The Business Services Committee of Aberdeenshire Council met on Thursday, 23 April 2026, to discuss the Directorate's strategic plan, progress on major programmes, and policy reviews. Key decisions included the endorsement of the Business Services Directorate Strategic Plan 2026-27, noting updates on the Big Data, Digital and Technology Programme, and the Buildings and Estates Programme, and approving the revised Engagement and Participation Policy.

Business Services Directorate Strategic Plan 2026-27

The committee considered and endorsed the Business Services Directorate Strategic Plan for 2026-27. This plan outlines the directorate's vision, priorities, and performance measures, demonstrating its contribution to the Council's strategic priorities. Councillor Gwyneth Petrie raised a point regarding TBC or missing performance indicator targets in the public report, suggesting that explanations for these should be included in future public reports for clarity. She also linked this to the withdrawn Engagement and Participation Policy paper, expressing concern that it took until this meeting for the paper to be withdrawn, despite known issues with community engagement. Rob Simpson, Director of Business Services, acknowledged the need for clearer explanations in future reports and stated that the Engagement and Participation Policy is based on national best practice, with conversations to be had about how to implement it effectively. He also noted that engagement measures have historically relied on surveys, and new methods are needed to reach a wider cohort of views, acknowledging that social media often highlights negativity.

Big Data, Digital and Technology Programme – 6 Month Financial Summary Update

The committee received an update on the financial summary and progress of the Big Data, Digital and Technology workstream of the Digital Transformation programme. The report highlighted that the programme, comprising 47 projects, has a total agreed one-off budget of £6.3 million with £1.2 million spent to date, projecting £3.33 million in savings. The majority of active projects are within Business Services, reflecting its significant role in driving digital transformation. Key transformation projects include Robotic Process Automation (RPA), Invoice Automation, Microsoft Copilot, the Data Hub Platform, and the deployment of F1 licences to frontline staff. The report detailed the financial status and benefits forecast for each project, noting that while some projects are fully funded by Transformation, others operate on a mix of transformational investment, Digital Strategy funding, and reinvestment of their own savings.

Building and Estates Programme - 6 Month Progress Update

A six-monthly update was provided on the Buildings and Estates Future Aberdeenshire Transformation Programme. The programme focuses on optimising the council's estate for future needs, creating financial benefits through savings and income generation, and achieving climate change benefits. Progress was reported across four workstreams: Estate Rationalisation and Co-Location, Efficient Operational Buildings, Income Generation and Investment Opportunities, and Creating our Estate of the Future. Significant progress includes the acquisition of a site for a new depot in Inverurie, securing a public sector tenant for Woodhill House, and achieving substantial savings through the mothballing of schools and the closure of Gordon House. The report also detailed progress on developing a Buildings and Estates Carbon Plan, a Sustainable Design Guide, and strategies for income generation from the commercial portfolio.

Engagement & Participation Policy - 5 Year Review

The committee reviewed and approved the revised Engagement and Participation Policy for a further five years. The review confirmed that the core principles of the policy remain unchanged, aligning with the National Standards for Community Engagement. The revised policy has been republished using the council's corporate policy template for clarity and ease of use. Feedback from children and young people, including those from Promise Groups and the Aberdeenshire Youth Forum, highlighted a preference for simpler language and clearer commitments around reporting back on engagement outcomes. An Integrated Impact Assessment confirmed positive impacts across all protected characteristics and socio-economic groups, with no negative impacts identified.

People Strategy Update April 2026

An update was provided on the progress of the People Strategy, which is delivered through four pillars: Right People Right Place, Fairness, Development, and Wellbeing. The report noted a continued reduction in the council's workforce, with headcount decreasing from 16,491 in February 2024 to 14,949 in February 2026. Savings applied to staffing budgets are largely on track, with some exceptions in the Health and Social Care Partnership (H&SCP). The report highlighted the upcoming transition of the Corporate Vacancy Board to a Corporate Workforce Board in April 2026, which will oversee the People Strategy and action plan. Progress was also noted in building inclusive recruitment practices, developing digital skills through initiatives like the 365 Tribe, and strengthening wellbeing initiatives, although challenges remain in differentiating work-related stress and improving overall wellbeing metrics.

Strategic Asset Plan 2026 - 2031

The committee was asked to approve the Strategic Asset Plan 2026-2031, which outlines Aberdeenshire Council's approach to managing its property portfolio. The plan comprises an Asset Management Policy/Principles, an Asset Management Strategy, and an Asset Management Action Plan. The policy establishes principles for managing the portfolio to support the Council Plan, ensure fit-for-purpose property, optimise financial returns, minimise environmental impact, promote economic development, and encourage partnership working. The strategy provides an overview of the property estate and priorities for the next five years, covering areas such as assets, funding, capital programme, and climate change. The action plan details strategic, operational, and service improvement actions. The plan acknowledges significant financial challenges related to the age and condition of the estate, with an estimated backlog maintenance requirement of £170.2 million.

Consultation Response - STV Licence Change Request

The committee was asked to note the Council's response to the Ofcom consultation on STV's licence change request. The response, submitted under delegation by the Head of Customer & Digital Services, indicated that the revised proposals strike a practical balance between sustaining a financially viable news service and maintaining public-service obligations. The council welcomed the confirmation that local newsgathering capacity will be maintained across Scotland, with journalists based in key locations. However, the response also noted a concern that the new model could limit local news output to a few minutes, potentially reducing the exposure for certain local stories. The council supported the extension of shared programming outside peak hours, considering it appropriate for national-level public-sector developments. The response also highlighted the importance of ongoing dialogue to ensure the new model delivers high-quality, regionally relevant news and maintains the public sector's role in supporting informed communities, particularly for those less digitally connected.