Cllr Kathleen Robertson is the Leader of Moray Council.
I came into local government not through a political machine, but from the private sector as a veterinary surgeon, used to long days, difficult conversations and practical decisions under pressure. That taught me to stay calm, listen carefully, work as a team and focus on outcomes. As I write, I am the longest-serving Council Leader in Moray since the role was introduced in 2012, the first woman to hold it and, hopefully, the only leader to serve a full council term. In 2025, I was honoured to be named Scotland’s Council Leader of the Year by the Local Government Information Unit, but leadership in local government is never a solo effort.
That background shapes how I lead. Consistent leadership matters when councils face rising demand, financial pressure and high public expectations. People need calm decision-making, clear priorities and a willingness to act, even when choices are difficult.
In Moray, we do that through a minority administration. Some see that as unstable, but I have found it can strengthen decision-making when people listen. It forces you to build relationships beyond your own group, make the case for difficult choices and accept that no party has a monopoly on good ideas.
That has mattered most in cross-party budget setting. Having led the Council through several budget cycles, I know how hard those conversations can be. No one pretends those decisions are easy, but I have learned that progress comes through honesty, trust and a shared responsibility to balance the books.
This collaborative approach has helped us navigate difficult financial circumstances. Like councils across Scotland, Moray has faced rising costs and increasing demand. In the private sector, I learned that you cannot spend what you do not have and remain sustainable. Setting balanced budgets for three consecutive years, without using reserves to plug gaps, has therefore been a huge step forward.
Improving financial stability and strengthening Best Value have been key. Best Value is the statutory duty on Scottish councils to improve services, governance and the use of public resources for residents. Audit Scotland audits this work for the Accounts Commission, which holds councils publicly to account. Previous external assessments, stretching back to 2006, highlighted recurring concerns, but recent assessments have recognised better governance, scrutiny, financial planning and leadership. There is still work to do, but we now have stronger foundations.
We have strengthened governance, improved financial oversight and made risk management clearer. Our leadership risk register now gives members and officers a sharper understanding of the pressures ahead and how they are being addressed.
UK investment is also turning ambition into delivery. Pride in Place, the Levelling Up Fund and the Moray Growth Deal are supporting regeneration, public spaces, transport, housing, culture, innovation and skills — practical improvements people can see locally.
Change has also happened internally. With a new Chief Executive in post, I am proud that Moray is now led by two women working in partnership. Appointments must be based on merit, but representation matters: local government should reflect the communities it serves.
Just as important is cultural change. One of the most encouraging shifts has been from “we can’t do that” to “we can do this”. From my own working life, I know culture is not changed by slogans; it changes when people feel trusted, supported and expected to deliver. It is about showing communities that when they speak, we listen — a practical “you said, we did” approach.
When our administration took office in 2022, we inherited a council led by an SNP minority administration and facing longstanding challenges highlighted through external scrutiny. We knew there would be no quick fixes, but we also knew Moray had the people, ambition and potential to move forward with confidence.
As voters look ahead to the Scottish local government elections in May 2027, I know they will judge us on results. I would be proud to stand on a record of improved financial stability, stronger governance, positive scrutiny, UK-backed investment and the start of cultural change that gives me real optimism about Moray’s future.
The real test is whether leaders confront challenges honestly, build trust and create the conditions for people to succeed. That is what we are doing in Moray, and it gives me hope for what can be achieved next.
There is also a personal lesson here for the party, and for me. Having stood as a Westminster candidate in 2024, I have found that local government can achieve a great deal when you are close enough to see the impact of decisions quickly and directly. Councillors are at the coalface, hearing daily from residents who want someone to listen and help, whatever level of government is responsible. We support the party’s grassroots, yet recognition too often focuses on MPs and MSPs. Ahead of next year’s elections, we should speak proudly about councillors as people who see policy’s impact clearly, act quickly where they can, shape ideas, mentor others and grow future party talent.
Moray is a small authority of 26 councillors, with ten Conservatives continuing to work together in a changing political landscape. I do not take that unity for granted; I know how much trust it takes to hold a team together. Next year’s election could change the dynamic, but it also offers a chance to renew our mandate for practical Conservative leadership. If trusted to lead again, we will continue this work with confidence and humility. If not, we will be a strong, constructive opposition, holding others to account on balanced budgets, reform and delivery. The next five years will test councils across Scotland, but with consistent leadership, honest teamwork, sound finances and a clear focus on the people we serve, Moray can continue to move forward.