Agenda Document Pack - Moray Council - 27/08/2025
Moray Council · 27 August 2025
Back to Moray Council — 27 August 2025 and its agenda
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Moray Council Wednesday, 27 August 2025 NOTICE IS HEREBY GIVEN that a Meeting of the Moray Council is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Wednesday, 27 August 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 16 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minutes of meeting of 25 June 2025 7 - 24 5. Written Questions ** 6. Notice of Motion - Wildfires 25 - 26 7. Notice of Motion - Wildfire By-laws 27 - 30 8. Moray Integration Joint Board Chief Officer Update Report by Chief Officer, Health and Social Care Moray 31 - 64 Page 1
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9. Corporate Plan - Delivery Framework Report by Depute Chief Executive (Education, Communities and Organisational Development) 65 - 80 10. Home to School Transport Policy Report by Depute Chief Executive (Economy, Environment and Finance) 81 - 114 11. Just Transition Fund Update Report by Depute Chief Executive (Economy, Environment and Finance) 115 - 124 12. Climate Change Plan and Routemap to Net Zero 2025 Update Report by Depute Chief Executive (Economy, Environment and Finance) 125 - 168 13. Moray Council Biodiversity Strategy Report by Depute Chief Executive (Economy, Environment and Finance) 169 - 306 14. Polling Place Review - 2nd Consultation Feedback Report by Depute Chief Executive (Education, Communities and Organisational Development) 307 - 318 15. Information Reports - if called in Item(s) which the Committee may wish to consider with the Press and Public excluded 16. Levelling Up Fund and Place Based Investment Fund [Para 9] • 9. Information on terms proposed or to be proposed by or to the Authority; Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services at least 48 hours before the meeting for which the report is published. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Page 2
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Information Report - Sundry Debt Write Off Info 2025-26 Report by Depute Chief Executive (Economy, Environment and Finance) 319 - 324 Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Moray Council SEDERUNT Councillor Kathleen Robertson (Chair) Councillor Donald Gatt (Depute Chair) Councillor James Allan (Member) Councillor Peter Bloomfield (Member) Councillor Neil Cameron (Member) Councillor Tracy Colyer (Member) Councillor Theresa Coull (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Amber Dunbar (Member) Councillor Jérémie Fernandes (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Elaine Kirby (Member) Councillor Scott Lawrence (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Neil McLennan (Member) Councillor Shona Morrison (Member) Councillor Bridget Mustard (Member) Councillor Derek Ross (Member) Councillor John Stuart (Member) Councillor Draeyk van der Horn (Member) Councillor Sonya Warren (Member) Councillor Ben Williams (Member) Clerk Name: Tracey Sutherland Clerk Telephone: 07971 879268 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Moray Council Wednesday, 25 June 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor James Allan, Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Elaine Kirby, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor John Stuart, Councillor Draeyk van der Horn, Councillor Sonya Warren, Councillor Ben Williams APOLOGIES Councillor Neil McLennan IN ATTENDANCE The Chief Executive, Depute Chief Executive (Economy, Environment and Finance), Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance, Chief Financial Officer, Head of Environmental and Commercial Services, Head of HR, ICT and Organisational Development, Head of Housing and Property Services, Legal Services Manager, Finance Manager, Customer Development Manager, Property Asset Manager, Sport and Culture Service Manager, Community Learning and Engagement Manager, Employability Team Manager, Project Manager (Moray Growth Deal), Strategy and Performance Manager, Business Support Administration Manager, Catering Officer, Depot and Store Project Officer and the Democratic Services Manager. Mr Kenny Scott from Morton Fraser MacRoberts for items 27 and 28 only. 1. Chair The minute was chaired by Councillor Kathleen Robertson. 2. Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 and the Councillors' Code of Conduct, Councillors, Cameron, Gordon and Macrae as Directors of Moray Leisure Centre Ltd declared that they would leave the Chamber during the consideration of Item 23 on the Agenda, the Leisure and Library Capital Plan Developments. The meeting noted that there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on Item 4. Page 7
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any item on the agenda or any further declarations of Member's interests in respect of any item on the agenda. 3. Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Items 6 and 7 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act. Para Number of the Minute Para Number of Schedule 7a 23 Para 1 Information relating to staffing matters Para 11 Information relating to any consultations or negotiations in connection with any labour relations 24 Para 8 Information on the amount of any expenditure proposed to be incurred by the Authority 25 Para 8 Information on the amount of any expenditure proposed to be incurred by the Authority 27 Para 1 Information relating to staffing matters 28 Para 1 Information relating to staffing matters Para 11 Information relating to any consultations or negotiations in connection with any labour relations 29 Para 1 Information relating to staffing matters 30 Para 9 Information on terms proposed or to be proposed by or to the Authority 31 Para 3 Information relating to any particular applicant for, or recipient or former recipient of, any service provided by the Authority Para 5 Page 8
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Information relating to the adoption, care, fostering or education of any particular child or relating to the supervision or residence of any particular child in accordance with a supervision requirement. 4. Minute of meeting of 21 May 2025 The minute of the meeting of 21 May 2025 was submitted and approved. 5. Written Questions Under reference to Standing Order 36 a written question from Councillor McLennan was submitted in the following terms: St Giles Centre To ask the Leader what discussions have been held with the Council’s auditors or the External auditors have had l into the decision not to pursue the St Giles Shopping Centre (Elgin) for non-domestic Rates and can it be confirmed what concessions other non-domestic ratepayers have had which matches those offered to the St Giles Shopping Centre? RESPONSE The Council’s Internal Audit Team completed an audit investigation into the Non- Domestic Rates (NDR) for the St Giles Centre which was considered in a confidential report to the Audit and Scrutiny Committee at its meeting on 12 February 2025. A number of audit recommendations were made following that investigation progress with which will be followed up in the usual way. The press release issued following that confidential report can be found here: https://newsroom.moray.gov.uk/news/statement-from-moray-council-on-st-giles- centre-debt-recovery-process It would not be appropriate for the Council’s External Auditors to be asked about the detail of the audit work they perform as they must be independent. The level of NDR debt varies greatly during the year. As at 19 June 2025, the Council had NDR debt of £48.7m of which £2.1 relates to prior years. The largest single debtor is over £3 million - this arising from timing of payments, noting that debt levels fluctuate throughout the year - and the largest single debtor from prior years at 19 June 2025 owes £75,170. The Council pursues Non-Domestic Rates arrears using enforcement measures established in law including by obtaining a summary warrant at the Sheriff Court if need be, but the Taxation Services Team will make arrangements for payment by mutually acceptable instalment-plans prior to obtaining a warrant if that is the most appropriate method of in-gathering the debt owed. 6. Notice of Motion - Cleanliness of Elgin High Street In terms of Standing Order 35a there was submitted a Notice of Motion by Councillors Keith and Robertson in the following terms: Page 9
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Cleanliness of Elgin High Street Background • The Council notes the public concern about the general cleanliness of Elgin High Street, the Plainstones and some of the nearby closes. Action • Council agrees to utilise the monies set aside in the 2025/26 Revenue budget for Elgin BID membership, but which are no longer required for this purpose, to undertake a town centre deep clean. Financial implications • There are no additional financial implications arising from this motion beyond those already approved. Following consideration, the Council unanimously agreed to utilise monies set aside in the 2025/26 Revenue budget for Elgin BID membership, to undertake a town centre deep clean. 7. Revenue Out-Turn Variances from Budget The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) advising the Council of the major variances from the approved budget in the actual out-turn for 2024/25 revenue budget and to seek approval of adjustment to the budget for 2025/26 where there has been slippage in projects which are proposed to be funded from reserves. Following consideration the Council unanimously agreed to: i) note the Council's year-end financial position for 2024/25; ii) note the status of the approved savings for 2024/25 and that recurring savings achieved total £1,982,000 more than the £9,285,000 target for the year; iii) note the major variances in 2024/25 from those anticipated in February, as summarised in Appendix 1; iv) note the major variances from the approved budget for 2024/25 as summarised in Appendix 2 and that the outturn of an overspend of £1,007,000 consists of an underspend on services of £3,591,000 (including ear-marked funding); an overspend of £6,198,000 on loans charges and provisions of £1,600,000; v) note that £3,149,000 requires to be transferred into earmarked reserves; and vi) approve an additional budget pressure of £29,000 for the Local Development Plan Transport Studies. Page 10
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8. Capital Plan 2024-25 Quarter 4 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Council of the full year expenditure to 31 March 2025 under the capital plan for financial year 2024/25 and to recommend budget adjustments for inclusion in the Capital Plan for 2025/26 and future years. Following consideration the Council unanimously agreed to: i) note the full year expenditure to 31 March 2025 of £27,219,000 against an approved amended budget of £30,268,000 as set out in Appendix 1 and against an estimated outturn of £22,541,000; ii) approve final carry forwards and amendments to 2025/26 and future years totalling an increase of £2,970,000; and iii) note the provisional affordability indicator for 2024/25 of 10.75%. Above the agreed threshold of 10%. 9. Short to Medium Term Financial Strategy The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of the Short to Medium Term Financial Strategy, covering preparation of the Council’s General Services Revenue budgets for 2026/27 and 2027/28. Following consideration, the Council unanimously agreed to approve: i) the approach set out in the Short to Medium Term Strategy contained at Appendix 1; ii) the savings target of £2,500,000 for 2026/27 derived within the Strategy; iii) the Performance Indicator set out in paragraph 5.18; iv) the high level timetable included in the Strategy; and v) the spend to save project of rebuilding the Council's website to offer improved customer service and deliver recurring savings estimated at £23,000 as set out in paragraph 5.19 of this report. It was further unanimously agreed that the Council notes the risks and uncertainties currently identified as set out in the Strategy and listed in Appendix 2 of this report. 10. Common Good Funds - Summary Expenditure 2024-25 Estimated Disposable Income 2025-26 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Council of the final position of Common Good Funds at 31 March 2025 and the estimated income available for disbursement in 2025/26. Page 11
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Following consideration, the Council unanimously agreed to: i) note the disbursements approved for 2024/25 for each of the Common Good Funds shown in Appendix 1; ii) approve the carry forward of the undisbursed balances for 2024/25 for the Buckie, Cullen, Dufftown, Elgin, Portknockie, Keith, Findochty and Millbuies Funds to be made available in 2025/26; iii) agree the estimated income available for disbursement in 2025/26 shown in Appendix 1; iv) note the Balance Sheet for each Common Good at Appendix 2; and v) note the Common Good Fund asset register at Appendix 3. 11. Unaudited Annual Accounts for 2024-25 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) to consider the unaudited Annual Accounts for the year to 31 March 2024 for both Moray Council and the Connected Charity Trust Funds administered by the Council. Following consideration, the Council unanimously agreed to note: i) the unaudited Annual Accounts for Moray Council for the year ended 31 March 2025; and ii) Moray Council Connected Charity Trust Funds Trustees' Report and Financial Statements for the year ended 31 March 2025. 12. Corporate Plan - Progress Update 2024-25 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to scrutinise and note progress made during 2024-25 on the Corporate Plan 2024-29. Following consideration, the Council unanimously agreed to note progress made during 2024/25 on the Corporate Plan 2024-2029. 13. Public Performance Report 2024-25 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to consider the Public Performance Report (PPR) 2024-25 which reports progress and performance of Council services against Corporate Plan 2024-2029 priorities in a format accessible to the public. Following consideration, the Council unanimously agreed to: i) note the revised format; Page 12
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ii) approve the Public Performance Report 2024-25 which reports Council performance and progress against 2024-2029 priorities; and iii) the publication of the Public Performance Report on the Council website. 14. Cooper Park Public Trust - Cooper Park Deed of Gift 1903 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking for approval to seek to petition the Court of Session to vary the Cooper Park Public Trust terms in support of the long-term sustainability of the park and its assets. Following consideration, the Council unanimously agreed to: i) authorise the Legal Services Manager to instruct external legal agents to petition the Court of Session seeking to vary the terms of the Cooper Park Trust to enable the Council to enter into appropriate legal agreements, including longer term leases, to support the MGD and LUF projects for Grant Lodge/Cooper Park and to enable support for other parties with interest in facilities across the Cooper Park; and ii) delegate authority to the Legal Services Manager to approve the final petition for submission to the Court of Session so that the terms of the Trust may be varied as outlined in the report. 15. The Link - Your Community Space Hub The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval to allocate funds to extend the lease of a newly established community hub in the New Elgin area for a further 6 months from October to March 2026. In introducing the report, the Depute Chief Executive (Economy, Environment and Finance) clarified some inaccuracies in the report and apologised for the errors: • Para 4.1 - should read para 8 of the minute; • Para 5.1 - the investment plan will be submitted to the UK Government; • The extension of the lease is from September to March 2026 as the current lease agreed by the Council is due to end on 12 September 2025; and • The rent is £35,000 per annum inclusive of service charges and nondomestic rates. She further stated that due to the later start date of the Hub, in November 2024, despite the lease starting in September, it had added to the complexity of the project and had affected the level of data available on the activity of the Hub. There have also been changes to the funding streams for the Hub running costs results in a request to use ear-marked employability reserves funding for a further 6 months in the hope and expectation that Elgin Neighbourhood Funding can take over from April 2026. Page 13
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Prior to the meeting, concern had been raised by Members that there was not enough information in the report to support the recommendations to agree funding until the end of March 2026 and a question had been if a continuation of funding for a shorter period could be agreed with a further report back in December 2025 when further data on activity could be provided. The Depute Chief Executive (Economy, Environment and Finance) continued that a further report to Council in December 2025 would be possible as a year's worth of data would be available and a decision would have been received on the Elgin Neighbourhood Funding. At this point, Council could then decide whether to continue the lease or not. She further stated, however, if Members felt that there was enough information contained in the report to support the decision today, then a further report could still be brought back in December or January to update Members on the extent to which the original Business Plan has been delivered and the steps towards sustainability for the Hub have been taken and this additional recommendation would be added to those in this report. Councillor Robertson thanked all the Officers involved in producing the report and thanked them for the update, which answered many concerns and would have been helpful to have in the report but understood the pressures related to getting the report to the meeting for consideration. Following the update from the Depute Chief Executive (Economy, Environment and Finance), Councillor Mustard stated that to allow as much flexibility as possible, that the Council accept the proposal to provide funding until end of January 2026 and for a report to come back in December/January, where a further decision could be made on whether continued funding until the end of March 2026 is agreed. She therefore moved that funding was agreed until the end of January 2026 with a further update report back to Council in December/January. Councillor Fernandes stated that he thought The Link was a fantastic facility and was concerned that only providing guaranteed funding until January 2026 was a huge cloud hanging over the facility and proposed agreeing the recommendations as printed in the report. Councillor Lawrence stated that it was important to support Community Capacity Building and felt that the more security the Council could give the facility the better it would be. During further consideration, in which it was identified that there was some confusion amongst members about the proposals which had been put before them it was agreed to have a short adjournment to seek clarity and determine whether a compromise could be reached between the motion and the amendment. On the resumption of the meeting, Councillor Mustard withdrew her motion in favour of the recommendations as printed on the basis that a report comes back to Council in December which contained robust information on the progress, funding and sustainability of the Hub. This would allow the Council to get a good flavour of the work being done. Page 14
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Councillor Fernandes confirmed he was happy with that addition to his now motion. There being no one otherwise minded the Council unanimously agreed to: i) approve the allocation of £17,500 previously earmarked funds to extend the lease of a new community hub in the New Elgin area for a further 6 months; and ii) a further report back to Council in December containing robust information on the progress, funding and sustainability of the Hub. 16. Free School Meals Expansion - S1 to S3 Pilot 2025-26 The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval for Keith Grammar, Keith and Milne’s High School, Fochabers to participate in the Scottish Government’s Free School Meal (FSM) expansion programme, which aimed to provide meals to some pupils whose families are in receipt of Scottish Child Payment (SCP) in S1 to S3 during the academic year 2025/26. Following consideration, the Council unanimously agreed to accept the Scottish Government offer of £45,480 grant funding and approve Keith Grammar, Keith and Milne’s High School, Fochabers’ participation in the FSM expansion pilot programme. 17. Polling Place Review - Consultation Feedback The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval to go back out to consultation on the proposed revision to polling places as part of the statutory review. Following consideration, the Council unanimously agreed to: i) note the comments received during the first stage of consultation; and ii) approve the second round of consultation on the proposed revisions, with a report back to Council for approval on 27 August 2025. 18. Review of Constitutional Documents The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval of the revised Constitutional Documents. Following consideration, the Council unanimously agreed to: i) note the additional changes suggested at the meeting of Moray Council on 21 May 2025 regarding the Chief Internal Auditor and Written Questions; and ii) approve the final version of the Constitutional Documents following the 2024/25 review. Page 15
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19. Revised Calendar of Meetings The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to consider and agree a revised calendar of meetings until April 2027. As part of his introduction, the Head of Governance, Strategy and Performance explained that the timetable before Members for consideration had been based around the agreed quarterly reporting format, taking into account holiday periods which the Council are accustomed to taking. The new proposed timetable would result in more timely performance and finance reporting. The Chief Executive stated that she had worked hard with the Corporate Leadership Team to review the timetable and to be pro-active about strategically planning out when reports would be presented to Members. She further added that since taking up the role there had been a large number of meetings and that consideration needed to be given to the workhorse behind the meetings to generate the reports. She continued, that it is difficult for Officers when cycles overlap to ensure that reports presented to Members were of good quality and contained the correct information to allow consideration to make informed decisions. The new proposals still allow for special meetings to be scheduled should they be required. Councillor Robertson felt it was important that Members support the Chief Executive and Officers to forward plan agendas for Committees and address the issues in relation to Officer capacity and moved the recommendations as printed in the report. Councillor Keith expressed concern that fewer meetings would lead to less scrutiny by Councillors and that longer gaps between meetings would result in mistakes going unchecked for longer. He added that Councillors need to hold Officers to account for performance and the way of doing this was via scrutiny at Committee meetings. Councillor Keith proposed remaining with the status quo. In response, the Chief Executive provided assurance that there is no proposal to reduce scrutiny, the reports that currently come to Committee for scrutiny and decision making would still come to Council/Committee but that it would be in a more timely manner than the current timetable allows. Councillor Mustard stated that she was happy to support the motion put forward by Councillor Robertson as she felt that the forward agenda planning is extremely important. As Chair of Corporate Committee, Councillor Mustard felt that the delegation to Corporate Committee is slightly eroded because reports that should be presented to Corporate are having to go to meetings of Moray Council due to the timings of the meetings and felt that the pre-planned agenda which supports the timetable will be more efficient and respect the delegation that Service Committees have. Councillor Lawrence stated that he had sat through a Moray Integration Joint Board meeting the previous week, where a similar discussion had taken place and at that meeting 2 of the 5 items on the agenda had been discussed at a sub Committee earlier in the day and could see the rationale for being more efficient. However, he further added that the agenda for this meeting had 30 items and was concerned that Page 16
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by reducing the number of meetings, it would mean an increase in the agenda sizes and the potential for a poorer quality of scrutiny and on that basis was happy to second Councillor Keith. Councillor van der Horn stated that he did not have an issue with the proposals in front of him, however sought clarification on whether it would be possible to have the documents available earlier as he felt that it would diminish the time members have to fully consider all the papers for the particular meetings if agendas were longer. He asked that when the report comes back early in 2027 to review the timetable whether proposals for publishing agendas earlier could also be considered. In response, the Chief Executive confirmed that the report would consider whether or not there is a need to review the publication deadline for agendas, however stated that any publication of the agendas earlier would have an impact on the timescales already being worked too behind the scenes by Officers. The Chief Executive further added that cognisance of all the comments would be taken on board, and Officers would closely monitor the impacts of the changes. Following further lengthy consideration and on the division, there voted: Prior to the vote taking place Councillor Robertson stated, that Councillor Williams had confirmed via the chat function for remote attendees, that he had, had to leave the meeting during the discussion of the item due to technical difficulties and felt that he had not heard enough of the debate and would therefore not take part in the vote. For the motion (12) Councillors Robertson, Mustard, Dunbar, Bloomfield, Colyer, Gatt, Gordon, Kirby, Macrae, McBain, Stuart and van der Horn For the amendment (12) Councillors Keith, Lawrence, Allan, Cameron, Coull, Cowe, Divers, Fernandes, Harris, Morrison, Ross and Warren Abstain (0) There being an equality of votes, the Chair in terms of Standing Order 63(e) had the casting vote and voted in favour of the motion. Therefore, the motion became the finding of the meeting and Council agreed: i) the cycle of meetings as detailed in Appendix 1; and ii) to review the effectiveness of the new schedule in early 2027 ahead of the Local Government Elections in May 2027. 20. Changes to Senior Councillor Positions The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to note changes to a number of Chair/Depute Chair and Senior Councillor positions. Following consideration, the Council unanimously agreed: i) to note the changes to the Chair/Depute and Senior Councillor positions detailed in para 5.1; and Page 17
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ii) that any future changes to Chair/Depute and Senior Councillor positions of Committees (and which of these attract Senior Responsibility Allowances (SRAs)) can be made by the relevant Group Leaders notifying the Chief Executive, subject to the number of SRAs not exceeding those already agreed by the Council. 21. Members' Allowances and Expenses Scheme Review The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval of the revised Members' Allowances and Expenses Scheme. As part of her introduction, the Head of HR, ICT and Organisational Development drew members attention to page 203 of the papers, Appendix 3, the second sentence in paragraph 1 which should refer to the Leader (political) rather than Civic Leader and confirmed that this change would be made following the meeting subject to approval. Councillor Lawrence sought clarification on the levels of scrutiny given to Members expenses. In response, the Head of HR, ICT and Organisational Development confirmed that there are 2 levels of scrutiny. Officers in payroll do an initial check and anything which they do not clearly see where the claim sits within the approved duties will seek clarification from the Member. Once the claims have been prepared for processing they are passed to her for a finer level of scrutiny where further detail might be sought. Once scrutinised the claims are the sent to payroll for processing and payment. Councillor Ross expressed concern that there was no clarity within the report on what is meant by a community event for a ward Councillor, he further added that anything advertised on community social media pages could be construed as a community event and expenses should only be claimed if the organisers of the event had issued an official invitation to all Councillors in the Ward. Councillor Ross moved an amendment to the recommendations of the report that all Councillor expenses are published in full line by line. In response, the Head of Governance, Strategy and Performance stated that he had looked at what other Councils do in regards to publishing Councillor expenses and could not find evidence of that level of detail being published and raised concern that although it would be feasible he would be concerned about the additional Officer time it would take as currently expenses are submitted in paper form and information would need to be redacted before publishing. Councillor Macrae stated that he would be happy to second Councillor Ross as Councillors are elected by the public to represent the public and should be open and transparent about expenses being claimed. Page 18
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Councillor Keith asked whether Councillor Ross would be amenable to including in his amendment the inclusion of the definition of what a community event is. The Chief Executive clarified that it is for individual members to decide whether the expense that they are claiming is reasonable and is connected to their duties as a Councillor and it would not be possible for Officers to list every possibility for an expense. She further stated that community events can be a different way of engaging with constituents and possibly a better way of engaging with the public, than surgeries can be. Following a lengthy debate, Councillor Robertson stated that Councillor Ross, had moved an amendment to the recommendations which was seconded by Councillor Macrae and asked whether anyone wished to propose the recommendations as printed. Councillor Lawrence, seconded by Councillor Warren moved the recommendations as printed. During part of the summing up, Councillor Stuart sought clarity on the motion and amendment as he felt they were in direct conflict with each other. Councillor Robertson stated that it was a fair point and suggested a short adjournment to seek further advice. In noting the time Councillor Robertson sought agreement in terms of standing order 83 to suspend standing order 75 and to continue the meeting after 12.45pm to allow the conclusion of this item. This was unanimously agreed. On the resumption of the meeting, the Head of HR, ICT and Organisational Development stated that if the reporting of expenses was to change, time would be required to determine the additional Officer time that would be required but would be happy to take back a report with more definitive information about the level of work involved and the cost. Councillor Robertson stated that during the adjournment a consensus had been reached to agree the recommendations as printed with a further recommendation which was to bring back a report to the December meeting of the Council with options for how Councillor expenses will be published going forward. There being no one otherwise minded the Council unanimously agreed to: i) approve the updated scheme; and ii) a report being presented to the December meeting of Moray Council with options for how Councillor expenses will be published going forward. 22. Resumption of Meeting PRESENT Councillor James Allan, Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Page 19
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Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Elaine Kirby, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor John Stuart, Councillor Sonya Warren, Councillor Ben Williams APOLOGIES Councillor Neil McLennan, Councillor Shona Morrison and Councillor Draeyk van der Horn. ALSO IN ATTENDANCE The Chief Executive, Depute Chief Executive (Economy, Environment and Finance), Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance, Chief Financial Officer, Head of HR, ICT and Organisational Development, Head of Housing and Property Services, Legal Services Manager, Property Asset Manager, Sport and Culture Service Manager, Store Project Officer and the Democratic Services Manager. 23. Voluntary Early Retirement Application - ASN [Para 1 and 11] The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to consider an application under the terms of the agreed Voluntary Early Retirement (VER) Scheme. Following consideration, the Council unanimously agreed to approve the Voluntary Early Retirement contained therein. 24. Customer Relationship Management Procurement [Para 8] The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) seeking approval for the budget to procure a replacement Customer Relationship Management (CRM) system. Following consideration, the Council unanimously agreed to: i) note that the current Customer Relationship Management System will expire in December 2026 and must be replaced by this date; and ii) approve the allocation of £350,000 to enable procurement of a new CRM system and associated implementation expenses, with the goal of introducing the replacement system by December 2026. Councillors Cameron, Gordon and Macrae left the meeting following the conclusion of this item. 25. Leisure and Library Capital Plan Developments [Para 8] The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) asking Council to consider and seek Page 20
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approval for the allocation and re-profiling of the Leisure and Library Capital Plan investment for 2025/26- 2027/28. The Depute Chief Executive (Education, Communities and Organisational Development) in introducing the report gave an update to members on progress since the report was published. She further suggested an amendment to recommendation (ii) which would now read: Approve the capital budget allocation to Moray Leisure Centre (MLC) for 2025/26 as set out in the report and agrees to receive a further report on progress made with MLC and to review the position as necessary at that time. Councillor Bloomfield moved the recommendations as printed with the additional wording as detailed by the Depute Chief Executive (Education, Communities and Organisational Development), this was seconded by Councillor Keith. Following lengthy consideration, in which a number of issues were discussed, Councillor Gatt proposed to agree recommendations (i), (iii) and (iv) and delete recommendation (ii) and the Council allocates no capital funding to MLC for 2025/26. Councillor Robertson sought a seconder for Councillor Gatt's amendment. On failing to gain a seconder the amendment fell, and in terms of Standing Order 65, Councillor Gatt requested that his dissent be recorded. To alleviate some of the concerns raised by Members, Councillor Robertson proposed an alternative to recommendation (ii) that Council approve the release of £400k to allow for an assessment of the building to be carried out and develop the critical works required and for a report back to Council in September with progress on both the lease and Service Level Agreement and to consider the remaining capital allocation at that point. Following further consideration, the Council agreed: i) to approve the recommended Leisure and Library Capital Plan developments/projects for 2025/26; ii) to approve the release £400k to allow for an assessment of the building to be carried out and develop the critical works required and for a report back to Council in September with progress on both the lease and Service Level Agreement and to consider the remaining capital allocation at that point. iii) to re-profile the capital plan allocations for Leisure and Libraries across the 2025/26 to 2027/28 three year period to align with the recommended projects set out in the report; and iv) that the Education Children’s and Leisure Services committee receives update reports and continues to review this plan as updated asset information becomes available and taking account of any future developments in relation to the leisure and library estate. Councillor Morrison joined the meeting during the discussion of this item. Page 21
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Councillor Williams left the meeting at the conclusion of this item. 26. Order of Business In terms of Standing Order 29, Councillor Robertson sought agreement to vary the order of business set down on the agenda and to take Items 27 and 28 next on the agenda, as an external legal adviser was available for these items to provide any advice which may be sought. This was unanimously agreed. Councillors Cameron, Gordon and Macrae rejoined the meeting at this juncture. 27. Review of the Corporate Management Structure - Consultation Feedback [Para 1] The meeting had before it a report by the Chief Executive requesting the Council to consider the outcome of the workforce consultation on the proposals and to decide on the way forward for the restructure and transitional arrangements (para 8 of the minute refers). Following consideration the Council unanimously agreed: i) to note the outcome of the formal staff consultation and the changes made to the structure proposals as a result; ii) to note the next steps in relation to implementation of the revised structure; iii) the revised management structure which includes proceeding with the grades for the Executive Directors and Heads of Service to be CO39 and CO30 respectively; iv) to note the intention to undertake a Review, which includes benchmarking, of remuneration of Statutory Post Holders for consideration by Council within 12 months; v) to note the intention to undertake a review of the Council chief officers’ pay scale for consideration by Council should there be a material change to the nationally agreed Chief Executive’s salary; and vi) that the Chief Executive, be appointed as Returning Officer for future elections, with immediate effect, in accordance with Section 41(1) of the Representation of the People Act 1983. 28. Voluntary Early Retirement Application [Para 1 and 11] The meeting had before it a report by the Chief Executive asking Council to consider an application under the terms of the agreed Voluntary Early Retirement (VER) Scheme. Following consideration, the Council unanimously agreed to approve the application for Voluntary Early Retirement contained therein. Page 22
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Councillor Macrae left the meeting during the consideration of the item. 29. Empty Homes [Para 1] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking Council to consider an offer of match funding from Shelter Scotland on behalf of the Scottish Government to facilitate work to bring empty homes back into use, in partnership with Aberdeenshire Council. Following consideration, the Council unanimously agreed to: i) note the material change in circumstances in terms of funding availability for empty homes work; ii) note the constraints in relation to facilitating outcomes in this policy area as set out in paras 5.5 and 5.6; iii) note the approach undertaken by Aberdeenshire Council to bring empty homes back into use as detailed in paras 6.3 and 6.4; iv) approve the acceptance of match funding from Shelter Scotland as detailed in para 6.1, with the balance to be drawn from Council Tax income derived from the reduction in the empty property discount as set out in para 6.5; v) delegate authority to the Head of Housing and Property Services in consultation with the Head of Governance, Strategy and Performance to enter into a partnership agreement with Aberdeenshire Council to deliver this work on behalf of Moray Council; vi) delegate authority to the Head of Housing and Property Services in consultation with the Head of Governance, Strategy and Performance and the Chief Financial Officer to develop a scheme which helps to refurbish some properties for lease or sale, as set out in para 6.7; and vii) approve that the delegation in terms of vi) extend only to utilisation of existing service budgets where available to facilitate this scheme with appropriate surety put in place for Council expenditure on properties and notes approval of a general provision to underwrite costs to provide greater flexibility may be sought in future. 30. Depot and Store Review [Para 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) providing an update on progress in relation to the Depot and Store review and seek Council approval of the proposed Full Business Case (FBC) associated with the rationalisation of the estates portfolio and to continue to progress with the evaluation, pre-planning and design process associated with a fully integrated multi-disciplinary depot solution at Ashgrove Depot in Elgin. Following consideration, the Council unanimously agreed to: Page 23
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i) approve the proposed Full Business Case associated with the Depot and Store Review as detailed in Appendix I; ii) the continuing of the evaluation, pre-planning and design process associated with the full redevelopment of Ashgrove Depot and to report back resulting proposals and costs to Council; iii) delegate authority to the Head of Housing and Property to appoint appropriate project staffing resource subject to the maximum budget allowance of £100,000 per annum; and iv) note that further updates on progress will be provided at periodic intervals during the implementation of the FBC. 31. Refugee Resettlement and Asylum Activities [Paras 3 and 5] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking Council to consider and note activities to date with respect to the UK and Scottish humanitarian protection, refugee resettlement and asylum programmes, including resource allocation, accommodation, integration/support provision, funding received and ongoing management. Following consideration, the Council unanimously agreed to: i) note the updates on the activities in support of individuals requiring humanitarian protection, resettlement assistance or seeking asylum; ii) note the budgetary position to 31 March 2025 as detailed in section 7.4 of the report; iii) note progress with the integration of the Refugee Resettlement Team (RRT) within Housing and Property Services as detailed in para 5.5; and iv) notes that Officers have submitted returns to the Home Office in relation to ongoing support for the Afghan Resettlement Programme and Expression of Interest for the Asylum Accommodation Pilots, as set out in paras 6.4 and 6.15 respectively. Page 24
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__________________________________________________ NOTICE OF MOTION TO MORAY COUNCIL ON 27 AUGUST 2025 Background • Council notes the devastation caused by the Wildfires in Moray and other local authority areas in Scotland over the Summer of 2025 • Council also notes the potential risk across the whole of Moray Local Authority including beaches, forestry and moorland • Council commends the response from all agencies in preventing and responding to the fires notably Police Scotland, Scottish Fire and Rescue Services, Land Owners, Gamekeepers and the Community • Council also notes the Cairngorm National Park Authority actions of 2024 on consulting an introduction of a Wildfire Management Plan: Cairngorms National Park approved their Integrated Wildfire Management Plan - https://cairngorms.co.uk/documents/integrated-wildfire-management-plan- approved - on 27 June 2025 – see Appendix 1 and subsequently introduced a by- law regarding Wildfire. This plan sets out the following: a) reducing the risks of wildfires starting b) improving the effectiveness of firefighting when wildfires occur c) building wildfire resilience in a changing landscape d) Wildfire & Communities Action Considering the multi-agency involvement and shared risks, this issue is raised with the Community Planning Partnership to consider: • Hold a Summit with all stakeholders affected by recent wildfires including private and public agencies to develop an Integrated Wildfire Management Plan for Moray • Consider development of fire management byelaws Item 6. Page 25
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• Work with the Park Authority to learn from the work underway in the Cairngorms. • Write to both governments to seek funding for preventative financial assistance akin to other climate associated issues such as coastal erosion and flooding. • Or to take forward any outcomes from the discussion which would be appropriate to tackle the risks Financial implications • Recognises officer time will be required but there should be a reduced requirement if Partnership working and experience can be shared with our Community Planning Partners. Proposed By: Cllr Kathleen Robertson Seconded By: Cllr Derek Ross Date Motion Submitted: 14 July Page 26
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__________________________________________________ NOTICE OF MOTION TO MORAY COUNCIL WEDNESDAY 27 AUGUST 2025 Background Moray has experienced unprecedented wildfire activity in 2025, with emergency services confirming this as the worst fire season in the region's history. The Dava Moor wildfire alone was the largest ever recorded in Scotland, with additional significant incidents such as the Culbin Forest blaze further highlighting systemic vulnerabilities. While a recent report by Scottish Land & Estates has outlined some causes and challenges, Moray Council believes urgent and actionable measures must now be taken locally and nationally. There is a clear need for: • Local by-laws that proactively reduce ignition risks; • Public awareness through clear signage; • Greater support for frontline services and fire mitigation efforts; • Policy change and funding support from both the Scottish and UK Governments. These proposals reflect growing concern across communities and are designed to protect lives, property, biodiversity, and public infrastructure. Action 1. To bring back a report to Moray Council outlining: • the potential for introducing byelaws restricting campfires and BBQs in public and fire risk places in Moray during officially designated wildfire alert seasons, which report should detail appropriate legislation, procedure and costs; • the potential for installation of clear public signage in high-risk areas during fire alert periods, indicating any ban and associated fire risk and including locations, costs and installation resources; • potential for cost mitigation through external funding bids, partnership work and access to funding. 2. Request that the Council Leader write to both the Scottish Government and UK Governments in terms of the draft below. Item 7. Page 27
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Financial implications • Initial costs: Officer time to draft the report detailed in action 1 expected to be absorbed within existing resources. • Potential further costs: to be included in report including staff time associated with consultation, drafting the by-law, signage and installation with potential mitigation as noted above. Proposed By: Councillor Draeyk van der Horn Seconded By: Councillor Neil McLennan Date Motion Submitted: 11 August 2025 Page 28
