What you told us - What we're doing

What you told us

The Central Buchan Bus Survey was live from the 27th October 2025 to 2nd January 2026 and received 256 responses. The council supports the current Central Buchan A2B on-demand bus service, and the contract is due to expire in August 2026.

The purpose behind the survey was to consult with the local community - both users and non-users of the current Central Buchan A2B bus service - to help us shape the bus service provision in the area for the next 5 years.

The primary focus of the survey was to gather information and opinions on either continuing the current Central Buchan A2B bus service, or replacing it with a fixed route timetabled bus service. We provided an example of a fixed timetable service within the survey, as a point of comparison with the current Central Buchan A2B service. We asked questions on how either type of service might meet, or not meet, the bus service requirements of the local area.

The feedback showed that 62% wanted the A2B bus service to continue, compared to 38% who would prefer a fixed timetable bus service. A higher percentage of respondents than not believed that the current A2B service satisfied more of their transport requirements than a fixed route service would. There were many responses that commented on the pros and cons of both types of bus service which are very helpful.

There was also a clear lack of awareness or understanding regarding the current A2B bus service. Many respondents do not perceive that A2B is a bus service and available to all residents. Many respondents expressed a demand for an online booking system, currently bookings can only be placed either by phone or email request.

What we’re doing

The Council’s Passenger Transport Unit will tender for both types of bus service provision to ensure dial-a-bus remains value for money, while taking into account the views of the majority of survey respondents and will include an option for an earlier start as requested by 60% of survey respondents. We will award a contract based on available budget and which type of service will best meet the transport demands of the area, while delivering best value to the Council.

A minority of respondents asked for a combination of both types of service. This wouldn’t be an option for the following reasons:

• We could not have fixed route in peak times and dial-a-bus in off peak times because this would mean the majority of current peak trips could not be accommodated (too many transport request variables and wouldn’t accommodate those in more rural parts of Central Buchan).
• It would not be an appropriate use of scarce council budget to have both types of bus services operating throughout the day. There is not enough demand in the area to justify the significant investment that would be required to operate both services in peak times, which is where costs are mainly generated from.

We are also currently working to bring in an online booking system, which will be available 24/7 to users of the Central Buchan A2B service. If testing is successful, we are hopeful to launch this in the first half of 2026.

Based on comments received in the survey, there is a lack of awareness within the area of the current A2B bus service, and we will explore promotion opportunities to raise awareness of the current A2B service.

Thank you to everyone who took the time to complete the survey, the responses were helpful and informative. A link to a report and analysis of the responses can be viewed here: Survey report | Central Buchan Bus Services | Engage Aberdeenshire

You can also view the original project page here: Central Buchan Bus Services | Engage Aberdeenshire

What you told us

Our survey asked people across Peterhead, St Fergus, Boddam, Longhaven and Cruden Bay to share their experiences, priorities and hopes for the future by telling us what matters most within the four Peterhead 2040 vision themes. We invited you to rate what’s important and tell us why, highlight any challenges or gaps, and to describe how you’d like our places to look and feel by 2040. Your responses are now helping shape the priorities and actions for the Peterhead Partnership Place Plan which will be published in 2026.

Vision Theme - Blue & Green Natural Spaces

Peterhead and its surrounding landscapes are thriving with blue and green natural capital - where the coastline, Ugie River, parks, and countryside are cherished and accessible to all. These natural spaces are at the heart of a resilient community, supporting wellbeing, biodiversity, and a sustainable future for generations to come.

• Over 93% of you said this is a top priority.

Your responses told us that Peterhead and its surrounding areas of blue and green spaces are one of our biggest assets and strengths and should be a top priority for the future. People want to see better looked after natural areas, safer and more connected walking and cycling routes, and improved access to the coastline, parks and paths. The feedback showed overwhelming support for protecting and enhancing these spaces so they can be enjoyed by everyone now and in the future.

Vision Theme - Skills, Education & Enterprise

Peterhead and the surrounding area is a place where everyone can access learning and skills that prepare them for the future. It is a community that nurtures enterprise, values innovation, and celebrates the vital role of people working across all sectors in building a thriving, inclusive economy.

• 98% agreed this is an important priority.

