Local Authorities Guide: Moray Council

The following is a Q&A with Conservative Kathleen Robertson, leader of Moray Council.

The Public Sector Reform strategy is a key mission of the Scottish Government – what does that mean for you and your council?

For me, it boils down to one simple question: are we doing things in a way that genuinely works for the people of Moray?

Public sector reform isn’t about jargon or endless restructuring. It’s about being honest that the world has changed, money is tighter, expectations are higher and we can’t just keep doing things the way we always have.

For Moray Council, it means focusing on what really matters, stripping out duplication, sharing services where that makes sense and making decisions closer to communities wherever we can. It also means being realistic with residents – we want to protect frontline services, but we have to do that by changing how we work, not pretending nothing has changed.

Are there particular innovative or collaborative ways of working that you can point to as examples of how you can do more with less?

We work much more closely now with partners like the NHS, police, voluntary sector and community groups than ever before. Sharing buildings, sharing information, and planning services together saves money and gives people a better experience. It’s a key priority for the community planning board to improve this collaboration even further in 2026.

There are also brilliant examples across Moray where community groups are stepping in to run local facilities or services, with the council backing them rather than controlling everything. That’s not about the council walking away – it’s about recognising that local people often know best what will work where they live. A great example is the Lossiemouth Christmas Tree Project, led by Lossiemouth Community Council in close collaboration with Moray Council, which was awarded the Improving in Partnership prize at the Cosla Excellence Awards in 2025. The award recognised the strength of community-led innovation and the positive environmental impact of the initiative.

The project repurposes real Christmas trees donated by residents, using them to stabilise vulnerable dune systems and enhance natural coastal defences. The work has received widespread praise for its sustainability, community engagement and measurable benefits to the local environment.

Another example we’re proud of is the Active Youth Engagement (AYE) Bus. The AYE Bus brings together partners and stakeholders with an interest in better partnership working to enhance the life chances of young people and reduce antisocial behaviour (ASB).

It’s a double-decker mobile youth bus, donated with driver by Stagecoach, a key project partner. The initiative aims to provide early intervention and support for young people, contributing to safer public spaces and communities within Elgin. The bus offers a safe space, identifies and safeguards vulnerable young people at risk from exploitation and from engaging in ASB, and provides them with opportunities to engage in positive activities. 

AI is held up as a potential game changer – but on the ground, what contribution is digital technology making to your approach?

Right now, digital technology is already helping us do the basics better – things like online forms, digital planning systems, managing repairs and handling customer enquiries more efficiently. That frees up staff time to focus on the things that actually need a human being. Our transformation in this area is ongoing, we have a lot still to do, but we’re determined to make the use of digital tools where they make sense and help us provide services more efficiently.

We’re also looking at where technology can help staff make better decisions, not replace them. For a council like Moray – with a mix of rural and urban communities – digital tools help us reach people who might otherwise feel left out, as long as we remember not everyone is online and keep other options open.

What counts as a good day in the office?

A good day is when something actually gets fixed or moved forward – when a long standing issue finally unblocks or a constituent leaves a meeting feeling heard.

It’s also a good day when I see staff supported and motivated, because morale really matters in tough times. And frankly, if I finish the day feeling we’ve made a decision that was fair, even if it wasn’t easy or popular, that’s a good day too.

What keeps you awake at night?

The big worry is always how we balance rising demand with shrinking budgets.

I worry about our most vulnerable residents – making sure they don’t fall through the cracks as pressure on services grows. And I worry about our workforce, because we ask a lot of people who genuinely care about their communities.

More personally, I think about whether we’re being brave enough. Are we taking the tough decisions early enough or are we just putting in stop-gap measures that will come back time and time again?

How do you describe what you do as council leader to a stranger?

I’m the person who helps set the direction for how the council serves local people – and then spends a lot of time listening.

Part of the job is leading, part of it is persuading and a big part of it is making sure different voices around the table are heard. I don’t run services day to day – that’s for our fantastic staff – but I help make the choices about priorities, values and what kind of council we want to be.

At its heart, it’s about trying to do the right thing for Moray, even when the right thing is hard.