Serving Aberdeenshire from mountain to sea - the very best of Scotland
Public Service
Excellence Aberdeenshire is the best council. It is a dynamic, effective organisation aiming to provide excellent services by finding new and more efficient ways of doing things. The focus is on continuous improvement of the quality and efficiency of service provided with strong leadership and motivated employees.
Serving Aberdeenshire from mountain to sea - the very best of Scotland
Index
Performance 3
1. Effective Resource And Asset Management 4
2. Excellent Communication, Performance And Improvement 7
3. A Focus On The Customer 10
4. The Best Workforce 14
Serving Aberdeenshire from mountain to sea - the very best of Scotland
Performance
The performance scorecard is based on an analysis of performance measures
reported regularly as part of Service Plans. A more detailed analysis of performance
is available at Appendix 1.
2013-17 Core Outcome - Public Service Excellence
1. Effective Resource & Asset Management
2. Excellent Communication, Performance & Improvement
3. A Focus on the Customer
4. The Best Workforce
Long Term Trends
Number of
indicators
1. Effective Resource & Asset Management
14 7 1
2. Excellent Communication, Performance & Improvement
5 1 0
3. A Focus on the Customer 14 4 4 4. The Best Workforce 1 3 3
Key:
At least 50% of measures in this outcome are significantly below target (red)
At least 25% of measures in this outcome are slightly below target (amber)
The majority of performance measures are on target
Key:
Performance Improving
No Change or New Measure
Performance Declining
01.08.15 4
1. Effective Resource And Asset Management
We said:
We will effectively manage our resources and assets to ensure we are financially
robust and our buildings, technology, roads, bridges, harbours, beaches and streets
are in the condition they should be.
Key Facts
• 99.8% of the revenue budget spent
• 150,000 miles of road treated against ice and snow (Winter 14/15)
• 96.4% of Council Tax income collected
• 14,300 ICT installations (networks, servers, computers)
What Have We Done?
In February 2015, the council agreed an ambitious Capital Plan for 2015-2030. Worth
nearly £1billion the plan paves the way for major new build programmes including
schools, care homes and leisure facilities. It represents a massive programme of
investment, creating jobs, supporting businesses, delivering improved facilities and
growing ambition in the area. It sets out the council's strategic capital priorities for the
next 15 years including new community campus facilities in Ellon and Alford, a new
Garioch Academy, a new care home and new primary schools including Drumoak,
Kintore, Portlethen, Turriff, Inverurie and Kinellar are among the major construction
projects included. A new children's home, new leisure facilities at Banff & Macduff,
spending on parks and open spaces and improvements to street lighting are also
covered in the programme. Included in the Capital Plan is the £75 million capped
cost for the Aberdeen Western Peripheral Route (AWPR). The plan builds on the
projects delivered in 2014/15 which saw over £135 million spent on General Fund
projects and a further £39 million spent on the Housing stock improvements and new
build programme. This represents the most significant level of capital expenditure in the
history of Aberdeenshire Council. Delivered projects included the Mearns Community
Campus, upgraded facilities at Kemnay Academy and Dales Park (Peterhead) multi
use games arena.
Schools and other learning establishments form a substantial proportion of the
council’s overall asset portfolio. The Learning Estates Team have developed and
implemented a consistent approach to assess the capacities of primary schools and
in doing so have realigned other services into school assets, thus reducing capacities
of schools with falling rolls. This has had a positive impact upon the number of
01.08.15 5
schools where the roll is now 61% or above capacity. The process of school roll
forecasting is now more refined by monthly monitoring of the school rolls and
quarterly updates of build out rates ensuring that resources are based on up to date
figures. There is a clear management of schools which are reaching and are over
capacity, including changes to the reconfiguration of the building, to the use of the
capping policy for interim measures. Further work is ongoing to refine these
processes by clearly linking with corporate asset management to ensure a holistic
approach. The Learning Estates Team has also identified outcomes from the Local
Development Plan and planning applications ensuring that the educational
infrastructure matches need. This has required rezoning of a number of school
networks including Peterhead, Westhill and Banchory. This work has negated the
need for further capital spend including new builds and extensions. Partnership
planning with Moray has begun to realign regional borders. The Primary School Brief
(which sets out the standards for new build primary schools in Aberdeenshire) has
been further evaluated, challenging the space standards and the use of resources, to
better meets the needs of the community. This practice has also been adopted for
the development of a Secondary School Brief and the beginning of recalculation of
the secondary school capacities leading to improved use of resources.
