The Business Services Committee of Aberdeenshire Council met on Thursday, 23 April 2026, to discuss a range of strategic plans and operational updates. Key decisions included the endorsement of the Business Services Directorate Strategic Plan 2026-27, approval of the Strategic Asset Plan 2026-2031, and noting the progress of the Buildings and Estates Programme. The committee also reviewed updates on the Big Data, Digital and Technology Programme and the People Strategy.

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. Rob Simpson, Director of Business Services, presented the plan, highlighting its development within a challenging operating environment characterised by budget pressures, rising costs, and workforce capacity challenges. He noted that the plan provides a clear strategic framework for business services to support the wider organisation, enable transformation, and ensure robust governance, financial sustainability, and effective asset utilisation.

Councillor Gwyneth Petrie raised a point regarding the inclusion of TBC or missing performance indicator targets in the public report, suggesting that explanations for these should be included in future reports for public clarity. She also linked this to the withdrawn paper on the Engagement Policy, expressing concern that the council's communities might feel unheard, referencing a drop in the indicator for The council takes account of residents' views. Councillor Petrie questioned how feedback is constituted and measured, seeking assurance that responses are meaningful. Mr. Simpson acknowledged the need for clearer explanations in future reports and stated that the policy review was based on national positions and good practice, with conversations to be had on how to implement it effectively. He also noted that the engagement indicator had dropped due to a historical reliance on surveys and the tendency for social media to highlight negativity, emphasising the need for new engagement methods.

Strategic Asset Plan 2026-2031

The committee approved the Strategic Asset Plan 2026-2031, which details Aberdeenshire Council's approach to managing its property portfolio to support service delivery and community activities. The plan outlines an Asset Management Policy/Principles, an Asset Management Strategy, and an Asset Management Action Plan. Rob Simpson, Director of Business Services, explained that the council manages a diverse portfolio of 550 operational facilities and over 300 investment assets. The plan aims to ensure the estate is fit for purpose, managed effectively and sustainably, minimises environmental impact, promotes economic development, and encourages partnership working. The plan also addresses the significant backlog of maintenance, estimated at £170.2 million, and outlines strategies for decarbonisation and income generation.

The plan highlights the council's commitment to a Corporate Landlord approach, aiming to centralise property management and decision-making. It also details the Operation Oyne asset disposal programme, which seeks to reduce operational costs and generate capital receipts for reinvestment. The plan acknowledges the challenges of climate change and the need for decarbonisation, with measures such as replacing fossil fuel heating systems and improving building fabric. The commercial portfolio, comprising industrial units and business centres, is managed to support local economies and generate income, with a review planned to ensure its continued relevance. The plan also emphasises co-location and partnership working, aligning with the Single Scottish Estate Programme, and supports community asset transfers as a means of local regeneration.

Buildings and Estates Programme - 6 Month Progress Update

A six-monthly update on the Buildings and Estates Future Aberdeenshire Transformation Programme was presented, detailing progress 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 was noted in estate rationalisation, with savings achieved through school mothballing and the closure of Gordon House. The Operation Oyne Asset Disinvestment programme is actively marketing vacant properties, with 23 sales projected for 2025/2026 generating £2.87 million in income.

In terms of efficient operational buildings, a Buildings and Estates Carbon Plan has been developed, and energy usage is being mapped. Work is underway on a Sustainable Design Guide and a Responsible Premises Officers training programme. For income generation, new business cases for renewables projects are being prepared, and a Non-income Generating Assets Strategy is nearing completion. The review of business centre operational arrangements is on track, and progress is being made on reviewing the industrial estate. The Estate of the Future workstream is aligning with annual estate plans and the Corporate Asset Management Plan. Planned activities for the next six months include the approval of the Strategic Asset Plan and Corporate Asset Management Plan, and the delivery of the Sustainable Design Guide.