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DRAFT LETTER Dear First Minister and Secretary of State, I write on behalf of Moray Council to express our urgent concern over Scotland’s escalating wildfire crisis — brought into sharp focus by what emergency services confirm has been the worst fire season on record in our region. Recent events, including the historic Dava Moor wildfire — the largest ever recorded in Scotland — and the major fire at Culbin Forest, have pushed our landscapes, emergency responders, and communities to the brink. These are not isolated incidents; they are clear signs of an accelerating climate and public safety emergency. We need immediate action. We call on both the Scottish and UK Governments to prioritise the following measures and allocate appropriate funding to Moray Council — and to all local authorities — recognising that wildfires do not respect geopolitical boundaries. To support meaningful prevention and response, we ask that you: • Ensure fire service capacity to tackle wildfire whilst support range of other incidents dealt with: commit to no fire service reductions as these compromise local emergency response; and work to ensure capacity in place to meet emerging wildfire and similar climate related emergencies. • Review high-risk land management practices, including muirburn and commercial Sitka spruce plantations, and accelerate native woodland regeneration to reduce flammability and improve long-term resilience. • Launch a national wildfire prevention campaign, featuring: ◦ Seasonal bans on campfires and BBQs during high-risk periods, ◦ Clear and consistent fire-risk signage in public spaces, ◦ Fire ecology education for land managers and the wider public. • Provide targeted investment in wildfire mitigation, community training, and local emergency preparedness. This is no longer merely a land management issue—it is a direct and growing threat to lives, livelihoods, and ecosystems. Our communities have endured fear, disruption, and significant environmental loss. We owe it to them—and to future generations—to act with urgency. Moray Council stands ready to support collaborative efforts, but clear leadership and decisive policy must come from the top. We urge your governments to respond swiftly, with a coordinated strategy and the resources needed to meet the scale of this crisis. Yours sincerely Kathleen Robertson Leader of Moray Council Page 29
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Chief Officer, Health and Social Care Moray Report No: MIJB005/25/IW Author: Isla Whyte Contact Email: isla.whyte@moray.gov.uk Subject: Moray Integration Joint Board Chief Officer Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Council of the latest approved minutes of the meetings of the Moray Integration Joint Board and to provide an update on the MIJB revenue budget outturn, 2024/25. 1.2 This report is submitted to the Council in terms of Section II of the Council’s Scheme of Administration relating to the Moray Integration Joint Board. 2. SUMMARY 2.1 The MIJB Chief Officer Update report aims to provide a summary of key business addressed by the MIJB, since the last update provided to the Council on 21 May 2025. 3. RECOMMENDATIONS 3.1 It is recommended that Council consider and note the contents of this report. Isla Whyte Corporate Business Support Manager 4. BACKGROUND AND CONTEXT 4.1 The MIJB was established on 6 February 2016 under the terms of the Public Bodies (Joint Working) (Scotland) Act 2014 with full delegation of functions and resources to enable integration of primary and community health and social care services effective from 1 April 2016. The MIJB is a separate legal organisation and acts as principal in its own right. 4.2 The principal ambitions of health and social care integration are to: Item 8. Page 31
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• Support the improvement of the quality and consistency of services for patients, carers, service-users, and their families. • Provide seamless, joined-up quality health and social care services in order to care for people in their homes or a homely setting where it is safe to do so. • Ensure resources are used effectively and efficiently to deliver services. 5. PROPOSALS 5.1 The approved minutes from the MIJB meeting held on 27 March 2025 and 29 May 2025, which were accepted as correct records of the meetings on 29 May 2025 and 19 June 2025, respectively, can be found at Appendix 1 and Appendix 2. A few key highlights from the meeting for the Moray Council to note were, the MIJB 5.2 27 March 2025 • Noted a report by the Chief Officer which informed the Board of the activities that support delivery against the MIJB strategic priorities articulated in the Strategic Plan. • Noted the funding allocations proposed by NHS Grampian and Moray Council and noted the anticipated budget pressures. • Approved the Revenue Budget for 2025/26. • Approved the updated Medium Term Financial Framework and noted a review of the Framework would be carried out on an annual basis. • Noted the progress in the development of a Health and Social Care Moray Strategic Delivery Plan 2025-2028, noting that the finalised Delivery Plan will be presented to the Board in May 2025. • Approved the draft MIJB Equalities Mainstreaming Progress Report 2021-2024, noting that a final version will be presented to the Board in May, for publication thereafter. • Noted a report by the Strategic Care at Home Group seeking approval from the Board regarding the strategic review of Care at Home provision in Moray and options to progress in order to provide a sustainable care at home service for Moray. The Board requested more information and clarity in the progress report, due in 6 months’ time. 5.3 29 May 2025 • Noted a report informing members of changes to membership of the Moray Integration Joint Board (MIJB), Audit, Performance and Risk Committee and Clinical and Care Governance Committee. • Approved the final draft of the Strategic Delivery Plan (2025-2028). Noting a report will be submitted to Audit, Performance and Risk Committee in September 2025 with proposals for future reporting of key performance indicators. Subsequent to the meeting it was agreed to move the Audit, Performance and Risk Committee from September to October 2025. • Approved the new format of the MIJB Risk Register and noted its continued development. • Endorsed the updated Moray Mental Health and Wellbeing Strategy Delivery Plan 2024- 2026 and endorsed the Moray Mental Health and Wellbeing Strategic Performance Framework. • Approved the final MIJB Equality Mainstreaming Progress Report 2021-2024 and approved the MIJB Equality Outcomes for the period 2025-2029 aligned with the strategic priorities outlined in the MIJB Strategic Plan ‘Partners in Care 2022-2032’. Page 32
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• Noted progress made by the Moray Drug and Alcohol Partnership (MADP) in delivery its strategic priorities for the period 2024/25, as captured in the Scottish Government’s (SG) Annual Reporting Survey, and gave approval for submission to the SG in line with national reporting requirements. • Approved proposed changes to the MIJB Financial Regulations, noting reviews will be done biennially. 5.4 MIJB Revenue Budget Outturn 2024.25 The MIJB were informed of the unaudited financial outturn for 2024/25 for the core budget and the impact this outturn will have on the 2025/26 budget at their meeting on 19 June 2025. This report and corresponding appendices can be found at Appendix 3. • The MIJB’s unaudited financial position for the financial year ending 31 March 2025 is summarised in the table below: Annual Budget £ Actual Expenditure £ Variance to date £ MIJB Core Service 181,234,848 188,655,608 (7,420,760) MIJB Strategic Funds & other resources 10,633,832 7,470,144 3,163,689 Set Aside Budget 15,639,000 15,639,000 0 Total MIJB Expenditure 207,507,680 211,764,752 (4,257,072) • The actual outturn for the 2024/25 Core Services budget year reflects an overspend of £7,420,760. This has resulted in a recurring budget pressure of £5,987,722 for the 2025/26 financial year. The ongoing impact of this overspend will be monitored closely and reported regularly to the MIJB. 5.5 MIJB reports, meeting minutes and webcast library can be viewed here. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Page 33
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Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal Public Bodies (Joint Working) (Scotland) Act 2014 6.4 Financial There are no financial implications arising specifically from this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There are no risk implications associated with this report 6.6 Staffing Page 34
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There are no staffing implications arising from this report. 6.7 Best Value and Transformation There are no best value and transformation implications arising from this report. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no ICT implications arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equalities Impact Assessment is not required as there is no change to policy and procedures resulting from this report. 6.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Manager and Chief Financial Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Available online. Page 35
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MINUTE OF MEETING OF THE MORAY INTEGRATION JOINT BOARD Thursday, 27 March 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Mr Ivan Augustus, Councillor Peter Bloomfield, Mrs Sheila Brumby, Mr Sean Coady, Ms Sonya Duncan, Ms Jane Ewen, Councillor Elaine Kirby, Councillor Scott Lawrence, Dr Robert Lockhart, Mr Jim Lyon, Mr Derick Murray, Ms Deborah O'Shea, Ms Judith Proctor, Mr Sandy Riddell, Mr Dennis Robertson, Ms Elizabeth Robinson, Dr Malcolm Simmons, Mr Kevin Todd, Councillor Ben Williams APOLOGIES Professor Duff Bruce, Dr Adam Coldwells, Ms Karen Greaves BEM, Ms Deirdre McIntyre, Mr John Mundell, Mr Alex Stephen IN ATTENDANCE Self-Directed Support and Unpaid Carers Team Manager; Corporate Programme Manager; Service Manager - Provider Services; Senior Commissioning Officer (HSCM) and Caroline O'Connor, Committee Services Officer. 1. Chair The meeting was chaired by Mr Dennis Robertson. 2. Declaration of Member's Interests Mr Riddell stated for transparency that he was Chair of the Mental Welfare Commission Scotland. With regard to Item 11 "Care at Home", Mr Todd stated, for transparency, that although he was a Care Manager he would be taking part in the debate as the Moray Council Staff Representative. The Board noted there were no other declarations of member's interests. 3. Minute of meeting of 30 January 2025 Page 36
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The minute of the meeting of 30 January 2025 was submitted and approved. 4. Action Log of 30 January 2025 The Action Log of the meeting of 30 January 2025 was discussed and updated accordingly. 5. Minute of meeting Audit Performance and Risk Committee of 26 September 2024 The Board noted the minute of the meeting of the Audit, Performance and Risk Committee of 26 September 2024. 6. Minute of meeting Clinical and Care Governance Committee of 28 November 2024 The Board noted the minute of the meeting of the Clinical and Care Governance Committee of 28 November 2024. 7. Chief Officer Report The meeting had before it a report by the Chief Officer informing the Board of the Chief Officer activities that support the delivery against the Moray Integration Joint Board's (MIJB's) strategic priorities articulated in the Strategic Plan, and the delivery against the 9 Health and Wellbeing outcomes. In relation to the relocation of the Vaccination Centre reference at paragraph 3.6, Councillor Bloomfield asked for details of what the costs were to set up the current centre at Southfield and also what the costs would be to set up the short-term solution. In response, the Chief Officer advised she did not have the costs to hand however undertook to circulate a written response following the meeting. Following various concerns raised by members of the Board relating to the pace and outcome of the Mental Health Bed Base Review and the potential impact on service users and staff, the Chair, noting a detailed report would come to the Board in May, asked that communication be considered during the intervening period to ensure the public are aware of the status and what provision is currently available. Following lengthy consideration the Board unanimously agreed to:- (i) note the content of the report; and (ii) agree that transforming services to meet the aspirations of the MIJB's Strategic Plan remains a priority. 8. Revenue Budget and Recovery Plan 2025-26 The meeting had before it a report by the Chief Financial Officer outlining the budget allocations to the Moray Integration Joint Board (MIJB) and to consider the revenue budget for 2025/26, the estimated funding gap and the charges. Mr Murray expressed his thanks to the Chief Financial Officer for the email response received to a number of questions posed by him, which it was agreed would be circulated to Board members. Page 37
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Following consideration the Board unanimously agreed to:- (i) note the funding allocations proposed by NHS Grampian and Moray Council, detailed at 4.6; (ii) note the anticipated budget pressures detailed in 4.10; (iii) approve the 2025/26 proposed savings plan at 4.24 and detailed in Appendix 2; (iv) formally approve the Revenue Budget for 2025/26 as detailed in Appendix 1, following consideration on risks highlighted in 4.34; and (v) approve Directions for issue as set out at Appendix 5 to NHS Grampian and Moray Council. 9. Medium Term Financial Framework 2025-26 - 2029-30 The meeting had before it a report by the Chief Financial Officer asking the Board to approve the updated Medium Term Financial Framework 2025/26 to 2029/30. Mr Murray expressed his thanks to the Chief Financial Officer for the email response received to a number of questions posed by him, which it was agreed would be circulated to Board members. Following consideration the Board unanimously agreed:- (i) to approve the updated Medium Term Financial Framework at Appendix 1; and (ii) that a review of the Framework be carried out on an annual basis. 10. Health and Social Care Moray Strategic Delivery Plan 2025-28 The meeting had before it a report by the Corporate Programme Manager asking the Board to review the progress and agree the approach to finalise the Delivery Plan that supports meeting the aims and objectives of the Moray Integration Joint Board Strategy. Following consideration the Board unanimously agreed:- (i) to note the progress in development of Health and Social Care Moray's Delivery Plan (2025-2028) attached as Appendix 1; and (ii) that the finalised Delivery Plan be presented to the Board in May 2025. 11. Equalities Mainstreaming Progress Report 2021-2024 The meeting had before it a report by the Corporate Manager and Public Health Consultant seeking approval of the draft Moray Integration Joint Board (MIJB) Equality Mainstreaming Progress Report 2021-2024. During the course of discussion Mr Riddell suggested, in order to mainstream equalities as part of the Board's vision and culture and encourage discussion, that reports to the Board should include reference to equalities within the body of the report rather than only in the Summary of Implications section. The Chair agreed, Page 38
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regardless of the subject of the report, equalities should be referenced in the body of future reports to the Board. Following consideration the Board unanimously agreed to: (i) approve the draft MIJB Equality Mainstreaming Progress Report 2021-24 (Appendix 1) for publication by April 2025; (ii) request the further development of the report, with a final version to be presented to the Board on 29 May 2025 for publication May 2025; and (iii) request that the final MIJB Equality Mainstreaming Report 2021-24 includes proposed equality outcomes for the period 2025-2029, aligned with the strategic priorities outlined in Moray Integration Joint Board Strategic Plan "Partners in Care 2022-2032". 12. Thanks The Board, in noting that Dr Malcolm Simmons was attending his last meeting following his resignation, joined the Chair in paying tribute to Dr Simmons for his valuable contributions to the Board and wished him well for the future. 13. Care at Home [Para 6.2.1] The meeting had before it a report by the Strategic Care at Home Group seeking approval from the Board regarding the strategic review of Care at Home provision in Moray and options to progress in order to provide a sustainable care at home service for Moray. During the course of discussion concern was expressed by Board members on the quality of information contained in the report and requested more clarity in the progress report to come back to the Board in 6 months time. Following lengthy consideration the Board unanimously agreed:- (i) to note the scope of the strategic review in relation to the future provision of Care at Home in Moray; (ii) to approve the strategic objectives of the group; (iii) to consider the Options set out in para 5.22 and Appendix and approve to progress the recommendation Option; and (iv) progress will be reported back to the Board in 6 months. Page 39
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MORAY COUNCIL Minute of Meeting of the Moray Integration Joint Board Thursday, 29 May 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Mr Ivan Augustus, Councillor Peter Bloomfield, Mrs Sheila Brumby, Mr Sean Coady, Ms Jane Ewen, Councillor Elaine Kirby, Councillor Scott Lawrence, Dr Robert Lockhart, Mr Jim Lyon, Ms Deirdre McIntyre, Mr Derick Murray, Ms Deborah O'Shea, Ms Judith Proctor, Mr Sandy Riddell, Ms Elizabeth Robinson, Mr Alex Stephen, Councillor Ben Williams APOLOGIES Professor Duff Bruce, Dr Adam Coldwells, Ms Sonya Duncan, Ms Karen Greaves BEM, Mr Dennis Robertson IN ATTENDANCE Corporate Business Support Manager; Corporate Programme Manager; Iain Macdonald, Deputy Head of Service; Interim Service Manager, Moray Mental Health and Drug and Alcohol Services; Moray Alcohol and Drug Partnership Coordinator and Caroline O'Connor, Committee Services Officer. ALSO IN ATTENDANCE Councillor Tracy Colyer, Councillor Sandy Keith, Councillor Sonya Warren 1. Chair The meeting was chaired by Councillor Elaine Kirby. 2. Declaration of Member's Interests Mr Riddell stated for transparency that he was Chair of the Mental Welfare Commission for Scotland. The Board noted there were no other declarations of member's interests. 3. Minute of meeting of 27 March 2025 The minute of the meeting of 27 March 2025 was submitted and approved. 4. Action Log of 27 March 2025 The Action Log of the meeting of 27 March 2025 was discussed and updated accordingly. 5. Minute of meeting Audit Performance and Risk Committee of 30 January 2025 Page 40
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The Board noted the minute of the meeting of the Audit, Performance and Risk Committee of 30 January 2025. 6. Chief Officer Report The meeting had before it a report by the Chief Officer informing the Board of the Chief Officer activities that support the delivery against the Moray Integration Joint Board's (MIJB's) strategic priorities articulated in the Strategic Plan, and the delivery against the 9 Health and Wellbeing outcomes. In response to a question from Councillor Bloomfield asking for details on available services at Dr Grays Hospital which had previously been the subject of update reports from the General Manager of Dr Grays, the Chief Officer confirmed an update report relating to the work being undertaken in relation to strategic change at Dr Grays will be prepared for a future meeting of the Board. Following consideration the Board unanimously agreed to:- (i) note the content of the report; and (ii) agree that transforming services to meet the aspirations of the MIJB's Strategic Plan remains a priority. 7. Membership of Board and Committees The meeting had before it a report by the Corporate Business Support Manager informing the Board of changes to membership of the Moray Integration Joint Board (MIJB), Audit, Performance and Risk (APR) Committee and Clinical and Care Governance (CCG) Committee. The Board joined the Chair in paying tribute to the members of the Board who had recently left for their valuable contributions to the Board and wished them well for the future. Following consideration the Board unanimously agreed to note:- (i) the resignation of a GP Lead from 31 March 2025; (ii) the resignation of Third Sector Stakeholder Representative from 11 February 2025; (iii) the resignation of Moray Council Staff Representative from 19 May 2025; (iv) the notice of resignation of Unpaid Carer Representative; and (v) the updated membership of Board and Committees attached at Appendix 1. 8. Health and Social Care Moray Strategic Delivery Plan 2025-28 The meeting had before it a report by the Corporate Programme Manager asking the Board to review the progress and agree the approach to finalise the Delivery Plan that supports meeting the aims and objectives of the Moray Integration Joint Board Strategy. Page 41
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In response to suggested amendments to the wording of the Strategy from Mr Murray to provide clarity, the Corporate Programme Manager asked Mr Murray to forward on his comments and she would ensure the wording was adjusted accordingly. In response to a question from Councillor Bloomfield asking the source of the percentages detailed in 2.1 of Appendix 1, the Corporate Programme Manager advised the figures had been taken from the Joint Strategic Needs Assessment, the link to which she would add to the Strategy. In terms of the Collaboration and Partnership Working referenced at Number 6 of Strategic Theme - Building Resilience, and following attendance at the recent opening of the Erskine Veterans Centre in Forres, Councillor Lawrence made reference to the specialist care on offer however noted the manager had advised there were no links to the NHS and Health and Social Care Moray (HSCM). In response to a question from Councillor Lawrence asking whether HSCM are working well in collaboration and partnership with military personnel and veterans in Moray as or if there was potential to do more, Mr Lockhart agreed veteran care was important and undertook to consider how to promote through general practice. The Chief Officer referenced the Armed Forces Covenant, the aim of which is to encourage local communities to support the service community in their area and promote understanding and awareness among the public of issues affected the armed forces community. The Deputy Head of Service further undertook to extend an invitation to Erskine to be part of the Forres locality planning group which meets bi-monthly to enable them to engage with third sector providers in the area and connect to a wider strategic plan. The Chair asked an update be provided to the next meeting of the Board to provide assurance of progress. Following consideration the Board unanimously agreed to:- (i) approve the final draft of the Strategic Delivery Plan (2025-2028) attached at Appendix 1; and (ii) note a report will be submitted to Audit, Performance and Risk Committee in September 2025 with proposals for future reporting of key performance indicators. 9. Moray Integration Joint Board Strategic Risk Register The meeting had before it a report by the Chief Officer providing the Board with a comprehensive overview of the strategic risks currently facing the organisation including risk identification, risk assessment and mitigating actions, aligned with the Strategic Plan. Mr Riddell noted a gap in assurance in terms of youth representation referencing insights young people have and asked that consideration be given to how establish a robust process to include youth representation. In response the Chief Officer confirmed discussions have been taking place with the Interim Chief Social Work Officer on how best to include young people's voices. The Interim Chief Social Work Officer agreed it was important to not only effectively evidence young people's voices but also detail what action has been taken and the best means of achieving it was through the Champions Board which he would follow up on. Page 42
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In response to a question from Mr Augustus asking for reference to what is being done to support unpaid carers be included in Risk 3 on Appendix 1, the Chief Officer agreed to include in the narrative. Following consideration the Board unanimously agreed to:- (i) note the continued development of the Moray Integration Joint Board Risk Register; (ii) note the updated Strategic Risk Register (Appendix 1) and the adequacy of the mitigating controls identified; and (iii) approve the new format of the register. 10. Moray Adult Mental Health Strategic Group Progress Report The meeting had before it a report by the Deputy Head of Service and Consultant in Public Health providing the Board with assurance on progress towards delivery of the Moray Mental Health and Wellbeing Strategy 2016-2026. With reference to the first outcome detailed under Mental Health Quality Standard 4: Workforce in Appendix 1, namely the workforce feels valued and respected, Mr Augustus asked that unpaid carers be included in the workforce survey planned for later in the year as although not paid, they are still part of the workforce and it was important to acknowledge their contributions and the pressures they are under. In response the Consultant in Public Health agreed to include carers as it would be beneficial to understand direct what their issues are in order to feed into development of the workforce plan. Following consideration the Board unanimously agreed to:- (i) note the progress towards achievement of the Moray Mental Health and Wellbeing Strategy 2016-2026; (ii) endorse the updated Moray Mental Health and Wellbeing Strategy Delivery Plan 2024-2026 (Appendix 1); and (iii) endorse the Moray Mental Health and Wellbeing Strategic Performance Framework (Appendix 3). Ms Ewen left the meeting at this juncture. 11. Equalities Mainstreaming Report 2025-2029 including progress against Outcomes 2021-2024 The meeting had before it a report by the Corporate Manager and Public Health Consultant providing an update on the Equality Outcomes Progress Report presented to Moray Integration Joint Board (MIJB) on 27 March 2025 (para 11 of the minute refers) and seeking approval of the final progress report. During the course of discussion and noting that he made a suggestion at the last Board meeting, Mr Riddell asked, in order to mainstream equalities as part of the Board's vision and culture and encourage discussion, that reference to equalities be included within the body of reports to the Board rather than only in the Summary of Implications section. In response the Public Health Consultant Page 43
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agreed it would be beneficial for prompts to be added to report templates to remind authors of the need to include specific reference to equalities in the body of reports. Following consideration the Board unanimously agreed to:- (i) approve the final MIJB Equality Mainstreaming Progress Report 2021-2024 (Appendix 1); (ii) approve the MIJB Equality Outcomes for the period 2025-2029 (Appendix 2), aligned with the strategic priorities outlined in MIJB Strategic Plan "Partners in Care 2022-2032"; (iii) approve mainstreaming of the Equality Duty; and (iv) instruct the Corporate Manager to publish the reports on the Health and Social Care Moray webpage and develop an accessible user friendly summary for publication. 12. Moray Alcohol and Drug Partnership - Scottish Government Annual Reporting Survey The meeting had before it a report by the Moray Alcohol and Drug Partnership Coordinator informing the Board of the progress made by the Moray Drug and Alcohol Partnership (MADP) in delivering its strategic priorities for the period 2024/25, as captured ion the Scottish Government's Annual Report Survey, and seeking approval for submission to the Scottish Government in line with national reporting requirements. Following consideration the Board unanimously agreed to:- (i) note the completed 2024/25 Annual Reporting Survey and agree to its submission to the Scottish Government as required; (ii) note the progress of the MADP in delivering services, including the development of the Moray Charter of Rights toolkit, improvements to the Medication Assisted Treatment (MAT) Standards, actions taken to reduce stigma, increased support for those with lived and living experience, and expanded harm reduction initiatives; (iii) support ongoing work to address remaining challenges, including workforce capacity, rural service access and the sustainability of family support services; and (iv) note the progress of the Moray Drug and Alcohol Partnership in delivering services to Moray as documented in Appendix 1. 13. Review of Financial Regulations The meeting had before it a report by the Chief Financial Officer seeking the approval of the Board to update the Financial Regulations in line with the proposed amendments contained within Appendix 1. Following consideration the Board unanimously agreed:- Page 44
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(i) to approve the proposed changes to the Moray Integration Joint Board Financial Regulations as set out in Appendix 1; and (ii) that the reviews will be done biannually. Page 45
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REPORT TO: MORAY INTEGRATION JOINT BOARD ON 19 JUNE 2025 SUBJECT: REVENUE BUDGET OUTTURN FOR 2024/2025 BY: CHIEF FINANCIAL OFFICER 1. REASON FOR REPORT 1.1 To inform the Board of the unaudited financial outturn for 2024/25 for the core budgets and the impact this outturn will have on the 2025/26 budget. 2. RECOMMENDATIONS 2.1 It is recommended that the Board: i) consider and note the unaudited revenue outturn position for the financial year 2024/25; ii) consider and note the impact of the 2024/25 outturn on the 2025/26 revenue budget as detailed in paragraph 7; and iii) approve for issue, the Directions shown in Appendix 4 to NHS Grampian and Moray Council. 3. BACKGROUND 3.1 The overall position for the Moray Integration Joint Board (MIJB) is that core services were overspent by £7,420,760 as at 31 March 2025. The MIJB’s unaudited financial position for the financial year ending 31 March 2025 is shown at Appendix 1. This is summarised in the table below. Annual Budget £ Actual Expenditure £ Variance to date £ MIJB Core Service 181,234,848 188,655,608 (7,420,760) MIJB Strategic Funds & other resources 10,633,832 7,470,144 3,163,689 Set Aside Budget 15,639,000 15,639,000 0 Total MIJB Expenditure 207,507,680 211,764,752 (4,257,072) A list of services that are included in each budget heading are shown in Appendix 2 for information. Page 46
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4. KEY MATTERS/SIGNIFICANT VARIANCES FOR 2022/23 Learning Disabilities 4.1 The Learning Disability (LD) service is overspent by £2,272,694 at the year- end. The overspend is essentially due to the purchase of care for people with complex needs which resulted in an overspend of £2,806,801 and client transport of £13,781. This is offset by more income received than expected of £524,800 (income due from another authority and Change Fund funds from NHS) and other small underspends of £18,619 which primarily relate to property costs. There was a minor underspend of £4,469 in other Learning Disabilities clinical services. 4.2 This budget has been under pressure for a number of years due to demographic pressures, transitions from Children’s services and people living longer and getting frailer whilst staying at home. The biggest overspends was for services provided to individuals in their own homes to support their daily living needs which enables people to stay living at home or in a homely setting for as long as possible and day care which provides activities during the day in the community. 4.3 The outturn for the LD service is as previously forecast. Forecasting is difficult to do on this volatile budget as client needs can change and therefore costs can fluctuate. Care Services Provided In-House 4.4 This budget is underspent by £1,988,757 at the end of the year. This relates to underspend in staffing across all the services in this budget totalling £2,291,755 and other minor underspends of £8,275 which is being reduced by overspends relating to transport costs £97,970; insurance costs £29,047, utility costs £62,430 and less income than expected £121,826. 4.5 Unfilled vacancies have been the main reason for the underspend throughout the year and the issue of recruitment has been an ongoing problem. 4.6 The outturn for this budget is £74,855 better than previously forecast which is due to the ongoing vacancies and recruitment challenges. Older People and Physical Sensory Disability (Assessment & Care) 4.7 This budget is overspent by £2,259,056 at the end of the year. This primarily relates to overspends for home care in the area teams £539,818, permanent care £1,766,157 due to the increase in the number of clients receiving nursing care rather than residential care and respite care £105,776 this is being reduced by an underspend for day care £152,695. The variances within this overall budget heading reflect the shift in the balance of care to enable people to remain in their homes for longer. 4.8 Due to the increase in need and complexity – increase in double up care at home packages. Limited resource availability through our internal provider and limited availability with CQS partnership provider means a reliance on external providers to continue to support the demand/need. The overspend on this budget is related to the underspend in Care Services provided in-house budget above. Page 47
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4.9 The outturn for this budget is £666,291 more overspent than the previous forecast due to less income than expected and more spend on care than expected. Primary Care Prescribing 4.10 The primary care prescribing budget is reporting an over spend of £3,189,386 for the twelve months to 31 March 2025. The overall average price has remained relatively consistent and includes cost reduction savings identified by Pharmacy implemented countered by the impact of short supply causing an increase in costs. This is spread across a range of products and is ongoing. This overall volume increase at 3.5% is less than previously anticipated. 4.11 This impact on estimated outcome and outturn is £14,386 more than previously forecast for this budget. This takes into account volume increase continuing at reduced level and price remaining stable in the final months of the year. Out of Area Placements 4.12 This budget is overspent by £1,250,899 at the year end. This is due to the continuing number of high cost individual specialised placements. 4.13 The outturn for this budget is £191,030 more overspent than previously forecast mainly due to increased costs from another board area being passed through to NHS Grampian for placements made. 5. STRATEGIC FUNDS 5.1 Strategic Funds relate to additional Scottish Government funding for Integrated Joint Boards. For the MIJB, they include: • Additional funding received via NHS Grampian and Moray Council (this may not be fully utilised in the year resulting in a contribution to overall MIJB financial position at year-end, which then needs to be earmarked as a commitment for the future year); and • Provisions for earmarked reserves has been made to fund unutilised allocation for Primary Care Improvement Funds, Action 15 additional investment funding, identified budget pressures, new burdens, and savings that were expected at the start of the year. 5.2 At the end of the financial year there was slippage on Strategic Funds of £3,163,689 which, when set against the overspend in core services, has resulted in an overall overspend of £4,257,072. 5.3 During the 2024/25 financial year, Scottish Government continued to commit on the national investment in health and social care. Allocations made during the year, which remain unspent are considered as earmarked funding and to be used for these specific purposes in future years. This has contributed to the MIJB reserves. 5.4 After consideration of funding received, earmarked reserves and application of slippage on Strategic Funds, the final MIJB financial position resulted in an overspend of £4,257,072. As set out in the Integration Scheme, NHS Grampian and Moray Council, as the funding partners make additional funding available to support the MIJB break even. The reserves are detailed below in paragraph 9. Page 48
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6. CHANGES TO STAFFING ARRANGEMENTS 6.1 At the meeting of the Board on 30 November 2023, the Financial Regulations were approved (para 12 of the minute refers). All changes to staffing arrangements with financial implications and effects on establishment are to be advised to the Board. 6.2 The staffing arrangements are noted in Appendix 3 as dealt with under delegated powers for the period 1 January to 31 March 2025. 7. IMPACT ON 2025/26 BUDGET AND RISK 7.1 The actual out-turn for the 2024/25 Core Services budget year is an overspend of £7,420,760. However, the variances against the budget have been reviewed and classified as one-off or likely to be recurring. Impact in 2025/26 will be monitored continuously and reported regularly to the MIJB. The overall position is summarised below: Area Para Ref Recurring Non-Recurring £ £ OVERSPEND Staff 7.2 (1,272,664) (872,706) Purchasing of Care 7.3 (6,506,534) (733,059) Income 7.4 (285,047) 0 Supplies & Services 7.5 (92,504) 0 Property costs 7.6 (482,038) (271,734) Transport 7.7 (192,483) 0 Aids & Adaptations 7.8 (260,544) (151,709) Prescribing & hosted 7.9 (3,175,000) (14,386) Other 7.10 (51,660) (271,997) Sub-total (12,320,475) (2,315,591) UNDERSPEND Staff 7.2 4,166,537 578,486 Purchasing of Care 7.3 967,091 0 Income 7.4 782,822 0 Supplies & Services 7.5 15,666 72,041 Property costs 7.6 25,840 0 Transport 7.7 133,753 45,615 Aids & Adaptations 7.8 9,306 186,411 Other 7.10 231,737 0 Sub-total 6,332,753 882,553 TOTAL (5,987,722) (1,433,038) Net Overspend (7,420,760) 7.2 Staff turnover can incur both under and overspends. Underspends can be attributed to the process of recruitment, which adds a natural delay, with posts being filled by new staff at lower points on the pay scale and in some circumstances the nature of the positions have been challenging to recruit to. The Council has recognised this turnover and had set as part of the budget process a vacancy factor saving, which has been met for numerous years. NHS Grampian also put in a vacancy factor saving in 2024/25. Overspends Page 49
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can be due to the use of bank staff/locum to provide required cover for vacancies/sickness and from the historic incremental drift and efficiency targets imposed. 7.3 The purchasing of care overspend relates to the purchase of home care by the area teams. There is a direct correlation with the underspend in internal care at home service. The demographics show that Moray has an ageing population and the spend on external domiciliary care is increasing in relation to both increasing hours of commissioned care, the number of packages of care and complexity. This also reflects the shift in the balance of care to enable people to remain in their own homes for longer. 7.4 The under recovery of income budgets is apparent across a number of service headings. It is exceedingly difficult to predict the level of income accurately as client income is subject to the contributions policy which is based on a client’s financial assessment. Income recovery on all care at home services continues to reduce. The income will continue to reduce due to the legislation in relation to the Carers Act and free personal care for under 65’s as well as the impact of Covid. The Independent Review of Adult Social Care will likely impact in the longer term. During 2024/25 additional income was received from permanent care placements, Community alarm, change fund payment for Learning Disability service and income recoveries from the review of Direct Payments/ SDS contingency funds for clients. 7.5 The Supplies and services in total is almost break even. Overspend includes purchases of medical supplies, medical equipment, uniforms, system licenses and maintenance cost of equipment which is expected to be recurring. The non-recurring underspend relates to refund received for software maintenance, catering for day services and telephones which are not expected to continue. 7.6 The recurring overspend in property costs primarily relates to the rising cost of energy, non pay costs for domestics and community alarm equipment. The non recurring overspend relates to Jubilee Cottages which was a savings proposal, and the recurring underspend relates to other savings proposals approved in 2024/25. . 7.7 Transport costs include both staff and clients which in total is a recurring overspend of £58,730 which primarily relates to internal day services transport. The non recurring underspend is due to variances in area teams, which is not expected to continue. 7.8 Aids and Adaptations overspend relates to Occupational therapy aids, servicing and stair lifts. There is also a non recurring underspend in the improvement grants, due to the timing of works. 7.9 Prescribing costs relate to the increased volumes and price factors which are expected to be sustained alongside increased cost for Moray shares of hosted services and others which again are mainly expected to recur. 7.10 Other category relates to minor variances across the services but also includes recurring overspends relating to admin costs, recurring underspends relating to admin costs and primary care services. The non recurring overspend relates to an increase in the bad debt provision for 2024/25. Page 50
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7.11 The financial results for 2024/25 show that underlying financial pressures on both the NHS and Council budgets remain, with the MIJB assuming responsibility for the budgets of the delegated functions and are expected to prioritise services within the budgets directed to it by Moray Council and NHS Grampian. 7.12 Through in-year reporting of the savings plan progress it was evident that the saving of £8,298,000 for 2024/25 would be partly achieved, £2,302,000 was saved at the end of the financial year, with expected reduction in overspends totalling £2,331,000. The MIJB has committed to continue to identify further efficiencies that will be reported throughout the year, recognising the significant pressure on the budget and the required transformation and disinvestment to allow the programmes of transformation to develop. Efficiencies Para Ref Full Year Target Savings expected progress at 31 Mar 2025 Savings actual progress at 31 Mar 2025 Reduction expected in budget at 31 Mar 2025 £’000 £’000 £’000 £’000 Building Resilience 6.3 3,300 146 146 562 Home first 6.4 685 100 100 0 Partners in Care 6.5 2,713 840 1,254 1330 Already implemented 6.6 1,600 1161 802 439 Total Projected Efficiencies 8,298 2,247 2,302 2,331 7.13 The 2025/26 revenue budget position as reported to the Board on 27 March 2025 (para 8 of the minute refers) presented a balanced budget position, through the use of reserves, and a challenging savings plan, which addressed the recurring overspend. The outturn position was £1,257,240 better than the forecast, partly due to savings proposals relating to reduction in spend in the last quarter. 7.14 This additional cost reduces the level of reserves going into 2025/26. There are minimal reserves of £2,151,636 for ear marked reserves and no general reserve. With no general reserves the additional cost and any emerging budget pressure will have to be funded from additional savings or from recommissioning other activities. The Senior Management Team are actively addressing the situation to implement alternative measures to limit the financial pressure. Updates on the recovery and transformation process and further savings will be provided to the Board for approval during 2025/26 through the financial reporting processes. 8. UPDATED BUDGET POSITION 8.1 During the financial year, budget adjustments arise relating in the main to the allocation of non-recurring funding that is received via NHS Grampian. In order to establish clarity of these budget allocations a summary reconciliation has been provided below. Page 51
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8.2 The MIJB, for the 2024/25 has concluded the financial year in an overspend position. The additional funding contributions during the year are also show in the table below: £’s Approved Funding 30.5.24 176,332,256 Set aside funding 14,665,000 IJB reserves c/fwd to 24/25 used to balance 1,346,552 Balance of IJB reserves c/fwd to 24/25 639,629 Amendment to NHS Grampian core 728,471 Adjustments in Q1 (1,833,389) Revised funding at start of Quarter 2 191,878,519 Adjustments in Qtr2 13,614,559 Revised funding at start of Qtr 3 205,493,078 Adjustments in Qtr 3 5,969,742 Revised funding at start of Qtr 4 211,462,820 Budget adjustments M10-M12 Ncare Allocation 1,208,733 IJB outcomes 126,275 Flu allocation 99,169 RWW 26,673 Open University 25,000 Realign PC 21,339 Emhof adjustment 20,110 Blood plasma 1,292 NMF 1,086 IFRS 16 (14,952) Leavers (22,572) Improvement grant (46,715) LD Healthchecks (75,701) Prescribing (76,237) Hosted recharge (277,902) Recurring deficit removal - year end allocation (6,056,566) RLW funding adjustment 93,828 Increase to set aside 974,000 Appropriate adult funding 18,000 Revised 2024/25 Financial Year Funding 207,507,680 8.3 In accordance with the updated budget position, revised Directions have been included at Appendix 4 for approval by the Board to be issued to NHS Grampian and Moray Council. 9. RESERVES 9.1 The MIJB Reserves Policy, was most recently approved on 25 January 2024 (para 16 of the minute refers). The policy was reviewed in January 2025 but there were no amendments made, so the policy remains valid and will be reviewed again no later than March 2026. The closing financial position on Reserves for 2024/25 is £2,151,636. This reserve is wholly for earmarked reserves, there is no usable general reserve to carry forward. The earmarked Page 52
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reserve will be called upon during the year in line with their specific purpose. The earmarked reserves detail is provided in the table below: Reserve Detail Type £000’s GP Premises Earmarked 39 National Drugs MAT Earmarked 250 OOH Winter Pressure funding Earmarked 172 Moray Cervical screening Earmarked 35 Moray hospital at home Earmarked 5 Moray Psychological Earmarked 315 MHO Funding Earmarked 138 Adult protection funding for CA Earmarked 18 Adult disability payment Earmarked 45 National Trauma training services Earmarked 62 Moray School Nurse Earmarked 32 Moray Winter Fund HCSW & MDT Earmarked 182 LD Annual Health Checks Earmarked 69 Community Planning partnership Earmarked 2 Moray District Nurses Earmarked 56 OOH Dev Fellowship scheme Earmarked 30 Asylum Seekers Grant Earmarked 701 TOTAL 2,152 10. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) and Moray Integration Joint Board Strategic Plan 2022 – 2032, ‘Partners in Care’ This report is consistent with the objectives of the Strategic Plan and includes budget information for services included in the MIJB Revenue Budget 2024/25. (b) Policy and Legal It is the responsibility of the organisation receiving the direction to work with the Chief Officer and Chief Financial Officer to deliver services within the resources identified. The Moray Integration Scheme (para 12.7 of the 2023 Integration Scheme) makes provision for dealing with in year variations to budget and forecast overspend by reference to agreed corrective action and recovery plans. It also makes provision for dealing with year-end actual overspend where such action and plans have been unsuccessful in balancing the relevant budget by reference to use of MIJB reserves and additional payments from NHS Grampian and Moray Council. (c) Financial implications Page 53
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The unaudited financial outturn for 2024/25 for the MIJB core budgets is £7,420,760 overspend. The financial details are set out in sections 3- 9 of this report and in Appendix 1. The estimated recurring overspend of £5,987,722 as detailed in para 7 was taken into account when setting the 2025/26 budget. The movements in the 2024/25 budget as detailed in paragraph 8 have been incorporated in the figures reported. (d) Risk Implications and Mitigations The most significant risk arising from this report is the control and management of expenditure to provide the Health and Social Care services required for the Moray Area, within budget. Due to the ongoing financial challenges, the financial circumstances of the partners and Scottish Government, the amount of reserves have reduced. There is significant pressure on the budget for 2025/26 along with increasing demands on the services and cost of living pressures. Considerations are being given to alternative measures that can be established to support the recurring overspends and to achieve the savings target set for 2025/26. There is a big risk for 2025/26 onwards to achieve a financial balance. There is a need for constant scrutiny around this rapidly changing situation and reporting to the Board will inform throughout 2025/26. (e) Staffing Implications There are no direct implications in this report. (f) Property There are no direct implications in this report. (g) Equalities/Socio Economic Impact An Equality Impact Assessment is not required because there are no changes to policy resulting from this report. (h) Climate Change and Biodiversity Impacts There are no direct climate change and biodiversity implications as there has been no change to policy. (i) Directions Directions are detailed in para 8 above and in Appendix 4. (i) Consultations The Chief Officer, the Senior Management Team, Corporate Manager, Service Managers, Chief Finance Officer (Moray Council) and the Finance Officers from Health and Social Care Moray have been consulted and their comments have been incorporated in this report as appropriate. 11. CONCLUSION 11.1 This report identifies MIJB’s unaudited final out-turn position on the Core Budget of an overspend of £7,420,760 at 31 March 2025 and Page 54