Your responses told us that Skills, Education & Enterprise is a major priority for the future. People highlighted limited evening activities, a lack of local opportunities for learning and training, and the need for more support for small businesses and enterprises. Many said they want to see more accessible courses, better facilities, and vibrant places for young people and adults to learn, work and develop their skills. Overall, the feedback showed very strong support for improving opportunities that help people thrive and boost the local economy.

Vision Theme - Living Well Locally

Peterhead and the surrounding area is a place where everyone can live well, with easy access to the services, activities, and resources they need. It’s a connected and inclusive community where people feel empowered to take part in local life, move around safely, and choose how they travel.

• Almost 97% identified this as essential for the future.

Your responses told us that living well locally is essential for the future. Many people raised concerns about everyday issues such as unreliable or expensive transport, challenges accessing key services, and feeling less safe in parts of the town centre. They also highlighted the need for better local facilities, improved health and wellbeing support, and easier ways to move around the area. Overall, the message was clear: people want to feel connected, supported and safe within their own communities.

Vision Theme - Heritage, Townscape & the Built Fabric

Peterhead and its surrounding communities are places of pride, where the rich heritage, historic townscape, and unique character of neighbourhoods and villages are celebrated. The built environment is well cared for, creating spaces that feel safe, welcoming, and rooted in local identity.

• Over 91% supported strengthening the look, feel, and identity of Peterhead.

Your responses told us you want Peterhead to feel safer, more attractive and more welcoming, both during the day and in the evenings. People highlighted concerns about the appearance of the town centre, the condition of some buildings and public spaces, and the need to make more of the area’s unique heritage. Many said they would like to see better lighting, cleaner streets, improved public areas, and a stronger sense of place that celebrates Peterhead’s history and identity. Overall, the feedback showed strong support for revitalising the townscape and strengthening pride in the area.

What we're doing

We’re now using your responses from the survey to shape the first draft of the Peterhead Partnership Place Plan, making sure it reflects what really matters to local people. Your responses are important because they tell us where change is needed, what’s working well, and where partners should focus their efforts. By sharing your experiences and ideas, you’re helping us set clear priorities, agree actions with local services and organisations, and make informed decisions that will improve life across Peterhead and its surrounding communities.

One of the key ways we are doing this is by bringing partners together through a series of partnership sessions, which enable us to work through what you told us, agree shared priorities, and explore how we can take these forward collectively. By looking at your feedback alongside local data and evidence, we’ll build a clearer picture of what matters most to communities, what the facts show, and where the biggest opportunities for positive change lie. This partnership approach will guide the development of a well informed, practical Partnership Place Plan that reflects your experiences and supports meaningful action across Peterhead and the surrounding area.

You can view the original project here: Peterhead 2040 Partnership Place Plan | Engage Aberdeenshire

What you told us

Across Aberdeenshire we have 9 Community Hospitals which provide a wide range of services for people in their local community - from inpatient care including: mental health, palliative and end of life care, complex clinical care, rehabilitation and enablement through to outpatient clinics and Minor Injury Units. Each of our Hospitals is unique.

We are currently undertaking a review of our Community Hospitals to better understand how we might use them in the future to ensure that people in all of our communities can access the treatment and care that they need. Phase 1 of the review included community engagement with the opportunity for all Aberdeenshire residents to take part.

A series of in person, drop-in engagement events were held across Aberdeenshire in the 9 Community Hospital towns during October and November 2025 with approximately 550 attendees across all dates. The public survey captured feedback on Community Hospitals from 2,286 respondents.

Key takeaways from the Public Survey were:

• Local access is not just a convenience - it is a lifeline, especially for the most vulnerable.
• Staff are the heart of the service, their approachability and continuity matter as much as clinical skill.
• Clear, multi-channel communication are essential for trust and engagement.
• Centralisation and service reductions are deeply unpopular and seen as detrimental to health outcomes and community well-being.
• Community hospitals are valued not just for healthcare, but for their role in supporting local identity, employment, and resilience.

What we’re doing

In January 2026, the Integration Joint Board (IJB) considered the findings from Phase 1 of the Community Hospitals review, and agreed what should happen in Phase 2. These next steps include creating a 10-year route map and delivery plan to make sure hospital services remain sustainable and fit for purpose.