Our approach to Procurement has resulted in approximately 20% of expenditure in
2014/15 being spent with local suppliers within Aberdeenshire and 40% with
suppliers in the wider region (Aberdeen City, Aberdeenshire and Moray). Over 50%
of the council spend was with small/medium enterprises (SMEs), just below our
target of 55%. The council’s Commercial & Procurement Service (CPS) have also
introduced a series of initiatives under the PACE Programme to develop commercial
awareness and foster a culture of commercial excellence across the organisation.
These measures will help to ensure the Council exceeds legislative compliance and
continues to deliver Best Value for residents and communities. There is a
commitment to balancing social, economic and environmental principles in
procurement and to working with all sectors of the community in order to achieve
this. CPS have developed a model designed to promote sustainable procurement
and ensure that the social, economic and environmental aspirations of the council
can be addressed. There will be increased opportunities to reserve contracts to
qualifying supported businesses (where the business employs sufficient numbers of
people with protected characteristics such as a disability). The CPS is a shared
service with Aberdeen City Council and it is recognised that much of the spend
across both councils is with the same suppliers. CPS are now looking at ways both
councils can benefit commercially from the shared expenditure.
Each year the council must prepare and publish a Statement of Accounts in
accordance with the Code of Practice for Local Authority Accounting in the UK based
on International Financial Reporting Standards (IFRS). The Statement of Accounts is
independently audited by Auditors appointed by Audit Scotland. Once again the
council’s audit certificate is unmodified which provides assurance that “the financial
01.08.15 6
statements give a true and fair view of the financial position of Aberdeenshire
Council”.
What Are We Doing Differently?
As part of a council programme to create a reduced number of improved offices for council employees and service users, new council headquarters in the centre of Peterhead have been built. Buchan House on St Peter Street now houses council services which formerly occupied a range of premises throughout the town. Through investment of £5million, the new offices have transformed a derelict and brownfield site at St Peter Street, contributing to ongoing regeneration efforts in the town. Buchan House is a hub for both employees and residents. For customers, a Service Point will operate at the new facility providing a one-stop-shop with multi-skilled Advisors dealing with a variety of customer queries including payments for council services, questions around waste or recycling, reporting faults and applying for National Entitlement Cards or Blue Badges. Customers can also make appointments to see a registrar via the Service Point. Over 16 services spanning Communities, Education and Children’s Services, Infrastructure Services and Business Services will be located within the new office. There are a range of multi-purpose spaces which will be useful for the full range of service personnel sharing the building which also includes staff from NHS Grampian and Police Scotland. The establishment of a single corporate office within Peterhead has enabled the release of 12 offices (both owned and leased) with a combined running cost of over £365,500. A number of the owned facilities are currently being marketed.
01.08.15 7
2. Excellent Communication, Performance And Improvement
We said:
With a commitment to excellent communication, performance and improvement, our
approach to business is being transformed.
Key Facts
• 16k Twitter followers (47% increase since 2013/14)
• 4,600 Facebook ‘likes’
• 126 Instagram ‘followers’
• 8 statutory performance indicators in the top 8 councils in Scotland
What Have We Done?
During 2014/15 the council focused on the continued delivery of the Communications
Strategy launched in 2013. The way that residents, service users and communities
want to communicate with the council continued to shift during the period and, in line
with predictions, there was growth in social media followings and interaction using
these channels. Social media provides a platform for engagement with the council
and there has been an increase in the number of questions, comments and the
sharing of information using these methods. In addition, the council has embraced
other new ways of communicating messages, ensuring these are easy to understand
and clear, using visual and video tools. This included live broadcasts using
Periscope from the General Election count and the creation of an Instagram account
which allows the council to share images and short updates.
All managers have a responsibility for ensuring the continuous improvement of service delivery. In 2014/15, over 50 managers took part in range of training to help them develop their skills in this area. Training included a benchmarking course that allowed managers to understand the council’s benchmarking framework and develop a benchmarking project within their area of responsibility that allowed them to learn from other organisations and incorporate appropriate best practice into processes and procedures. The Performance & Improvement Team also delivered an event that supported managers improve their self-assessment and evaluation processes, use performance information more effectively identifying poor performance and scope areas of improvement as well as encouraging their teams to play an active role in improving performance.