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identifies major areas of variance between budget and actual for 2024/25. 11.2 The impact of the provisional outturn on the 2025/26 budget, of a recurring overspend of £5,987,722 is detailed in paragraph 7. 11.3 NHS Grampian and Moray Council have both carried forward ear marked reserves into 2025/26 which total £2,151,636. Author of Report: D O’Shea Chief Finance Officer Background Papers: Papers held by respective Accountancy teams. Ref: Page 55
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MORAY INTEGRATION JOINT BOARD JOINT FINANCE REPORT APRIL 2024 - MARCH 2025 Para Annual Budget (Net) Actual Ref Net Budget To Date To Date Variance Variance £'s £'s £'s £'s % 2024-25 2024-25 2024-25 2024-25 2024-25 Community Hospitals 7,700,440 7,700,440 8,328,651 (628,211) (8) Community Nursing 5,978,919 5,978,919 6,166,085 (187,166) (3) Learning Disabilities 4.1 17,701,958 17,701,958 19,973,763 (2,271,805) (13) Mental Health 12,139,599 12,139,599 12,054,656 84,943 1 Addictions 1,906,785 1,906,785 1,729,248 177,537 9 Adult Protection & Health Improvement 249,241 249,241 273,198 (23,957) (10) Care Services provided in-house 4.4 24,742,881 24,742,881 22,739,366 2,003,515 8 Older People & PSD Services 4.7 24,774,802 24,774,802 27,033,858 (2,259,056) (9) Intermediate Care & OT 1,771,186 1,771,186 1,972,424 (201,238) (11) Care Services provided by External Contractors 1,835,976 1,835,976 1,816,689 19,287 1 Other Community Services 10,383,145 10,383,145 10,280,261 102,884 1 Admin & Management 3,333,376 3,333,376 3,114,694 218,682 7 Other Operational Services 1,377,377 1,377,377 1,534,989 (157,612) (11) Primary Care Prescribing 4.10 18,748,115 18,748,115 21,937,501 (3,189,386) (17) Primary Care Services 21,427,317 21,427,317 21,331,070 96,247 0 Hosted Services 5,712,884 5,712,884 5,665,086 47,798 1 Out of Area 4.12 720,131 720,131 1,971,030 (1,250,899) (174) Improvement Grants 1,207,037 1,207,037 1,020,626 186,411 15 Childrens & Justice Services 19,523,679 19,523,679 19,598,094 (74,415) (0) Total Moray IJB Core 181,234,848 181,234,848 188,541,288 (7,306,441) (4) Other non-recurring Strategic Funds in the ledger 6,204,515 6,204,515 6,308,250 (103,735) (2) Total Moray IJB Including Other Strategic funds in the ledger 187,439,363 187,439,363 194,849,538 (7,410,176) (4) Other resources not included in ledger under core and strategic: 4,429,317 4,429,317 1,161,894 3,267,424 74 Total Moray IJB (incl. other strategic funds) and other costs not in ledger 191,868,680 191,868,680 196,011,432 (4,142,752) (2) Set Aside Budget 15,639,000 15,639,000 15,639,000 - Overall Total Moray IJB 207,507,680 207,507,680 211,650,432 (4,142,752) (2) Funded By: NHS Grampian 120,864,389 Moray Council 86,643,291 IJB FUNDING 207,507,680 APPENDIX 1 Page 56
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APPENDIX 2 Description of MIJB Core Services 1. Community Hospitals includes community hospitals, community administration and community Medical services in Moray. 2. Community Nursing related to Community Nursing services throughout Moray, including District Nurses and Health Visitors. 3. Learning Disabilities budget comprises of:- • Transitions, • Staff – social work and admin infrastructure, • External purchasing of care for residential & nursing care, • External purchasing of care for respite, day care and domiciliary care, • Medical, Nursing, Allied Health Professionals and other staff. 4. Mental Health budget comprises of:- • Staff social work and admin infrastructure, • External purchasing of care for residential & nursing care, • External purchasing of care for respite, day care and domiciliary care, • In patient accommodation in Buckie & Elgin. • Medical, Nursing, Allied Health Professionals and other staff. 5. Addictions budget comprises of:- • Staff – social work and admin infrastructure, • Medical and nursing staff • External purchasing of care for residential & nursing care, • External purchasing of care for respite, day care and domiciliary care, • Moray Alcohol & Drugs Partnership. 6. Adult Protection and Health Improvement 7. Care Services provided in-house Services budget comprises of:- • Employment Support services, • Care at Home service/ re-ablement, • Integrated Day services (including Moray Resource Centre), • Supported Housing/Respite and • Occupational Therapy Equipment Store. 8. Older People & Physical Sensory Disability (PSD) budget comprises of:- • Staff – social work infrastructure (including access team and area teams), • External purchasing of care for residential & nursing care, • External purchasing of care for respite, day care and domiciliary care and • Residential & Nursing Care home (permanent care), 9. Intermediate Care & Occupational Therapy budget includes:- • Staff – OT infrastructure • Occupational therapy equipment • Telecare/ Community Alarm equipment, • Blue Badge scheme Page 57
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APPENDIX 2 10. The Care Services provided by External Contractors Services budget includes:- • Commissioning and Performance team, • Carefirst team, • Social Work contracts (for all services) • Older People development, • Community Care finance, • Self Directed support. 11. Other Community Services budget comprises of:- • Community services for each locality (Allied Health Professionals (AHP’s), Dental services, Public Health, Pharmacy and other specialist nursing roles). 12. Admin & Management budget comprises of :- • Admin & Management staff infrastructure • Target for staffing efficiencies from vacancies 13. Other Operational Services - range of operational services including – • Community Response Team • Child Protection • Winter Pressures • Clinical Governance • International Normalised Ratio (INR) blood clotting test Training • Moray Alcohol and Drug Partnership (ADP) 14. Primary Care Prescribing includes cost of drugs prescribed in Moray. 15. Primary Care Services relate to General Practitioner GP services in Moray. 16. Hosted Services, comprises of a range of Grampian wide services. These services are hosted and managed by a specific IJB on a Grampian wide basis and costs are re-allocated to IJB budgets. These services include:- Moray IJB Hosted & Managed services: • GMED out of Hours service. • Primary Care Contracts Team Aberdeen City/Aberdeenshire IJB Hosted & Managed services: • Intermediate care of elderly & rehab. • Marie Curie Nursing Service – out of hours nursing service for end of life patients • Continence Service – provides advice on continence issues and runs continence clinics • Sexual Health service • Diabetes Development Funding – overseen by the diabetes Network. Also covers the retinal screening service • Chronic Oedema Service – provides specialist support to oedema patients • Heart Failure Service – provided specialist nursing support to patients suffering from heart failure. • Police Forensic Examiner Service Page 58
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APPENDIX 2 • HMP Grampian – provision of healthcare to HMP Grampian. 17. Out of Area Placements for a range of needs and conditions in accommodation out with Grampian. These are managed centrally within NHS Grampian and charged to IJB’s. 18. Improvement Grants managed by Council Housing Service, budget comprises of:- • Disabled adaptations • Private Sector Improvement grants • Grass cutting scheme 19. Children Services & Criminal Justice budget includes the following areas: a) Children Services area teams budget includes:- • Staff – social work (including access team, area teams, disability team, SCIM and Child Protection Unit) • Self directed support • Fostering home to school transport • Support to families b) Quality Assurance team budget includes:- • Staff – social work • Locality management groups funding c) Reviewing Team d) Commissioned Services budget includes:- • Commissioning team • Contracts for all services e) Placement Services budget includes:- • Staff – social work (including fostering, adoption and throughcare/aftercare) • Continuing care payments, income maintenance, supported lodgings and throughcare/aftercare grants • Fostering/kinship fees and allowances. Placements with external fostering agencies. • Adoption allowances • Adoption fees to other local authorities f) Children Services Residential Unit g) Justice Services budget includes:- • Staff – social work • Youth Pod • Out of Hours team • Community Justice Reform • Criminal Justice Services h) Children Services Strategy and Support budget comprises of:- • Central management staffing Page 59
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APPENDIX 2 • Target for staffing efficiencies from vacancies i) Additional grant funding • Unaccompanied asylum seeking children • Corra Foundation • Trauma Informed Practice Other definitions: Tier 1- Help to help you (information and advice), universal services to the whole community and an emphasis on prevention. Tier 2- Help when you need it (immediate help in a crisis, re-ablement) and regaining independence. Tier 3- Ongoing support for those in need through the delivery of 1 or more self- directed support options. Page 60
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APPENDIX 3 HEALTH & SOCIAL CARE MORAY DELEGATED AUTHORITY REPORTS - PERIOD January to March 2025 Title of DAR Summary of Proposal Post(s) Permanent/ Temporary Duration (if Temporary) Effective Dates Funding Pharmacy Moray The hours: this is the minimum level that we could operate the post with in order to deliver an effective service in all Moray Care Homes. Moray Care Homes Pharmacist Fixed-term or Secondment 12 months Apr-25 to Mar’26 THIS IS ADD COST offset by savings to be achieved in medicines used in Care homes Support package for MR in his own home To support MR in his own tenancy upon leaving Linn Moor Children’s Services. 7.35FTE Grade 4 1FTE Grade 6 Permanent N/A As appointed Budget from budget pressures Support package for MH in his own home To support MH in his own tenancy upon leaving Linn Moor Children’s Services. 6.69FTE Grade 4 1FTE Grade 6 Permanent N/A As appointed Budget from budget pressures Page 61
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Title of DAR Summary of Proposal Post(s) Permanent/ Temporary Duration (if Temporary) Effective Dates Funding Day Service Infrastructure Budget YF705/MRC Catering Staff Budget Remove vacant positions under Infrastructure and Moray Resource Centre Catering for saving 0.27FTE Grade 3 0.80FTE Grade 4 0.34FTE Grade 4 0.68FTE Grade 5 0.30FTE Grade 4 0.74FTE Grade 3 Permanent N/A ASAP This is a saving Page 62
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APPENDIX 4 MORAY INTEGRATION JOINT BOARD DIRECTION Issued under Sections 26-28 of the Public Bodies (Joint Working) (Scotland) Act 2014 1. Title of Direction and Reference Number 20250619MC15 20250619GHB15 2. Date Direction issued by the Moray Integration Joint Board 19.06.2025 3. Effective date of the Direction 01.04.2024 4. Direction to: NHS Grampian and Moray Council 5. Does the Direction supersede/update a previous Direction? If yes, include the reference number(s) of previous Direction Yes budget report for 24/25 to MIJB on 30.05.2024 6. Functions covered by Direction All functions listed in Annex 1, Part 1 of the Moray Health and Social Care Integration Scheme and all functions listed in Annex 2, Part 1 of the Moray Health and Social Care Integration Scheme. 7. Direction Narrative Directed to deliver for the Board, the services noted below in pursuance of the functions noted below and within the associated budget noted below 8. Budget Allocation by MIJB to deliver on the Direction Moray Council associated budget - £96.9 million, of which £0.5 million is ring fenced for Housing Revenue Account aids and adaptations and £3.3m for Children Services joint out of area budget. NHS Grampian associated budget - £93.4 million, of which £5.7 million relates to Moray’s share for services to be hosted and £21,4 million Page 63
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relates to primary care prescribing. An additional £15.6 million is set aside for large hospital services . All details contained in APPENDIX 1 to the report 9. Desired Outcomes The direction is intended to update and reflect the budget position for 2024/25 10. Performance monitoring arrangements and review Directions will be reviewed by the Audit Performance & Risk Committee on a six monthly basis for assurance. Any concerns should be escalated at the first available opportunity to the MIJB. An annual report of all current Directions will be presented to the MIJB Page 64
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: GSP055/25/LM/AM Author: Louise Marshall Contact Email: performance@moray.gov.uk Subject: Corporate Plan – Delivery Framework 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present the Corporate Plan Delivery Framework that brings together the actions and performance indicators that contribute to advancing Council priorities and identify gaps that require further consideration. 1.2 This report is submitted to Council in terms of Section II (13) of the Council’s Scheme of Administration relating to the preparation of a plan that is of a corporate nature. 2. SUMMARY 2.1 The report presents the Corporate Plan Delivery Framework setting out the actions and performance indicators contributing to the delivery of Council priorities. 3. RECOMMENDATIONS 3.1 It is recommended that Council scrutinise and note the Corporate Plan Delivery Framework, and confirm that it is satisfied that when drawn together these adequately advance Council priorities. Author Name Louise Marshall Job Title Strategy and Performance Manager 4. BACKGROUND AND CONTEXT 4.1 The Corporate Plan 2024-29 was agreed by this Committee on 28 February 2024 (para 5 of the Minute refers). 4.2 Services Plans 2025-28 approved by services committees included strategic actions and indicators that align to Corporate Plan priorities. These have been presented as a Item 9. Page 65
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refreshed Delivery Framework (Appendix 1) that will enable implementation and monitoring of the Corporate Plan. 5. PROPOSALS 5.1 It is proposed that the Council note the Delivery Framework and actions and indicators under each of the priorities which may refresh in line with Service Plan annual reviews. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council is required to secure Best Value under the Local Government in Scotland Act 2003 that requires in its arrangements of Sound Governance at a Strategic, Financial and Operational Level that the Council have in place a framework for planning and budgeting that includes detailed and realistic plans linked to available resources, to achieve the Page 66
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authority’s goals at service delivery level. The Plan sets our direction for the Council which may influence the development of future policy. 6.4 Financial The Corporate Plan recognises that the Council makes difficult decisions to continue to work within budget constraints. Setting out priorities assists in making those decisions. 6.5 Risk Corporate Plan employs robust risk management arrangements to the decision making process that will be used in the management and monitoring of the plan. It is increasingly important that there is strong political leadership, direction and resilience in the pursuit of the corporate agenda. 6.6 Staffing There are no staffing implications arising from this report. Any realignment of resources as the Council’s business is reviewed may lead to workforce implications in future which will be reported when relevant. 6.7 Best Value and Transformation The Accounts Commission Direction 2021 requires Council’s to report a range of information to show improving local services and local outcomes and demonstrating best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. Digital and Transformation are included within the Strategic Delivery Framework of the Corporate Plan. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities impact from the corporate plan. However, as projects and actions develop, equalities considerations are considered and reported through Integrated Impact Assessments as required. The Council’s ongoing commitment to equalities is reflected in the plan. 6.11 Climate Change and Biodiversity Impacts There are no Climate Change and Biodiversity impacts from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Corporate Leadership Team and Heads of Service in presentation of 2025-28 Service Plans, any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Corporate Plan 2025-29: Appendix 1, Appendix 2 Page 67
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APPENDIX 1 CORPORATE PLAN DELIVERY FRAMEWORK (2025-07-02) Corporate Plan Priority Actions Planned Corporate Level Outcome Outcome Measures Completion Target Strategy/Plan a supporting priority Lead Officer for updates Tackle Poverty and Inequality Reduce child poverty and inequalities in incomes, health and education The impact of poverty on children, young people and families by addressing the extent of maternal and infant food insecurity within Moray and cost of the school day Moray will have lower levels of child poverty in line with national targets To be confirmed March 2026 Children Services Partnership Young adults and parents experience no poverty related barriers to entering / sustaining learning, training and employment by increasing access to Moray Pathway, affordable childcare options and maximising school holiday provision To be confirmed March 2026 Children Services Partnership Reducing the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children Number of children in temporary accommodation reduced by 5% Number of homeless presentations from families with children March 2026 and annually against 2024 baseline Housing Needs Manager Page 69
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APPENDIX 1 Instances of homeless prevention Duration of homelessness for families with children reduced by 5% Educational Attendance & Attainment for children impacted by homelessness Early intervention addressing whole family well-being to ensure than children can reach their full potential Continue to improved attainment at both Broad General and Senior Phase identified through ACEL and LGBF measures Literacy and numeracy attainment gap (P1, P4 and P7 combined – percentage point gap between the least and most deprived pupils Percentage of P1, P4 and P7 pupils combined achieving expected CFE level in literacy and numeracy June 2026 Quality Improvement Manager Support vulnerable members of our community Getting it right for every child so that we continue to improve attainment for all Improved attainment at both Broad General and Senior Phase identified through Percentage of school leavers gaining 5+ awards at levels 5 and 6 Leavers achieving 1+ @ SCQF Level 5 / Level 6 Feb 2026 Quality Improvement Manager Page 70
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APPENDIX 1 ACEL and LGBF measures Overall average total tariff Percentage of pupils entering positive destinations) Annual Participation Measure Build Stronger Greener Vibrant Economy Deliver the Moray Growth Deal Progress Moray Growth Deal: bring the remaining Moray Growth Deal projects into delivery Retain and attract young people / families (16-29 years) to live and work in the area 7 of the 8 MGD projects in delivery. Business case in progress for the eighth. MICM Phase 1 operational (demonstration hub and business incubator units). EY STEM Phase 1 operational (Elgin STEM Hub, mobile solution, lending library) Bus revolution Phase 2 commenced 1 project to have completed (Digital Health), with the remaining 7 in delivery. Eighth MGD project March 2026 March 2027 Moray Growth Deal Manager Page 71
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APPENDIX 1 (skills and innovation) to have entered delivery. Business Enterprise Hub facility to open (subject to the project entering delivery by Q1 25/26) 1 project to have been completed with the remaining 7 in delivery. Elgin Town Hall to reopen. Bus revolution phase 3 to commence. Work on MCIM phase 2 to have commenced (business grow on space) March 2028 Focus on a wellbeing economy, one that provides opportunities for all Delivery of the Community Wealth Building Strategy and Action Plan with a focus on priority actions Increase the number of people in Moray benefitting from Fair Work practices Introduction of community benefits portal by March 2026 Regional Socio- economic benefit plan drafted by March 2026 Planning guidance finalised by March 2026 (SLAED) Average gross weekly earnings (full- time employees) March 2026 Economic Growth & Regeneration Manager Page 72
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APPENDIX 1 (SLAED) Proportion of people earning less than the living wage Improve access to fair work, employment and training opportunities by delivering a joined-up Skills Planning approach Minimise barriers to people working such as childcare 5% Increase in number of females participating in (all age) apprenticeships at all levels (Funding dependent – current waiting list) 5% Increase in the number of young females participating, progressing and sustaining learning, training and employment opportunities across the Moray Pathways Local Employability Partnership 5% Increase the number of young females entering the workforce via our Sector Based Work Academy Programme and MERI March 2026 Employability Team Manager/ Moray Pathways LEP Lead Page 73
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APPENDIX 1 scheme (paid job placements) Number of MA and Graduate Apprenticeships in Moray to increase by 50 (20 via upskilling from existing employees and 30 via newly created apprenticeships). – Increase the number of businesses engaging with Moray Pathways Training and FE/HE provision by 10%. Increase the proportion of 16–29-yearolds within Moray by 2% each year (against NRS Mid- Year2023 data) - Mapping of current provision and gaps Enable more people to work by increasing availability of affordable School Aged childcare provision (NOMIS) Gender Pay Gap (LGBF) % unemployed people assisted into work from Council March 2026 Employability Team Manager/ Moray Page 74
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APPENDIX 1 operated/funded employability programmes Increase the number of Parents assisted through Employability partnership Increase the number of School Aged Childcare places available Increase the number of 5–12-year-olds participating in new SACC provision by 5% Increase the number of unemployed adults and parents progressing, and sustaining learning, training and employment opportunities by 10% Pathways LEP Lead Consider the environment and sustainability in everything we do Sustainability and environmental considerations incorporated within existing projects The Council adapts to the changing climate and acts sustainably CO2 emissions areas wide per capita CO2 emissions within scope of LA per capita March 2028 Principal Climate Change Strategy Officer Page 75
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APPENDIX 1 Build thriving, resilient, empowered communities Involve and empower our communities in shaping places that people want to live in, visit and invest in Delivery of the Levelling Up Fund elements of the Elgin City Centre Masterplan More of the activities, services and plans are influenced by the communities they serve Elgin City Centre is a prosperous, attractive and healthy place Evaluation by March 2027 (SLAED) Town Vacancy Rates No of empty properties and vacant/derelict sites in the city centre No of additional residential properties in the Elgin city centre March 2027 Strategic Planning and Development Manager Delivery of the Town Centre Improvement Plan & Annual Report Developing a diverse, inclusive and sustainable economy: By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs Town Vacancy Rates SLAED annual report indicators – town centre vacancy rates Ten-year programmes 2035 Strategic Planning and Development Manager Take a partnership approach to locality planning in priority areas of Moray to enable More communities and individuals are more involved in Consideration being given to case study- based reporting to March 2026 Communities Service Manager Page 76
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APPENDIX 1 people to influence services and develop community action through support of locality planning process in New Elgin and Buckie local decision making and in helping to plan and delivery of local services evidence delivery for locality plans Number of new Community action plans in place Number of Support Agreements linked to community assets % of Support Agreements meeting at least one objective % increase in number of local residents engaged in locality planning process (NE & Buckie) % of local people who agree with the statement ‘I can influence decisions affecting my local area’ Provide modern and sustainable services, housing and Delivery of the Housing Investment and Affordable Housing Supply programmes Increase in affordable housing available in Moray Number of affordable housing completions at end of current FY 91 completions 36 site starts March 2028 March 2026 March 2026 Housing Strategy & Development Manager Page 77
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APPENDIX 1 infrastructure that meet the needs of our communities Tackle the affordability and standard of our learning estate to ensure sustainability while meeting climate requirements Moray has high performing schools that are fit for the future and financially and environmentally sustainable % of schools that are rated B or better for condition % of schools that are rated B or better for suitability % Spare building capacity % of schools with approved asset management plans % ASG options reviews completed 30 December 2030 Learning Estate Programme Manager Strategic Delivery Framework Financial Strategy Financial Planning Financial plans show how the local authority will align service provision with funding to ensure the sustainability of its services in the future Financial planning improves in line with recommendations from the 2024/25 Annual Audit Review June 2026 Chief Financial Officer Workforce Strategy Develop and maintain a skilled, motivated and flexible workforce and adapt to deliver sustainable services through – Provide clear leadership, direction and model behaviours to foster Employee survey on management impact to provide baseline and March 2026 H/HR,ICT & OD/ODM Page 78
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APPENDIX 1 • Developing Leadership Capacity • Workforce Planning and Change • Workforce and Organisational Development • Recruitment and Retention • Health and Wellbeing a positive and respectful workplace Maximise capacity and performance Enhance employee experience and wellbeing by continually improving our culture and engagement show improvement over time Attrition rates improved for areas with high turnover Improved ranking in LGBF measure – Gender Pay Gap and percentage of the highest paid 5% employees are women Digital Strategy Support the delivery of technology, digital and efficiency relating demands through – • Transformation • Business Intelligence and Insight • Digital Culture • Compliance Transformational approach to the use of ICT and digital delivering against priorities Increased number of users of additional online services Increased use of digital technology for advancement of learning and teaching – 10% increased use of digital technologies in key strategic projects Bandwidth increased across school estate (SWAN 2) Digital learning March 2027 Information Systems & Infrastructure Managers Page 79
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APPENDIX 1 devices and use of technology increased Transformation Plan / Strategy Review of Depot & Stores Improvement and rationalisation of estate Approval of Full Business Case Development of Implementation Plan Performance Management Framework Re-establish a framework for Continuous Improvement across Council services with a timetable and guidance Drive continuous improvement across services Demonstrate best value Embed self- assessment cycle Develop / re-activate self-assessment framework Agree timetable / programme for review Report outcome through service performance reports (6 monthly going forward) March 2026 Strategy and Performance Manager Page 80
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: ECS026/25/DM Author: Donald MacRae Contact Email: donald.macrae@moray.gov.uk Subject: Home to School Transport Policy 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to advise Council of the findings of the recent public consultation on Home to School Transport and seek approval to implement the outlined changes to the Home to School Transport Policy 1.2 This report is submitted to Council in terms of Section III (F) (18) of the Council’s Scheme of Administration relating to passenger transport and Section III (D) (7) in relation to children’s safety. 2. SUMMARY 2.1 Following a review of the comments received the Home to School Transport Policy Review survey, proposals for potential changes to policy are outlined and require agreement before Council goes out to tender for contract start in April 2026. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) Considers and notes the contents of the report and endorses the move to 3 miles walking distance for all secondary schools and 2 miles for all primary schools. ii) Approves the further investigation of paid mileage-based expenses to parents on appropriate contracts. Item 10. Page 81
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iii) Approves the Council’s position on walking distance as enshrined in policy. Author: Donald MacRae Job Title: Public Transport Manager 4. BACKGROUND AND CONTEXT 4.1 Under Section 51 of the Education (Scotland) Act 1980 (S.51), the Council has a statutory duty as an Education Authority to provide transport to school. This has commonly been interpreted as requiring the direct provision of home to school transport (‘school buses’), although this can be interpreted in different ways as will be outlined. The Council’s current contract package was awarded from April 2019 on a 5 year plus one plus one basis, absorbing 85% of the overall Transportation budget at a current annual cost of £5.3M. The Council requires to go to tender later this year with a view to contracts commencing in April 2026. 4.2 Currently, the 1980 Act requires Councils to make such arrangements as is considered necessary for the provision of school transport for pupils residing in, and attending, zoned schools in their area. It is important to note there is no requirement to provide school transport for those families seeking placing requests to schools outside their zone. The Act allows for a wide level of discretion in regard to what is actually provided by the Council including: • provision of free school transport on bus/taxi for some or all of the journey. • making bicycles or other suitable means of transport available. • paying some or all of travelling costs to the parent/carer. 4.3 It is noted that the provision of school transport may be by either dedicated service or aboard a local bus service, the critical point being that the service is provided at no charge to the pupil. There is a further requirement to have regard to the safety of pupils as well as to ensure that access to transport which meets the child’s needs is provided. In arranging school transport routes, the Council needs to take into consideration the distance between a pupil’s home and zoned school. There is no prescribed distance beyond which the Council must, nor distance below which the Council must not, provide transport. 4.4 It is also important to note that the legislation then does state that where a local authority fails to provide transport to a child living beyond the walking distance to the nearest public school willing to accept the child, a parent will be deemed to have a reasonable excuse for not ensuring the attendance of that child at school. The statutory walking distance is 2 miles for children aged under eight and 3 miles for children aged eight or over. 4.5 It is also important to note that parents/carers remain responsible for their child’s journey to and from school, or where school transport is provided, between home and the Page 82
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designated pick up / drop off point. Pupils living several miles from their nearest zoned school are not entitled to transport from the door, as can often be perceived, but can be expected to walk up to 2 or 3 miles as outlined below. 4.6 At the meeting of Moray Council on 26 June 2024, it was agreed that a public consultation would be issued on several policy points prior to the Council going to tender for the next round of tenders. Council will be going out to tender in autumn 2025 with the contract commencing from April 2026 (para 10 of the minute refers). The consultation sought views on three key areas as well as background information on parental status, Associated Schools Group (ASG), school year and current means of accessing school from home. The three key policy areas consulted on are as follows and the survey results in tabular form are shown in Appendix A. 4.7 Walking Distance. Currently school transport is provided to Moray pupils on the premise of the home address being more than 2 miles from their zoned primary or secondary school. There is one exception to this, both Elgin Academy and Elgin High School operate on the basis of 3 miles rather than 2 miles. However, it must be borne in mind that pupils can still be expected to walk up to 2 miles to access school transport from the home address to a pickup point. Where provided, home to school transport is not a door-to-door service. 4.8 Mileage payments to parents/carers. S.51 allows payments to be made to parents/carers in lieu of school transport being provided. There is potential to investigate replacing some high tariff rural contracts currently carrying small numbers of pupils with parental expenses, whether a fixed cost per term or year or on a mileage basis. This could present a financial advantage to the Council by paying parents/carers to take their children to school or to a connecting hub for onwards transport to school. 4.9 Walking Routes. S. 51 stipulates the Council should have regard to safety relating to school transport arrangements but does not specify any particular requirements or processes to be observed. There is also a clear parental responsibility for parents/carers to ensure pupils reach school premises safely or to/from the pick-up/drop off point for school transport. 5. SURVEY FEEDBACK 5.1 The survey ran for four weeks online and was promoted both through Moray schools and through the Council’s Communication channels, ending Sunday 22 June. The aspiration was to reach as wide an audience as possible in order to obtain an accurate assessment of the public view on these proposals. The survey opened with a number of questions seeking information on each respondent’s situation in relation to school transport and was completed by 502 returnees. The following areas were covered in the survey and the respondents did not have an option to skip the questions on ASG and status. 5.2 Associated School Group. The survey asked which ASG the respondent was resident in. The spread of location responses varied with the lowest being Keith ASG at 4.78% and the Page 83
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highest being Speyside at 21.51%. The other six ASG’s had results between approximately 10 and 15%. 5.3 Respondent’s Status. The survey asked respondents to advise on their personal circumstances in relation to the survey. Over 75% of respondents are parents/carers of children attending school with the balance being shown in the table below. Parent/Carer of a child/young person at school 78% General member of the public 10% Parent/Carer of a child/young person under school age 9% Young person attending school 3% Total 100% 5.4 Stage in School Education. The survey asked respondents which school stage the young people they are concerned with sat in. Just under one third of respondents had pupils in secondary education with the remaining numbers split over the seven primary years as per the table below. 396 replies were received with 106 skipping this question. Parent/carers were asked to select every option that applied giving a total of 619 individual children over the 396 responses. Primary 1 11% Primary 2 9% Primary 3 10% Primary 4 9% Primary 5 11% Primary 6 11% Primary 7 7% Secondary 1 - 6 32% Total 100% 5.5 Qualifying for School Transport under current policy. The survey asked whether the respondent’s child/children qualified for school transport. 396 responded to the question with 61.36% believing they qualified, 28.28% believing they didn’t qualify and 10.35% maintaining they didn’t know. 5.6 Current mode of transport to School. The survey asked how the child/children concerned travelled to school. Almost 60% used home to school transport with the remaining 40% split across a number of options as shown in the table below. Page 84
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School Transport 59% Car/Shared Lift 19% Walking 16% Local public service bus 5% Cycling/Wheeling 2% Total 100% 5.7 Future Mode of Transport to School. This response pool is much smaller, covering just 38 individuals whose children have yet to reach school age. Just over 60% aim to register for home to school transport with all categories reflecting closely the figures covered for the following: School Transport 61% Car/Shared Lift 24% Walking 10% Local public service bus 5% Cycling/Wheeling 0% Total 100% 6. PROPOSALS 6.1 Walking Distance The survey provided four proposals including maintaining the current situation of 2 miles for all schools, primary and secondary, with the exception of both Elgin secondary schools which are 3 miles. 458 respondents answered this section and 44 skipped this. Survey results are shown below. The options provided were: • Keep current distance (2 miles for all schools with the exception of Elgin Academy and Elgin High which are 3 miles) • Keep primary schools at 2 miles but increase all secondary schools to 3 miles. • Keep primary 1-4 at 2 miles then increase to 3 miles for primary 5 through to secondary 6. • 3 miles across all schools 6.2 Whilst just over 66% of respondents did not support a move to three miles for all secondaries, almost 33% did support this either alone or combined with other changes. Moray’s more generous policy of two miles for secondary has previously been amended to three miles across both Elgin secondary schools and there is logic in bringing all secondary schools under one mileage guideline. This brings Moray closer into line with neighbouring authorities and also to the statutory guidelines whilst offering the opportunity to incur some small savings through reduction in provision Page 85
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6.3 The option of splitting distances across the primary school age groups received little support at just 3%. This would see Primaries 1 to 4 retain the 2 miles walking distance and Primaries 5 to 7 increase to 3 miles, reflecting the legislative split of pupils aged 8 and above being able to walk up to 3 miles. There are practicalities in operating this, for both families and transport providers, and potentially school management teams, particularly in terms of two or more primary pupils from the same family walking different distances. Parents in this situation might also put pressure on suppliers to breach the policy to uplift families at one point. 6.4 Imposing a 3 mile walk across all school home to school journeys did receive support from just over 10% of those surveyed. There are concerns that this would breach Section 51 of the Act for those pupils under 8 and could be open to legal challenge by parents of pupils in this category, the outcome of which is uncertain. With this caveat in mind, along with the lack of support for the split primary option, the recommended option is to support the introduction of the statutory three mile walking distance for all secondary schools in Moray, and two miles for all primary schools. Pursuing this option will also allow for the reassessment of a number of secondary school contracts. 6.5 Expense Payments to parents and carers The survey asked whether the Council should introduce expense payments to replace certain small vehicle contracts. This is not something currently offered but is an area of policy where a change is being considered. There are a number of rural minibus and small vehicle contracts which can be difficult and expensive to procure and might be better provided by parents/carers conveying their child/children to school or to a collection point. 6.6 477 respondents answered the question and 85 skipped the question. Whilst the largest single percentage does not support the concept, there is sufficient support between those favouring the concept and those uncertain to explore this further on a contract by contract basis, where it can be demonstrated to be beneficial to families and Council alike. Option Choice % response No of responses 1 Yes, I agree 28% 115 2 No, I don’t agree 46% 191 3 I don’t know 26% 111 Total 100% 477 6.7 The survey also asked which form of payment process would be most suitable for parents/carers if this was adopted. Three options were provided as follows. Fixed standard payment each term 41% Fixed standard payment each year 10% Payment based on a mileage rate 49% Total 100% Page 86
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6.8 On the basis of the results obtained in the survey, it is apparent there is some appetite from parents/carers to pursue this option, and itis recommended that Council endorse the option of paying expenses to parents on a mileage rate basis, administered on a term by term process. 6.9 Walking Routes. There is clear parental responsibility in law for parents/carers to ensure pupils reach school premises safely or to/from the pick-up point for school transport. The Council is also required to have regard to safety relating to school transport arrangements, but there are no specific requirements or processes to be observed. 6.10 The Council's current approach is in line with these principles - the council undertakes a safety assessment when the Council believes that there is not a safe pedestrian route for the pupil to walk to school. In these circumstances, the council will provide transport. 6.11 On this section, one simple question was asked, namely whether the respondent agreed with the Council’s position or not. The response was a very clear 88% in agreement and 12% not in agreement. With such a clear mandate, it is recommended that this be enshrined in Home to School transport policy. 6.12 U22’s Free Bus Travel At the meeting of Moray Council on 26 June 2024 (para 10 of the minute refers), Council agreed to approve the selection of certain closed home to school contract routes to be registered as public bus services, with pupil entitlement to travel being the U22 pass and the revenue obtained being retained by Council. In carrying out due diligence on this, the Council’s legal advice confirms that the Under 22 scheme does not preclude providing a registered service in order to provide home to school transport. This potentially provides options to open up new corridors of transport for local communities. 6.13 It is proposed to “soft launch” this scheme on the Carron and Dailuiane to Speyside High School contract from August 2025, which is now provided by a Council connect public bus service. This will allow an opportunity for any issues which crop up to be addressed before the new tender regime is implemented in April 2026. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Page 87
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Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x x 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 7.3 Policy and Legal The Council recognises there are legal implications relating to Section 51 Education (Scotland) Act 1980 if certain options, not recommended in this report, are pursued. 7.4 Financial There are financial risks to Council given the unknown increased charges that will be incurred through a retendering. The current budget is £5.3M and with other local authorities reporting material inflation in transport costs, even the current UK inflation rate without any other factors will increase prices by £191K. However, there is scope to create some savings through a small reduction in secondary school contracts by increasing the secondary walking distance to 3 miles and investigating parent expenses where appropriate. Further use of the U22 pass scheme in place of closed school contract services also offers scope for savings. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Nil Annually Recurring Costs: Page 88
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Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 7.5 Risk There are financial risks to Council regardless of the option pursued, given the Council must retender later this year to have contracts in place to start in April 2026. 7.6 Staffing There are no staffing issues for the Council arising from this report ; the administration for the expenses scheme will be accommodated within existing resources. 7.7 Best Value and Transformation Any reduction in school contracts. 7.8 Property There are no property implications relating to this report. 7.9 Information Communications/Technology/Digital None. 7.10 Equalities, Social Inclusion and Economic Impact Accessibility issues for vulnerable and physically challenged young people are taken into consideration in tendering. 7.11 Climate Change and Biodiversity Impact. An increase in walking distance may incur some reduction in carbon emissions but this must be tempered with the potential for additional parents using vehicles to transport to school. 8. CONSULTATION 8.1 This report has been prepared in consultation with Depute Chief Executive (Economy Environment and Finance), Head of Environmental and Commercial Services, Chief Financial Officer, Legal Services Manager, Human Resources Manager, Equal Opportunities Officer and Democratic Services Manager and any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 Appendix A. Survey summary. Report to Full Council 26.6.2024 - School Transport Policy and Implementation Page 89
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: EGD012/25/GG/GG Author: George Gunn Contact Email: george.gunn@moray.gov.uk Subject: Just Transition Fund Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 This report sets out the initial, high-level work undertaken by the Council to advance Moray’s position for future bids to the Scottish Government’s North East Just Transition Fund. 1.2 This report is submitted to Council in terms of Section III (F) (34) of the Council’s Scheme of Administration relating to provision, development and monitoring of Economic Development and Infrastructure Services. 2. SUMMARY 2.1 2.2 This report provides an update on preparatory work to advance Moray’s position for future funding from the Scottish Government’s North East Just Transition Fund. It outlines the actions taken to date, including project development, stakeholder engagement, and early strategic planning. With only 4% of current allocations from the Fund awarded to Moray to date, there is a clear case for securing a greater and more proportionate share of the Fund (estimated at £81m) over the 10 year funding period. To achieve this, the Council must ensure that Moray’s distinct economic, demographic, and geographic needs and opportunities are fully reflected in the evolving design of the Fund. Developing a clear vision, supported by a pipeline of deliverable projects and strong regional partnerships, will be essential to unlocking investment and supporting a just transition for Moray. 3. RECOMMENDATIONS 3.1 It is recommended that the Council: Item 11. Page 115