You can view the original consultation at: Community Hospitals in Aberdeenshire | Engage Aberdeenshire

What you told us

We received 46 responses in respect of the consultation, the majority of which were received from the licensed trade (87.0%). The bulk of these felt that the proposed increases were too high and could negatively impact on the trade given the increased costs that they were already facing.

Respondents also felt that although the Board has a statutory duty to ensure the fees it charges covers their costs, they should look at cutting their own costs rather than passing higher fees onto applicants or as an alternative they should look at absorbing some of the costs involved to help support the trade.

The responses received can be found within Appendix 2 to the report which was considered by the Aberdeenshire Licensing Board at their meeting on the 17th of December 2025.

What we're doing

Officers considered the responses received as part of the consultation and provided answers to these within the report considered by the Board on the 17th of December 2025. The officers confirmed that some applications like applying to change an existing licence are optional for businesses. They also explained the work the Licensing Board carries out, why this work has increased costs, and how the Board is continuously trying to reduce expenses, for example by using online applications and holding meetings online.

The Board considered all the comments made on the 17th of December 2025, alongside their statutory duties to ensure that the fees charged covered their costs, deciding that the proposed fees should be adopted from the 1st of April 2026, with inflationary rises applied annually thereafter.

You can view the original consultation here: Aberdeenshire Licensing Board - Consultation on Liquor Licensing Fees | Engage Aberdeenshire

What you told us

We received 171 responses across the different licence types included in the survey. Most people did not want fees to increase, and some preferred only small inflation‑level rises because of the impact on businesses. This is despite the Authority’s statutory duty to ensure fees cover the cost of providing the service.

General Themes:

• Affordability concerns about the proposed licence fee increases.
• Accountability and transparency about the council’s costs.
• Fairness and proportionality.

Taxi and Private Hire Car Licensing:

• The significant financial pressures already faced by drivers.
• Impact on services for vulnerable groups and rural communities.
• Height of costs when compared to other authorities.

Public Entertainment Licensing:

• Impact of increased fees on community events and the local economy.
• Perceived disproportionate burden on small organisations and volunteers.
• Calls for greater differentiation between commercial and community events.
• Discounts to be applied to events by charities and voluntary organisations.

Other Civic Licensing:

• Impact that licences can have on already established businesses.
• Calls for higher fees for certain activities over others.

Miscellaneous Licensing:

• Policy concerns regarding the licensing of some activities.

The majority of the responses related to the licensing of public entertainment licences and the taxi trade within Aberdeenshire. The responses received can be found within Appendix 2 to the report which was considered by the Licensing Sub-Committee on the 12th of December 2025.

What we're doing

Officers considered the responses received and provided answers in respect of all the themes listed above and these were included within the public report considered by the Licensing Sub-Committee on the 12th of December 2025.

Officers reviewed all consultation responses and addressed each theme within the public report considered by the Licensing Sub Committee on the 12th of December 2025.

The Sub Committee evaluated these comments alongside its statutory duty to ensure fees cover the Authority’s costs. It agreed to implement the proposed fees, applying varying discounts for voluntary and charitable organisations applying for public entertainment licences. These will take effect from the 1st of April 2026, with inflationary increases thereafter.

Full details of the fees and discounts are available via the report and appendices considered by the Licensing Sub-Committee, these will also be published online prior to these taking effect.

The Sub Committee also instructed officers to produce a monitoring report on the impact of the new fees, scheduled for the 7th February 2027, before the end of the current Council term.

You can view the original consultation here: Aberdeenshire Licensing Authority - Consultation on Licensing Fees | Engage Aberdeenshire

What you told us

We surveyed pitch users from August through to November 2025 alongside a series of Pitch User Group meetings. We received 33 responses to the survey, representing 31 individual teams

When asked for views on our current services (booking process, pitch maintenance, communication, and pitch location/commute), most people said things feel about the same as before. A small number felt things had improved, while less than a third felt things had gotten worse.

In response to being asked if teams would consider a commitment to support general maintenance (grass cutting, line marking, re-seeding), three-quarters of teams were in favour of some level of contribution.

In response to being asked if teams would be willing to pay for additional services, a number of clubs indicated in favour.

In response to being asked how frequently teams would like to meet, the majority were in favour of pre and post season as required.