01.08.15 8
As a result of Continuous Improvement Week held in March 2015, a range of ‘How
To’ guides were developed to support all employees undertake simple improvement
to resolve problems and find solutions to improve customer service. The guides
covered areas such as identifying the cause of problems and identifying possible
solutions. Staff were also encouraged to identify an area they could improve within
their daily work and take action on it. Example of pledges included “everyone attends
a meeting (or court hearing) by Lync or Video Conference at least once a month
rather than travel unnecessarily” (Advice & Representation legal teams) and “we will
reduce the volume of waste paper going to recycling bins” (SEA, Information and
Research Team).
The council’s corporate performance management system Covalent is available to all
teams, managers and elected members to support performance monitoring. A new
version of the system was launched in 2014 which is simpler to use and makes
tracking performance even easier through the use of tailored portals that draw a
range of data into one place and give an ‘at a glance’ view of where targets are being
met or performance is below expectations. The new version of Covalent also
supports the publication of key performance indicators directly to the council’s
website enabling residents to monitor delivery of the Council Plan 2013-2017
(www.aberdeenshire.gov.uk/performance ).
Improvement officers support the council ‘do things differently’ to ensure Best Vale and improved customer service. In 2014, the team worked with Finance staff in order to assess feasibility of creating a single Financial Assistance Section for carrying out all means tested assessments in respect of charges levied by the Council (e.g. Council Tax), administering financial support schemes and the provision of welfare benefit, money and debt advice. This will deliver improved levels of service to customers by having a single Financial Assistance Section and common process, provide a ‘one stop shop’ approach for customers for the delivery of services that require benefits assessment including the provision of money and debt advice and support improvement initiatives that would reduce future processing costs and potential for fraudulent claims.
All Scottish councils participate in the Local Government benchmarking framework
which consists of 55 indicators, covering approximately 60% of local government
spend, the LGBF has primarily been designed to help councils deliver improved local
services within communities. It encourages dialogue between councils and helps
better understand the factors that each council can control and influence in order to
reduce costs and improve outcomes. It also allows residents to see how their council
is performing in comparison to other councils (http://scotland.mylocalcouncil.info/ ).
In the most recent dataset (2013/14) local performance has improved significantly on
last year however, when comparing Aberdeenshire nationally the picture is less
positive. The council is one of the highest performing council in 8 indicators (including
employee attendance, street cleansing costs and roads maintenance) but is within
the lowest performing councils for 16 indicators (including people aged 65 or older
with intensive care needs receiving care at home and invoices paid within 30 days).
01.08.15 9
The council performs better than the national average for 25 indicators. Services
have identified actions to improve performance in relation to the key areas measured
by the LGBF dataset. For example in relation to the indicator ‘Self-directed support
spend for people aged over 18 as a % of total social work spend on adults’ (ranked
15 in Scotland), from April 2015, a resource allocation system will be implemented to
enable the accurate calculation of individual budgets to reflect how individuals will be
supported to meet their outcomes. The council is also participating in family groups –
learning sessions with other councils that are similar geographically, socio-
economically or by demography – in order to share and benefit from best practice.
Recent family groups have focused on roads maintenance, positive destinations for
looked after children and museums.
What Are We Doing Differently?
Every month the council ask 150 residents how satisfied they are with key service
delivery areas. For most of these areas, residents express high levels of satisfaction
however there is a much lower level of satisfaction with roads. This is despite the
council’s road condition being assessed as amongst the best in the country with less
than 30% of the carriageway network requiring maintenance. The council maintains
3,371 miles of roads, 1, 411 bridges, 934 miles of footpaths, 113 car parks, 39,922
streetlights and 7 harbours. In 2014/15, the Communications Team worked
alongside road colleagues and focused on roads and infrastructure related
communications. A campaign has been developed by the team, using a range of
communication channels to highlight key messages and interesting information using
social media, local and regional media, the website, and YouTube. The work
undertaken to-date has been positively received by the public and helped to increase
awareness in relation to the maintenance of roads, the history behind harbours and
showcase the beauty of bridges in the area.
01.08.15 10
3. A Focus On The Customer
We said:
Focusing on the customer, putting our residents and communities at the heart of
everything we do, we will provide services that are inclusive, empowering and make
a difference.