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i) approves the proposed Just Transition Vision for Moray, including the selection criteria and cross-cutting themes set out in this report; ii) agrees that Officers should proceed with the development and shortlisting of projects in line with this Vision and report back to Council in January 2026 with a shortlist of projects expected to be ready for submission to the 2026/27 round of the Just Transition Fund; and iii) agrees that the Council Leader, supported by Officers, continues to lobby and engage with the Scottish Government to ensure that the Just Transition Fund reflects and responds to the specific needs and opportunities of Moray, and that Officers should continue to collaborate with Just Transition Fund officials on the future design, structure, and delivery mechanisms of the Fund. George Gunn FRGS Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 The concept of just transition is broadly defined as ensuring that no one is left behind in the transition to low-carbon and environmentally sustainable economies and societies. 4.2 The Scottish Government’s Just Transition Fund, launched in 2021, is a £500m ten-year commitment to support projects in the Moray and the North East which contribute towards a just transition away from carbon-intensive industries. The fund represents a significant economic opportunity for Moray with the potential for the creation of jobs, support for innovation and enterprise, and the development and maintenance of a skilled workforce. 4.3 Approximately £3m of Just Transition funding has been allocated to Moray to date, which is equivalent to 4% of the £75m already allocated. If the funding was distributed across Aberdeen City, Aberdeenshire and Moray based on population share, Moray could expect up to £81m over the fund’s ten-year period. 4.4 The Council bid into the first round of the Fund (2022/23) and secured approximately £880k of funding towards five projects: • Blackhillock Masterplan – strategic development masterplan for the area surrounding the largest UK substation receiving power from across the north of Scotland and offshore wind sites; • Buckie Harbour Feasibility Study – initial feasibility study to understand opportunities to expand Buckie Harbour to meet the needs of offshore wind companies and the existing harbour users; • Natural Capital Opportunities Study – valuation of Moray’s natural capital assets and opportunities for enhancement to increase carbon sequestration and biodiversity; • Vacant and Derelict Land Feasibility Study – feasibility study for the acquisition, design and development of solutions for vacant and derelict land in urban settings; and Page 116
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• Hydrogen Study – developed Phase 2 of Moray Hydrogen Strategy which evaluated HGV movement in Moray to determine suitable locations for refuelling sites. 4.5 In addition to the funds secured by the Council, the Just Transition Fund also funded a broad range of initiatives across Moray aimed at skills development, net zero innovation, environmental restoration and community-led measures via a participatory budgeting exercise: • Cabrach Distillery (£325k) - funding towards the development of Cabrach Distillery, a Community Interest Company that would use its revenues for rural regeneration and a community led regeneration master plan; • Findhorn, Nairn and Lossie Rivers Trust (£970k) - funding for the Findhorn Watershed Riverwoods Pilot project which aims to restore wild Atlantic salmon populations by improving the biodiversity of woodland and riverbanks; • Findhorn Ecovillage (£227k) - four feasibility studies on shifts from conventional housing to net zero housing and transportation in the context of Findhorn and beyond; • UHI Moray (£210k) - feasibility study on net zero bottlenecks, to identify current skills gaps in Moray. This has developed and is now being considered as an option as part of the Moray Growth Deal skills project review. This sits within the wider Regional Transformation Opportunities report produced by Highlands and Islands Enterprise (HIE) for the Convention of the Highlands and Islands (CoHI); and • tsiMORAY (£1.1m to date) - various small-scale net zero projects funded via participatory budgeting. 4.6 Council Officers have held several meetings with Scottish Government Just Transition Fund officials, the Just Transition Commission and consultants reviewing the Just Transition Fund for the government, to provide updates on use of previous funding and to discuss potential plans. Officers have consistently made the case to officials for a multi- year, ring fenced funding delivery model which includes a mix of capital and revenue funding for projects, and continue to do so. 4.7 Fund officials have expressed a keen interest in advancing concepts from the Council’s feasibility studies previously supported by the Fund into deliverable projects. They have indicated that future funding bids should ideally build on the collaboration to date, adopting a holistic, region-wide approach which draws out key strategic themes and objectives. In addition, officials have commended the Council’s collaborative approach to date, particularly its engagement with key community partners. 4.8 While the Scottish Government faces uncertainty due to its annual funding settlement received from the UK parliament, Just Transition Fund officials have acknowledged the concerns previously raised by the Council regarding the current funding mechanism and are committed to addressing these through continued collaboration. 4.9 The Council Leader has corresponded with the Cabinet Secretary for Climate Action and Energy, Gillian Martin MSP, to provide updates on the Council’s engagement with the Just Transition Fund, including progress to date and challenges in submitting bids. In response, the Cabinet Secretary welcomed further dialogue and has agreed to meet with the Council Leader to discuss ongoing work in Moray and explore how the Fund might be adapted to better support strategic project planning and delivery in the region. Page 117
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4.10 On 6 May 2025, the Just Transition Fund for 2025/26 was launched, with a total allocation of £8.5m. This marked the first time in two years that the fund had awarded grants rather than loans. Applications were to be submitted by 17 June 2025, with projects required to be delivered, invoiced, and paid between September 2025 and March 2026. Although Officers were aware that the fund might reopen for 2025/26, the Council did not have any projects at the appropriate stage of development to meet the criteria and spend the funds within the financial year. Given the short application window and the requirement for full expenditure and reimbursement by year-end, the Council was therefore unable to submit a bid for this funding round. However, ongoing development work and additional staffing resources will enable preparation of robust proposals for submission in 2026/27. 4.11 As part of its 2024/25 budget, the Council approved up to £30k from transformation reserves to support the development of long-term funding bids to the Just Transition Fund. Only £15k of this funding was required, as HIE agreed to match fund the necessary consultancy work. Biggar Economics was subsequently commissioned to support the creation of a Just Transition Strategy for Moray. Biggar Economics assisted in the identification of potential project areas through stakeholder engagement, and development of selection criteria based on the strategic priorities of the Just Transition Fund which can be used to short list potential projects. 4.12 At the time of writing, a workshop for elected members was due to be held on 11 August 2025, with elected members given the opportunity to submit project ideas in advance and during the session. The aim of the workshop was to review progress to date and to contribute project ideas. The outcomes of the session will inform ongoing engagement work and support a shortlisting process scheduled for September/October 2025. 5. CREATING A JUST TRANSITION VISION FOR MORAY 5.1 Through continued engagement with Just Transition Fund officials, it has become evident that a focussed and coordinated approach from Moray is urgently required to shape forthcoming changes to the Fund. It is therefore important that the Council approve a strategic vision for what a Just Transition should look like in Moray. This will ensure that Moray’s distinct economic and social circumstances are recognised, and to make a compelling case for a proportional share of future funding (estimated at £81 million). This should include identifying specific opportunities for meaningful regional collaboration, particularly with community organisations and third sector partners. 5.2 Moray’s vision for a just transition should be a tailored, place-based process which recognises the region’s unique demographic, economic, and geographic characteristics. It should aim to address both the challenges and opportunities facing Moray through a coordinated and collaborative approach, informed by strong regional partnerships and meaningful community engagement. This will ensure that Moray maximises the benefits of the transition and makes a compelling case for a proportional share of future Just Transition funding. 5.3 The needs and opportunities for Moray in relation to delivering a just transition are distinct from neighbouring local authorities which will be more directly impacted by a shift from careers in the oil and gas sector. Biggar Economics identified these as being shaped by an Page 118
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aging demographic, limited economic diversity, and lower wage levels. The following table summarises the overall regional economic needs and emerging opportunities relevant to Moray. While project proposals will be tailored to address these needs and opportunities wherever possible, it should be recognised that not all may be fully addressed within the scope and purpose of the Just Transition Fund: Needs Opportunities Skilled workforce Transferable skills from defence sector, targeted upskilling and retraining (e.g. renewables, engineering, traditional trades) Higher wages/higher quality jobs Energy sector growth, sustainable tourism, decarbonisation of the public sector, housing and distilling industry Retaining and attracting young people Training aligned with industry needs, quality jobs, better access to housing and childcare Economic diversification Renewables, nature-based solutions, space sector development More people/time being economically active Young workforce retention/attraction, economic diversification Better awareness of net zero opportunities Public engagement, local innovation pilots Affordable housing, transport and heating Energy efficiency upgrades, regeneration of vacant/derelict/brownfield sites, improved EV infrastructure and active travel network Access to childcare Expansion of childcare provision, retaining/attracting younger people and families to live and work in Moray 5.3 Moray’s economic base provides a strong platform to support the transition to net zero. Distilleries are exploring net zero production methods including biogas and hydrogen, and there is interest in the use of harbours to support the logistics associated with the growing renewables sector. The region’s natural capital offers significant opportunities for carbon sequestration, biodiversity restoration, and the expansion of sustainable tourism. Targeted investment in these areas can boost local enterprise, support job creation, and deliver long-term environmental and social benefits. Skills development across traditional and emerging sectors will be essential to enable access to any new opportunities. 5.4 To begin bringing together just transition project ideas in a strategic manner, Biggar Economics facilitated two initial stakeholder workshops with council Officers and an initial group of key stakeholders from across Moray. From a council perspective, this included submission of actions from previously funded feasibility work. These workshops helped to identify priority themes, project selection criteria, and early-stage ideas which align with emerging just transition priorities. This work has provided a useful foundation upon which opportunities can be developed and for the members workshop. 5.5 The following is an initial list of the potential projects which emerged from the workshops. While each remains at an early stage, they reflect a strong alignment with Moray’s needs and opportunities for a just transition and provide a basis for future development and/or Page 119
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partnership work. The ideas demonstrate the broad range of work required to achieve a Just Transition tailored to Moray’s unique context. This list will be developed further in workshops with elected members and other stakeholders in the coming months: • Buckie Harbour Redevelopment – positioning Moray as a strategic hub to service the offshore and onshore renewables supply chain now and in the future. • Natural Capital Opportunities – creating national-scale initiatives to enhance carbon sequestration, biodiversity, and public access to outdoor spaces. Leveraging Moray’s rich natural capital, renowned land-based industries, and expansive outdoor environments to maximise ecological and economic benefits. • Sustainable Construction – supporting redevelopment of vacant and derelict sites in preference to greenfield sites for new housing development, using locally sourced timber where possible, highlighting the opportunities to support local silviculture to significantly reduce the carbon footprint of developments and promote jobs. • UHI Moray Sustainable Construction and Natural Capital Skills – establishing a new campus to meet the growing demand for trades in renewable industries, sustainable construction and land-based industries. Provision of specialised training to address skills gaps and grow a local workforce with the expertise needed to support a just transition. This project is at an early stage and is closely linked to the Skills Project currently under consideration for Moray Growth Deal funding. Its development will be dependent on how that project progresses, particularly in terms of funding and site availability. However, given the recognised skills shortages in the sector, it has the potential to make a significant contribution to regional capacity for delivering the energy transition. • Microgrids – developing a renewable energy microgrid for 150 homes, to serve as a national demonstrator project. Showcasing innovative approaches to local energy generation, improving resilience, reducing carbon emissions, and setting a standard for sustainable community power solutions. • Green Energy Parks – identifying and establishing one or more low carbon business parks to support enterprise and the net zero transition. 5.6 By presenting with a strategic vision for a just transition, Moray will be better placed to influence the direction of the Just Transition Fund and secure a fair share of future investment. Crucially, this approach enables Moray to lead its transition to best local benefit. 6. JUST TRANSITION VISION AND SELECTION CRITERIA 6.1 The just transition vision for Moray reflects the region’s unique socio-economic challenges and the strategic opportunities discussed. The proposed vision statement is summarised in the table below. Elected members will have the opportunity to inform this at the upcoming members’ workshop: 1 to reduce emissions from Moray’s households, businesses, public and third sector organisations, and support a shift to low-carbon energy sources Page 120
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2 to support training and upskilling initiatives helping people and organisations to adapt and benefit from the just transition 3 to ensure decisions on the use of land and Moray's other natural resources support the just transition to net zero 4 to empower people and communities so that they can benefit from the opportunities associated with net zero 5 to retain and attract green jobs and investment in the region’s net zero economy 6.2 Officers will require selection criteria by which to judge and prioritise projects for development into a funding bid. These criteria should also recognise the specific characteristics of Moray’s economy and communities. Projects would be prioritised based on their ability to: • Build on the region’s distinctive assets, such as its distilling industry, natural capital, harbours, and skilled workforce; • Support SMEs and supply chains in net zero innovation and retrofitting; • Demonstrate replicable approaches to rural decarbonisation, energy efficiency and land use; • Engage communities and third sector partners in project delivery and co-design; and • Address demographic challenges through youth retention, skills development and employment pathways linked to net zero sectors; 6.3 To capture all priorities effectively and to help address the ‘just’ aspiration of transitioning to net zero, delivering benefits for as many citizens as possible and across the whole of Moray, the following cross-cutting themes were also developed for use during the bid development process to ensure a cohesive series of projects is produced: • Community – all projects should include provisions for local communities to engage with, inform, and contribute to delivery; • SMEs – all projects should set out how they will engage and support the development of Moray-based SMEs; and • Skills and training – all projects should include provision for providing training and development opportunities for local people. 7. NEXT STEPS 7.1 The Council has made significant progress in laying the groundwork for future engagement with the Just Transition Fund. The next phase of work will focus on further developing this into a clear and compelling regional Just Transition Plan for Moray. 7.2 Between August and October 2025, Officers will engage with services, elected members and other stakeholders, including HIE and Moray Economic Partnership (MEP), to refine potential project ideas and identify high potential proposals. This process will enable gathering of additional ideas for the Council’s estate across Moray, as well as providing support for external stakeholders such as UHI Moray and Moray Leisure Centre. These will be worked up into a report for Council on 14 January 2026 to include a list of projects considered likely to be ready for submission to the 2026/27 round of the Fund. This report will also seek delegated authority for Officers to progress with funding applications based on the agreed shortlist. Page 121
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7.3 Funding for a 2-year fixed-term officer was approved by the Council on 26 February 2025 (para 3 of the minute refers). This Officer will lead and oversee the development and delivery of projects including decarbonisation of Council assets, as well as progressing spend-to-save and just transition opportunities. Recruitment to this post is expected to be completed in August 2025. Cross-service collaboration will be particularly important for stakeholder engagement, project design, and the preparation of high-quality funding bids. It will be essential to coordinate efforts to draw on the specialist knowledge within teams such as Strategic Planning, Property, and Open Spaces. Existing capacity constraints within these teams may limit their ability to support project development and delivery. These resource requirements will be detailed in future reports as necessary, with the intention that revenue costs be met, where possible, through the Just Transition Fund. 7.4 It is recommended that the Council Leader and Officers should continue to engage and collaborate with the Scottish Government to influence the ongoing design and delivery of the Fund. This engagement will emphasise the importance of: • A split between capital and revenue funding to reflect the strategic nature of projects and the need for early-stage development; • Multi-year funding allocations to accommodate the scale and complexity of projects and support longer-term planning; • Dedicated capacity funding to enable the Council to progress projects to a shovel- ready state; and • A proportionate distribution of funding across the three local authority areas involved, with ringfencing of the funding for Just Transition projects. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. Page 122
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a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 8.3 Policy and Legal Promoting a Just Transition for Moray will allow the Council to progress climate change projects in Moray. The Climate Change (Scotland) Act 2009 places a duty on public bodies to act in the way best calculated to contribute to the delivery of Scotland’s climate change targets; in the way best calculated to help deliver any programme for climate change adaptation laid before the Scottish Parliament; in a way it considers most sustainable. 8.4 Financial There are no financial implications arising from this report. However, it highlights significant opportunities for the Council to secure funding from the Scottish Government’s North East Just Transition Fund, which could bring substantial financial benefits. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 8.5 Risk Without an agreed approach to applying for the Just Transition Fund, there is a risk that the Council and Moray may miss the opportunity to fully benefit from the funding available. 8.6 Staffing Page 123
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Additional resourcing was agreed by the Council on 26 February 2025 for a Grade 11 Senior Project Manager to be employed for a 2-year period to lead on project development for the Just Transition Fund (para 3 of the minute refers). Recruitment to this post is expected to be completed in August 2025. As stated within the report, any additional resourcing pressures associated with the Fund will be highlighted in future reports to the Council. 8.7 Best Value and Transformation Contributing to the achievement of sustainable development through continuous improvement in performance is a key component of the Council’s Best Value duties set out by the Local Government in Scotland Act 2003. Achieving sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. The Scottish Government’s North East Just Transition Fund provides an opportunity to progress sustainable development projects. 8.8 Property There are no implications arising from this report. 8.9 Information Communications/Technology/Digital There are no implications arising from this report. 8.10 Equalities, Social Inclusion and Economic Impact There are no implications arising from this report. 8.11 Climate Change and Biodiversity Impacts The Scottish Government’s Just Transition Fund will support projects which contribute towards the transition to net zero. Therefore, any project developed as recommended in this report will contribute positively to climate change and biodiversity. 9. CONSULTATION 9.1 This report has been prepared in consultation with the Chief Executive, the Depute Chief Executive (Economy, Environment and Finance), the Acting Head of Economic Growth and Development, the Head of Environmental and Commercial Services, the Chief Financial Officer, the Legal Services Manager, and Lissa Rowan, Committee Services Officer. Any comments made have been incorporated into the report 10. BACKGROUND PAPERS Page 124
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: EDG029/25/MT/GG Authors: Michael Thompson George Gunn Contact Email: George.Gunn@moray.gov.uk Subject: Climate Change Plan and Routemap to Net Zero Update 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to ask the Council to consider and approve the 2023/24 update of the Climate Change Plan and Routemap to Net Zero. This update provides insight into current performance, identifies key barriers to progress, and outlines next steps necessary to keep the Council on a viable pathway to net zero. 1.2 This report is submitted to Council in terms of Section III (F) (33) of the Council’s Scheme of Administration relating to providing, developing and monitoring the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 The Council’s Climate Change Strategy 2020-30 sets out how the Council will respond to its statutory duties to mitigate carbon emissions, improve community adaptation and resilience, and to embed sustainable principles at every level of its operations. An update on the progress of this strategy is provided annually by the Climate Change Plan and Routemap to Net Zero. 2.2 A draft of the updated Climate Change Plan and Routemap to Net Zero with the latest set of carbon emission data from 2023/24 is included in Appendix 1. This report provides details on changes in the Council’s recorded carbon emissions, provides an overview of our current actions, and provides a look ahead via our current emissions pathway. A summary of this document is included in Appendix 2. 2.3 During financial year 2023/24, meaningful reductions in carbon emissions were achieved in several operational areas which has been driven by a focus on coordinated strategies and targeted investment. This includes the NESS energy from waste facility becoming Item 12. Page 125
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operational, and reductions in diesel usage and electricity consumption, as detailed in Section 3. The report highlights that emissions have reduced by over 40% since the baseline year of 2017-18. However, carbon emissions arising from the Council’s fleet and property are proving difficult to reduce at pace. This underlines a need for accelerated action and resources if the Council is to meet its net zero targets. 2.4 The Council has met the national landfill ban on biodegradable waste through its energy from waste facility, but high existing recycling rates make further decarbonisation and investment in recycling infrastructure challenging. Sums received for packaging Extended Producer Responsibility (pEPR) will support future investment but are confined to achieving packaging waste disposal efficiencies rather than wider improvements. 2.5 Based on the pace and level of investment at the time the data for this report was collected, the Council’s target of being net zero by 2030 is not achievable. The Council has agreed to amend this target, and an update to the Council’s Climate Change Strategy is due to be presented to Council in September 2025. This will provide an opportunity to reflect on existing commitments and to reprioritise efforts to ensure that work aligns with local needs, opportunities, and the evolving statutory landscape. 2.6 Accelerated decarbonisation is essential, particularly in the high impact areas of fleet and building heating. Formative planning work, including through the Local Heat and Energy Efficiency Strategy (LHEES) and Zero Emission Fleet Replacement Strategy, has laid the necessary groundwork for action pending project approvals and resourcing. 3. RECOMMENDATIONS 3.1 It is recommended that the Council: i) approves the annual Climate Change Plan and Routemap to Net Zero update, as detailed in Appendix 1 and Appendix 2; ii) welcomes the over 40% reduction in recorded emissions since 2017-18; and iii) notes that an updated draft of the Council’s Climate Change Strategy will be presented to Council in September 2025, outlining a proposed way forward with consideration to the issues raised in this report. Michael Thompson Assistant Project Officer – Student Placement George Gunn FRGS Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 Climate change is a significant and escalating threat to Moray’s natural environment, people and economic wellbeing. The impacts of climate change are already being felt. These will continue to worsen, posing major challenges for both current and future generations, ecosystems, infrastructure and key sectors including food and drink, agriculture and tourism. Page 126
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4.2 The Climate Change (Scotland) Act 2009 requires the Council to respond to these challenges by reducing greenhouse gas emissions, adapting to the changing climate, and to act in a way considered most sustainable. The Council must report on compliance with these duties annually. 4.3 On 27 June 2019, the Council declared that climate change is an ecological emergency and that it needs to take action to reduce carbon emissions (para 6 of the Minute refers). Furthermore, on 2 February 2023 (para 9 of the Minute refers), the Council declared a nature emergency which recognised the value and role of nature in achieving climate targets, maintaining a strong economy and protecting the health and wellbeing of future generations. 4.4 The Council approved its Climate Change Strategy on 10 March 2021 (para 13 of the Minute refers). The Climate Change Strategy sets out how the Council will respond to its statutory duties to mitigate carbon emissions, improve community adaptation and resilience, and to embed sustainable principles at every level of its operations. An update on the progress of this strategy is provided annually by the Climate Change Plan and Routemap to Net Zero. 4.5 This report provides an update for the 2023/24 financial year. The report was scheduled for consideration by the Council in Spring 2025 but was delayed until August 2025 as resourcing and strategic issues were considered. In particular, the previous Climate Change Plan and Routemap to Net Zero was deferred for review and was ultimately considered by the Council in December 2024. At that meeting, it was agreed to update the Climate Change Strategy, and that this should move away from committing the Council to a 2030 net zero target and adopt decarbonisation targets for each area within the organisation (para 17 of the Minute refers). 4.6 Subsequently, on 26 February 2025, the Council approved additional resourcing for a Grade 11 Senior Project Officer to be appointed on a two-year fixed term contract (para 3 of the minute refers). This role will lead the delivery of projects within the Climate Change Strategy, ensuring effective governance, budget management, and oversight. Initial priorities include decarbonising Council assets and advancing spend-to-save initiatives and Just Transition Fund opportunities. 5. OVERVIEW AND NEXT STEPS 5.1 A draft of the Climate Change Plan and Routemap to Net Zero for financial year 2023-24 is included as Appendix 1, and a summary is included as Appendix 2. Key findings include: • Operational emission reductions in several areas; • Continued slow rates of emissions reduction from buildings and fleet, the Council’s two highest emitting sectors; and • Emerging opportunities through external funding and strategy alignment, notably via the Scottish Government’s North East Just Transition Fund. 5.2 Significant investment in the joint NESS energy from waste facility has resulted in a 65% reduction in emissions from the Council’s waste operations over the past reporting year. This facility processes non-recyclable waste to produce electricity for the national grid, and heat for a district heating network. While at the time of writing the facility is not Page 127
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operational, the NESS Board continues to work to enable normal service to be resumed. The use of diesel in fleet vehicles decreased by 12% from the previous reporting year. This was largely due to seasonal weather changes. For example, the milder winter resulted in reduced mileage of the Council’s fleet of gritters. This emissions reduction can also be attributed in part to greater use of electric vehicles and increased fleet efficiency. Despite electricity consumption falling slightly in the reporting year 2023/24 compared to the previous (by less than 1%), emissions from this usage increased by 172 tonnes of carbon dioxide equivalent (tCO2e). This was due to an unexpected increase in the national emission factor of grid electricity 5.3 The building and fleet sectors remain the largest sources of emissions for the Council and are among the most challenging to decarbonise. The Zero Emission Fleet Replacement Strategy details the Council’s plans to decarbonise the remainder of the fleet in line with the Scottish Government’s net zero targets. However, funding these plans is a challenge as the Council have cut its budget to achieve £7.5m of savings. While progress remains restricted and current emissions trajectories show the Council is unable to reach net zero by 2030 without significant change, efforts to decarbonise are underway. A lighting upgrade programme is replacing inefficient fluorescent lighting with energy efficient LED alternatives across the Council’s estate, including key sites such as HQ, HQ Annexe and Ashgrove Depot. Reductions in carbon emissions for these first three sites amounts to approximately 140 tCO2e annually, coupled with substantial long-term financial savings. 5.4 The Council has complied with the national ban on landfilling biodegradable municipal waste by 2025 through use of its joint energy from waste facility in Aberdeen. However, our relatively high existing recycling rates make it challenging to secure funding for additional recycling and reuse infrastructure, making further decarbonisation in this area particularly difficult. 5.5 The Council was successful in its bid for Salix funding to enable retrofit works at Cullen Primary School. This includes the replacement of existing oil boilers for new air source heat pumps with new controls and heating distribution. Cavity wall insulation and double glazing will also be installed, in addition to new solar panels which will generate renewable electricity. Salix funding contributed around 12% of the funding to this retrofit which indicative of the additional costs of net zero interventions as part of a building upgrade or refurbishment project. Looking ahead, there are significant opportunities which could allow the Council to make progress. Officers are engaged in work to develop projects for inclusion in a bid to the Scottish Government’s £500m North East Just Transition Fund, as well as future Salix funding opportunities. Realising such opportunities will require cross- service collaboration, capacity building and sustained support to unlock further funding. 5.6 The upcoming review of the Climate Change Strategy provides a timely opportunity to reassess the Council’s net zero targets and strategic direction. Key decisions made during this process will shape a more cohesive and impactful approach to climate action, which takes advantage of available opportunities, addresses local needs and responds to changing statutory duties. As agreed by the Council on 4 December 2024, members have been involved in a working group with officers to oversee the development of the revised strategy (para 17 of the Minute refers). The revised strategy is due to be presented to the Council in September 2025. Page 128
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5.7 Appendix 2 summarises the Climate Change Plan and Routemap to Net Zero (Appendix 1) report and highlights that there has been over 40% reduction in emissions since 2017- 18. It also covers adaptation and sustainability and provides case studies of council projects. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council is required to act on a variety of statutory duties related to climate change. Climate Change (Scotland) Act 2009 places a duty on public bodies to act in the way best calculated to contribute to the delivery of Scotland’s climate change targets; in the way best calculated to help deliver any programme for climate change adaptation laid before the Scottish Parliament; in a way it considers most sustainable. Page 129
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Local Government in Scotland Act 2003 places Best Value duties on the Council which include contributing to the achievement of sustainable development through continuous improvement in performance. Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015 requires that public bodies prepare a report on compliance with climate change duties as set out by the Climate Change (Scotland) Act 2009. Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020 requires that public bodies provide further details within their mandatory reporting on climate change duties. Nature Conservation (Scotland) Act 2004 places a duty on the Council to consider biodiversity in its decision-making processes and to promote the conservation of local habitats and species. Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 requires the Council to develop plans to improve energy efficiency and reduce carbon emissions in buildings across Moray. Heat Networks (Scotland) Act 2021 requires the Council to develop plans to improve energy efficiency and reduce carbon emissions in buildings across Moray. Transport (Scotland) Act 2019 provides the Council with powers to improve active travel infrastructure and implement low emission zones. Planning (Scotland) Act 2019, through National Planning Framework 4 (NPF4), incorporates national climate change targets into the local planning system to promote sustainable development, and consider carbon, biodiversity and climate change impacts throughout the planning process. In addition, climate change is increasingly being embedded in all government policies ranging from infrastructure delivery to energy policy, and these are likely to influence the Council’s work moving forward. 6.4 Financial There are no financial implications arising from this report, however there are significant difficulties in funding the necessary work from existing resources. The Zero Emission Fleet Replacement Strategy details the Council’s plans to decarbonise the remainder of the fleet in line with the Scottish Government’s net zero targets. However, funding these plans is a challenge as the Council have cut its budget to achieve £7.5m of savings and this has led to reductions of EV replacements. Additional external funds are required if the Council is to deliver its plans for decarbonisation and adaptation across the organisation. Although there are significant challenges to fund decarbonisation actions, there are significant opportunities to lever in funding for these, as recognised in this report. Page 130
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6.5 Risk Climate change is a serious risk to the Council’s service provision. It poses significant risks to our health, our economy, our environment and endangers the wellbeing of current and future generations. There is a risk that the Council’s statutory obligations and targets will not be met if the actions within the Climate Change Strategy 2020-30 are not progressed as a priority. 6.6 Staffing Insufficient internal capacity and funding may delay key projects or opportunities to leverage funding. Groundwork to strengthen the Council’s position for advancing decarbonisation projects and external funding is principally led by officers in Strategic Planning and Development, with support from officers in Housing and Property and Transportation. These services are under significant workload pressures associated with Climate Change Duties, Local Development Plan, Moray Growth Deal, Levelling Up Fund, and Elgin Neighbourhood Board. Additional resourcing was agreed by the Council on 26 February 2025 for a Grade 11 Senior Project Officer to be employed for a 2-year period to lead and oversee the delivery of a selection of projects within the Climate Change Strategy, ensuring the effective governance, management and allocation of budget. Initially the projects will include decarbonising council assets, as well as progressing spend-to-save and Just Transition Fund opportunities. 6.7 Best Value and Transformation Contributing to the achievement of sustainable development through continuous improvement in performance is a key component of the Council’s Best Value duties set out by the Local Government in Scotland Act 2003. Achieving sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. The Council has now published an initial Sustainable Development Statement in line with its Best Value duties. This will be updated as part of the Climate Change Strategy review process. 6.8 Property The development of decarbonisation projects will impact on corporate buildings, council landholdings and the learning estate. As agreed by the Council in the case of natural capital projects, any landholdings identified as potentially suitable for change will be assessed on a case-by-case basis in collaboration with key stakeholders. If any proposed improvements would lead to change of use of common good land, then this would be subject to a statutory public consultation under S104 of the Community Empowerment (Scotland) Act 2015 to ensure community support for the proposals. 6.9 Information Communications/Technology/Digital No implications arising from this report. Page 131
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6.10 Equalities, Social Inclusion and Economic Impact Climate change will impact on every service area of the Council. By considering climate change across services, it is possible to deliver positive equalities and socio-economic impacts. Climate action is integral in progressing the Council’s corporate priorities of tackling poverty and inequality, building a stronger greener economy, and building thriving, resilient, empowered communities. Climate change will lead to more extreme weather events in Moray which will have a disproportionate impact on those already in poverty or with the inability to adapt to this change. 6.11 Climate Change and Biodiversity Impacts This report focuses attention on the actions required to ensure that the Council meets its statutory obligations and targets. Reducing carbon emissions, restoring nature and being ready for climate impacts are necessary steps to act on the climate and nature emergency and show local leadership. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), Acting Head of Economic Growth and Development, Head of Environmental and Commercial Services, Head of Housing and Property, Head of Education, Programme Manager (Learning Estate), Head of Governance, Strategy and Performance, Finance Manager, Democratic Services Manager and the Equal Opportunities Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS Page 132
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APPENDIX I Climate Change Plan and Routemap to Net Zero Page 133
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Climate Change Plan and Routemap to Net Zero - 2025 Update 2 Contents Executive summary ...................................................................................3 1. Why we are taking climate change action ............................................4 2. How we approach climate action ........................................................8 3. Our climate action progress .............................................................. 12 3.1. Building heat and electricity ................................................ 14 3.2. Transport ........................................................................... 16 3.3. Waste ................................................................................ 18 3.4. Operating emissions .......................................................... 20 3.5. Procurement and investment .............................................. 21 3.6. Nature and carbon sequestration........................................ 22 3.7. Adaptation ......................................................................... 24 3.8. External influence .............................................................. 25 4. Where are we going .......................................................................... 27 5. Sustainability ................................................................................... 32 6. Conclusion ...................................................................................... 33 Page 134
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Climate Change Plan and Routemap to Net Zero - 2025 Update 3 Executive summary The impacts of climate change in Moray are already being felt by our environment, people and economy. From coastal erosion and flooding, to wildfires, severe weather events are becoming ever more frequent and disruptive to Council services. The Council has a duty to mitigate emissions, improve community adaptation and resilience to the impacts of climate change, and embed sustainable principles at every level of its operations. Building on our climate emergency and nature emergency declarations, the Council is committed to achieving net zero emissions and restoring biodiversity in line with Scottish Government targets. This update of the Council’s Climate Change Plan and Routemap to Net Zero reports on the progress of the Moray Council Climate Change Strategy 2020-2030 for financial year 2023/24. It details changes in the Council’s recorded carbon emissions, provides an overview of our current actions, and looks ahead via our current emissions pathway. This year has seen significant and meaningful emissions reductions across several areas of our operations which has resulted from connected strategies and investment. However, many of the largest emission sources have shown little to no improvement since reporting began in financial year 2017/18. This demonstrates the need for accelerated and decisive action to achieve our targets and statutory duties by realising the following fundamental principles: • Strong leadership • Sufficient resources • Well-defined roles and responsibilities • An empowering change culture • Clear and transparent communication • Knowledge and expertise • Robust targets, measurement and evaluation The Council will not reach net zero by 2030 at the current pace of action and the Council agreed to update the Climate Change Strategy adopting national decarbonisation targets. This update is due to be presented to Council in September 2025. This will provide an opportunity to reflect on existing commitments and to reprioritise efforts to meet the Council’s aspirations in line with evolving statutory duties and targets. To ensure compliance with these obligations, it is essential to accelerate the decarbonisation of our largest emissions sectors, particularly fleet and building heat. Groundwork in these areas has been completed, such as through the Local Heat and Energy Efficiency Strategy, and the Zero Emission Fleet Replacement Strategy. However, further progress requires adequate support and external resources. Moray’s climate preparedness will depend on using nature-based opportunities to protect our communities and nature. The Council has produced its first report on climate adaptation, highlighting existing adaptation activities as well as critical areas for improvement. Significant opportunities lay ahead to make progress in these areas, including through the Scottish Government’s £500m North East Just Transition Fund. Page 135
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Climate Change Plan and Routemap to Net Zero - 2025 Update 4 1. Why we are taking climate change action Introduction Moray Council recognises the urgent need to take action to address the causes and impacts of climate change. In June 2019, the Council formally declared a climate emergency, acknowledging the significant impact climate change will have on the local economy, public health and the environment. In response, the Council adopted a Climate Change Strategy setting out an ambitious plan to lead by example through reducing our organisational emissions, while supporting local communities and organisations to decarbonise the wider area. An update to the Climate Change Strategy will follow this report, adapting the existing strategy to address new challenges and opportunities. This Routemap to Net Zero supports the Climate Change Strategy, looking back on our progress to date and our path towards complying with our goals and duties in line with the Scottish Government’s statutory net zero target of 2045. The Council also declared a nature emergency in February 2023. This recognises the value of nature and its role in achieving climate targets, maintaining a strong economy and protecting the health and wellbeing of future generations. The importance of using nature-based solutions to climate change are well recognised, with positive outcomes for both mitigation and adaptation. 1 IPCC (2021) ‘Human Influence on the Climate System’ Impacts of a changing climate The climate is changing faster than ever previously experienced. There is scientific consensus that the significant increase in global temperature over the last 150 years is primarily driven by human activities1, especially the burning of fossil fuels, which release greenhouse gases (GHGs) into the atmosphere (Figure 1). These gases trap heat, causing global temperatures to rise. To lower the risk of increased extreme weather events and sea level rise, drastic reductions in emissions are required to limit global warming to 1.5°C. Figure 1. Atmospheric carbon dioxide (CO2) concentration for the past 800,000 years based on ice- core data (National Oceanic and Atmospheric Administration, 2025) This is a global emergency, and all nations have a responsibility to act. The UK contributed most global emissions until the 1900s and remains a significant source (Figure 2). Page 136