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

The committee received a financial summary and progress update on the Big Data, Digital and Technology workstream of the Digital Transformation programme. The programme comprises 47 projects with a total agreed one-off budget of £6.3 million, of which £1.2 million has been spent to date. The programme is projecting £3.33 million in savings through efficiencies. Key projects include RPA Automation, Invoice Automation, Microsoft Copilot, the Data Hub Platform, and the deployment of F1 Licences for frontline staff.

The RPA Automation project has delivered significant benefits, freeing up over 12,500 staff hours. Invoice Automation is a modernisation initiative expected to deliver substantial financial gains. The Microsoft Copilot pilot has shown a high cost-to-value ratio, with benefits forecast at over 20 times the investment. The Data Hub Platform is an essential modernisation project enabling future AI-driven services, while the F1 Licence deployment aims to improve digital inclusion and enable new ways of working. The report also highlighted investment in specialist digital roles, including Digital Learning, Enterprise Architecture, and Digital Developers, which have been instrumental in driving transformation.

People Strategy Update April 2026

An update on the progress of the People Strategy was provided, highlighting steady progress across its four key pillars: Right People Right Place, Fairness, Development, and Wellbeing. The council's workforce has reduced from 16,491 in February 2024 to 14,949 in February 2026, with corresponding reductions in Full-Time Equivalents (FTEs). Savings applied to staffing budgets for 2025/26 are largely on track.

Workforce planning is being integrated into Service Operational Plans, and a Corporate Workforce Board is being established to oversee the People Strategy. Progress has been made in building inclusive recruitment practices, with a revised Recruitment & Selection Procedure launched. Digital development for staff is a key focus, with the launch of the 365 Tribe for Senior Leaders and ongoing development of digital training needs analysis. Wellbeing initiatives are integrated into Service Operational Plans, with improved accident and incident reporting. Employee relations activity remains high but has stabilised. The report noted that while workforce planning is occurring, there is a need for greater forward-looking transparency.

Engagement & Participation Policy - 5 Year Review

The committee was presented with the findings of the five-year review of Aberdeenshire Council's Engagement and Participation Policy. The policy, which remains unchanged in its core principles, has been republished using the council's corporate policy template for clarity and accessibility. The review involved officers from across the council, Area Managers, and feedback from children and young people. The policy is based on the National Standards for Community Engagement and underpins tools such as Engage Aberdeenshire, Place Plans, and the Lived Experience Forum. The Integrated Impact Assessment (IIA) identified positive impacts across all protected characteristics and socio-economic groups, with no negative impacts identified. An action plan includes promoting the updated policy internally and creating an easy-read version.

Consultation Response - STV Licence Change Request

The committee noted 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. While acknowledging the removal of sub-regional opts, the response expressed reassurance regarding the continued commitment to a guaranteed local segment within the main 6pm programme, though it noted potential limitations on local story exposure under the new 30% model. The response also highlighted the importance of ongoing dialogue to ensure inclusivity, particularly for digitally less connected groups.

Other Business

The committee also noted the Minute of the Meeting of Business Services Committee of 5 March 2026 and the Statement of Outstanding Business, which included an update on local supplier spend and engagement. The Aberdeenshire Council Lecht Ski Company Ltd Shares item was withdrawn from the agenda. The committee also noted the Minute of the Licensing Sub-Committee meeting of 12 December 2025.

The committee agreed to note the Business Services Revenue and Capital position for 2025/26, budget risks, progress with savings, reserves, and the treasury update. They also approved committee budget virements and agreed to receive regular performance reports.

Decisions were made regarding the Public Convenience Strategy, approving its retention where possible while delivering budget savings, and approving the closure and disposal of specific public conveniences. The committee also approved the Directorate Annual Procurement Plan for 2026/27 and agreed to extend the Hard Facilities Management (Hard FM) contract by 24 months.

In a recorded vote, the committee agreed to accept the recommendations as proposed by the Banff and Buchan Area Committee regarding the disposal of Banff Town Hall and retail units. They also agreed that existing tenants in Aboyne Business Centre should be relocated to the former Aboyne Area Office and that the presumption against disposal should not apply to enable the disposal of the Aboyne Business Centre.