Key Facts
• 85% of calls to the council’s Contact Centre resolved at first point of contact
• 92% of residents satisfied with the quality of customer services throughout council
• 98% of residents believe the council takes account of their views
• 8 complaints per 1,000 residents
• £312,000 awarded to local community initiatives through Area Committees
What Have We Done?
We are continuing to focus on the creation of Service Points in major towns to
provide communities with access to a range of services, support and advice in one
handy location to access a number of council services, with the help of a friendly
knowledgeable adviser. There are Service Points now available in Ellon, Huntly,
Turriff, Peterhead and Banff. Last year just over 43,000 people used the Service
Points with the top three reasons for visits relating to payments, housing and
benefits.
Almost a quarter of a million calls are made to the council’s Customer Contact
Centre. Almost 12,000 texts and internet enquiries are also dealt with through the
centre. The contact centre works closely with the Customer Service Development
Team to streamline processes to ensure that they are as short as possible to allow
the Advisors to deal with customers in the most time efficient way, without
compromising on information required. As a result, in 2014/15, 75% of the calls were
answered within 20 seconds and 85% of these calls were resolved at first point of
contact, which is better than the national standard of 75%. The top three reasons for
contacting the council through the centre are to report a housing repair, make council
tax payments and report a missed waste collection.
The council’s website is the primary source of information and interaction for many
residents and it is important that it is easy to use and meets expectations. Each year
our website is independently assessed by SoCITM and we benchmark our results
against other public sector organisations to learn from those that are ‘best in class’.
01.08.15 11
In November 2014 our website was rated as 1 star which was below expectations.
The council’s website has not been redesigned since 2009 and a project is now well
underway to deliver a modern fit-for-purpose design. The new design will fully
support use from smartphones, tablets and other touchscreen devices which now
make up around 50% of visits to the site. The new site is due to go live in September
2015. Improving the Customer Experience (iCE) is a significant project for the council that has been focusing on common interactions between the council and our customers and residents. The project is designed to make it easier for our customers to access council services primarily through online self-service, with ongoing support available through our customer contact centre or at service points. Progress is summarised below.
Completed:
Project Update
Online Benefits
Since May 2013, a housing and council tax benefit online form and eligibility calculator has been available, increasing capacity within the Benefits Team, improving the quality and consistency of benefits applications and attracting better customer service ratings. (Further improvements in relation to reporting changes of circumstances are planned over the coming months).
Council Tax change of circumstances
Four Council Tax online self-service forms are currently available on the council website with support where required through the Contact Centre and Service Points since June 2014.
Roads Fault Reporting
Improved online fault reporting form launched in April 2014 increasing customer satisfaction as a result. (Further improvement in relation to ease of use, reliability and capture of increased levels of detail are planned over the coming months).
Blue Badges The blue badge application form has been available online self service to customers and with support through the Contact Centre since April 2014.
Customer contact / compliments & complaints
Online form for “Have Your Say” made available on website and has been promoted through a marketing campaign distributing feedback cards, posters and the use of QR codes in 90 locations across Aberdeenshire.
Business Rates change of circumstances
Online forms available from June 2014. Federation of Small Businesses have contributed to website content refresh.
Car Parks Signage and QR codes linked to online fault reporting form implemented. – Phase two is looking to implement “cashless parking”, (via smartphone / online payments).
01.08.15 12
Waste Collection & Recycling
An online Trade Waste form is available on the council website and has received positive customer feedback. Further improvements are planned including “report it” online type functionality re missed bins and other waste related services.
In Progress:
Project Update
Council house applications & enquiries
An online housing needs assessment application form has been developed which is linked to the Apply4Homes partnership site.
Income collection
Proposals have been developed to introduce improved online payments functionality, (where applicable linked to online bookings facilities) to allow customers self-serve access to services direct from the website.
Licensing The website content and associated online document has been streamlined enabling customers to more easily access the services and information that they require online. Next steps are to work with the national licensing initiative with a view to introducing a fully online self-serve licensing solution for customers.
Music Tuition
Improvements to the online reporting on children’s progress have been introduced. Improvements to the current online payments system will follow.
School Meals, Trips & Activities Payments
A new online system has been introduced in August 2015 which is being piloted at Academies before further rolling it out across all primary schools which will enable parents to top up their children’s school meals accounts online and providing online balance enquiries and transaction histories. In phase 2 the payments functionality will extend to accepting online payments for other schools items including trips and activities.