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Climate Change Plan and Routemap to Net Zero - 2025 Update 5 Figure 2. Share of global cumulative CO₂ emissions (Our World in Data, 2024) Increased concentrations of greenhouse gases in the atmosphere have profound implications for population health and economic stability. It is estimated that there is approximately 1 excess death per 4,500 tCO2e emitted2. The impacts will be felt globally, with the most severe risk posed to those on lower incomes who have had the smallest contribution to increasing emissions. With Moray’s annual emissions estimated at approximately 738,653 tCO2e3, this leads to an estimated 164 excess deaths per year. On a local level, the impacts of global temperature increases are already being experienced. Events such as heatwaves, floods, droughts and wildfires continue to increase in frequency in Moray, threatening our people and economy. 2 Bressler (2021) ‘The mortality cost of carbon’. Our coastal communities are particularly under threat from rising sea levels and worsening storm surges leading to property damage and infrastructure disruption. Climate change and biodiversity loss are deeply interconnected. The degradation of natural ecosystems is both a consequence of and a contributor to climate change. As biodiversity declines, our capacity to adapt to a changing climate is weakened, posing risks to key sectors in Moray such as forestry, food and drink, tourism, and public health. The extent of future climate change will depend on how quickly and significantly we reduce greenhouse gas emissions. While rapid mitigation can limit the severity of impacts, some degree of change is now inevitable due to past and ongoing global emissions. The Council must plan for a likely global temperature rise of 2°C, while also preparing for the possibility of increases up to 4°C by 2100, given current global emission trends and the long-lasting effects of historical emissions. If global targets continue to be missed, the quality of life in Moray is likely to be fundamentally degraded by the end of the century. To avoid the most severe outcomes, there is an onus on all emitters to pursue deep and immediate emissions reductions, alongside robust adaptation measures to manage the unavoidable impacts. Co-benefits of climate action Moray Council and its partners play a key leadership role in embedding climate action and a just transition into all planning and investment decisions. Every council service influences climate outcomes and aligning 3 Scottish Climate Intelligence Service (2022) ‘Regional Emissions Inventory’ Page 137
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Climate Change Plan and Routemap to Net Zero - 2025 Update 6 the Council’s £294.2 million budget with climate goals can deliver wide- ranging co-benefits. By taking decisive climate action, the Council can secure economic benefits by reducing energy costs, supporting the creation of green jobs, and building local resilience against future threats. The potential social benefits of quick adoption of mitigation and adaptation measures include lifting people out of fuel poverty while protecting the population’s health and well-being. Climate action supports the Council’s corporate priorities and vision. Climate actions such as improving housing and greenspaces would reduce inequalities by lowering energy bills, improving health and productivity and reducing social care costs. Investing in green-skills, low-carbon technologies and nature-based solutions would grow Moray’s green economy, creating jobs, retaining young people and reducing the long-term costs from climate change. Building thriving, resilient communities in Moray requires collective action through a just transition. Initiatives like improved transport, greenspace access, and community-led planning can boost local wealth, health, and empowerment - increasing public involvement in shaping a sustainable future. Statutory obligations Moray Council has a statutory obligation to undertake climate action. Scotland aims to reduce greenhouse gas emissions to reach net zero by 2045. The Climate Change (Scotland) Act 2009 places a duty on all public bodies to act to deliver on the national climate change targets. Under this legislation, Moray Council has three main duties: • Mitigation: To contribute to reducing greenhouse gas emissions • Adaptation: To help Moray adapt to the changing climate • Sustainability: To act in a sustainable manner The Council is required to report on compliance with these duties annually in accordance with the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015 and subsequent amendments. The Council is required to provide the following information in annual climate change reports: • its target date for achieving zero direct emissions; • its targets for reducing indirect emissions; • how its targets will align spending plans and use of resources to contribute to reducing emissions; • how it will publish progress to achieving emissions reduction targets; and • what contribution it has made to helping deliver Scotland’s Climate Change Adaptation Programme. National Planning Framework 4 (NPF4) considers carbon, climate change and biodiversity by incorporating the national climate change targets into the local planning system to promote sustainable development. The Heat Networks (Scotland) Act 2021 aims to regulate and support the development of heat networks. Heat networks distribute heat from a central source to multiple buildings, reducing the need for individual heating Page 138
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Climate Change Plan and Routemap to Net Zero - 2025 Update 7 systems and promoting energy efficiency. The council is required to undertake assessments of the potential for heat networks in Moray and develop plans to promote their use. The Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 requires the council to develop plans to improve energy efficiency and reduce carbon emissions in buildings across Moray, to support the transition to net zero. The Nature Conservation (Scotland) Act 2004 aims to protect and conserve biodiversity and natural habitats. It places a duty on the council to consider biodiversity in its decision-making processes and to promote the conservation of local habitats and species. The Transport (Scotland) Act 2019 aims to promote sustainable transport and reduce greenhouse gas emissions from the transport sector. It has provided the council with greater powers to implement Low Emission Zones and improve active travel infrastructure. Scottish National Adaptation Plan 3 (SNAP 3) sets out how Scotland will adapt to the risks identified in the UK Climate Change Risk Assessment. The plan includes actions that fall under the council’s responsibility, and those it has a supportive role in addressing. Scottish Biodiversity Strategy and Delivery Plan commits to halting biodiversity loss by 2030 and to restoring and regenerating nature by 2045. The plan includes stronger guidance as to how the council is expected to meet its Biodiversity Duty. The Civil Contingencies Act (2004) requires the Council to assess the risk of emergencies occurring and maintain plans to ensure that services continue to be delivered in the event of an emergency. Severe weather and climate change are linked to emergencies that may result in wide impacts ranging from serious environmental damage to loss of life. The Flood Risk Management (Scotland) Act 2009 requires the Council to implement and maintain flood protection actions and prepare local flood risk management plans. The Council is the lead authority for the Findhorn, Nairn and Speyside Local Plan District and works with partners to deliver the plan. Page 139
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Climate Change Plan and Routemap to Net Zero - 2025 Update 8 2. How we approach climate action The Council recognises that a considered approach is necessary for successful climate action. To ensure the greatest impact from our resources, climate action measures should be designed into all services and budgets rather than considered in isolation. A dedicated team of climate change officers are responsible for preparing, monitoring and implementing the Climate Change Strategy. The scope of this team continues to grow as more statutory duties are placed on the authority. The team also act as a consultee and provide guidance on planning applications and provide advice to support funding bids and delivery of Council and Community Planning Partnership projects including Moray Growth Deal, Elgin Neighbourhood Board and the Levelling Up Fund. The Council’s declaration of a climate and nature emergency places urgency on the pace and scope of all actions. The Climate Change Strategy sets out how the Council will respond to the climate and nature emergencies, and its statutory duties. To achieve this requires: 1. Strong leadership Climate action is supported by elected members and the Council’s corporate management team. They lead by example and are visibly involved in climate action initiatives and routinely engage in updates on the Council’s progress to net zero. This outlines the importance of these actions to employees and encourages them to get involved. Climate change is reflected as priority in corporate and service plans of the Council. All tier 1-3 managers and elected members are encouraged to complete climate and nature emergency training, to improve understanding and encourage wider participation. 2. Sufficient resources Implementation of projects is supported by sufficient resources and staffing. Embedding actions within ongoing transformation of services is essential to ensure that the Council reduces costs and its impacts on the climate and nature. 3. Well-defined roles and responsibilities It is regularly promoted that everyone at the Council has a responsibility to act sustainably in the interests of the organisation and the environment. A governance structure for climate action is included within the Climate Change Strategy. The Climate Change Board meets quarterly to review actions, and progress is reported annually to the Council via the Climate Change Plan and Routemap to Net Zero. Two climate champions promote climate action within their respective remits and ensure effective communication. A Corporate Climate Change Champion, and the Elected Climate Change Champion who is chosen by members. 4. An empowering change culture The Council fosters a culture that encourages and supports innovative ideas for reducing emissions and wider impact on the environment. It does so by regularly consulting with colleagues and stakeholders and responding to their ideas. The Council celebrates success and milestones achieved through annual staff awards and the employee magazine, Connect. Climate change is an integral part of the annual staff conference, where officers update staff on progress and seek their feedback. 5.Clear and transparent communication Page 140
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Climate Change Plan and Routemap to Net Zero - 2025 Update 9 Communications around climate and nature should be clear and explain why action is being taken, to ensure understanding and promote behaviour change. Elected members, staff and stakeholders are kept informed about the Council’s progress on climate action, including any challenges, through the annual Climate Change Plan and Routemap to Net Zero update. 6.Knowledge and expertise In addition to its climate change officers, the Council recognises the importance of upskilling to achieve its targets. Training and development opportunities are created and provided for employees and elected members on the climate and nature emergency. The Council works closely with academic institutions such as UHI and industry bodies to leverage their expertise and knowledge. 7.Robust targets, measurement and evaluation The Council’s targets are measurable and recording mechanisms transparent and improved over time. Where there is uncertainty, assumptions backed by expertise will be made and stated clearly to avoid understating the Council’s climate and nature impacts. Reports should be candid in their evaluation of activities to provide opportunities for continuous improvement and learning by the Council and the wider community. How we define net zero Net zero means cutting greenhouse gas emissions to as close to zero as possible, with any remaining emissions re-absorbed from the atmosphere – for example, by oceans and forests. Emissions originate from sources directly within the Council’s control (Scope 1), or where it is the direct user of a good or service (Scope 2), e.g. fleet vehicle emissions and grid electricity use. The Council’s current target for net zero is to reduce direct operating emissions of the council to net zero by 2030. However, the Climate Change Strategy is currently being updated and the 2030 target is to be replaced with a series of targets for each area within the Council, in line with the Scottish Government targets. This will mean a backstop date of 2045 for overall net zero but could include earlier interim targets for each area as appropriate. Other emissions originate from sources where the council has an interest but no direct control (Scope 3), e.g. procurement of food for school catering. Calculating these emissions involves a greater level of uncertainty: both in the emissions themselves, and the level of responsibility for them. The Council has a statutory duty to report on all Scope 1 and 2 emissions, and all Scope 3 emissions from “relevant and significant areas of the organisation’s indirect emissions” greater than 1% of total organisational emissions. Figure 3 provides an overview of all emission scopes. Page 141
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Climate Change Plan and Routemap to Net Zero - 2025 Update 10 Figure 3. Emissions scope classification for Moray Council activities Setting our targets The Council’s targets include direct and indirect emissions. They: • Are clear on what is included in the scope of the Council’s emissions; • Cover all Scope 1 and 2 emissions and appropriate areas of Scope 3 emissions (e.g. municipal waste); • Have interim reduction targets at set periods that align to the Scottish Government targets; and • Reduce residual emissions to as low a level as possible and set out how carbon sequestration methods will be used to achieve net zero emissions. The Council uses a carbon management hierarchy approach to prioritise its targets and necessary actions (Figure 4). This approach prioritises the avoidance of carbon emissions to deliver lasting change. Where avoidance of emissions is not possible then they should be reduced through service efficiencies or redesign. Removal of emissions is required where further reductions cannot be achieved. Figure 4. Moray Council carbon management hierarchy Offsetting ‘unavoidable’ emissions through offsetting schemes should be considered as a last resort in target setting. Offsetting significant levels of carbon is discouraged as large-scale offsets are not sustainable and guidance makes clear that public bodies are required to reduce emissions as much as possible before considering offsets. For example, actions might look like: • AVOID: Redesign services to enable home working and avoid commuting • REDUCE: Reduce energy use in buildings through smart timing solutions. • REPLACE: Decarbonisation of our fleet by replacing diesel vehicles with electric alternatives. • OFFSET: Plant an area of woodland to offset unavoidable emissions. Page 142
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Climate Change Plan and Routemap to Net Zero - 2025 Update 11 Baselining our emissions Calculating a baseline of emissions helps to determine the level of intervention needed to achieve net zero carbon emissions, and to allow progress to be monitored. The Council’s carbon emissions from 2017/18 are used as a baseline for emissions (Table 1). This year was chosen as it was the earliest year that had a comprehensive return of emissions to the Scottish Government. Staff commuting emissions have only been recorded since the 2022/23 period. However, to ensure consistency with the current scope of reporting, estimated historical emissions in this category have been added using known assumptions of the workforce size and staff transport modes. It should also be noted that this data is from prior to the COVID-19 pandemic and as such most staff worked from an office base, with home working emissions not recorded until during the pandemic. Table 1-Moray Council 2017/18 baseline carbon emissions Emission source by area and source Carbon emissions (tCO2e) Building heat Natural gas 4,077.9 Gas oil 1,034.1 Biomass 34.7 Purchased heat and steam 15.4 Building electricity Primary schools and nurseries 1,122.0 Secondary schools 1,177.3 Unmetered electricity 1,685.5 Offices 523.8 Community facilities 358.5 Residential homes and day centres 145.7 Sports facilities 249.6 Industrial 346.2 Other 611.0 Transport Diesel 3,591.5 Petrol 27.5 Gas oil 776.6 Electric vehicles 0.0 Hybrid vehicles 0.0 Marine fuel oil 68.2 W aste Landfill gas 0.0 Municipal refuse to landfill 9,130.3 Commercial, industrial and clinical waste to landfill 2,048.7 Recycling and composting 387.2 Operational emissions Outdoor spaces 72.1 Commuting emissions 3475.0 Homeworking emissions 0.0 Water supply and treatment 125.8 Corporate travel 394.8 Page 143
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Climate Change Plan and Routemap to Net Zero - 2025 Update 12 3. Our climate action progress Meeting Legislative Deadlines The Council is bound to several national legislative deadlines on climate change action, with the backstop of net-zero by 2045. The Scottish Government has set a national target for zero direct emissions from public buildings by 2038. Moray Council has a large and diverse building portfolio which will be difficult to transition to decarbonised heating. Despite progress in carbon reduction, surplus property sales, and building retrofits, restricted budgets and slow pace of retrofits mean that not all buildings will be decarbonised by 2030. Carbon emissions from electricity have been decreasing and will continue to decrease due to the increased national use of renewables within the grid. Moving to electric heating systems in our buildings will greatly reduce carbon emissions compared to the use of fossil fuels for this purpose. However, this will increase overall electricity consumption so total carbon emissions from electricity will be a balance over time. This transition can be aided by continuing the rollout of solar photovoltaics (PV) panels on Council assets, which can also lead to substantial energy cost savings. The Scottish Government also requires that, by 2025, new petrol and diesel light commercial vehicles are to be phased out of public bodies’ procurement. New petrol and diesel large commercial vehicles are to be phased out by 2030. The Zero Emission Fleet Replacement Strategy adopts these targets for our fleet decarbonisation journey. These goals are challenging due to financial pressures and the immaturity of the market for low carbon large fleet vehicles. This means that we will still have fossil fuel vehicles operating well after the deadline to stop purchasing new ones. Consequently, the projected target for zero emissions from fleet is well beyond 2030. The Council has complied with the Scotland-wide ban on landfilling biodegradable municipal waste by 2025 through use of our joint energy from waste facility in Aberdeen. However, our relatively high existing recycling rates make it challenging to secure funding for additional recycling and reuse infrastructure, making further decarbonisation in this area particularly difficult. Operating emissions must align with the national net zero target of 2045, with various guidance available on specific areas like commuting and procurement. We will ensure that these obligations guide our plans, aiming to achieve compliance as early as possible. Page 144
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Climate Change Plan and Routemap to Net Zero - 2025 Update 13 Milestones Page 145
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Climate Change Plan and Routemap to Net Zero - 2025 Update 14 3.1. Building heat and electricity 3.1.1. Overview Moray Council owns and operates a diverse portfolio of buildings including offices, schools, libraries, sports centres, and depots. These vary widely in age, size, energy efficiency, and condition. Most of these buildings are heated using natural gas or gas oil, though biomass systems have been installed at a few sites. Electricity is sourced from the national grid, with a small but increasing number of buildings equipped with solar PV panels. In line with national policy, all publicly owned buildings must transition to zero-emission heating systems, with a final compliance deadline of 2038. To enable this, support is being provided by the Scottish Government via the: • Scottish Government Heat Network Support Unit Grant • Scottish Public Sector Energy Efficiency Loan Scheme • Scottish Central Government Energy Efficiency Grant Scheme 3.1.2. Current Emissions Emissions from the Council’s buildings are split into two categories: building heat and building electricity. The Council’s current largest emission source is providing heat to our buildings, contributing to 26% of total emissions. While gas oil emissions have fallen by 38% since the 2017/18 baseline, the Council remains dependent on natural gas boilers for most building heat. Emissions from natural gas heating has shown no decrease over the past seven annual reporting periods, with gas boilers continuing to be installed and replaced on cost grounds. Emissions from our electricity usage have fallen by 60% since baseline. This is the combined result of the decarbonisation of the national grid, along with energy savings from efficiency improvements such as through LED lighting replacements (See Case Study 1). Despite electricity consumption falling slightly in the reporting year 2023/24 compared to the previous (by less than 1%), emissions from this usage increased by 172tCO2e. This was due to an unexpected increase in the national emission factor of grid electricity, principally the result of an anomalous reduction in on-shore and off-shore wind farm electricity generation. The Council’s solar PV projects generated 51,466 kWh of renewable electricity in the last reporting year, an increase of 24% on the previous year. Further energy and cost reductions could be realised with the wider rollout of similar spend-to-save strategies, particularly through widespread adoption of roof-mounted solar PV panels. 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Carbon emissions (tCO 2e) Natural gas Gas oil (heating) Biomass Building electricity Page 146
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Climate Change Plan and Routemap to Net Zero - 2025 Update 15 Case study 1 - LED replacement programme on Council corporate buildings The majority of the Council’s building stock is currently illuminated by fluorescent lighting. In many cases this lighting is aged, yellowed and provides a poor quality of light for work while consuming more electricity than readily available alternatives. A lighting upgrade programme is currently underway to replace inefficient fluorescent fixtures with modern LED bulbs. LED lighting can reduce electricity consumption by between 40% to 60% compared to fluorescent, while also cutting maintenance costs with LEDs lasting a lot longer than other bulbs. All buildings within the Council portfolio are being considered in this program, with replacement going ahead at Moray Council HQ, HQ Annexe, Ashgrove Depot, Buckie Sports Pitch and Moray Resource Centre. Reductions in carbon emissions for the first three sites is approximately 140 tCO2e annually, paired with substantial long-term financial savings. 3.1.3. Action areas Outcomes Actions include: Reduced heat and electricity consumption ▪ Increasing building user awareness of ways to reduce energy use and save utility costs ▪ Curtailing building opening times ▪ Identifying opportunities for heating and power refurbishment in the learning estate ▪ Promoting Smarter Working More energy produced by renewables and low carbon sources ▪ Feasibility studies to consider renewable energy potential across the Council’s property portfolio, and potential for connections to a heat network ▪ Installing renewable energy technologies on council- owned buildings and land ▪ Replacement of carbon-based heating systems when feasible Reduced building carbon output and increased energy efficiency ▪ Aim to achieve zero carbon standards for all new buildings, including housing and schools ▪ Achieve Energy Efficiency Standard for Social Housing (EESSH) for all council housing ▪ Progress a ‘fabric first’ approach to building design Page 147
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Climate Change Plan and Routemap to Net Zero - 2025 Update 16 3.2. Transport 3.2.1. Overview The Council’s fleet is used by employees to conduct council business and deliver services for the people of Moray. It comprises over 500 cars, vans, buses, trucks, specialist vehicles and vessels. Most of the fleet runs on diesel fuel. Marine fuel oil is currently used in council vessels. Petrol is used for open spaces machinery. There are currently a series of national targets in relation to public sector transport fleets: • All fossil fuel cars to be replaced by zero emission alternatives by 2025 • No purchases of fossil fuel powered light commercial vehicles (under 3.5 tonnes) after 2025, with remaining vehicles phased out by 2030 • Phase out heavy-duty vehicles by 2040 3.2.2. Current emissions The use of diesel in Council vehicles makes up 97% of our transport emissions. Following a temporary reduction due to the COVID-19 pandemic working restrictions, emissions have returned to near pre-pandemic levels. A decrease of 12% from the previous reporting year was experienced, largely due to seasonal weather changes. For example, the milder winter resulted in reduced milage of the council’s fleet of gritters. This emissions reduction can also be attributed in part to greater use of electric vehicles and increased fleet efficiency. Gas oil use in transportation has reduced to zero in this reporting year as it is no longer permitted as road fuel. The Zero Emission Fleet Replacement Strategy details the Council’s plans to decarbonise the remainder of the fleet in line with the Scottish Government’s net zero targets. However, funding these plans is a challenge as the Council have cut its budget to achieve £7.5m of savings. 3.2.3. Action areas Outcomes Actions include: Decarbonised council fleet ▪ Displacing fossil fuel powered vehicles and plant machinery with ULEV alternatives ▪ Trial HVO fuel in diesel fleet vehicles ▪ Monitor progress on hydrogen suitability for fleet vehicles ▪ Develop Ashgrove depot as a green hub Increased awareness of ▪ Developing and promoting travel plans for Moray Council, major employers and schools 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Carbon emissions (tCO 2e) Diesel Petrol Gas oil (fleet) Marine fuel oil Page 148
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Climate Change Plan and Routemap to Net Zero - 2025 Update 17 actions and opportunities to reduce emissions ▪ Delivering and promoting active travel to school campaigns ▪ Developing a calendar of sustainable events Facilitating emissions reduction ▪ Developing strategy and guidance for provision of public EV charging facilities in Moray ▪ Organising bicycle maintenance sessions and led rides for staff ▪ Parking management around schools and supporting modal shift from vehicles to active travel Page 149
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Climate Change Plan and Routemap to Net Zero - 2025 Update 18 3.3. Waste 3.3.1. Overview Waste is collected across Moray from households and commercial organisations. At the end of 2023, the Council diverted its municipal waste from landfill to a new energy from waste facility, shared with Aberdeen City Council and Aberdeenshire Council. The Council no longer sends municipal waste to landfill and is in the process of closing its landfill site at Nether Dallachy. Disposing of waste within landfill is the worst option for the environment and leads to significant carbon emissions. It should be the last resort for waste disposal (Figure 5Figure 5). Prioritising the waste management hierarchy is crucial for further reduction in waste emissions. This means encouraging and implementing initiatives which promote waste prevention, reuse and recycling wherever possible. Increasing recycling has the additional benefit of reducing the emissions required to extract and process further materials. Figure 5-Scotland's waste management hierarchy (Scottish Government 2015) There are several national targets in relation to waste management: • Minimum recycling from all sources to be 70% by 2025 • Maximum of 5% of all waste sent to landfill by 2025 • 33% reduction in food waste by 2025 3.3.2. Current emissions Significant investment in the joint NESS Energy from Waste facility has resulted in a 65% reduction in emissions from the Council’s waste operations over the past reporting year. This facility processes non- recyclable waste to produce electricity for the national grid, and heat for a district heating network (See Case Study 2). An increase in emissions from the landfilling of commercial and industrial waste was experienced during the past reporting year, as waste was diverted back to Nether Dallachy landfill during a maintenance shutdown of the NESS facility in August 2023. Other emissions from waste management include those incurred from recycling and composting, now making up 8% of waste emissions. Page 150
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Climate Change Plan and Routemap to Net Zero - 2025 Update 19 3.3.3. Action areas Outcomes Actions include: Reduced emissions from non-recyclable waste ▪ Diverting non-recyclable waste to NESS energy from waste facility in Aberdeen Reduction in residual waste ▪ Working with Zero Waste Scotland and third sector partners to progress projects to reduce waste through re-use and recycling ▪ Carrying out education on recycling and waste reduction to improve sustainability awareness and recycling in schools and across council buildings ▪ Supporting creation and promotion of a Community Identified Benefits Portal, facilitating collaborative relationships between local construction firms/developers and circular economy initiative Case study 2 – NESS Energy from Waste facility Despite the Council’s efforts to reduce residual waste through minimisation campaigns, recycling, composting and use of other treatments, a substantial quantity of residual waste that is generated will still need to be collected and cannot be landfilled anymore. The NESS Energy from Waste facility, a collaboration between Aberdeen City, Aberdeenshire and Moray Councils, began full operation in December 2023 and diverts non-recyclable waste from landfill, transforming it into clean energy. This state-of-the-art plant can process 150,000 tonnes of waste annually, generating electricity for the national grid and heat for a local district heating network. The combustion of the residual waste at this facility produces approximately 96% less CO2e emissions per tonne of waste compared to landfill. 0 2,000 4,000 6,000 8,000 10,000 12,000 Carbon emissions (tCO 2e) Landfill gas Municipal refuse to combustion Commercial and industrial waste to combustion Municipal refuse to landfill Commercial, industrial and clinical waste to landfill Page 151
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Climate Change Plan and Routemap to Net Zero - 2025 Update 20 3.4. Operating emissions 3.4.1. Overview Operating emissions result from the day-to-day work of the Council. This includes the estimated carbon emissions of employees working from home, commuting, electricity use in outdoor spaces (street lighting), the use and treatment of water, and corporate travel. 3.4.2. Current emissions Council staff commuting emissions have been recorded since 2022/23 and comprise 60% of our operating emissions. Estimated commuting emissions prior to 2022 have been added to allow for a consistent scope. To provide better distinction between emissions sources, commuting emissions are shown separately to homeworking emissions. A staff travel plan has been developed to identify opportunities to support a behavioural shift to lower or zero emissions modes of transport where possible. The return to “business as usual” practices since the COVID pandemic has led to increased corporate travel, with 11% higher grey fleet mileage (personal vehicles used for business purposes). 3.4.3. Action areas Outcomes Actions include: Reduced emissions from operational actions ▪ Supporting homeworkers to reduce their emissions through relevant advice and practical assistance ▪ Introducing an ultra-low emission vehicle (ULEV) salary sacrifice scheme for employees ▪ Promoting Smarter Working ▪ Increasing use of the cloud to reduce server network and electricity consumption ▪ Continue to make school meals more sustainable with a reduced carbon impact Increased awareness of actions and opportunities to reduce emissions ▪ Developing and delivering climate and nature emergency training for staff and elected members ▪ Updating climate change awareness training as part of the employee induction process ▪ Increasing opportunities for ‘Learning for Sustainability’ within the school curriculum ▪ Applying zero and low carbon objectives as a factor in all investment decisions in relation to budgets and the Capital Plan ▪ Ensuring the Climate Change Strategy and Action Plan are living documents and remain fresh and valid until 2030 ▪ Assessing climate change and biodiversity impacts as part of all reports to committee ▪ Supporting the development of knowledge and skills to promote innovation and effective carbon management across departments ▪ Supporting opportunities for teachers and pupils to access and share knowledge/resources to progress climate change work 0 500 1,000 1,500 2,000 2,500 3,000 3,500 Carbon emissions (tCO 2e) Outdoor spaces Staff homeworking emissions Water supply and treatment Corporate travel Staff commuting emissions Page 152
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Climate Change Plan and Routemap to Net Zero - 2025 Update 21 3.5. Procurement and investment 3.5.1. Overview Around a third of the country’s emissions are dependent on sectors that are directly shaped or influenced by local authority practices, policy or partnerships4. It is to this end that procurement performs such a key role in reducing national climate impact. Procurement of goods and services with the Council amounts to some £126 million annually. The Council therefore has a significant influence locally and regionally on climate change through procurement. The Procurement Reform (Scotland) Act 2014 introduced a sustainable procurement duty for local authorities. This requires that before the Council buys anything, it must think about: • how it can improve the social, environmental and economic wellbeing of Moray, with a particular focus on reducing inequality • how its procurement processes can facilitate the involvement of SMEs (small and medium-sized enterprises), third sector bodies and supported business • how public procurement can be used to promote innovation Climate change and procurement officers have worked to develop a simple process for suppliers to evidence their carbon reduction actions when bidding for smaller contracts. The Council has also developed Sustainable Procurement Guidance and an associated training module and embedded this within the tender process to reflect the priorities and actions of the Climate Change Strategy. The Council has an obligation to report on progress towards a more sustainable procurement process in our annual procurement report, as well as part of our Public Bodies Climate Change Duties reports. In 2023/24 it 4 UK Climate Change Committee (2020) ‘Local authorities and the sixth carbon budget’. was reported that 5.68% of contracts commenced during the year had a sustainable target, with the Council aiming to achieve 20%. 3.5.2. Action areas Outcomes Actions include: Maximise opportunities for climate action through procurement ▪ Continue to deliver and record non-cash benefits such as sustainability, climate change and community wealth building through the procurement process. ▪ Deliver sustainable procurement guidance to officers. Page 153
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Climate Change Plan and Routemap to Net Zero - 2025 Update 22 3.6. Nature and carbon sequestration 3.6.1. Overview The Council has a duty to further the conservation of biodiversity when carrying out its work. Many of the Council’s activities have the potential to drive biodiversity loss or nature recovery. These include discharging responsibility as Planning Authority through application of policy, as a landowner by how the estate is managed, and as Education Authority through how young people are connected with nature. The Council’s biodiversity duty should be exercised through all these responsibilities to support the national target to restore and reverse biodiversity loss by 2045. Enhancing biodiversity can also sequester carbon through well managed soil and vegetation, thereby reducing net emissions. The Scottish Biodiversity Strategy recognises the key role that local authorities must play in delivering nature recovery. This includes through the management of public greenspaces, developing Nature Networks, securing positive effects for nature through planning decisions, and integrating biodiversity into transportation infrastructure and sustainable urban drainage solutions. NPF4 places the climate and nature crises at the centre of planning policy, in addition to rebalancing planning policy to ensure that positive effects for biodiversity are secured. Significant weight is to be given to the climate and nature crises in all development decisions, so that biodiversity is enhanced, and nature networks strengthened. The policies also promote the use of nature-based solutions. 3.6.2. Current Activity Some of the work to improve council land for biodiversity during 2024 included a collaboration with Wild Things environmental education charity to deliver actions across three council nature sites, Elgin Oakwood, Millbuies and the Wards Wildlife Site. This work included removing invasive species, old tree protectors, planting native trees and shrubs and caring for the wetland and wildflower patch at the Wards. This partnership created opportunities for forestry and nature-based skills development and supporting wellbeing through nature connection. This work has engaged people of all ages from across Moray. The wildflower and living lawn project progressed, with a few new sites added and existing sites maintained (See Case Study 3). However, most of the Council’s land is not being managed with biodiversity as primary objective. This currently includes most park land, roadside verges, school playgrounds, and land around housing and other buildings. In terms of the council’s wider influence, planning continues to be a focus. Developments of every size are required to enhance biodiversity and should also use nature-based-solutions where possible. With planning permission granted for over 12,000 units each year in Moray, this presents a significant opportunity to secure positive effects for nature. The development of a Moray Nature Network is now in progress. This is spatial mapping of opportunities to strengthen connections between protected sites and to create urban-rural wildlife corridors. The Moray Nature Network is drawing input from a range of stakeholders, facilitating regional collaboration from across different sectors and is informing the Local Development Plan 2027 and Draft Biodiversity Strategy (within both of which the Nature Network will be embedded). As well as joining up nature rich sites, Nature Networks also aim to connect people to nature. The council has continued to collaborate closely with Page 154
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Climate Change Plan and Routemap to Net Zero - 2025 Update 23 partners, the North East Biodiversity Partnership and Moray CAN, to support communities to learn about and engage with nature through ways such as providing advice, distributing small grants, and holding workshops. Case Study 3 – Wildflower and living lawn case study Moray’s wildflower and living lawn program has continued to operate, with new sites added each year. This work supports the national strategy for action on pollinators, and over 40 areas across Moray now benefit from wildflower plantings as well as adjusted mowing patterns. Simple signage has engaged public support for these improvements, alongside careful design and management to make these places beautiful as well as biodiverse. Page 155
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Climate Change Plan and Routemap to Net Zero - 2025 Update 24 3.7. Adaptation 3.7.1. Overview The Council has a statutory obligation within its annual Public Bodies Climate Change Duties reporting to record how it is contributing to Scotland’s Adaptation Programme (SNAP 3). There is also a statutory duty to carry out actions to adapt to the impacts of climate change. The key outcomes that the Council is required to contribute to include: • Nature connects across our land, settlements, coasts and seas • Communities are creating climate-resilient, healthy and equitable places • Public services are collaborating in effective and inclusive adaptation action NPF4 identifies the Scottish adaptation programme as a crosscutting policy link, requiring LDPs to adapt to the current and future risks of climate change by promoting nature recovery and restoration in Moray and introducing policy requirements which ensure that developments consider and take steps to address a range of climate risks. 3.7.2. Current Activity During 2024, early engagement with key services on how the Council is prepared for, and adapting to, the impacts of climate change continued. The first report on the readiness of the Council to adapt to climate impacts was presented to committee, highlighting council activity which contributes to the Scottish adaptation programme and areas for improvement. It was agreed to produce a local climate impacts profile, assessing historical impacts to increase understanding of the potential future costs to the Council from climate change. SNAP 3 was published in September 2024, informing the development of the Council’s approach to adaptation. Notably, SNAP 3’s first outcome is Nature Connects, reinforcing the Council’s current approach to closely align biodiversity with wider climate action. For example, work has been in progress to map climate risk and nature-based opportunities to support adaptation in Elgin, and there are plans to replicate this for other large towns. This spatial exploration of how factors such as tree cover interact with risk of surface heat and flooding and deprivation, will be used in conjunction with Nature Networks and the Local Development Plan to inform priority areas for urban greening and community connection to nature activities. The Scottish Government’s guidance outlines the need for flexible measures to be taken to adapt to climate change risks to critical infrastructure. Moray Council is a national leader on coastal change, applying an innovative pathway approach through a Regional Coastal Change Adaptation Plan and ten local plans. These enable the council to plan for, and react to, different scenarios as they are triggered. Moray is covered by Regional and Local Flood Risk Management Plans that identify vulnerabilities and actions in place to address risks. Coastal and flooding plans are reported on every 3 years, so there are no updates at present. The Council continues to support the establishment of Community Resilience Groups, with eight plans now in place. Page 156
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Climate Change Plan and Routemap to Net Zero - 2025 Update 25 3.8. External influence 3.8.1. Overview Many of the Council’s statutory duties focus on reducing greenhouse gas emissions across the wider Moray area. This includes actions such as supporting energy efficiency improvements in homes, encouraging active travel and promoting green skills training as part of a just transition away from fossil fuels. While this will not reduce the Council’s direct carbon footprint, the Climate Change Strategy also seeks to reduce carbon emissions across Moray by demonstrating leadership and good practice. The leadership role of local authorities is reflected in the Scottish Public Engagement Strategy for Climate Change, to support the wider area to understand, participate and act on climate change. This includes being prepared for the impacts of climate change, and several of the Council’s responsibilities to the wider area cross over with the duty to support delivery of the Scottish National Adaptation Programme. In delivering the Biodiversity Duty, the Council must also aim to engage the wider community with nature alongside embedding nature conservation in service delivery. Engaging with the community is essential to understand local concerns and bring about necessary change. A collaborative approach can lead to more effective policies, behavioural changes, enhanced community resilience and a reduction in climate change impacts. 3.8.2. Current activity The Council has produced its first Local Heat and Energy Efficiency Strategy (LHEES) and accompanying action plan. This strategy is crucial for communities as it aims to provide affordable and sustainable heating solutions, reduce energy consumption and alleviate fuel poverty. LHEES can help to create jobs in the green sector, improve health and wellbeing, and contribute to achieving net zero – thus ultimately benefitting the local economy and wider environment. NPF4 will help to guide the location of new housing, transport links and infrastructure, ensuring that communities have access to the services they need whilst enhancing the environment and meeting net zero targets. NPF4 introduces the concept of Local Place Plans (LPPs) which are community-led plans that provide a framework for shaping the future of local places. LPPs are an essential tool for engaging with communities and fostering local democracy, ensuring that Moray’s towns and villages are designed with the people who live there in mind. The Council’s Hydrogen Strategy seeks to encourage a local supply chain for hydrogen production and use, providing job opportunities and economic benefits for the region. Using green hydrogen as a fuel for transport, heating and industrial processes is likely to be essential for cutting Moray’s regional carbon emissions. The Council is also engaged in work with the Scottish Climate Intelligence Service (SCIS) to better understand Moray’s area-wide emissions and develop a Regional Climate Change Strategy in partnership with the Moray Climate Action Network (Moray CAN). 3.8.3. Action areas Outcomes Actions include: Develop skills and the economy ▪ Increasing provision of relevant skills and knowledge for a greener economy to support delivery of the Moray Apprenticeship Strategy ▪ Supporting the planning and delivery of awareness raising events for businesses to transition to a green economy ▪ Joining support networks to assist the progress of climate change action Page 157
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Climate Change Plan and Routemap to Net Zero - 2025 Update 26 Enabling the community to understand and take action on climate change ▪ Consulting community groups and residents about climate action and delivering the Climate Change Strategy ▪ Supporting the work of Moray CAN ▪ Engaging with communities to facilitate renewable energy projects ▪ Promoting Moray-specific climate emergency training for community groups and organisations ▪ Promoting the Active Travel Strategy ▪ Delivering the LHEES programme ▪ Continuing the Energy Efficiency Scotland: Area Based Scheme (EES: ABS) ▪ Implement ECO4 scheme for energy efficient home improvements targeted at tackling fuel poverty. ▪ Delivering the Moray Hydrogen Strategy ▪ Support the reporting of area wide emissions and actions Strategic planning which reflects the climate and nature emergency ▪ Implementing NPF4 policies relating to the climate and nature crises. ▪ Updated the Council’s Climate Change Strategy and contributing to a Moray-wide climate strategy ▪ Developing a Regional Spatial Strategy ▪ Developing 20-minute neighbourhood concepts for Moray’s main towns and embedding within the next Local Development Plan ▪ Promoting and supporting brownfield over greenfield development ▪ Providing sustainability guidance to support Moray Growth Deal projects ▪ Implementing and reviewing carbon guidance for planning applications in line with NPF4 Page 158
