preventative, rights-based community services across Moray which respond to need at the earliest appropriate time 3.STRATEGIC OBJECTIVES Moray Children’s Services Planning Partnership will: Deliver the Children’s Services Plan (CSP) Oversee, coordinate, and drive the multi-agency delivery of Moray’s Children’s Services Plan 2026–2029, ensuring actions are evidence-informed and aligned to statutory requirements and GIRFEC principles. Oversee Whole Family Wellbeing Funding The Partnership will oversee the targeted use of Whole Family Wellbeing Funding allocated to Children’s Services Planning Partnerships to strengthen early intervention, enhance coordination, and ensure families access timely, holistic support. It will monitor allocations, review progress, promote preventative and rights-based practice, and support continuous improvement through transparent annual reporting, collaboration and evidence-informed decision-making. Promote GIRFEC Practice Across Moray Support consistent implementation of GIRFEC, including use of the National Practice Model, wellbeing indicators, and co-ordinated child planning processes as described by national GIRFEC policy. Strengthen Multi-Agency Collaboration Bring together statutory, third sector and community partners to jointly assess needs, share information appropriately, and co-design support and services to improve outcomes for families, reflecting the collaborative ethos of GIRFEC-related multi-agency groups. Ensure Children’s Rights and Participation Embed UNCRC principles in planning and decision-making, Page 165
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ensuring children, young people and families meaningfully shape priorities and service developments, consistent with national expectations for Children’s Services Planning. Provide Assurance and Continuous Improvement Lead self-evaluation, quality assurance, and improvement activities, using local data, practitioner insight, lived experience and national guidance to identify and respond to areas of need or risk. 4.ROLES AND RESPONSIBILITIES Moray Children’s Services Planning Partnership (CSPP) will: Set strategic priorities and provide oversight for the Children’s Services Plan. Monitor performance and receive regular updates on progress. Identify areas requiring multi-agency action and commission thematic or task groups as needed, reflecting local needs-led GIRFEC approaches. Ensure resources allocated through the partnership including Whole Family Wellbeing Funds are used equitably, responsibly and in line with governance expectations. Promote shared learning, good practice and alignment with The Promise, Corporate Parenting duties, Child Poverty work and Child Protection Improvement planning as required by integrated statutory planning arrangements. 5.GOVERNANCE AND SUBGROUPS CSPP sits within Moray’s wider Community Planning governance structure, as a strategic delivery partnership consistent with existing arrangements in Moray delegated through the Community Planning Board. Reporting The group will formally report progress updates to the Community Planning Board in accordance with an agreed reporting schedule, in line with statutory duties and existing governance structures in Moray. An annual progress report for ratification will be submitted to the Community Planning Board. The Partnership will also provide information to national reporting processes on Children’s Services Plans, GIRFEC, Child Poverty and UNCRC implementation. The CSPP may establish or oversee specialist subgroups aligned to the Children’s Services Plan, such as: ➢ GIRFEC Implementation Group ➢ The Promise Delivery Group ➢ Child Protection Committee or Subgroups ➢ Corporate Parenting Strategic Group ➢ Family Support Strategic Group ➢ Child Poverty Subgroup ➢ Participation / Voice Group Page 166
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6. MEETINGS AND OPERATION Frequency CSPP will meet every six weeks, with additional meetings scheduled where required. Quorum The meeting will be quorate with representation from local authority, health, and police and the third sector. Papers Members will receive the agenda and associate papers at least 5 working days in advance of the meeting. Members must alert Chair of agenda items prior to this. Attendance Apologies must be submitted in advance of the meeting. If a member is unable to attend, they must provide an update to the Chair beforehand. Where appropriate, an agency depute should attend in their place, and the Chair must be notified. Workplan The CSPP will approve and maintain a multi-agency workplan associated to the workplans of the thematic groups delivering Morays Children’s Service Plan. This will be reviewed annually. Reporting: As outlined in section 2 ‘Governance’, annual progress reports will be submitted to the Community Planning Board, in line with statutory duties and existing governance structures in Moray. The Partnership will also provide information to national reporting processes on Children’s Services Plans, GIRFEC and UNCRC implementation. 7.STANDING AGENDA ITEMS Standing Agenda items will include. • Children’s Services Plan (CSP) Progress Updates. • Whole Family Wellbeing Funding Oversight • Subgroup Updates • Finance and Resource Updates Emerging Issues, Risks or Policy Changes 8. RECORD OF PROCEEDINGS Minutes will be recorded for every meeting of the Children’s Services Planning Partnership. Once completed, the minutes will be circulated to all Partnership members. The record will include key discussion points, decisions made, agreed actions, and responsibility for follow-up. Minutes will be stored in line with local governance requirements to ensure transparency and accountability. 9. MEMBERSHIP Membership reflects the multi-agency nature of children’s services planning and will include leaders from: Page 167
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• Local Authority: Education, Early Years, Community Learning & Development, Housing, Community Safety • Moray H&SCP: Social Work, Public Protection, Health Visiting, School Nursing • NHS Grampian: Public Health • Police Scotland • Third Sector: Moray Third Sector Interface and or children’s localities network third sector chair Core Membership • Jim Lyon, Interim Chief Social Work Officer/Head of Service - Chair • Vivenne Cross, Head of Education – Vice Chair • Dawn Parker, GIRFEC/Promise Lead Officer, Children’s Services Planning Team • Marjorie Johnston, Public Health Consultant, NHS • Elizabeth Robinson, Public Health Consultant, NHS • Siobhan Crawford, Service Manager, C&YP Mental Health Service, NHS • AHP Lead, NHS • Shelley Taylor, Service Manager C&F Health Service, NHS • Tracy Davis, Child Health Commissioner, NHS • Simon Reid, Partnership Superintendent, Police Scotland • Emma Johnston, Public Protection Lead Officer • Fred McBride, Independent Chair, Child Protection Committee • Caroline Cooper, Service Manager, Children First, 3rd Sector localities meeting Chair membership shared with co-chair of Third Sector localities meeting TBC • Martin Robertson Service Manager, Community Strategy and Engagement • Judith Proctor, Chief Officer, Moray IJB • Denise Whitworth, Executive Director, Education, Housing & Communities • Nicky Gosling, Accountant 10.REVIEW OF TERMS OF REFERENCE This Terms of Reference will be reviewed every two years or sooner if: • National policy changes • Amendments are made to statutory Children’s Services Planning requirements • Structural changes within local governance frameworks Draft 1: 9 February 2026 Page 168
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Appendix 2 Page 169
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