Highland Council has been praised for its ambition to transform public services while being reminded of the financial hurdles it must clear to deliver on its promises.
A long-term vision is now in motion to upgrade roads, transport systems, and public buildings, while shifting to more digital services to meet the evolving needs of Highland communities.
But while the ideas are bold, the delivery will demand discipline.
The Accounts Commission has highlighted that borrowing costs for Highland Council are among the highest in Scotland, which adds pressure to ensure its capital programme is truly affordable.
There has been progress since the last Accounts Commission report in 2020, with a culture of transformation beginning to take root.
Still, councillors and senior officials are being urged to remain vigilant and confident in how they fund and deliver their ambitious plans.
Recent budgets reveal a more cautious approach, with the council avoiding the use of general reserves in its 2025/26 budget and only tapping into earmarked reserves where necessary.
A key focus now is delivery — ensuring that grand strategies translate into real results on the ground.
This is especially vital in areas such as adult social care, where rising demand is met with increasing pressure to innovate and adapt.
Performance improvement in some services has slowed in comparison to other councils, underlining the need for data-driven decision-making and strong leadership.
According to the Commission, the council must now ensure it has a digitally skilled workforce capable of executing its digital transformation agenda.
Jo Armstrong, Chair of the Accounts Commission, noted the positive shift but warned that challenges remain in sustaining momentum and delivering savings.
She emphasised the need for robust IT strategies and continuous engagement with communities and staff to shape future priorities.
The Council has responded positively to the report, with Convener Cllr Bill Lobban welcoming its recognition of the strides made since 2020.
He acknowledged that while there is more work to do, the report reflects significant progress and commitment from both elected members and officers.
He highlighted that the recent budget’s approval of £12.9 million in savings is unlocking a £14 million investment in energy and transport — a sign of smart reinvestment in strategic priorities.
The Council has committed to using a selective set of performance indicators — 31 out of 107 in the national benchmarking framework — to sharpen its focus and avoid overstretch.
These targeted improvements show a positive trend and aim to balance ambition with achievability.
It’s also recognised that Highland Council operates in one of the most geographically and demographically challenging regions in the UK, where rurality makes public service delivery uniquely complex.
Nonetheless, the Highland Investment Plan is built on a foundation of sustainability, and with careful monitoring of historic borrowing levels, future investments can remain on track.
There is clear recognition that transformation is a journey, not a one-off event — but the path ahead requires clarity, commitment and cohesion between councillors, officers and communities alike.