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Climate Change Plan and Routemap to Net Zero - 2025 Update 27 4. Where are we going Pathway to net zero The Council currently faces a significant challenge in meeting its carbon reduction targets, both locally and nationally. Existing efforts haven't achieved the desired impact, and a more robust approach is needed. The current pathway of recorded emissions is a projection created using the data from the annual emissions contained in our Public Bodies Climate Change Duties reports, in addition to other known data relating to the Council’s pre-planned actions. Only activities which are highly likely are accounted for within this projection. This current pathway is illustrated in Figure 6, with Table 2 describing how we divide our emissions into the five categories in the forecast chart. The pathway chart highlights the increase in emissions following the return to a ‘business as usual’ approach after the pandemic, with the overall trend of emissions reductions returning in the period of 2023-24. This was primarily due to the diversion of landfill waste to the NESS energy from waste facility, and further reductions from this measure are expected in the next reporting period. From 2024-25, subsequent estimated emissions reductions are smaller, requiring further intervention to bring remaining emissions within a level where they may be offset by a carbon sequestration scheme. The current pathway aims to show a realistic projection based on current plans and constraints on speed, technological limitations and funding. Avoiding late adoption of technology and measures to reduce carbon emissions is critical because demand could impact on the cost of supply as the 2045 deadline approaches and public and private sectors are potentially legislated to take action. A balanced approach to the implementation of measures is more likely to benefit from reducing costs of measures as the scaling up of production reduces costs. This could also allow planned solutions to align with national infrastructure investment. For example, vehicles could continue to transition to zero carbon using batteries, or hydrogen could become more dominant if electricity distribution networks are unable to cope with the electrification of both heat and transport. The calculations for the current pathway account for: • Internal factors: Known internal changes that will impact on emissions, e.g. confirmed waste management change. • External factors: Known external changes that will impact on emissions, e.g. ongoing decarbonisation of the national grid. • Population change: Annual changes in population, based on the 2018 Scottish Sub-National Populations Projections for Moray, which may impact future emissions. Page 159
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Climate Change Plan and Routemap to Net Zero - 2025 Update 28 Table 2-Explanation of emissions categories used in carbon emissions reporting Category Description Operating emissions Emissions generated by the council through its day- to-day work. These consist of emissions that the council can control and influence. These are recorded in the annual greenhouse gas emissions reporting. Waste Emissions from dealing with municipal and industrial- level waste. These are recorded in the annual greenhouse gas emissions reporting. Building electricity Emissions from electricity use in council buildings. These are recorded in the annual greenhouse gas emissions reporting. Transport Emissions from the operation of the Council’s fleet vehicles and vessels. These are recorded in the annual greenhouse gas emissions reporting. Building heat Emissions from heating of council buildings. These are recorded in the annual greenhouse gas emissions reporting. Page 160
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Climate Change Plan and Routemap to Net Zero - 2025 Update 29 Figure 6 - Current pathway of recorded carbon emissions from baseline date to 2030. Figures from 2024-25 and onwards are forecast estimates and denoted by a lighter colour 0 5000 10000 15000 20000 25000 30000 35000 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Carbon Emissions (tCO2e) Building heat Building electricity Transport Waste Operational emissions Page 161
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Climate Change Plan and Routemap to Net Zero - 2025 Update 30 Concerns on Carbon Reductions Progress on carbon emissions reduction has been restricted. There are several reasons for this: • Services within the Council increasingly lack the resources or expertise needed to develop effective carbon reduction projects and secure external funding; • Opportunities to collaborate and integrate climate change into existing work often missed due to existing work practices; • Insufficient understanding of climate change at all levels within the Council can hinder buy-in, proactive action and sustainable development; • Reductions in capital budget have led to delays in the delivery of carbon reductions, such as with the Council’s fleet replacement strategy. The upcoming update to the Climate Change Strategy presents an opportunity to reassess the Council’s approach and to begin addressing these issues. The areas of building heat and fleet are the largest areas of emissions for Moray Council and among the most difficult to reduce. Relevant strategies on these areas currently use national decarbonisation targets. Savings from other areas and carbon sequestration will not take overall carbon emissions down to net zero by 2030. As set out in the carbon management hierarchy (Figure 4), measures which remove or reduce emissions are considered higher priority than offsetting. However, a level of carbon sequestration will be necessary for the Council to reach net zero and will be factored into the upcoming Climate Change Strategy update. Agreeing a delivery model for carbon offsetting through natural capital enhancements presents an opportunity to invest in a variety of benefits for communities whilst reducing emissions. To inform a robust and impactful updated strategy, the Council needs to address several key issues and decide on its net zero targets. These decisions will lay the groundwork for a cohesive approach that delivers on the Council’s aspirations. Net zero must be budgeted for and taken into consideration in the pace of decision making around the renovation and rationalisation of the council building stock. This will enable the production of accurate estimates of financial costs and emissions reductions which will assist future planning. Identifying and allocating sufficient resources is essential for effective project management. This will ensure the successful implementation of carbon reduction initiatives. Restoring nature The Council's commitment to nature conservation has grown, but future success hinges on securing new funding sources and integrating biodiversity efforts with other initiatives. While statutory targets and the uncertain future of Scottish Government funding pose challenges, the Council plans to address these through a new Moray Council Biodiversity Strategy, improved staff training, and a focus on community engagement and evidence-based actions. The level of nature positive activity taken by the Council has been steadily increasing since the 2018-20 Biodiversity Duty report. The Scottish Government’s Natural Environment Bill may lead to statutory targets for nature restoration, likely to also bring further responsibilities for local authorities. In terms of land management, improvements largely relied on dedicated funding through the Scottish Government’s Nature Restoration Fund, which runs until 2025/26. There is a risk that progress will slow if this funding stream ends, so alternative sources including private finance and embedding biodiversity within other projects such as the Moray Growth Deal Page 162
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Climate Change Plan and Routemap to Net Zero - 2025 Update 31 and town centre improvements will be essential. As the Council’s natural capital study recommends, carbon sequestration should also be delivered in conjunction with biodiversity enhancement. A Draft Biodiversity Strategy has been produced alongside this report, focussing on achievable actions for the council that are balanced with the urgency of reversing biodiversity loss. Engaging communities and increasing opportunities for young people to engage with nature to bring additional benefits should be a priority and support the sourcing of funding. Actions and improvements should be evidence led, using national guidance and measurements as they are available. Statutory responsibilities for biodiversity have significantly increased through the introduction of NPF4, introducing additional work that is currently being met within existing staff capacity. Improved guidance and training are being developed to support the planning service to deliver positive effects for biodiversity in Moray. Ecological expertise will be drawn upon for larger and more complex developments. Going forward there should be an emphasis on biodiversity assessment of all developments, resulting in specific plans that enhance biodiversity and help link to the wider environment. A significant challenge over the coming years will be the delivery of a Moray Nature Network, which is a requirement of the LDP. While the Scottish Government has funded mapping and engagement, delivery and monitoring will require additional resources. This should be delivered through an integrated approach, bringing wider community benefits while also supporting climate adaptation and mitigation. Being ready for climate impacts There remains a critical gap in the Council’s readiness for the impacts of climate change. A recent assessment revealed a lack of understanding about the Council's vulnerability to climate impacts and the potential financial implications. Lack of data means it is difficult to estimate the cost to the Council of climate impacts, however as the Scottish Fiscal Commission have outlined, ‘the implications of not investing in adaptation would be harmful in the long term and could lead to even more pressure on future Scottish Budgets’. Improved recording and plans for detailed climate change risk assessment will lead to a better understanding of likely future costs. An adaptation plan will be embedded within the upcoming Climate Change Strategy Update. The plan will set out how adaptation can be better incorporated into the Council’s organisational processes, and its responsibility and influence on the wider area. This includes mechanisms to facilitate adaptation in Moray through partnership working, planning policy, coastal change adaptation plans, community resilience plans and Nature Networks. The Scottish National Adaptation Programme (SNAP 3) places greater emphasis on the interconnection between climate and nature, drawing close links to the delivery of the Scottish Biodiversity Strategy and NPF4. With the publication of SNAP 3, the Council’s climate change strategy update will be able to integrate the planned national outcomes with local needs, as well as develop measures that align with the national monitoring framework. Page 163
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Climate Change Plan and Routemap to Net Zero - 2025 Update 32 5. Sustainability Sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. This requires balancing social, economic and environmental considerations to ensure changes are equitable, and these values closely align with our corporate vision: • Our young people grow up safe, well-educated and reach their full potential • People lead healthy lives and have access to quality care when they need it • Our businesses and communities prosper • Our natural environment thrives for the betterment of all All Public Sector Bodies must demonstrate how they are progressing sustainable development as part of their Best Value duties, ensuring that sustainable development is: • Reflected in their vision and strategic priorities • Embedded in their governance arrangements • Contributed to in the way resources are planned and used • Effectively promoted through partnership working The Council approved a Sustainable Development Statement in November 2024, including six actions identified to progress over the short to medium term (before December 2025): Outcomes Actions include: Realising opportunities to embed sustainability in the Council’s processes ▪ Review Implications Section of Committee Reports to ensure sustainable development is embedded within proposals ▪ Embed Framework reporting in Quarterly Performance Reports, Annual Corporate Plan report and Public Performance Report ▪ Identify any further sustainable development gaps in Climate Strategy Review with resources to address ▪ Approve Sustainable Development Statement Supporting sustainable development through partner and community engagement ▪ Scope out Partnership interest in shared Sustainable Development priorities/actions in the LOIP Review ▪ Consider and Embed Community views on sustainable development in the revised Climate Change Strategy As part of the process of updating the Climate Change Strategy in 2025, the Sustainable Development Statement will be reviewed. Further guidance has been produced on how officers can include sustainable development in the implications section of committee reports. Page 164
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Climate Change Plan and Routemap to Net Zero - 2025 Update 33 6. Conclusion The Council acknowledges the need for improvement in its response to the climate and nature emergencies. Though progress has been made, current efforts fall short of local and national targets. Whilst challenges lay ahead, there is significant scope to turn these into opportunities for the Council and the wider community. The upcoming Climate Change Strategy update presents a critical opportunity to address these challenges. It remains feasible for the Council to achieve net zero if key decisions on building decarbonisation and rationalisation of the estate are taken, and progress is made to enhance solar provision on buildings, consistently improve fleet vehicles and reduce waste in the future. There is also a need to develop a suitable delivery model for natural capital enhancements which will provide any necessary carbon offsetting opportunities. Alongside climate change capital funding already earmarked for building renewables, securing external funding will be essential if these aspirations are to be met. Success will require a combination of strong leadership, collaboration across services, knowledge building and adequate resourcing to realise opportunities. Page 165
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Moray Council Annual Climate Change Summary Reporting period 2023-24 Key Takeaways Total Council emissions for 2023-24 18470.4 tCO2e Decrease in emissions since 2022-23 30.3% Largest area of emissions: Building heat 4852.5 tCO2e (26.3% of total) Decrease in emissions since baseline (2017-18) 41.3% Emissions reduced by diverting landfill to NESS EFW facility 7526.0 tCO2e Electricity generated from solar photovoltaic panels 51,466 kWh (up by 24%) Emissions reduction progress to date • The Council’s emissions have fallen by 41.3% since the 2017-18 baseline, with the most significant annual decrease of 30.3% recorded in the latest reporting period. • Some emissions categories – such as staff commuting emissions - have only been recorded in recent reporting periods. To ensure a consistent scope for the purpose of this report, estimated historical emissions for these categories have been added. • Most of the emissions reductions have come from improvements in the disposal of non-recyclable waste, which was previously sent to landfill but is now cleanly combusted to produce energy (see Case Study 1). • The areas of transport, building electricity and operational emissions have slightly reduced, however building heat – now the largest emissions sector – has seen little significant change since baseline. Building Heat and Electricity Sectoral Analysis 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Carbon emissions (tCO 2e) Natural gas Gas oil (heating) Biomass Building electricity • The Council’s current largest emission source is providing heat to our buildings, contributing to 26% of total emissions. While gas oil emissions have fallen by 38% since the 2017/18 baseline, the Council remains dependent on natural gas boilers for most building heat. Emissions from natural gas heating has shown no decrease over the past seven annual reporting periods, with gas boilers continuing to be installed and replaced on cost grounds. • Emissions from our electricity usage have fallen by 60% since baseline. This is the combined result of the decarbonisation of the national grid, along with energy savings from efficiency improvements such as through LED lighting replacements (see Case Study 2). • Despite electricity consumption falling slightly in the reporting year 2023/24, emissions from this usage increased by 172tCo2e. This was due to an unexpected increase in the national emission factor of grid electricity, largely because of an anomalous reduction in on-shore and off-shore wind farm electricity generation. Transport • The use of diesel in Council vehicles makes up 97% of our transport emissions, and 18% of our total emissions. • There has been no significant decrease in diesel consumption compared to the baseline, with a small reduction in the last reporting year largely due to a milder winter leading to less road gritter milage. • Progress has been made in eliminating emissions from gas oil in our fleet, reaching zero in the last reporting period as it is no longer permitted as road fuel. • Small quantities of petrol are used in Open Spaces machinery, and marine fuel in Council vessels. • Emissions from the charging of the Council’s EV pool cars are included in building electricity as this is not separately metred. 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Carbon emissions (tCO 2e) Diesel Petrol Gas oil (fleet) Marine fuel oil 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Carbon emissions (tCO2e) Building heat Building electricity Transport Waste Operational emissions Page 166
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Waste • Significant investment in the joint NESS Energy from Waste facility has resulted in a 65% reduction in emissions from the Council’s waste operations over the past reporting year (see Case Study 1). • An increase in emissions from the landfilling of commercial and industrial waste was experienced during the past reporting year, due to waste diverted back to Nether Dallachy landfill during a maintenance shutdown of the NESS facility in August 2023. • Other emissions from waste management include those incurred from recycling and composting, now making up 8% of waste emissions. Operating Emissions • Operating emissions have fallen by about 15% since the baseline in 2017/18. This is mostly due to less staff commuting with the wide uptake of hybrid working models. • Emissions from staff working at home have also been recorded since the pandemic, accounting for the resulting additional heating and electricity usage outwith Council facilities. • Emissions from corporate travel – which includes flights, rail journeys and grey fleet milage (personal cars used for business purposes) – have increased following a return to “business as usual” practices since the COVID pandemic. Outdoor spaces 4% Staff homeworking emissions 26% Staff commuting 60% Water supply and treatment 1% Corporate travel 9% Procurement and Investment • The Council continues to deliver and record non-cash benefits such as sustainability, climate change and community wealth building through its procurement process. • In 2023/24 it was reported that 5.68% of procurement contracts commenced during the period had a sustainable target, with the Council aiming to achieve 20%. • Of the contracts with identified environmental non-cash benefits, 11 related to greenhouse gas reduction, 6 for waste, 3 around energy and 2 specifically support sustainable construction. Case Study 2 – LED Lighting Improvements • The majority of the Council’s building stock is currently illuminated by fluorescent lighting. In many cases this lighting is aged, yellowed and provides a poor quality of light for work while consuming more electricity than readily available alternatives. • A lighting upgrade program is currently underway to replace inefficient fluorescent fixtures with modern LED bulbs. LED lighting can reduce electricity consumption by between 40% to 60% compared to fluorescent, while also cutting maintenance costs with LEDs lasting a lot longer than other bulbs. • All buildings within the Council portfolio are being considered in this program, with replacement going ahead in five major sites. Reductions in carbon emissions for the first three sites is approximately 140 tCO2e annually, paired with substantial long- term financial savings. • Despite the Council’s efforts to reduce residual waste through minimisation campaigns, recycling, composting and use of other treatments, a substantial quantity of residual waste that is generated will still need to be collected and cannot be landfilled anymore. • The NESS Energy from Waste facility, a collaboration between Aberdeen City, Aberdeenshire and Moray Councils, began full operation in December 2023 and diverts non-recyclable waste from landfill, transforming it into clean energy. • This state-of-the-art plant can process 150,000 tonnes of waste annually, generating electricity for the national grid and heat for a local district heating network. • The combustion of the residual waste at this facility produces approximately 96% less CO2e emissions per tonne of waste compared to landfill. Case Study 1 – NESS Energy from Waste Facility Sustainability • Sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. • All Public Sector Bodies must demonstrate how they are progressing sustainable development as part of their Best Value duties • The Council has developed a Sustainable Development Statement which identified six short-to-medium term actions to ensure sustainability is embedded within the Council’s plans and decision-making processes. This includes guidance on how officers can include sustainable development in the Implications Section of Committee Reports. 0 2,000 4,000 6,000 8,000 10,000 12,000 Carbon emissions (tCO 2e) Landfill gas Municipal refuse to combustion Commercial and industrial waste to combustion Municipal refuse to landfill Commercial, industrial and clinical waste to landfill Recycling and composting • The Council’s first report on climate adaptation was produced, highlighting existing adaptation activity and areas for improvement. • There is still limited understanding of the future costs of climate impacts, but greater awareness of some of the Council’s vulnerabilities. • Moray Coastal Change and Adaptation Plans enable the council to plan for, and react to, different scenarios as they are triggered. • Climate risk and nature-based solutions mapping is in progress for larger towns. • Eight Community Resilience Plans are now in place. • A draft Biodiversity Strategy has been produced and will be reported to Council in August 2025. This draws together local and national priorities that will guide how the Council can address the biodiversity crisis. • The Nature Restoration Fund continues to support nature conservation at the Wards, Millbuies and Elgin Oakwood, with increased focus on engaging community volunteers and schools to bring wider benefits. Small grants were distributed through a collaboration with Moray CAN to help communities take action for biodiversity. • The development of a Moray Nature Network is now in progress. Resources still have to be identified to deliver most of the actions for this. Climate Adaptation Biodiversity Page 167
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Economy Environment and Finance) Report No: EDG028/25/SW Author: Sophie Ward, Climate Change Strategy Officer Contact Email: Sophie.Ward@moray.gov.uk Subject: Draft Moray Council Biodiversity Strategy 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to agree the draft Moray Council Biodiversity Strategy and to agree that the draft strategy be subject to public consultation for a period of 12 weeks. 1.2 This report is submitted to Committee in terms Section III (F) (33) of the Council’s Scheme of Administration relating to the review or preparation of a Climate Change Strategy. 2. SUMMARY 2.1 The report presents the draft Moray Council Biodiversity Strategy (Appendix 1) and Moray Nature Network Opportunity Mapping report (Appendix 2). It asks that the draft strategy be approved to go out for public consultation, and for delegated authority to seek funding to deliver actions within the strategy. 3. RECOMMENDATIONS 3.1 It is recommended that Council: i) approves the draft Moray Council Biodiversity Strategy and Delivery Plan; ii) agrees that the draft be made available for public consultation and for the final strategy be reported back to Moray Council; and iii) delegates authority to the Acting Head of Economic Growth and Development to apply for suitable external funding to progress the actions outlined within the Strategy. Item 13. Page 169
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Sophie Ward Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 Biodiversity loss and ecosystem collapse are recognised by the World Economic Forum as one of the most severe and likely risks to humanity. Scotland is one of the most nature depleted countries in the world, as a result of sustained human pressures over time. In recognition of this crisis, under the Nature Conservation (Scotland) Act 2004, all public bodies in Scotland have a duty to further the conservation of biodiversity when carrying out their responsibilities. 4.2 Under the Wildlife and Natural Environment (Scotland) Act 2011 Moray Council reports its compliance with the Biodiversity Duty every three years, but to date has not had a unifying strategy to guide and monitor progress. 4.3 Following the council’s declaration of a Climate and Ecological Emergency at a meeting of Moray Council on 27 June 2019 (para 6 of the minute refers) and a strengthened commitment to act on biodiversity loss through declaring a Nature Emergency at a meeting of Moray Council on 2 February 2023 (para 9 of the minute refers), Economic Development and Infrastructure Services Committee agreed on 2 May 2023 that a biodiversity strategy for Moray be reported in 2024 (para 20 of the minute refers). 4.4 There have been significant national policy developments relating to public bodies and the natural environment over the last two years, including the publication of: • National Planning Framework 4 (NPF4) and a requirement within this for Local Development Plans (LDPs) to facilitate the creation of Nature Networks • Guidance and a framework on the development of Nature Networks • Scottish Biodiversity Strategy and Delivery Plan • Scottish National Adaptation Strategy 3 4.5 In order that a Moray Nature Network be produced in time for the LDP 2027, work in this area was accelerated, with a resulting delay of the Biodiversity Strategy. This has had the beneficial consequence of strengthening the draft Strategy through the gathering of evidence and engagement with stakeholders for the Nature Network, including council officers, statutory consultees, landowners and managers, communities, neighbouring local authorities and interest groups working in conservation and nature restoration. 4.6 The council’s statutory duties cover all council activity that impact nature, including: • Open space management such as parks, woodlands, cemeteries, school grounds, council housing, road verges and play areas, and delivery of a Core Paths Plan • Spatial planning, policy and decisions, as a Planning Authority and Lead Authority for flood risk management • Connecting young people with nature as an Education Authority through delivery of Scotland’s Curriculum for Excellence in Outdoor Learning, Learning for Sustainability Action Plan and Learning Estate Strategy 4.7 Moray’s Nature Network opportunity map is among the first in Scotland and our approach has received strong support from NatureScot. The Moray Nature Network plan is embedded within this Strategy, and the spatial map will be adopted alongside the LDP Page 170
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2027, though remains a living document as outlined in NatureScot’s Planning Authorities and Nature Networks guidance. The full Nature Network Report produced by Envirocentre ecological consultancy is provided in Appendix 2. 4.8 This draft Strategy also broadly coincides with the Climate Change Strategy update which will be going to Council in September, enabling alignment of public consultation and action development. 5. PROPOSALS 5.1 The draft Biodiversity Strategy brings together the many areas of work which Moray Council impacts on, influences, or benefits from nature. It also sets out some of the key issues to be addressed as the council delivers its Biodiversity Duty. These key issues have been refined into five cross cutting outcomes which are woven throughout the action plan: • Nature Networks • Pollinators • Nature-based solutions • Connecting people and nature • Just Transition 5.2 The draft plan is structured around three aims that cover the council’s broad responsibilities for nature: 5.3 Nature recovery on council land: Protect what we have and enhance where we can To achieve this aim requires a shift towards nature positive management of council land. One way to achieve this is through producing and delivering management plans for Council greenspace that reflect biodiversity and open space priorities. Case studies have been included within the strategy, illustrating how the Nature Restoration Fund has provided good practice examples of managing nature well while also benefitting communities. Developing management plans for all public greenspace is an action within the Scottish Biodiversity Delivery Plan, and although the council has some management plans that directly aim to improve biodiversity (for example those progressed through the Nature Restoration Fund), most council land does not. There are opportunities to strengthen biodiversity considerations in managing the council estate that also deliver wider open space priorities, given resources. This gap is acknowledged in the Scottish Biodiversity Delivery Plan; significant additional funding would need to be made available to local authorities to deliver this ambition. 5.4 Closely linked to this is a commitment to maintaining and improving the existing living lawn program. Sensitive planning and maintenance patterns can strike a balance between creating more space for nature, and meeting community needs for recreational areas with shorter mown lawn. 5.5 Nature is also a widely beneficial and cost-effective way to address societal and environmental issues. For example, trees provide shade, shelter, clean air, carbon storage at the same time as improving health and wellbeing, attainment and equality. Biodiversity enhancements in urban spaces should therefore be designed to provide multiple benefits and delivery focused in areas that are nature depleted and with higher levels of deprivation (these are closely correlated). Page 171
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5.6 Nature recovery through policy and partnerships: Demonstrate the nature emergency through decisions and influence One of the council’s greatest responsibilities towards nature is through the planning process, with land use change one of the main drivers of biodiversity loss. National policy requires development to result in positive effects for biodiversity, so local policy, guidance and decisions need to support this to be delivered. 5.7 Nature Networks are one of the key ways that Scotland aims to restore biodiversity. The proposed Moray Nature Network will be embedded within the Local Development Plan 2027, showing opportunities to improve or restore nature connectivity. As evidence is gathered, functioning connections and contributing projects can also be mapped, subject to available resources. 5.8 People and nature: Support connection to nature to achieve multiple benefits While many of the proposed actions aim to address the direct drivers of biodiversity loss, these are caused by underlying indirect drivers, including the disconnect between people and nature and consequent lack of recognition for how valuable and important our environment is. Both need to be addressed together. 5.9 The council is responsible for the education of around 12,000 children and young people, with a clear curriculum requirement for outdoor learning and learning for sustainability. A co-ordinated approach to supporting schools with this can give more young people the necessary skills they need for the future and should be developed in partnership with local environmental educators. The strategy includes a case study outlining the early work of such a partnership. 5.10 Collaboration is also crucial to support individuals and communities to connect with nature, spanning partners across environmental education, health and social care, sport and outdoor access, planning and regeneration, and more. People need to be involved in urban greening initiatives, from planning to planting, and supported to find ways to play and rest in quality natural places. 5.11 The draft will have photographs and infographics added for the public copy and be made available on Moray Engage, the new digital engagement portal for all members of the public, organisations etc. to access. The consultation will be promoted through corporate channels and to key stakeholders, such as community groups and landowners through umbrella organisations where necessary. An updated story map will be created for the proposed Nature Network, with a link directing the public to it from the consultation page. 6. DELIVERING THE STRATEGY 6.1 The delivery plan sets out how the strategy will be funded, highlighting the limits of delivering the actions within current resources. 6.2 Some actions can be delivered within existing resources but will require embedding of biodiversity as a consideration across services and a willingness to learn and adjust ways of working to embed nature early on in projects. Nature-based solutions are cost effective and widely beneficial, so opportunities to combine helping nature recover with other objectives to achieve shared outcomes should be maximised, especially given the limited Page 172
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existing capacity and budgetary constraints. This will require greater collaboration across services. 6.3 Many of the proposed actions can be partially delivered, for example those that are reliant on the Nature Restoration Fund or where there is limited capacity for community engagement to secure buy-in. However, to achieve these actions will likely require additional resources, especially if the Nature Restoration Fund is not renewed by the next Scottish Parliament. 6.4 The strategy also includes aspirational actions that would require significant additional resource to deliver. This is taking a pragmatic approach, acknowledging the evolving national policy situation and rapid developments in private financing of nature restoration and carbon sequestration. 6.5 A fixed term post funded through the Nature Restoration Fund was approved by Economic Development and Infrastructure Services Committee on 17 June 2025 (para 12 of the draft minutes refers) which will support strong outcomes to be delivered from the current grant allocation. The Assistant Project Officer will support delivery of Nature Restoration Fund projects on council land, focusing on schools and urban Nature Networks. The role will also include providing advice and support to council colleagues and communities on these projects and related work. 6.6 Some examples of the range of funding that could be explored include through planning requirements, government grants, and other external funding streams. Developing ‘shovel ready’ plans would enable much greater investment to be delivered within the council estate and wider community, but this would require internal strategic work that may be difficult to source external funding for. Officers will seek to secure revenue and capital funding to support the development of shovel ready projects and their subsequent implementation. 6.7 Due to the short deadlines for most competitive funds and issues such as the seasonality of nature restoration work, it is proposed that delegated authority be given to the Acting Head of Economic Growth and Development to apply for suitable external funding to progress the actions outlined within the strategy. Any funding applications would be made on the basis there will be no additional financial or resource burden on the council. 6.8 This will also open up possibilities for collaboration with partners where the council may not be the lead applicant but where joint working gives weight to, or is a requirement for, meeting fund criteria. 6.9 Annual updates on action progress, any funding secured and subsequent work delivered will be provided to Economic Development and Infrastructure Services Committee. Progress will then be collated and reported in the council’s Biodiversity Duty Report to Scottish Government every three years. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 173
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 7.3 Policy and Legal The Council has a statutory duty under the Nature Conservation (Scotland) Act 2004 to further the conservation of biodiversity when carrying out its duties. Actions within the Scottish Biodiversity Delivery Plan expand responsibilities for public bodies to manage land with positive outcomes for nature. The Natural Environment (Scotland) Bill proposes to introduce national biodiversity targets. The Council’s Climate Change Strategy aims to ‘Work to retain, protect and enhance biodiversity across Moray’ and NPF4 requires all developments to result in positive effects for biodiversity and that the council produce and support the delivery of a Nature Network. Some of the policies and legislation relating to nature restoration that are particularly relevant to this report include; • Nature Conservation (Scotland) Act 2004 • Wildlife and Natural Environment (Scotland) Act 2011 • Scottish Biodiversity Strategy to 2045 • National Planning Framework 4 • Pollinator Strategy for Scotland • Climate Change (Scotland) Act 2009 and 2019 Page 174
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• Curriculum for Excellence through Outdoor Learning • Moray Woodland and Forestry Strategy • Scotland’s Draft National Adaptation Plan 3 • Scotland's National Strategy for Economic Transformation 7.4 Financial There are no additional financial resources calculated for this strategy. However, it is proposed that opportunities to source external revenue and capital funding be explored to meet aspirational aims of the strategy. Should developments in national policy or spend to save opportunities arise that would require additional resources, this will be reported back to committee at a suitable time. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 7.5 Risk There is a reputational risk should the council not take meaningful action following its declaration of a Nature Emergency. Long term risks to Moray from lack of action on biodiversity loss include negative impacts on; food and timber production; tourism; social outcomes including health, education and poverty; and wider environmental factors such as damage from extreme weather events and the prevalence pests and disease. There is a risk that the council will not be able to apply for external funding to deliver actions within the strategy should delegated authority not be approved. 7.6 Staffing Ongoing maintenance implications for all projects are carefully considered to reduce the risk to Open Spaces should external funding not be available in future. Increasing statutory requirements relating to the biodiversity crisis are placing pressure on existing staff, however these are currently able to be met within existing resources. It is proposed that opportunities to source external revenue funding be explored to meet aspirational aims of the strategy. 7.7 Best Value and Transformation The ability to source external funding and to work with partners to deliver actions within the strategy will help to achieve best value. The actions aim to provide multiple benefits for Page 175
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communities, the local economy and wider environment, therefore helping the council to promote and deliver its sustainable development duties. 7.8 Property The proposals aim to improve council land for biodiversity and public access to nature. 7.9 Information Communications/Technology/Digital Nature Networks and community project mapping will be an online resource. 7.10 Equalities, Social Inclusion and Economic Impact Lack of access to the natural environment has evidenced links to poverty, inequality and poor education, wellbeing and health outcomes. The proposals within the report will help reduce inequalities and any disadvantage and promote inclusion through prioritising work in communities with high Social Index of Multiple Deprivation profiles. 7.11 Climate Change and Biodiversity Impacts The proposals chiefly aim to improve biodiversity and people’s connection to nature, both of which also provide direct positive impacts on climate. 8. CONSULTATION 8.1 This report has been prepared in consultation with The Depute Chief Executive (Economy, Environment and Finance), Acting Head of Economic Growth & Development, Strategic Planning and Development Manager, Environmental Protection Manager, Open Spaces Manager, Chief Education Officer, Programme Manager (Learning Estate), Legal Services Manager, Chief Financial Officer, Human Resources Manager, Democratic Services Manager, Equal Opportunities Officer and any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 Nature and Biodiversity Position Statement 2 May 2023 Item 14 Biodiversity Duty Report 2021-23 14 November 2023 Item 8 Information Report – Nature Restoration Fund 2023-24 Update 3 September 2024 Nature Restoration Fund 2025-26 17 June 2025 Item 11 Page 176
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1 Appendix 1 Draft Moray Council Biodiversity Strategy 2026-2036 Page 177
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2 Contents Introduction ....................................................................................................................... 3 Background to the Strategy ................................................................................................. 4 Moray’s Nature................................................................................................................ 4 Twin Crises – biodiversity loss and climate change ........................................................... 4 ...................................................................................................................................... 6 Nature and Communities ................................................................................................ 6 Policy and Moray Council’s Role ...................................................................................... 7 Moray Nature Network ...................................................................................................... 10 Pollinators ........................................................................................................................ 17 Delivering the Strategy ...................................................................................................... 20 Nature Recovery on Council Land | Protect what we have and enhance where we can ..... 21 Nature Recovery Through Policy and Partnerships | Demonstrate the nature emergency through decisions and influence .................................................................................... 24 People and Nature | Support connection to nature to achieve multiple benefits ............... 25 Funding the Strategy ..................................................................................................... 27 Monitoring Progress on the Strategy .................................................................................. 28 Appendix 1: Draft Actions.................................................................................................. 29 Appendix 2: Glossary ........................................................................................................ 31 Page 178
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3 Introduction The draft Moray Council Biodiversity Strategy brings together the many areas of work where the council impacts on, influences, or benefits from nature and sets out some of the key issues to be addressed as the council delivers its Biodiversity Duty. The council’s statutory duties cover all council activity that impact nature, including open space management, spatial planning, policy and decisions, and connecting young people with nature. This is a wide remit, with significant opportunities to contribute to Scotland’s national target to restore and regenerate nature by 2045. Adopting a nature positive approach will also create many benefits for Moray and its communities. Nature can increase wellbeing, physical and mental health, education outcomes and strengthen communities. It can help places be more resilient to the impacts of climate change including flooding and excess heat. Besides the indirect cost savings nature provides through these services, Moray also has a large land-based sector that relies heavily on a healthy environment. This includes a £39 million locally generated each year through forestry, the tourism associated with Moray’s attractive landscape, and extensive agricultural production. 80% of Scotland’s crops rely on insect pollination1. The strategy’s cross cutting issues have been identified as: Reversing the rapid decline of pollinators and reflecting the aims of the Scottish Pollinator Strategy; Connecting nature rich areas to enhance ecosystem resilience and deliver multiple benefits through a Moray Nature Networks, as outlined by the National Planning Framework and Scottish Biodiversity Strategy; Working with nature to address social and environmental issues; Connecting people with nature to bring benefits to communities and long lasting stewardship for our natural environment; and fairly distributing the costs and benefits of a climate and nature positive economy through a Just Transition. A framework for action across council owned land, planning and working with communities will guide how the council can address these and adopt a nature positive approach. The proposed framework has been shaped by national policy and guidance, local evidence and engagement with community stakeholders and colleagues: Nature recovery on council land: Protect what we have and enhance where we can • Objective 1: All council owned and managed greenspaces will have a management and maintenance plan that reflects biodiversity and open space priorities. • Objective 2: Improve and maintain the biodiversity benefits of living lawns and wildflower program, and seek to expand it. • Objective 3: Increase urban canopy cover and other nature-based solutions to climate risk, providing multiple benefits to communities and developing nature networks. Nature recovery through policy and partnerships: Demonstrate the nature emergency through decisions and influence • Objective 4: Identify and deliver Nature Networks 1 https://www.nature.scot/doc/pollinator-strategy-2024-progress-report Page 179
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4 • Objective 5: Ensure that planning policy, guidance and decisions deliver positive effects for biodiversity People and nature: Support connection to nature to achieve multiple benefits • Objective 6: Ensure that people have the skills and knowledge to protect and restore biodiversity in Moray • Objective 7: Facilitate community connection with nature By embedding biodiversity into decision-making, land management, planning, education, and community development, this strategy aspires towards a nature- positive Moray Council that recognises nature has a place, it adds value and brings wider benefits to the organisation and the communities it serves. Background to the Strategy Moray’s Nature Moray is an area of outstanding natural beauty and biodiversity. The varied coastline, extensive woodland cover, and heather moorland stretching into the Cairngorm National Park provide a rich tapestry of habitats that support a wide range of wildlife. Moray is home to iconic faunal species such as ospreys, capercaillie, red squirrels and bottlenose dolphins, which are treasured not only by the local community but by people who travel from far and wide for a glimpse of these beautiful creatures. Moray has many sites that are legally protected for biodiversity features. These include, but are not limited to; stretches of the coastline between Culbin and Cullen, the River Spey Special Area of Conservation (SAC) and sections of the Findhorn, Lossie and Deveron rivers, designated as Sites of Special Scientific Interest (SSSIs). Other local designations include but are not limited to, Findhorn Nature Reserve, Spey Bay Scottish Wildlife Trust (SWT) reserve, The Wards Wildlife Site in Elgin and Bin of Cullen wildlife site. People have greatly shaped nature in Moray through agriculture, forestry, tourism and recreation and energy generation and mineral extraction, and continue to do so as how we use the land continually changes. Aspects of human influence have been beneficial, others less so. Individuals, businesses, charities, and the public sector are all taking steps to protect and restore the quality and diversity of Moray’s ecosystems, and to help connect people with nature. Visions for upland, river, coastline and farmland landscapes are being progressed, as are efforts to increase nature in our towns. Twin Crises – biodiversity loss and climate change Biodiversity loss and ecosystem collapse are one of the most severe and likely risks to humanity over the next ten years2. Scotland is one of the most nature-depleted countries in the world as a result of historical human pressures, and while Moray has a rich and diverse landscape it has also experienced heavy impacts from human activity throughout history. 2 https://www.weforum.org/publications/global-risks-report-2025/digest/ Page 180