As part of the programme, a Customer Experience Panel has been established which enables residents to get involved in helping to shape future service delivery by:
• Participating in online surveys - recently these have included online school payments, school absence reporting, Licensing and the “Have Your Say” (comments, compliments and complaints processes); or
• Testing new online service delivery approaches– this has included online council tax forms and car parks fault reporting. The Panel’s input will also be sought over the coming weeks to establish their views on the newly redesigned website.
01.08.15 13
What Are We Doing Differently?
The Welfare Reform Act 2012 brought about major changes to the benefits system.
Recognising the negative impacts the reforms could have, the Scottish Government
launched the Welfare Reform Resilience Fund in 2014. Aberdeenshire Council bid for
funding in partnership with Grampian Housing’s SMART Money Advice Project to set
up a holistic housing and money advice service for new social sector tenants. This
project, initially undertaken in the Buchan area, would offer advice and assistance to
vulnerable housing applicants who had been made an offer of permanent housing
with a view to identifying how this type of preventative support could help tenancy
sustainment. There can be anything from 2 weeks to 2-3 months from the time in
which an offer of housing is made to an applicant, to when the keys become
available for the property. This period can be used productively to provide advice and
assistance to applicants. It also bridged the gap in the transition from applicant to
tenant. No changes were made to the existing sign-up appointment, instead a pre-
tenancy appointment was introduced. This appointment provided practical advice and
information which was aiming to prepare applicants for the reality of having a tenancy
and what they needed to consider prior to moving in.
Findings from the trial showed:
• Feedback from new tenant surveys showed a positive difference between those who were supported by the pre-tenancy service and those who were not.
• Rent account balances were monitored throughout the project although at the outset arrears levels were higher in Buchan than elsewhere, as the project progressed arrears levels in other areas rose faster than those in Buchan.
• Money advice involves income maximisation, budgeting advice and debt advice. AS a result of the support offered, there was a financial gain of £24,494.72 for tenants.
• A number of tenants reported heating issues, particularly relating to the cost. Heating issues were addressed during the pre-tenancy appointment and money advice was offered to any tenant who reported struggling with the cost.
As a result of the project, consideration is now being given to rolling out pre-tenancy appointments to all tenants across Aberdeenshire, not just those who are assessed as vulnerable, introducing the information pack,including details of who the tenant’s housing officers are and other useful contacts in the area, more widely and promoting services such as SCARF and money advice more locally to help people to get the best suppliers and reduce their fuel costs.
01.08.15 14
4. The Best Workforce
We said:
Having the right people, with the right skills, results in the best workforce.
Key Facts
• 62% staff in the highest paid 5% employees are female
• 8.9 sickness days (average) per employee
• 9% staff turnover - leaving the council or moving to a different job within the
council
• 78% of employees have been with the council at least two years
What Have We Done?
The council is the biggest employer in Aberdeenshire with 14,834 staff. We have one
of the lowest sickness rate of all Scottish councils however improving attendance and
supporting the health and wellbeing of employees continues to be a priority. A
revised approach to attendance management has been introduced with closer
monitoring and earlier intervention by managers to provide support to enable staff to
return to work as soon as possible.
A range of training and development is available to staff to support them in their
roles. The council’s eLearning tool now enables staff across the council to access
essential training, at times that suit them and the nature of the role they undertake,
reducing travel time and ensuring mandatory training can be monitored. There are
over 220 courses available through the tool ranging from health and safety courses,
understanding financial regulations, undertaking key service delivery areas such as
burials, using core business systems and communication with children and young
people using symbolism. Staff have enrolled in over 35,000 courses and the top
three courses are Data Protection, Respecting Diversity and Equalities.
Over 600 staff achieved SQA qualifications whilst undertaking their job in 2014/15.
Qualifications ranged from SCQF level 4 through to SVQ4 in areas such as
horticulture, highways maintenance, road building, social services, health & social
care and first aid at work.
The Equality Act 2010 introduced the Public Sector Equality Duty that means, as a public body, the council must have due regard or consciously consider the need to:
1. Eliminate discrimination, harassment and victimisation.
01.08.15 15
2. Advance equality of opportunity between those who have protected characteristics and those who don't.
3. Foster good relations between those who have protected characteristics and those who don't.
As a result we are building an equalities perspective into every part of our work to
ensure it becomes part of the structures, behaviours and culture of our employees.