What we’re doing️

Based on the feedback received through the survey, we are currently scheduling a 2nd round of Pitch User Group meetings with the intention of setting future meetings with as much advance notice.

We will aim to formalise opportunities for clubs to participate in pitch maintenance.

The booking process has been reviewed resulting in some improvements for clubs booking for fixtures. Further improvements are also being reviewed.

You can view the original project here: Aberdeenshire Pitch Strategy 2025 | Engage Aberdeenshire

What you told us

The overall impression from the survey was strongly positive. Many participants described Restaurant Week as 'excellent,' 'fantastic,' and 'a great idea,' and a large proportion indicated they had visited restaurants they had never tried before. Respondents stated that the event encouraged them to explore local businesses and that they would return to the venues they discovered.

However, despite the enthusiasm, participants raised some concerns. These issues represent areas where improvements could meaningfully enhance customer experience and support wider participation.

Key Strengths Identified

Survey respondents highlighted several aspects of Restaurant Week 2025 that worked particularly well:

• Encouraging discovery: Participants enjoyed visiting new or unfamiliar venues.
• Good value at some venues: Businesses offering exclusive Restaurant Week menus or discounts on total bills were praised.
• Two week duration: This format allowed flexibility for participants to visit multiple restaurants.
• Timing before Christmas: Many appreciated the event’s timing, noting it provided an affordable way to go out prior to the festive period.

Overall, the event was regarded as enjoyable, beneficial to local businesses, and worth continuing.

Key Challenges and Areas for Improvement

1. Menu

Across the 150 responses, the most common concern related to menus. Respondents reported:

• Restaurant Week menus were not always offered automatically.
• Some venues required all members of a booking to choose from the RW menu.
• Menus were published too late, with several listed as 'TBC.'
• Some menus had limited options or did not differ much in price from regular offerings.

Participants clearly expressed that earlier publication of menus and more transparent value would significantly enhance planning and satisfaction.

2. Pricing

While some venues offered excellent deals, others were viewed as less competitive. Respondents reported

• Prices appeared higher compared to previous years.
• A lack of low cost options such as £10 lunch deals, coffee specials, or afternoon teas.
• Seniors’ menus occasionally offered better value than the Restaurant Week deal.

A broader range of affordable choices would help increase engagement.

3. Advertising, Communication and Visibility

Survey responses repeatedly highlighted challenges around awareness:

• Some venues did not clearly display that they were taking part.
• Some respondents reported they had to ask for the RW menu.
• Improving communication, and signage was one of the most consistent themes.

4. Timing and Seasonality

Feedback on the November timing was mixed:

• Some enjoyed the timing for budgeting reasons.
• Others found the cold, dark weather discouraged travel across Aberdeenshire.
• A large proportion suggested running the event twice a year, with an additional event in a warmer month such as March/April.

5. Geographic Coverage

Several respondents - particularly from Peterhead and surrounding communities - expressed a desire for more venues in their area.

6. Dietary Needs

Participants reported:

• Insufficient vegan and vegetarian options.
• Repetitive dishes (e.g., risotto, stuffed peppers) rather than protein-based alternatives.
• Need for clearer dietary labels (vegetarian, vegan, gluten-free).
• Interest in children’s menus to encourage family participation.
• Requests for clearer dog friendly signage.

What we're doing

Based on the 150 survey responses, Restaurant Week 2025 was viewed as a highly valuable and enjoyable event.

Key recommendations include:

• Improve advertising and venue visibility.
• Publish menus earlier and ensure they are offered automatically.
• Expand value and lower-cost options to improve affordability.
• Increase venue participation, especially in underrepresented areas.
• Consider running the event twice per year or including a warmer month.
• Improve dietary needs and family-friendly offerings.

We’re using this feedback to shape future Restaurant Week events across Aberdeenshire. The insights shared by participants have already been passed on to local businesses, helping them consider improvements around advertising, menu availability, affordability, venue participation, dietary options and family‑friendly choices. These recommendations will guide our planning as we explore ways to make future events even more accessible, inclusive and enjoyable for residents. If Restaurant Week returns, your feedback will play a key role in making it even better.