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5 The 2023 State of Nature report3 highlights that despite progress to protect and restore biodiversity, nature loss in Scotland is continuing to worsen. Historically, this has been due to habitat loss, development and persecution, but in the last fifty years is mainly the result of changes in the way we manage our land for farming, and climate change. Worryingly, 47% of flowering plants have decreased in distribution since 1970, alongside a decline in pollinators that is contributing towards rapid extinctions and destabilising of critical global systems. Pollinators are essential for food and medicine production, raw materials as well as climate regulation and other ecosystem services4. Climate change is one of the main drivers of biodiversity loss5. Accelerated global heating can make habitats unsuitable faster than species can adapt and will also cause Scotland to experience more extreme weather events such as storms, droughts and wildfires, which will have a negative impact on our wildlife. 16 million trees were lost across Scotland in Storm Arwen in 2021, and the wildfires on Dava Moor in 2025 destroyed wildlife and habitats stretching over an area equivalent to 10,500 football pitches in one weekend. This was the second large wildfire in Moray to have affected an internationally important site for biodiversity (Moidach More blanket bog), after the Culbin forest wildfires just a month earlier. Biodiversity loss reduces the effectiveness of Earth’s systems to capture and store carbon, and so in turn accelerates climate change. Less diverse ecosystems are also less able to adapt to the impacts of a changing climate, such as increased extreme weather, shifting seasons, pests, disease and the spread of invasive species. 3 https://stateofnature.org.uk/countries/scotland/ 4 https://onlinelibrary.wiley.com/doi/full/10.1111/rec.12950?msockid=223251575cb56c3a268e44ee5dce6 d84 5 https://www.ipbes.net/models-drivers-biodiversity-ecosystem-change What are Nature-Based Solutions? Nature-based solutions use nature to help tackle environmental and social challenges, providing benefits to people and nature, and help us to mitigate and adapt to climate change. In terms of reducing greenhouse gas emissions, nature is very good at soaking up carbon and can store it in plant matter such as wood or in properly managed soil. Peat holds an enormous amount of carbon, but damaged and drying peatland quickly releases it back into the atmosphere. Protecting and enhancing biodiversity can therefore help us to slow down climate change. Page 181
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6 Nature and Communities The people of Moray have great pride and love for its nature, with many local wildlife and nature photography groups in the area. Many of us value nature in its own right, but additionally greater biodiversity brings us direct benefits too, improving people’s wellbeing, physical and mental health, educational outcomes and the economy. Enhancing biodiversity is a cost-effective way to help reduce social inequality and to build stronger communities. When people feel a connection to an outdoor space, they are more likely to notice nature within it and consequently feel motivated to protect it6. Less than 10% of children now play in natural places, so the importance of experiencing nature at school cannot be underestimated.7 Children have a natural engagement with nature, characterised by curiosity and exploration. Therefore, by providing opportunities to learn and play outdoors will nurture a lifelong appreciation for nature and promote environmental stewardship. 6 https://www.nature.scot/doc/naturescot-research-report-1361-spans-scotlands-people-and-nature- survey-202324-headline-report 7 https://www.nature.scot/doc/people-place-and-climate-emergency-contribution-nature-community- planning-partnership-priorities Case Study: Climate Risk and Nature-Based Opportunities in Elgin A study of Elgin sought to explore the links between nature, climate risk and deprivation at the local level. The findings showed that: • Tree cover reduces heat risk. • Manmade surfaces worsen heat risk. • Areas of multiple deprivation experience higher heat risk. • Both manmade surfaces and lack of tree cover worsen flood risk. Areas experiencing higher climate risk include New Elgin Primary School, Elgin Town Centre and Chanonry Industrial Estate. Increasing biodiversity, for example through tree planting or the installation of rain gardens, can help to make these safer, more pleasant places, and concentrating on areas at higher risk of child poverty will help to create more positive futures for young people. Communities need to be involved in planning and implementing improvements and will increase the multiple benefits to be gained. Case Study: Moray Climate Ready Schools In partnership with environmental education charities Wild Things and Nature 4 Health, and using materials developed by Learning Through Landscapes, the council is supporting schools to develop action plans for their playgrounds to make them more biodiverse, adapted for climate impacts, and more engaging places to learn and play. Children in these schools have been learning about nature and climate change, conducting habitat surveys and will be taking part in activities to deliver their action plans, making nature positive changes in their school grounds such as tree and wildflower planting. Page 182
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7 The wellbeing of current and future generations is closely bound to the health of our ecosystems. Nature restoration will be instrumental in the Just Transition to a net zero future and will create significant employment opportunities. With its strong land-based sector, this is particularly important for Moray. The current skills gap in nature-based jobs can be addressed through facilitating sustained, lifelong connection to nature starting in early years education. Policy and Moray Council’s Role Under the Nature Conservation (Scotland) Act 2004 all public bodies in Scotland have a duty to further the conservation of biodiversity when carrying out their responsibilities. In accordance with the Wildlife and Natural Environment (Scotland) Act 2011 public bodies must also publicly report its compliance with this biodiversity duty. The Scottish Government has committed to halting biodiversity loss by 2030 and to restore and regenerate nature by 20458. The Scottish Biodiversity Delivery Plan9 sets out the role that local authorities are expected to carry out (these links are identified in the appendix 1). A shift towards nature-positive management of land is urgently required, and aligns with wider national policy on health, learning, planning, climate adaptation and mitigation, Just Transition, skills development and more. The Natural Environment (Scotland) Bill, if passed as legislation, will introduce legally-binding nature restoration targets. Any changes in statutory duties will be reflected in future updates to the delivery plan of this strategy. The Scottish National Adaptation Plan (SNAP 3) outcome 1 is Nature Connects, synergising actions on biodiversity within other policies, including Nature Networks and the National Planning Framework (NPF4). The draft Climate Change Duties Statutory Guidance for Public Bodies10 makes clear the importance of addressing biodiversity loss and climate change together, stating that councils should “maximise opportunities to 8 Scottish Biodiversity Strategy to 2045: Tackling the Nature Emergency in Scotland 9 scottish-biodiversity-delivery-plan-20242030.pdf 10 consultation-draft-statutory-guidance-public-bodies-putting-climate-change-duties-practice.pdf What is a Just Transition? A Just Transition for Scotland refers to the process of achieving net-zero emissions in a way that fairly distributes the costs and benefits, while addressing inequality and supporting communities, workers, and businesses. It is important that this also results in a nature positive economy, that operates within planetary boundaries, halts and reverses nature loss, and enhances biodiversity and ecosystem resilience. Nature is one of five areas listed as key source of emission reductions for Scotland by the Climate Change Committee who state that ‘immediate action is needed’ to scale up nature based measures1. Page 183
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8 restore nature and further enhance biodiversity as part of wider land-based mitigation and adaptation projects”. As a large organisation, the council covers a wide range of services and operations that have an environmental impact and is committed to acting on the causes of climate change and biodiversity loss, and to take action to adapt to climate impacts. Moray Council’s role Responsible for the management and maintenance of all council open spaces including parks, woodlands, cemeteries, school grounds, council housing, road verges and play areas, and for delivery of a Core Paths Plan. Environmental responsibility as a planning authority through the preparation and delivery of the Local Development Plan and through delivery of the National Planning Framework. NPF4 places the climate and nature crises at the centre of planning policy, ensuring that positive effects for biodiversity are secured and nature-based solutions are promoted. It also requires the council to facilitate the creation of Nature Networks and safeguarding of prime agricultural land. The duty as an education authority to connect young people with nature through Scotland’s Curriculum for Excellence in Outdoor Learning, Learning for Sustainability Action Plan and Learning Estate Strategy. Moray Woodand and Forestry Strategy supports the forestry sector and communities to help reverse biodiversity loss, deliver NPF4 biodiversity policy and Nature Networks. Coastal change adaptation and flood risk management plans both highlight opportunities for nature-based solutions. NHS Grampian has committed to developing a natural health service11 and with many shared services and spaces within the Moray Health and Social Care Partnership, the council has a role to play in supporting delivery of this through collaborative working 11 NHS Grampian Biodiversity Strategy 2025 - 2030 Moray Council’s commitment to nature 2019: Declaration of a climate and ecological emergency, committing to reducing carbon emissions to net zero and taking wider action on climate and nature. 2023: Declaration of a nature emergency, recognising the current state of [depleted] nature, its inherent value to people, and the crucial role its recovery and restoration will play in realising climate targets. Page 184
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9 Case study: Natural Capital By increasing the variety and abundance of floral species and habitats, ecosystems become more resilient. Habitat restoration - restoring degraded ecosystems like forests, wetlands, and grasslands, and creating new habitats, increases their biodiversity. However, it also improves the ecosystems efficiency at absorbing and storing carbon, thereby creating a carbon sink A study that assessed the potential for carbon sequestration on the Council's landholdings found that up to 1,340.8 tonnes of carbon dioxide equivalent (tCO2e) per year could be sequestered on 132.9 hectares of council land. That’s equal to 24 full flights around the earth. The study concluded that Moray Council’s carbon sequestration approach must: • Ensure biodiversity is a central consideration for any proposed land use change, • Align the council’s environmental strategies, such as Nature Networks, Climate Adaptation, Woodland and Forestry Strategy, Just Transition, Education and Skills • Be implemented as part of a multi-benefit, place-based approach with the community and other relevant partners. Many council landholdings were identified as having potential for change, including many parks and land around schools. Most schools were highlighted as priority sites, which, if delivered according to the above principles of promoting biodiversity, creating carbon sequestration opportunities, and involving communities, justifies investment in this area due to the significant spectrum of benefits that can be achieved. Page 185
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10 Moray Nature Network Moray Nature Network is a strategic plan to connect and restore nature across Moray. This long-term approach will help to stop biodiversity loss in Scotland, bring health and wellbeing benefits to our communities and help us to adapt to a changing climate. One of the key outcomes of the Scottish Biodiversity strategy is to have protected areas which are larger, better connected and in good condition. Connecting important areas for biodiversity is necessary for the movement of species and their genes, increasing diversity and ability to adapt to a changing environment. However, evidence shows connectivity is at low levels for some key habitat types in Scotland, as nature rich areas have become fragmented, isolated and smaller because of land use change. Restoring connectivity is therefore essential for promoting healthy and functioning ecosystems. One of the ways this will be achieved is through the creation of Nature Networks12. “A Nature Network connects nature-rich sites, restoration areas, and other environmental projects through a series of areas of suitable habitat, habitat corridors and stepping- stones. As well as supporting regional and national approaches to protect and restore nature, they provide local benefits to wildlife and people." 12 Framework for Nature Networks in Scotland Scottish Government’s vision for Nature Networks “By 2030 Scotland will have evolving, flexible and resilient Nature Networks connecting nature-rich areas allowing wildlife and natural processes to move and adapt to land use and climate change pressures. The networks will help build people’s connection to nature, providing biodiversity-rich spaces that deliver local benefits, and meet the priorities of local communities for nature” Nature Networks Framework, NatureScot 2024 Page 186
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11 Every planning authority in Scotland is required under NPF4 to develop a spatially defined Nature Network, where efforts for nature restoration can be directed to and will have most impact. This will support Scotland’s commitment to protect 30 per cent of Scotland’s land and sea by 2030. Developing a Moray Nature Network Through evidence (desk) based assessment and gathered local knowledge, a strategic opportunity map has been developed which covers the Moray Local Development Plan area. Moray’s Nature Network has two main elements; 1) connecting protected areas, already recognised as being important for biodiversity (the Rural Network) These networks link designated sites, usually with similar features, focusing opportunities on areas with existing semi-natural habitats. Eleven networks have mapped opportunities which can be viewed in the full report and will be made available on a story map for public consultation. These focus on six broad habitat types and specific actions identified for each connection. Functional connections enable species to move along a corridor, so could include stepping stones of appropriate distances for the target species. Moray’s functional networks types and example actions are: • Coastal; species rich coastal grassland, butterfly banks, invasive non-native species (INNS) removal, restore priority habitats including saltmarsh, dunes, shingle, vegetated sea cliffs and lowland heath. • Peatland; peatland restoration, deer management • Watercourse (riparian); reduce diffuse pollution, riparian vegetation including tree planting and meadow floodplains/ wetlands, re-naturalising • Wetland; reduce pollution and nutrient enrichment, increase the number and size of wetland features, improve water quality/ species diversity and connectivity How will Nature Networks affect different groups? Mapping of the Nature Network won’t force land owners/managers to make changes. Instead, it is for government and fund-giving public bodies to encourage positive action through opportunities for funding or investment in these areas. If you are a developer, National Planning Framework 4 policies already require you to think about how your site supports nature connectivity. The network will help to guide the type of biodiversity enhancement that is suitable for each site, and should encourage good development rather than act as a barrier. Individuals and communities are welcome to get in touch with ideas for improving biodiversity in public spaces. You can also speak to Moray Climate Action Network (Moray CAN) about wider opportunities to connect with others and sources of grant funding for nature projects. Page 187
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12 • Woodland; native tree planting, natural regeneration, riparian tree planting, woodland management for structural diversity, INNS removal, reduce diffuse pollution. Structural connections physically connect two sites either with the same habitat (woodland connecting two woodlands) or a mosaic of different habitats along a corridor, so these are named ‘mixed-structural’. Actions for these connections include sensitive and complimentary management in the buffer zones surrounding the designated sites, which varies with the site features. 2) connecting biodiversity across and between rural, urban, and the peri-urban area, (the ‘Urban Network’) These networks link public greenspace and active travel routes and build connections into the rural landscape and rural network. Nine towns have mapped opportunities which can be viewed in the full report and will be made available on a story map for public consultation. Recommended actions within the urban networks will depend on local needs and should be developed in conjunction with the communities they sit within. The types of enhancements which could be implemented include but should not be limited to: • Planting of local provenance native trees/scrub and hedgerows • Native wildflower and meadow creation • Creation of ponds or wetlands • Re-naturalisation of riparian corridors Figure 1 Example of rural Nature Network connecting Kellas to Loch Spynie Page 188
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13 • Removal of invasive non-native species • Creation of orchards or other food growing initiatives which incorporate species beneficial for biodiversity • Installation of bird or bat boxes (on trees or buildings) • Invertebrate shelters • Green roofs or walls on buildings • Rain gardens or other Sustainable Urban Drainage Systems (SuDS) • Hedgehog highways • Wildlife towers Figure 2 - Example of urban Nature Network for Buckie Page 189
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14 Delivery: The maps show opportunities to develop an ecologically coherent nature network, but significant work needs to happen for it to become functioning. How can we deliver the Nature Network? Delivering the council’s statutory duties already takes a big step in the right direction. Ways in which the council can, or is, doing this include; • Demonstrating leadership through delivery of biodiversity enhancement on council land and in partnership with communities • Planning decisions referring to the network and biodiversity enhancement within developments being guided by preferred habitat types. (including off-site enhancement) • Embedding biodiversity and Nature Networks within council policies • Guiding / facilitating partners delivering at landscape scale through providing a spatial map and links within corresponding strategies such as the Woodand and Forestry Strategy. • Promoting how the network can help leverage investment into farming and estate management, as well as urban community-led projects. For the network to succeed, we also need to develop tools to monitor progress and support delivery partners to access funding. To achieve significant impact will require greater resources to be available for both central co-ordination and, most importantly, for partners to deliver. This means collaboration across partners and exploring funding options. Governance needs to be in place that is both led by the council and facilitates communities and landowners to be able to shape and deliver the network. A group of key stakeholders, including statutory bodies, third sector partners working on landscape scale nature recovery and community representatives has been convened to guide the Moray Nature Network. This group will consider any proposed changes to the spatial map and input to how the network can be delivered. A flexible, adaptable map Scottish Government’s vision is that by 2030 Scotland will have evolving, flexible and resilient Nature Networks. Moray’s Nature Network will therefore be a living map, able to bend and grow as barriers and opportunities are discovered. The map and governance structure will be lightly reviewed each year until 2030, at which point a more comprehensive update will be produced. Major changes could bring this review period forward, for example should a more formal partnership evolve that affects the governance. An interactive map will be hosted online with a function to allow location specific suggestions to be submitted. Projects or developments considered to be either actively contributing to, or seeking investment for Nature Network aligned aims, can then be added to the map. The aim is that this will facilitate investment and collaboration, and concentration of restoration and enhancement where it will have greatest impact. Page 190
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15 Case study: Elgin Oakwood Quarrywood Site of Special Scientific Interest (SSSI) is a nationally important oak woodland, part of which is owned by Moray Council within a larger area of council woodland referred to as Elgin Oakwood. The Kellas to Loch Spynie network incorporates Quarrywood SSSI and aims to connect and restore woodland to support the healthy functioning of the ecosystem there. However, the most recent assessment of the SSSI concluded that it was in unfavourable, declining condition. It was therefore identified as a priority for early delivery action for the Nature Network, and Scottish Government funding facilitated the production of a refreshed woodland management plan for the wider woodland area, concentrating on actions that will restore the SSSI and create a buffer of healthy native woodland around it. Actions include removing invasive non-native trees, planting oak saplings grown from acorns collected within the SSSI, removing old tree protectors from previous plantings and retaining deadwood and habitat piles that are essential for nutrient cycling. Community involvement in the restoration work is an important aim of the plan, with opportunities being provided for volunteers of all ages to learn new skills and enjoy the benefits of spending time in nature. Page 191
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16 Case Study: Moray Farm Cluster: Collaborative Action for Nature Recovery The Moray Farm Cluster is a leading example of farmer-led collaboration for nature restoration. It brings together 15 farm businesses managing a large area of land in the Laich of Moray that connects into two rural Nature Network opportunities, as well as Elgin’s urban Nature Network. United by a shared ambition to reverse biodiversity loss and improve climate resilience, the cluster has undertaken a comprehensive landscape-scale planning process, supported by NatureScot’s Nature Restoration Fund. To date, they have scoped interventions including; • 109ha of native woodland enhancement • 38ha of woodland creation • 128ha of wet woodland • 1.5ha of new wetlands • improvements to 125ha of existing wetlands • 14ha of wildflower meadow • 50km of hedgerow restoration and creation • 16km of tree avenue planting Farmers are clear that short-term grants covering capital costs are insufficient. To deliver long-term, high-integrity restoration, they need sustainable income sources. The cluster is therefore developing a governance model and investment plan to access biodiversity enhancement markets and other ecosystem service funding, enabling them to integrate nature with food production at scale. The Nature Networks Framework outlines how important it is for both public and private finance to be channelled into Nature Networks. By working collectively, the cluster is not only enhancing Moray’s biodiversity and climate resilience, but demonstrating a replicable, bottom-up model for integrated land management and rural community benefit. With thanks to Sylvestris and Moray Farm Cluster for providing this case study – for more information visit morayfarmcluster.org Page 192
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17 Pollinators The council recognises the essential role of native pollinators for people and nature, and that local action needs to be taken to reverse their rapid decline in Scotland. Importance of pollinators Almost all flowering plant species depend, at least in part, on pollination for their health. Pollinating insects are also an essential food source for other species such as birds, bats and small mammals. But as well as being integral to ecosystem functioning, they also provide services directly to humans. In Scotland, commercial crops that rely on pollinators include oilseed rape, fruits like strawberries and apples, and honey bees provide food directly to us as honey. Pollinators therefore have strong economic value, and they also play an essential part in food resilience as climate change may impact the supply and affordability of global food systems. Through all this, pollinators contribute to people’s wellbeing and can help to connect people with nature. The UK has experienced a 24% decline in the distribution of pollinators over the past 35 years 13, partly associated with 97% of wildflower meadows being lost since 1930. Pressures include; habitat fragmentation, increased monoculture farming in some areas with associated increase insecticides, climate change impacting on when certain floral species are flowering and when pollinators are present, air pollution disrupting pollinators ability to source flowers, and the increase in night light pollution over the last 35 years disrupting foraging among pollinators such as bats and moths. 13 UKBI - Pollinating insects | JNCC - Adviser to Government on Nature Conservation UK Pollinators • Over 250 species of bee are native to the UK o 24 species of bumblebees, who nest in colonies o Solitary bees, like mining bees and mason bees, live and nest alone o Honey bees are non-native domesticated bees, managed by beekeepers but present in the UK for centuries. They play a very important role in agriculture for crop pollination but have contributed to the near extinction of the native wild honey bee through transfer of pests from abroad. Honey bees can outcompete native pollinators, causing problems where food sources are scarce, notably in urban areas. • 59 species of native butterfly. The Moray coastline is home to the small blue butterfly which is rare in Scotland • Over 2500 species of moths. They are more efficient pollinators than bees! • Flies. Hoverflies can mimic bees and wasps, but can’t sting • 100 pollinating beetles, including ladybirds. • Wasps – common wasp is one of 7,000 species. Most wasps are solitary and not aggressive to humans. Page 193
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18 The Scottish Pollinator Strategy aims for action to support pollinators to be embedded across the public sector by 2027 and the council reports annually to NatureScot on our contribution to the national strategy. Working towards nature positive greenspace management The council has been delivering a wildflower and living lawn project since 2020. A significant area of council greenspace is managed as amenity grassland, which provides little biodiversity benefit. The past trend in society towards perfectly green and uniform lawns has resulted in a few grass species dominating, and the low-growing flowers (often referred to as weeds!) being removed. An immaculate close-cut lawn provides very little resources for bees, flies, moths and butterflies, wasps and beetles which rely on a rich diet of pollen and nectar, and there is little shelter for insects and other invertebrate. Where the grass does not require to be cut very short living lawns have been introduced in some places as an alternative to a regular amenity grassland. Here, the grass is allowed to grow longer between cuts to promote a diversity of flowers such as clovers, yarrow, daisy, dandelion, plantains and speedwells to thrive – plants we might often consider as weeds but pollinators will love. Some planted meadows have also been introduced in areas where footfall can be avoided. Native wildflowers can make very attractive displays, but some annual mixes can be short lived and require regular reseeding. An impactful way to plant wildflowers is in drifts of perennials, situating the same species next to each other to shorten the flying distance for pollinators. Choosing plants that originate from Moray and nearby (referred to as ‘local provenance’) means they will be even more well adapted to conditions here and will flower at the right time for our local insects. Creating species rich grasslands is more than just leaving grass to grow. To encourage a greater diversity of species the dominant grass first needs to be weakened. A plant called yellow rattle naturally parasitises the grass, so can be used to help wildflowers to establish. Wildflowers also need poor (low nutrient) soil to thrive, so clippings need to be removed. The council has committed to reduce the use of glyphosate-based herbicides in many circumstances and to encourage a greater tolerance of ‘weeds’ and longer vegetation. This means more flowers and undisturbed vegetation are available to provide food and homes for invertebrates. Many ‘weeds’ have excellent biodiversity value. • Dandelions provide 90% of the nectar and 80% of the pollen in the diets of urban pollinators. • Over 200 species of insects are supported by dandelions • Perennial meadows produce up to 20 times more nectar and up to 6x more pollen than annual meadows Page 194
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19 What can people do at home? Make food and homes for pollinators: • Plant a wildflower patch in a pot or a corner of a garden • Take part in No Mow May • Leave a wild and messy area with piles of sticks or stones Contribute to science: • Learn about species and submit records to our local biological recording centre at https://nesbrec.org.uk Page 195
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20 Delivering the Strategy The key issues identified within this Strategy have been refined into five cross cutting outcomes, these are woven throughout the delivery plan: • Nature networks • Pollinators • Nature-based solutions • Connecting people and nature • Just Transition The plan is a framework to guide delivery of the council’s Biodiversity Duty, the pace of which will be dependent on securing external funding. The proposed actions are set out across three aims: Nature recovery on council land: Protect what we have and enhance where we can Nature recovery through policy and partnerships: Demonstrate the nature emergency through decisions and influence People and nature: Support connection to nature to achieve multiple benefits How these aims can be met is discussed in more depth in the following section, with a table of actions included in Appendix 1. Page 196
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21 Nature Recovery on Council Land | Protect what we have and enhance where we can Objective 1: Council owned and managed greenspace will have management and maintenance plans that reflect biodiversity and open space priorities*. Council land is an important opportunity to contribute to nature and climate solutions, especially close to where people are. Existing management plans for nature sites Millbuies, the Wards and Elgin Oakwood, which have benefitted from the Nature Restoration Fund (NRF) direct grant to the council between 2021 to 2026, will continue to be delivered with a focus on biodiversity and improving people’s connection to nature. The council will continue to find ways to provide opportunities for community involvement in conservation activities, expanding work with the third sector and partnership approaches to securing funding after the NRF programme ends. School grounds are a key focus for identifying opportunities for biodiversity improvements as these spaces can deliver high social impact and can be relatively large areas with potential for (thoughtfully planned) change. There will be an aim to support all schools in Moray to develop climate ready school plans for their school grounds, though additional resources will be required to deliver the identified actions within them beyond the NRF programme. To develop further management plans for additional areas would require significant additional resources but can deliver many social benefits alongside helping nature recover. Some greenspaces could be grouped together to create plans, for example by use type, or service area they are managed by. For example, a high level management plan for the housing estate could provide a framework for increasing biodiversity in those spaces. These could be developed into plans at the neighbourhood level through place based work with tenant groups. Piloting approaches in areas that have less existing nature, higher climate risk and social deprivation will have greatest impact, aiming for housing areas to be more biodiverse, beautiful and engaging places to live. Most of the council’s woodland is not actively managed, but with around 25 woodlands (including those that are leased out) opportunities to increase biodiversity and climate resilience alongside skills development opportunities and improving public access could be explored. A public map of all council woodland could also promote community use. While additional resources would be required to progress this, it could generate a small income from thinning or restructuring, and removing invasive non- native species would prevent escalating future costs. In the right circumstances, communities can be supported to take an active role such as with the Cluny Hill management plan in Forres. When any forestry activities are being undertaken, the importance of diverse woodlands, native (or non-invasive) species, standing and fallen deadwood should be communicated to the public. *Reflects a local authority led action within the Scottish Biodiversity Delivery Plan. Page 197
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22 Objective 2: Maintain and improve the biodiversity benefits of living lawns and wildflower program, and seek to expand it. There are different ways to make a meadow, and the experiences from the wildflower and living lawn project have been valuable. Varied sward heights are important for biodiversity and so areas of meadows should be left uncut on rotation. Meadows will not be mowed during summer months, allowing wildflower seeds to set, and arisings removed during the once or twice yearly cut. Using this ‘green hay’ to expand areas should be explored as it has no additional cost. In places where it can be tolerated (and engagement can help to increase these) practices like No Mow May, leaving vegetation untidy and leaf litter in situ until invertebrates have emerged from hibernation should be introduced. There is potential for significantly greater areas of amenity grassland to benefit from adjusted mowing patterns and new plantings. Species should be suitable for the habitats (for example woodland or coastal), prioritising native perennials and the use of yellow rattle to naturally prepare grass areas for planting wildflowers. Plug plants and pre-planted turf may be more expensive initially, but may reduce the need to overseed or replant later so this should be monitored. Shrub beds could be underplanted with suitable perennials, and increased use of wood chippings as mulch to increase habitat for invertebrates. Operations staff will be supported to deliver nature-positive grounds maintenance through training and technical advice. They will be encouraged to use their in-depth knowledge of the spaces they manage to promote and implement new wildflower areas and other wildlife interventions. Balancing wild and beautiful can be achieved through keeping tidy edges and planting attractive, easily maintained, native perennials. Community involvement is vital for meadows to become a welcome presence in public spaces, with engagement happening before changes are made, this would need greater resources to deliver significant change. Engagement activity should balance the need to invest greater time in communities without active greenspace groups, while also being open to working with groups interested in taking on management of their own meadows. Case Study: Mannachie Park Masterplan A developer obligations funded plan for Mannachie Park in Forres was produced in close collaboration with a steering group made up with local community representatives and residents. Biodiversity improvements have been balanced with wider community needs and changes have included planting wildflowers, spring bulbs, native hedging and fruit trees. Altered grass cutting under an area of trees has increased biodiversity with curving mown pathways creating interest, natural play opportunities and maintaining public access. This masterplan has realised a shared community vision for the park, a more nature positive approach to managing the greenspace, improved play facilities and enhanced the environment on a Core Path. Page 198
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23 To help people to feel engaged, ‘managed for wildlife’ signs will continue to be used, and an online meadow map and citizen science projects which encourage people to learn about the plants and invertebrates in meadows could be progressed. Citizen science could also support the council to monitor the condition of meadows either through QR codes linking to simple instructions or if resources became available, led sessions with schools and community groups. In smaller spaces, such as planters and flower displays which are sometimes managed by community groups, native perennials have greater biodiversity benefit than formal bedding plants and could reduce management requirements. This would also have the secondary benefit of eliminating the use of peat products in compost and bedding plants, the extraction of which worsens biodiversity loss and climate change. Where annual bedding plants are still required, alternatives to peat grown plants will be explored. Objective 3: Increase urban canopy cover and other nature-based solutions to climate risk, providing multiple benefits to communities and developing nature networks. Urban tree cover is not equal within Moray’s towns. The scale of growth experienced and planned for Elgin makes this a natural place to focus urban greening efforts initially, with climate risk mapping in place as evidence to help guide it. Nature Networks and greenspace management plans (especially for schools) across Moray will also provide a focus for interventions so that planting is biodiversity led and delivers multiple benefits. Communities should be involved in the design and delivery of tree planting and other urban greening interventions like rain gardens, this can be supported through master planning, tenant forums and partnership working across sectors. The benefits of nature- based solutions should be communicated widely and appropriately to different audiences, for example using interactive online mapping and physical signage such as the Forres Academy rain garden. Prioritisation of nature-based solutions will depend upon opportunities arising (e.g. community or funding), as well as where there is most urgent need. Climate risk mapping of all large settlements should be analysed alongside the Urban Nature Networks to support the development of ‘shelf ready’ projects for when opportunities emerge, for example new transport and active travel infrastructure projects. Core path damage can be used as an opportunity to highlight climate impacts and engage communities in using nature to help manage core path network and make it adaptable. Community resilience plans can also integrate nature-based solutions, with national guidance1415 available that should be promoted to local resilience groups. 14 https://adaptation.scot/take-action/community-climate-adaptation-routemap/ 15 https://www.nature.scot/climate-change Page 199
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24 Nature Recovery Through Policy and Partnerships | Demonstrate the nature emergency through decisions and influence Objective 4: Identify and deliver Nature Networks* Taking a strategic approach to strengthening connectivity for nature is important, and will optimise the significant potential investment in natural capital that is available. The Nature Network should be embedded within council plans and policies, so that opportunities such as the Elgin Neighbourhood Fund and projects involving council assets are guided to support delivery of the network aims. The Woodland and Forestry Strategy already recognises Nature Networks and contains specific actions to support its delivery through woodland creation and management, and funding. The Nature Network will be embedded within the LDP, enabling planning decisions to be informed by the spatial map and accompanying policy guidance. This will help to safeguard the desired habitats on proposed sites, with proposals designed to minimise the loss of these and to concentrate enhancements based on the habitat type and appropriate location for good connectivity. Where offsite biodiversity enhancement is necessary, this should be directed where most strategic benefit will be achieved. One mechanism that should be progressed is to facilitate linking existing nature restoration projects with developers seeking appropriate offsite enhancement, ideally through a map-based service. The sophistication of this will depend on available resources, but it is essential that the map be maintained as a living plan and record so that enhancement or restoration that has formally contributed to the network, either through the planning system or grant funding, is secured for the long term. This will aid transparency, prioritisation of efforts, and monitoring. To thrive and meaningfully deliver, the Nature Network will require additional resources for the council to co-ordinate identifying new opportunities and proactively engage landowners across both the rural and urban landscapes. Monitoring the effectiveness and impact of project delivery will also require ecological expertise that the council does not have. External funding should therefore be sought to progress this action, which will in turn help to catalyse bottom-up development and delivery, and partnership working. A mechanism for the council to draw in external funding to distribute as grants, or a local habitat bank, could support community delivery. Further work to mainstream Nature Networks, engaging the public and landowners, and guidance for communities is also necessary for its success. While the Nature Network is initially an opportunity map, it is likely there will be merit in future to consider protecting sites where evidence shows that they are of ecological importance to the network. Local Nature Conservation Sites (Moray Wildlife Sites) already contribute to the network, so a review of these alongside adding new sites that help to deliver the Nature Network may be appropriate. Active monitoring and management of existing wildlife sites which contribute to the network should be a priority for resources where available. Alongside this, new protected areas and Other Effective Area-Based Conservation Measures (OECMs), led by NatureScot, will be Page 200
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25 reflected in revisions of the Nature Network as the Scottish Government’s 30x30 target is pursued. *Reflects a local authority led action within the Scottish Biodiversity Delivery Plan. Objective 5: Ensure that planning policy, guidance and decisions deliver positive effects for biodiversity* Guidance is now in place at the local and national level to deliver NPF4 policy 3 and to secure positive effects for biodiversity through the planning system, and developers will be supported to implement this. Further biodiversity policy will be in place through the Local Development Plan 2027, with positive effects for nature embedded across the Plan, Open Space Strategy and Regional Spatial Strategy. Nature-positive management of sustainable drainage systems (SuDs) will be promoted*. The Council should continue to upskill staff and councillors and draw on expert advice to ensure that decisions are based on ecological knowledge. The Woodland and Forestry Strategy commits to ensuring that development proposals safeguard existing trees and enhance biodiversity through new planting. This can also be delivered through planning policy and guidance, and supported though training for staff. The North east Scotland Biodiversity Partnership’s (NESBiP) developer hub should be better promoted as a source of local ecological information, as should the use of the North East Scotland Biological Records Centre (NESBReC) by developers and by the general public to increase local biodiversity recording. *Reflects a local authority led action within the Scottish Biodiversity Delivery Plan. People and Nature | Support connection to nature to achieve multiple benefits Objective 6: Ensure that people have the skills and knowledge to protect and restore biodiversity in Moray A co-ordinated approach to nature and climate learning in schools can support curriculum delivery, quality play and connection to nature, giving young people necessary skills for the future. The pilot Moray Climate Ready Schools project is a partnership between the council, Wild Things and Nature 4 Health, and, with external funding, could reach all Moray schools and support them on an ongoing basis. Collaborative initiatives that increase connection to nature and develop nature-based skills such as forestry on council land should be supported, for example in delivering Elgin Oakwood and Millbuies actions, and urban tree planting. Projects like the Moray Growth Deal’s planned environmental science centre as part of the STEM project could present an exciting opportunity for partners to deliver nature-based skill development at scale. The Cooper Park nursery is a valuable community resource and opportunities to develop a growing and learning hub to benefit people and nature will be explored, making use of regeneration funding where available. Opportunities for some of the space to grow local wildflowers to continue expanding the council’s wildflower program Page 201