All staff are required to undertake training to understand their responsibilities. By
March 2015, approximate 12% of the workforce had undertaken the training. In order
to increase the take up of training and make it easier for non-office based staff to
take part, the training courses will be made available via DVDs and YouTube as well
as on the council’s e Learning tool. There are sixty equality champions throughout
the council who assist staff undertake equality impact assessments and respond to
general queries about our equalities duty. Last year the champions identified five key
points they felt every employee needed to know about the equalities and these were
distributed to all staff through monthly pay slips.
A core set of values was introduced for all employees working within adult Social
Care to ensure that people who are assisted by the service, regardless of their level
of need, can expect, and receive consistently high quality care from every member of
staff. Staff in different roles will have different knowledge and skills but will share the
same values. The core values are introduced to new staff as part of the induction
process and existing staff received a booklet summarizing the values as well as
information at team meetings. The values are:
• Caring and compassionate – Treating people with kindness, consideration
and empathy.
• Respectful – Upholding people’s dignity at all times and respect their choices
• Accountable – Taking responsibility for our words and actions
• Trustworthy – Maintain confidentiality and protect personal information with
which we are entrusted.
• Supportive – Having the courage to speak up when things don’t seem right
either in your service or for someone receiving care and support
• Encouraging – Focus on enablement, thinking about what a person can do
rather than what they can’t do.
• Striving to be the best – Use best practice and listen and respond when
someone tells us what is important to them.
A significant proportion of the council’s workforce is in the higher age range with just
15% under the age of 30. The introduction of modern apprentices in 2013 both
supports the council recruitment in areas traditionally more difficult for the council to
recruit to and encourages younger people into the council. There are now 43 modern
apprentices in the council covering key roles such as Administration, ICT, Care
Assistant, Homecare, Landscape, Trades: Mason, Electrician, Painter, Joiner,
Mechanic, Plasterer and Plumber. The council’s Homecare service initially took on
five Modern Apprentices in 2013 who have all now completed the qualification and
01.08.15 16
three have remained employed by the council. One of them won Aberdeenshire
Council’s Apprentice of the Year Award. He was nominated by several managers
within home care for the dedication he demonstrated throughout his training, finishing
his qualification ahead of time and making suggestions for future apprenticeship
programmes.
As confirmed by the council’s most recent shared risk assessment undertaken by
local external scrutiny bodies, the council is experiencing significant challenges
recruiting teachers within the area. Recognising this, the council has developed a
number of initiatives to support the training, recruitment and retention of teaching
staff. For example a partnership between Aberdeenshire Council and the University
of Aberdeen was initiated to support current Aberdeenshire employees with the
necessary qualifications to train to become teachers. From 1st January 2014, 20
Aberdeenshire employees embarked on the new Distance Learning Initial Teacher
Education (DLITE) programme which should see them graduate as qualified
probationer teachers in June 2015. The programme allows participants to continue in
their current role within the Council whilst being released to participate in 18 weeks of
school experience allied with part-time study. Other activity includes targeted
advertising of posts, links to recruitment specialists and providing advice on housing.
What Are We Doing Differently?
Aberdeenshire Council covers the fourth largest geographic area in Scotland.
Employees are based throughout the area and most teams will be spread across
several locations. This can make meetings, collaborative working and keeping in
touch very challenging. In 2014, the council introduced Microsoft Lync. This is a tool
that allows employees to connect to each other as well as with people outwith the
organisation such as our Community Planning partners, other councils and suppliers.
It combines free / busy calendar information, location and contact details, instant
messaging, voice and video as well as collaboration services like screen sharing and
presentation modes into one easy-to-use tool, for one-to-one or multi-person
conversations. It is particularly useful during adverse weather conditions allowing
employees to work flexibly from locations closer to home. There are now over 4,500
employees signing in every week, sending thousands of instant messages, sharing
documents and joining audio and video meetings.
Headquarters
Aberdeenshire Council,
Woodhill House,
Westburn Road,
Aberdeen,
AB16 5GB
Visit www.aberdeenshire.gov.uk or follow us on social media
Twitter@aberdeenshire
www.aberdeenshire.gov.uk/facebook
instagram.com@aberdeenshire