You can view the original project here: Aberdeenshire Restaurant Week 2025 | Engage Aberdeenshire

What you told us

The Shrinkflation and Excess Packaging project ran from 17th of November to the 12th of December. During this time our officers visited premises across Aberdeenshire, and we were delighted to hear from Aberdeenshire residents directly. You told us your main concerns in the local area were:

• Smaller potions being sold in supermarkets; in particular, staple goods such as mince.
• Manufacturers reducing the size of sweet and confectionary products but charging higher costs for them. As expected, larger gift confectionary such as Celebrations and Quality Street was a common theme in the feedback!
• Supermarkets still using excess plastic packaging on fruit and vegetables. One individual also fed back concerns to us that the shelf life on such products now seems to be shorter.
• Some respondents highlighted cat food specifically; with complaints over small portion sizes, excessive packaging, dangerous choking hazards in said packaging.
• Online retailers such as Amazon shipping goods in excessively large boxes.

What we're doing

The survey responses will be combined with input from other such projects and enforcement initiatives to shape our plan of work for the 2025-2026 year. As such, some of this feedback may be used to expand upon and run initiatives to tackle issues which we can directly address or raise consumer awareness on problems we are unable to tackle.

In addition to the visits already completed by officers as part of the project, we also followed up on every premises highlighted to us as a concern. For any premises located outside Aberdeenshire, we passed the details to the relevant local authority’s Trading Standards team so they could make contact on our behalf.

What you told us

The Mental Health and Wellbeing (MHWB) Public survey went live from 8th October – 23rd November 2025 and received 164 responses. You told us that:

• Most of you were aware of national support (125) for MHWB and the local Community Mental Health Team (111)
• Most of you preferred your information channels to be face-to-face (104) and online platforms e.g. Google (77)
• The most common advertising method known for MHWB was social media and posters
• 42 of you had never used Aberdeenshire Health and Social Care Partnership (AHSCP) services
• There was low usage of employability services
• Moving in and out of services - most stayed with one service (53)
• Before going to GP visits, most of you said you would use online support (75) and apps (59)

You were clear on what you felt the problems were with getting access to services, you felt that there are:

• Long waiting times
• Lack of face-to-face services; and
• Costs can stop people from getting mental health help

You had strong views on what you felt works well with MHWB, you felt these are:

• GP referrals and personalised support
• Community resources are effective practices that improve mental health care outcomes
• Self-care strategies help people to maintain and improve their mental wellbeing independently

You had helpful suggestions on how we can make AHSCP MHWB services better, these were:

• Extending service hours
• Improving information dissemination
• Investing in community initiatives
• Integrating care models.

What we're doing

The survey responses will be combined with responses from the Lived Experience Forum, focus group and staff feedback to develop a Mental Health and Wellbeing (MHWB) Delivery Plan. This means we want to take all your feedback and look at your suggestions for improvement in detail. Our MHWB leads will have workshops to go through your feedback, and actions will be made from your suggestions on how to make services better. We hope to have this completed by April 2026.

What You Told Us

We consulted on our Draft Strategic Plan 2025-35 in September/October 2025. The draft plan was informed by an earlier phase of community and staff engagement that was undertaken in late 2024. The Plan sets out our vision, priorities, and ambitions for the next ten years.

In the consultation, we asked for views on two strategic priorities. Feedback showed that respondents strongly value prevention and early support for health and wellbeing as a priority. However, respondents are aware of the financial and staffing challenges facing the Aberdeenshire Health and Social Care Partnership (AHSCP) and explained that they can have challenges in accessing timely help, particularly in rural areas.

Feedback also showed support for the priority focusing health and social care services on those with greatest need within the community. However, there was concern that those with emerging needs still require to access support to prevent their needs increasing.

What We’re Doing

The Strategic Plan 2025-35 was agreed at the Integration Joint Board meeting on 10^th December 2025.

A Strategic Delivery Plan has also been developed that sets out how the AHSCP intends to work towards the agreed priorities in the Strategic Plan by identifying specific projects, key actions, milestones and/or key performance indicators. The aim has been to ensure resources are prioritised to the activities directly aligned to the AHSCP’s strategic priorities. Progress on the delivering the Plan will be reported regularly to meetings of the Integration Joint Board.

You can view the original project here: Health and Social Care in Aberdeenshire | Engage Aberdeenshire