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26 and engage communities about the value of local, perennial, wildflowers will be part of discussions with potential partners. Objective 7: Facilitate community connection with nature Collaboration is also crucial to support individuals and communities to connect with nature, spanning partners across environmental education, health and social care, sport and outdoor access, planning and regeneration, and more. Physical urban greening alongside community development and health and wellbeing work should be pursued, for example through the creation of nature therapy trails with interpretation, sensory gardens, natural play and edible planting and developing and promoting nature based social prescribing (formal or informal). Elgin may initially be a natural focus for this work with the potential to be resourced through the Elgin Neighbourhood Fund. Including measures that connect people with nature within private developments (supported through local planning policy and guidance), council projects and asset management reviews, and supporting this work by community groups can help to realise these benefits across Moray. Digital signposting to nature-based wellbeing opportunities such as ALISS16 (a local information system for Scotland), can be further promoted and more local opportunities identified and added. Community biodiversity action will be supported where appropriate, and guidance, training and events made available through the council and partners such as NESBiP and Moray CAN who can also support groups to find grant funding. Gardening and allotments help to engage people with nature and are generally assumed to be good for biodiversity. Awareness raising about wildlife gardening and supporting biodiversity when growing food is provided by NESBiP and Moray CAN. The council should promote these partners on social media and share stories with staff and communities. The need for specific biodiversity guidance for allotments will also be explored. 16 https://www.aliss.org/ Page 202
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27 Funding the Strategy Changing practices and embedding nature early in projects are essential to delivering the Biodiversity Duty. Nature-based solutions are cost effective and widely beneficial, so opportunities to combine helping nature recover with other objectives to achieve shared outcomes should be maximised, especially given the limited existing capacity and budgetary constraints. This will require greater collaboration across services. However, to achieve the full aspirations of this strategy will require additional investment. Details of actions to deliver the strategy are included in appendix 1. These are colour coded to highlight which actions are achievable through current resources, which are achievable with Nature Restoration Funding (or equivalent) and which require significant additional resources if they are to proceed. The Scottish Government’s direct grant through the Nature Restoration Fund allowed strong action to be taken for nature by the council over the period 2021-2025, but the future of that fund is uncertain at the time of writing. There are many external sources of funding the council can access for improving biodiversity, so developing ‘shovel ready’ plans would enable much greater investment to be delivered within the council estate and wider community. A significant challenge for progressing biodiversity work is that it takes time to engage with communities and deliver improvements with people. Funds need to be sourced that can cover additional staff time for community engagement and co-ordination as well as the physical interventions such as tree planting or meadow creation. At the time of writing the strategy, a fixed term post to assist with delivering nature networks, particularly through increasing nature in school grounds, is being created. This is funded through the Nature Restoration Fund. Once this post has progressed officers will seek to secure revenue and capital funding to support the development of shovel ready projects and their subsequent implementation. Working with partners can also enable access to wider funds that local authorities are not eligible for alone. There are several organisations in Moray with expertise and connections the council does not hold, who are working towards the aims outlined in this strategy, so partnership approaches can bring significant added benefit. Some examples of the range of opportunities to bring external investment into Moray for biodiversity either through the council directly or through supporting communities include: • Nature Restoration Fund (or equivalent) • Planning gain / developer obligations / biodiversity mitigation for developments • Socio-economic funding from large energy projects • Community wealth building projects • Just Transition Fund • Coastal Communities Fund • Forestry Grant Scheme • Town centre regeneration funding • Active travel funding • National Lottery’s Climate Action Fund, Scottish Land Fund, Awards for All Page 203
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28 • Future Woodlands Urban Forestry Challenge (or equivalent) Internal preparatory work to assess the council’s estate, and engagement with communities to identify opportunities would be required for the council to create plans that could be developed into funding proposals. Even with the temporary post there will be constraints in resourcing this preparatory work. Monitoring Progress on the Strategy The council is required to report to the Scottish Government on its delivery of the statutory Biodiversity Duty every three years and interim reports covering the progress of actions within the strategy will be presented to the EDIS Committee on an annual basis. A summary of biodiversity actions will also be incorporated within the Climate Change Strategy and its action plan, so there will be regular opportunities for the Climate Change Board to monitor progress as well. This strategy recognises that restoring biodiversity is not a standalone goal and that delivering the Biodiversity Duty will require alignment of nature as a consideration within wider priorities. It is therefore hoped that biodiversity impacts will become increasingly understood across all council services, informing decisions from the earliest stages of work. Page 204
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29 Appendix 1: Draft Actions Green = achievable through current resources Purple = Partially achievable or reliant on NRF Red = Significant additional resources required Reflects a local authority action in the Scottish Biodiversity Strategy Delivery Plan Nature Networks Pollinators Connecting people and nature Nature Based Solutions Just Transition Nature recovery on council land | Protect what we have and enhance where we can Council owned and managed greenspace will have management and maintenance plans that reflect biodiversity and open space priorities. Progress existing action plans for nature restoration sites (e.g. Millbuies, The Wards, Elgin Oakwood), providing opportunities for community involvement. Suggested ways to measure: • Actions delivered within management plans (incl existing) • Number of individual management plans in place for schools • Nature positive greenspace management strategy produced, with technical guidance • Woodland management plans produced / active Produce and deliver individual plans for improving biodiversity and outdoor learning and play on school grounds through expanding the Moray Climate Ready Schools project Services to build biodiversity into management plans when they are reviewed Inventory existing estate and assess current management practices to identify opportunities for nature positive management Engage with communities to produce and deliver management plans for wider estate Active management of council woodlands to increase biodiversity and increase community connection to nature Improve and maintain the biodiversity benefits of living lawns and wildflower program, and seek to expand it Training for operators Suggested ways to measure: • Training delivered to operators • Number of sites in good ecological condition • Interactive map of wildflower areas • Area of longer sward / reduced mowing Ecological monitoring Community engagement and communications for public buy-in Maximise ecological impact of plants by using local provenance seed and plug planting of perennials (reduce use of annual mixes) Increase area of longer sward Increase urban canopy cover and other nature-based solutions to climate risk, providing multiple benefits to communities and developing nature networks. Prioritise urban greening investment based on mapping for climate risk (e.g. heat, flood and Scottish Index of Multiple Deprivation), nature networks and carbon sequestration Suggested ways to measure: • Number of trees planted in urban areas • Increased canopy cover / urban greening factor • Community involvement in planting • % of transport projects incorporating (biodiverse) blue-green • Biodiverse SuDS promotion Involve communities in delivery of urban greening Ensure every new transport and active travel infrastructure project incorporates elements of blue-green infrastructure, and seek opportunities for enhancing/ expanding blue-green infrastructure. Develop a mechanism to promote positive management of rural and urban sustainable drainage systems (SuDS) for biodiversity benefits. Nature recovery through policy and partnerships | Demonstrate the nature emergency through council decisions and influence Ensure that planning policy, guidance and decisions deliver positive effects for biodiversity Support the implementation of planning guidance (local, SG, DwN, NESBiP) Suggested ways to measure: • Local planning policy in place • Training for officers, members (and developers?) • Number of development proposals that achieved green in the quality audit Adopt a local biodiversity policy for LDP 2027 Embed nature considerations throughout LDP (e.g. OSS, SUDs etc) Decisions based on ecological knowledge (upskilling) Deliver biodiversity led actions within the Woodland and Forestry Strategy Identify and deliver a Moray Nature Network Planning decisions to be informed by spatial map and guidance Suggested ways to measure: • Spatially defined Nature Network in place • Number of projects recorded (incl partner) • Mechanism in place for grants/ investment Maintain the map as a living plan and record Direct offsite biodiversity enhancements where most strategic benefit will be achieved. Embed within wider council policies Page 205
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30 Facilitate bottom-up development and delivery (core group and partnership working) • New Moray Wildlife sites designated • Other Effective Area-Based Conservation Measures (OECMs) in Moray (NatureScot – not council) Develop a mechanism for the council to draw in external funding to distribute as grants for delivering nature networks Monitor the effectiveness/ impact of project delivery Facilitate the linking of projects and funding Engage the public, produce guidance for communities Co-ordinate identifying of new opportunities / land ownership for both urban and rural networks Direct investment to actively manage and seek to increase Moray Wildlife Sites that contribute to the NN People and nature | Support connection to nature to achieve multiple benefits Facilitate the development of skills and knowledge to protect and restore biodiversity in Moray Co-ordinated approach to nature and climate learning in schools through Moray Climate Ready Schools Suggested ways to measure: • All schools engaged in MCRS or similar projects • % of community resilience plans that include Nature-based solutions • Skills development opportunities provided on council land • MGD outdoor STEM centre open Collaborate with partner initiatives that increase nature-based skills and connection to nature, such as Outdoor STEM centre Community resilience planning to include Nature-based solutions Support skills development on council land, such as for partners to deliver forestry skills in woodlands, and explore the opportunity for a growing and learning hub in Cooper Park through the Elgin Nature and Nature project. Facilitate community connection with nature Work with NESBiP, Moray CAN and other partners to promote community connection with, and action for nature Suggested ways to measure: • NESBiP action plan delivery • Collaboration with Moray CAN • Collaborative funding secured • Nature Trails created • Digital signposting in place/ promoted Collaborate with partners to seek funding opportunities to deliver shared objectives Collaborate across sectors to create opportunities for nature to provide health and wellbeing benefits Develop a partnership approach to deliver direct actions the council is unable to Page 206
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31 Appendix 2: Glossary Adaptation Adjustments in natural or human systems in response to actual or expected climatic stimuli or their effects, which moderates harm or exploits beneficial opportunities. Biodiversity The variability among living organisms from all sources, including, inter alia, terrestrial, marine and other aquatic ecosystems and the ecological complexes of which they are part; this includes diversity within species, between species and of ecosystems (UN 1992). Biodiversity loss When biological diversity (i.e. diversity at the genetic, species and ecosystem levels) is lost through death (including extinction), destruction or manual removal. Carbon Umbrella term used to describe all of the greenhouse gases. Carbon sequestration A process by which carbon dioxide is removed from the atmosphere and held in solid or liquid form. Climate change The state of the climate that can be identified (e.g., by using statistical tests) by changes in the mean and/or the variability of its properties and that persists for an extended period, typically decades or longer. Climate emergency A situation in which urgent action is required to reduce or halt climate change and avoid potentially irreversible environmental damage resulting from it. Ecosystem services The direct and indirect contributions ecosystems provide for human wellbeing and quality of life. Just Transition Designing policies in a way that ensures the benefits of climate action are shared widely, while the costs do not unfairly burden those least able to pay, or whose livelihoods are directly or indirectly at risk as the economy shifts and changes. Natural capital The parts of nature that directly or indirectly produce value to people, including ecosystems, species, freshwater, land, minerals, the air and oceans, as well as natural processes and functions. Nature Network A network which connects together nature rich sites, including restoration areas and other environmental projects, through a series of areas of suitable habitat, habitat corridors, and stepping-stones. Nature restoration Actively assisting the recovery of an ecosystem that has been degraded, damaged, or destroyed Net zero Net zero emissions are achieved when anthropogenic emissions of greenhouse gases to the atmosphere are balanced by anthropogenic removals over a specified period. Page 207
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Moray Nature Network Nature Network Opportunity Mapping April 2025 Page 208
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CONTROL SHEET Client: Moray Council Project Title: Moray Nature Network Report Title: Nature Network Opportunity Mapping Document number: 14231 Project number: 379251 Issue Record Issue Status Author Reviewer Approver Issue Date 1 Draft for comment CP/MM MM - 10/10/2024 2 Final CP/MM MM GN 16/01/2024 3 Reissue AW - - 11/042024 4 Reissue AW - - 13/05/2025 EnviroCentre Limited Office Locations: Glasgow Edinburgh Inverness Banchory Registered Office: Craighall Business Park 8 Eagle Street Glasgow G4 9XA Tel 0141 341 5040 info@envirocentre.co.uk www.envirocentre.co.uk This report has been prepared by EnviroCentre Limited with all reasonable skill and care, within the terms of the Contract with Moray Council (“the Client”). EnviroCentre Limited accepts no responsibility of whatever nature to third parties to whom this report may be made known. No part of this document may be altered without the prior written approval of EnviroCentre Limited. EnviroCentre Limited is registered in Scotland under no. SC161777. VAT no. GB 348 6770 57. Page 209
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Moray Council April 2025 Moray Nature Network; Nature Network Opportunity Mapping i EXECUTIVE SUMMARY The Scottish Biodiversity Strategy 2045 outlines a vision for restoring and regenerating biodiversity across Scotland's landscapes by 2045. Recognising the twin crises of biodiversity loss and climate change, exacerbated by habitat fragmentation and land-use changes, the strategy emphasises the need for larger, better-connected protected areas in good condition. One key mechanism to achieve this is the creation of Nature Networks, which are embedded within the National Planning Framework 4 (NPF4). A Nature Network connects nature-rich sites including restoration areas and other environmental projects, through a series of areas of suitable habitat, habitat corridors and stepping- stones. Local Authorities, including Moray Council, are required to spatially define Nature Networks through their Local Development Plans (LDPs) and to protect and enhance them through development management. The aim of this project was to develop a spatially defined Nature Network which can be included in the LDP 2027. There are two main elements to Nature Networks; connecting protected areas, already recognised as being important for biodiversity, termed 30 x 30 Networks, and connecting biodiversity across and between rural, urban, and the peri-urban area, called Urban to Rural Networks within this project. The initial stage of the project involved the development of an opportunity map for the 30 x 30 and Urban to Rural Networks. Potential connections were highlighted for all 30 x 30 sites within Moray, with consideration also given to possible connections in neighbouring local authorities. Urban to Rural opportunities were mapped for key growth areas within the LDP, including; Elgin, Forres, Buckie, Lossiemouth, Keith, Fochabers, Aberlour and Mosstodloch. Stakeholders including Moray Council departments, neighbouring planning authorities, statutory consultees, landowner/manager groups, conservation and community groups were consulted via a series of workshops and meetings, an online interactive ‘Story’ map and online survey. The consultation aimed to: • Identify important sites/links (not already mapped) that could be a priority for including within the network. • Identify opportunities (e.g. willing landowners/managers or community groups) for sites/areas that may be suitable to include within the network. • Identify constraints/barriers for the potential routes. Stakeholder feedback was then used to develop a spatially defined Nature Network to be taken forward within LDP 2027 along with recommendations for the types of biodiversity enhancements which would be beneficial within the network. Key recommendations for the Council to take forward to enable the implementation of the Nature Network include: • Embedding Nature Networks throughout Council policies to maximise additional benefits. • Creation of guidance to support development management with Nature Network map being made available ahead of the LDP 2027. • Exploration of mechanisms for development to facilitate Nature Network enhancements as per NPF4 policies, along with key delivery partners. • Demonstrate leadership through delivery of biodiversity enhancements on Council owned/managed land in conjunction with community groups. • Development of tools to monitor progress and outcomes in delivering Nature Networks. • Review the network at regular intervals to ensure it remains appropriate. Page 210
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Moray Council April 2025 Moray Nature Network; Nature Network Opportunity Mapping ii Contents Executive Summary ............................................................................................................................................... i 1 Introduction ................................................................................................................................................... 1 1.1 Terms of Reference ............................................................................................................................. 1 1.2 Scope of Report ................................................................................................................................... 1 1.3 Report Usage ....................................................................................................................................... 2 2 Background ................................................................................................................................................... 3 2.1 Nature Networks .................................................................................................................................. 3 2.2 Moray Council’s Role .......................................................................................................................... 4 2.3 Baseline Studies .................................................................................................................................. 5 3 Methods ......................................................................................................................................................... 7 3.1 Network Opportunity Mapping ........................................................................................................... 7 3.2 Stakeholder Engagement ................................................................................................................... 9 3.3 Limitations ........................................................................................................................................... 11 4 Results ......................................................................................................................................................... 12 4.1 Network Opportunities ...................................................................................................................... 12 4.2 Stakeholder Engagement ................................................................................................................. 12 4.3 Spatially Defined Network ................................................................................................................ 18 5 Recommendations for Nature Network Implementation ......................................................................... 1 5.1 Embedding within Council Responsibilities ...................................................................................... 1 5.2 Council Owned Land ........................................................................................................................... 1 5.3 Commercial Forestry Management ................................................................................................... 4 5.4 Agriculture Management .................................................................................................................... 4 5.5 Development Management ................................................................................................................ 5 5.6 Monitoring and Review ....................................................................................................................... 6 Appendices A 30 X 30 Network Opportunities B Urban to Rural Network Opportunities C Spatially Defined Nature Network Methodolody D Nature Networks Survey Questionnaire E Moray CAN Survey Response F Summary Programme of Stakeholder Meetings G Stakeholder Meeting Records H Online Survey Response Figures Figure 2-1: Components of an ecological network. ......................................................................................... 4 Figure 4-1 : Word Cloud from Survey Responses ......................................................................................... 13 Tables Table 4.1: Summary of Stakeholder Responses and Actions Taken .......................................................... 14 Table 4.2: Spatially Defined 30x 30 Nature Networks, Actions and Plans .................................................... 1 Table 4.3: Urban to Rural Network Summary ................................................................................................... 1 Table 5.1 Organization Survey Responses ..................................................................................................... 23 Table 5.2 Moray Residents Survey Response ................................................................................................ 23 Page 211
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Moray Council April 2025 Moray Nature Network; Nature Network Opportunity Mapping iii Glossary Biodiversity Biodiversity refers to the variety of life forms on Earth, encompassing the diversity of species, ecosystems, and genetic variations. It plays a critical role in maintaining ecological balance and supporting ecosystem services essential for life. Carbon and Peatland 1 and 2 The "Carbon and Peatland 2016 map" uses classes 1 and 2 to identify areas of high conservation value and restoration potential, focusing on nationally important carbon-rich soils, deep peat, and priority peatland habitats. These classes are considered nationally important and indicate areas of high conservation value and/or restoration potential. Nature Networks Nature networks are interconnected habitats designed to support biodiversity and ecological resilience by enabling species movement and ecosystem functions. Habitat Corridors Habitat corridors are strips of natural habitat that connect isolated ecosystems, facilitating wildlife movement and promoting genetic diversity. Stepping Stones Stepping stones are small, strategically placed habitats that act as intermediate refuges, allowing species to traverse fragmented landscapes. 30x30 The 30x30 framework, is a commitment by the Scottish government, to protect 30% of Scotland’s land and oceans by 2030, to safeguard biodiversity and mitigate climate change impacts. Ecosystem Health Ecosystem health refers to the ability of an ecosystem to maintain its structure, functions, and processes while adapting to environmental changes. Nature-based Solutions Nature-based solutions involve leveraging natural processes to address societal challenges like climate change, disaster risk, and biodiversity loss, while providing environmental and economic benefits. Plantation on Ancient Woodland Site In Scotland, "Plantations on Ancient Woodland Sites" (PAWS) refer to areas where ancient, semi-natural woodlands were cleared and replanted, often with non-native, commercial tree species, and are recognized as sites needing restoration. Protected Areas Protected areas are designated regions conserved for their ecological, cultural, or natural significance, with restrictions to safeguard biodiversity and ecosystems. OECMs Other Effective Area-Based Conservation Measures (OECMs) are areas outside traditional protected zones that deliver long-term biodiversity conservation while supporting sustainable use. Page 212
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Moray Nature Networks 1 1 INTRODUCTION The Scottish Governments' vision for restoring and regenerating biodiversity, is set out in the Scottish Biodiversity Strategy 20451. It recognises the twin crises of biodiversity loss and climate change, exacerbated by habitat fragmentation and land-use changes. Scotland is described as one of the most nature-depleted countries, with declining species populations and a significant percentage of species threatened with extinction. To address these challenges, the Biodiversity Strategy emphasises the need for better-connected and larger protected areas in good condition. One key mechanism to achieve this is the creation of Nature Networks, which are embedded within the National Planning Framework 4 (NPF4)2. Local Authorities are required to establish and grow, Nature Networks through their Local Development Plans (LDPs) to protect, restore, and enhance biodiversity, ecosystems, and natural processes. The guiding principles for establishment and implementation of Nature Networks are set out within the Nature Network Framework3 and have been employed throughout this project. It should be noted that the framework is currently still in draft format as of April 2025. 1.1 Terms of Reference EnviroCentre Limited were commissioned by Moray Council to develop a Nature Network Opportunity Map, conduct a programme of stakeholder engagement to gather feedback on the opportunity map and use this to create a Spatially Defined Nature Network to be taken forward within the 2027 Local Development Plan. 1.2 Scope of Report The aim of this project is to develop a Nature Network for biodiversity within Moray Council’s Planning Authority boundary which can be utilised within the Local Development Plan (LDP) 2027 in line with the biodiversity policies set out in National Planning Framework (NPF) 4 and the local biodiversity policy included in LDP27. The aim is met through the following objectives: • Review of policy and guidance documents related to Nature Networks as well as available data regarding important areas for biodiversity within Moray. • Creation of a Nature Network Opportunity Map to highlight potential network connections to be used as a basis for stakeholder engagement. • Design and undertake a programme of stakeholder engagement to: o Identify important sites/links (not already mapped) that could be a priority for including within the network. o Identify opportunities (e.g. willing landowners/managers or community groups) for sites/areas that may be suitable to include within the network. o Identify constraints/barriers for the potential routes. 1 Scottish Government (2023) Tackling the Nature Emergency – Scottish Biodiversity Strategy to 2045. Available at: https://www.gov.scot/publications/scottish-biodiversity-strategy-2045-tackling-nature-emergency-scotland-2/pages/1/ (Accessed 28/10/2024) 2 Scottish Government (2023) National Planning Policy Framework 4. Available at: https://www.gov.scot/publications/national- planning-framework-4/ (Accessed 28/10/2024) 3 NatureScot (2023) Framework for Nature Networks in Scotland – Draft. Available at: https://www.nature.scot/doc/framework- nature-networks-scotland-draft#The+Nature+Networks+Framework (Accessed 28/10/2024) Page 213
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Moray Nature Networks 2 • Use stakeholder feedback to develop a spatially defined Nature Network to be taken forward within LDP 2027. • Provide recommendations regarding the integration of the Moray Nature Networks into the LDP 2027. • Recommend strategies for implementing and maintaining the Nature Networks over time. 1.3 Report Usage The information and recommendations contained within this report have been prepared in the specific context stated above and should not be utilised in any other context without prior written permission from EnviroCentre Limited. If this report is to be submitted for regulatory approval more than 12 months following the report date, it is recommended that it is referred to EnviroCentre Limited for review to ensure that any relevant changes in data, best practice, guidance or legislation in the intervening period are integrated into an updated version of the report. Whilst the Client has a right to use the information as appropriate, EnviroCentre Limited retains ownership of the copyright and intellectual content of this report. Any distribution of this report should be managed to avoid compromising the validity of the information or legal responsibilities held by both the Client and EnviroCentre Limited (including those of third-party copyright). EnviroCentre Limited does not accept liability to any third party for the contents of this report unless written agreement is secured in advance, stating the intended use of the information. EnviroCentre Limited accepts no liability for use of the report for purposes other than those for which it was originally provided, or where EnviroCentre Limited has confirmed it is appropriate for the new context. Page 214
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Moray Nature Networks 3 2 BACKGROUND 2.1 Nature Networks Nature Networks are a Programme for Government commitment and a critical delivery mechanism for the Scottish Biodiversity Strategy (SBS). The definition given in the Nature Network Framework is “A Nature Network connects together nature-rich sites, including restoration areas and other environmental projects, through a series of areas of suitable habitat, habitat corridors, and stepping- stones.” Figure 2-1 provides a visual representation of a Nature Network and the various components which it might include. It is envisaged that Nature Networks will contribute to local, regional and national biodiversity conservation and restoration efforts as well as providing benefits to the communities they are located in. Guidance from NatureScot for Local Authorities4 also states that Nature Networks should primarily deliver strategic connections between all 30 x 30 sites as well as areas considered to be of local importance for biodiversity. The 30 x 30 sites include existing Protected Areas that are European sites (Special Conservation Areas (SACs) and Special Protection Areas (SPAs)), Ramsar sites, Sites of Special Scientific Interest (SSSIs) and National Nature Reserves (NNRs). Locally important sites may include Local Nature Reserves (LNRs) and Local Nature Conservation Sites (LNCS) as well as non-designated sites which are recognised as having biodiversity value. There isn’t an expectation that all locally important sites are included in a network in the same way as 30 x 30 sites. The types of connections between sites can be either functional or structural which are defined in the guidance as being: • Functional Connection - ability for species to move along a corridor or through a landscape. Plants and animals often don’t need direct connection to be able to spread and move but require suitable habitats to be within a set distance over which they can travel or disperse. The requirements differ between species. • Structural Connection - physical habitats that connect two sites. This could be a uniform area of habitat connecting two like for like areas (e.g. an area of woodland connecting two native woodland sites). Alternatively, it could be the mosaic of biodiverse habitats that exist/have been created along a corridor (e.g., between two sites designated for different reasons a corridor may be a mixture of open habitats, woodlands and wetlands that may benefit the individual sites or the wider landscape). There is also a requirement for Nature Networks to better connect people to important sites for biodiversity. 4 NatureScot (2024) Planning authorities and Nature Networks - A simplifier outlining how planning authorities apply the requirements of NPF4 for Nature Networks into Local Development Plans. Available online at: https://www.nature.scot/doc/planning-authorities-and-nature-networks (Accessed 28/10/2024) Page 215
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Moray Nature Networks 4 Figure 2-1: Components of an ecological network. Image Source: Making Space for Nature Report. 2.2 Moray Council’s Role The delivery of Nature Networks requires input from multiple delivery partners, from NatureScot and Scottish Government working at the national scale, to Local Authorities and Regional Land Use partnerships, co-ordinating local/regional delivery, as well as local conservation and community groups, landowners and managers delivering action on the ground. The responsibilities Local Authorities have with respects to delivery of Nature Networks is set out within NatureScot Guidance5. This includes: • Spatially defining Nature Networks in Local Development Plans (LDPs), connecting 30 x 30 sites and locally important for biodiversity sites. 5 NatureScot (2024) Planning authorities and Nature Networks - A simplifier outlining how planning authorities apply the requirements of NPF4 for Nature Networks into Local Development Plans. Available online at: https://www.nature.scot/doc/planning-authorities-and-nature-networks (Accessed 28/10/2024) Page 216
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Moray Nature Networks 5 • The safeguarding and enhancement of Nature Networks through the planning system/planning decisions, using NPF4 Policy 3 requirements for developments to deliver ‘positive effects for biodiversity’ in particular. • The undertaking of projects on publicly owned land to enhance connection, particularly that the increased the connection between people and nature. • Communication of Nature Networks, their purpose and benefit to local population • Take advantage of overlaps with climate policies under Policy 1 and 2 of NPF4 with healthy ecosystems being critical to mitigating climate change. There is also an expectation that Local Authorities will promote and consider Nature Networks within wider policies and strategies to integrate them across their programmes of work. It is recognised that much of the land included within Nature Networks will not be within Local Authority control. Identifying a spatially defined Nature Network does not force landowners/managers to make changes. Instead, it is for government and fund giving public bodies to encourage positive action through opportunities for funding or investment in these areas. Through the clear spatial definition of Nature Networks, Local Authorities will ensure that available funding is directed to the right locations. Nature Networks can also help to guide the type and preferred location for biodiversity enhancements required to meet planning policies. To facilitate the delivery of these responsibilities Moray Council set up a core advisory group comprising of: • Community representatives (Moray Climate Action Network (CAN) and Joint Community Councils) • Landscape scale environmental charities (Moray Firth Coastal Partnership, Findhorn Nairn & Lossie Rivers Trust, Findhorn Watershed Initiative, Spey Fishery Board and Spey Catchment Initiative) • Statutory bodies (Moray Council, NatureScot and Scottish Forestry) The purpose of this group is to provide local/expert knowledge in spatially identifying the Nature Network, support bottom-up design and delivery of the Nature Network through connecting with communities as well as feedback to regional and national groups where appropriate. Though initially it is an informal group formed to steer the spatial mapping and related engagement, it has the potential to grow into a Local Nature Network Group that guides delivery of the Nature Network in future. 2.3 Baseline Studies Moray Council previously commissioned a study to identify important areas for biodiversity. The study identified 39, 30 x 30 sites which include SSSIs, SPAs and SACs, however 12 of these are designated for geological features and are not considered to be important for biodiversity. There are therefore 27, 30 x 30 sites in the Moray Council Planning Authority boundary to be connected via Nature Networks. In terms of locally important sites, the study identified one LNR Findhorn Bay. Other sites include the Scottish Wildlife Trust (SWT) reserve at Spey Bay, The Wards Wildlife Site, the Findhorn and Culbin Important Invertebrate Area as well as areas of important habitats such as Ancient and Native Woodland and areas of deep peat. Page 217
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Moray Nature Networks 6 The study also highlighted potential strategic opportunities for connecting the important areas identified. Full details can be found in the EnviroCentre (2024) report6 and in the Moray Council Committee Report7 . 6 EnviroCentre (2024) Report No 13713: Moray Council Biodiversity Study. 7 Special Meeting of Moray Council (2024) Biodiversity Study. Available at: Biodiversity Study Page 218
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Moray Nature Networks 7 3 METHODS Most mapping for the project was undertaken in QGIS open-source software. Some files were also produced utilising ARC GIS. ARC Pro was utilised in the production of the online Story Map. ArcGIS Survey 123 was used for the survey production. The methodology employed was developed in line with the brief provided by Moray Council as well as NatureScots’ Nature Networks Interim Guidance for Local Authorities8. 3.1 Network Opportunity Mapping 3.1.1 30 x 30 Network Study Area While the primary geographic focus of the study encompassed the Local Development Plan (LDP) area under the jurisdiction of Moray Council, ecological processes and species movements are not constrained by administrative boundaries. To facilitate landscape-scale connectivity, the study area was expanded to include a 20-kilometer buffer zone extending beyond the LDP region. This approach allows for the consideration of potential linkages to ecologically significant sites within neighbouring Planning Authorities, facilitating development of the national Nature Network. Baseline Data The Networks were mapped utilising available data relating to biodiversity within Moray. Much of the data used was identified in the Moray Biodiversity Study9, which aimed to map important areas for biodiversity, this included statutory and non-statutory designated sites, priority habitats and protected and notable species. As well as publicly available data sets, species and habitat special interest groups and conservation organisations operating locally were consulted and provided data, were available. The following GIS datasets were used in the development of the 30 x 30 network: • NatureScot Open Data10 for protected sites: o Sites of Special Scientific Interest (SSSIs) o Special Protection Areas (SPAs) o Special Areas of Conservation (SACs) o Local Nature Reserves (LNRs) • NatureScot Open Data11 for Habitats and Species: o Habitat Map of Scotland o Carbon and Peatland Map Scotland 2016 o Wildcat Priority Areas 8 Available at: https://www.nature.scot/doc/nature-networks-interim-guidance-local-authorities (Accessed 31/01/2024) 9 Envirocentre (2024) Report No: 13713, Moray Council Biodiversity Study. 10 Data available at: https://opendata.nature.scot/search?groupIds=9828d34c7aee46919f28ccc859e76108 (Accessed 22nd May 2023) 11 Data available at: https://opendata.nature.scot/search?groupIds=b496e58a266c4df49fe1c8f5f988db83 (Accessed 22nd May 2023) Page 219
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Moray Nature Networks 8 • Scottish Forestry Open Data12 for Native Woodland Survey of Scotland (NWSS) • Royal Society for the Protection of Birds (RSPB) Wetland Inventory13 • Scottish Wildlife Trust (SWT) Reserve Boundaries14 • Buglife’s Important Invertebrate Areas (IIA)15 • Core Path Network16 Approach to Draft Mapping The aim of the initial opportunity map was not to dictate where the Nature Networks ‘should’ go but to highlight opportunities for connections between 30 x 30 sites which include 27 SSSI’s, SPA’s and SAC’s. Links between designated sites were not spatially defined on the draft map but represented as arrows. Sites links were based on designated site features and aimed to link sites with similar or complimentary features e.g. woodland to woodland. Emphasis was placed on linking sites across existing semi-natural habitats (e.g., watercourses, native woodland parcels, peatlands) to maximise feasibility of implementation. For the most part links were made to the nearest suitable 30 x 30 site. Not all sites had an obvious connection with other sites, due to either having unique designated features or being isolated geographically from sites with similar features. Where this was the case, efforts were made to link them to the nearest available site. All network connections were mapped by eye utilising knowledge of habitats, sites and local geography. Sites could have more than one connection where multiple opportunities were present. The networks were categorised based on the broad habitats of focus for restoration, creation and enhancement, to provide better connectivity for the designated site features or species they support. The broad categories were: • Arable/Grassland • Coastal • Peatland • Wetland/Waterbody • Woodland 3.1.2 Urban to Rural Network Study Area Urban to rural networks were developed for nine settlements within Moray. These were selected by Moray Council due to settlement size and/or being identified as key growth areas within the LDP. The following locations were put forward for network development: • Aberlour • Buckie • Dufftown • Elgin 12 Data available at: https://open-data-scottishforestry.hub.arcgis.com/datasets/6d27b064fcba471da50c8772ad0162d7_0/about (Accessed 22nd May 2023) 13GIS data relevant to Moray shared via email on the 25th July 2023. Biggins, A. and Francis, I. (2007) North East Scotland Wetland Inventory. RSPB Scotland. 14Data available at: https://scottishwildlifetrust.org.uk/our-work/our-evidence-base/our-data/ (Accessed 29/09/2023) 15 GIS data provided via email on the 28th May 2023. 16 Data provided by Moray Council. Page 220
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Moray Nature Networks 9 • Fochabers • Forres • Keith • Mosstodloch • Lossiemouth Baseline Data The following data was utilised in the production of the Urban to Rural Network: • Scottish Forestry Open Data17 for Native Woodland Survey of Scotland (NWSS) • Core Path Network18 • Wildflower and Living Lawn areas19 • Moray Council Land with opportunities for Natural Capital Enhancement20 Mapping Approach The aim of the Urban to Rural network was to make use of areas of Council owned or managed land and active transport routes to link pockets of existing greenspace, green and blue infrastructure and semi-natural habitats. A key aim was also to build connections to the rural landscape, and more specifically to link into the 30 x 30 network where possible. Existing initiatives such as Moray Council Living Lawn and Wildflower areas were incorporated into the networks. There are five key growth areas identified within the LDP, present in Buckie, Dufftown, Elgin, Forres and Mosstodloch. These were subject to an Ecological Constraints and Opportunities survey conducted in 2023. Opportunities presented within the sites for enhancing connectivity to the surrounding landscape were highlighted in the report21 and included within the urban to rural opportunity maps. The aim of including these was to guide appropriate biodiversity enhancements within future development. As with the 30 x 30 network, the initial mapping exercise was designed to produce a network which could be taken forward for consultation with stakeholders rather than being a finalised output. 3.2 Stakeholder Engagement The stakeholder engagement process was developed in collaboration with Moray Council, with a Stakeholder Engagement Plan guiding the consultation. The engagement aimed to identify important sites and links for inclusion in the network, explore opportunities such as willing landowners or complementary projects, and assess constraints such as land use conflicts or disengaged stakeholders. Key stakeholders included council representatives, planning authorities, statutory consultees, landowners, interest groups, and local communities. Various engagement methods were employed, including meetings, workshops, surveys, and digital platforms. 17 Data available at: https://open-data-scottishforestry.hub.arcgis.com/datasets/6d27b064fcba471da50c8772ad0162d7_0/about (Accessed 22nd May 2023) 18 Data provided by Moray Council 19 Data provided by Moray Council 20 Data provided by Moray Council 21 EnviroCentre (2024) Report No: 13858 Moray Council Biostudy – Key Growth Areas Ecological Constraints and Opportunities. Page 221
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Moray Nature Networks 10 3.2.1 Stakeholder Workshops/Meetings A summary of the meeting dates and attendees is provided in Appendix F and meeting records in Appendix G. 3.2.2 Story Map A Story Map providing project background and interactive opportunity maps was produced using ARC GIS Pro and published online. The maps showed the network opportunities as well as baseline data used in the production of the maps. The Story Map can be viewed online here22. A designated email contact was provided for those wishing to provide feedback. A link to the online survey detailed in Section 3.2.3 was also provided. The Story Map was emailed directly to stakeholders, it was also circulated to the Moray Climate Action Network (CAN) email distribution list and published on their Facebook page (see Appendix E). The North East Biodiversity Partnership (NESBiP) also published a post on their Facebook page. It was also promoted through EnviroCentre Limited and Moray Council staff LinkedIn pages. 3.2.3 Online Survey An online survey was devised to capture feedback from a range of stakeholders including: • Landowners/managers • Greenspace users • Individuals/groups with interest in specific species or habitats • Individuals/groups with a general interest in Moray’s biodiversity • Moray residents • Businesses/organisations operational within Moray. The survey responses were anonymous, and respondents were only allowed to answer questions relating to one of the stakeholder categories, although they could complete the survey as many times as they liked. The survey comprised a mix of open and closed (yes/no or multiple choice) questions. Respondents were also given the opportunity to locate areas their comments related to on a map. 3.2.4 Spatially Defined Nature Network Feedback received from stakeholders was used to produce a spatially defined network. The core connections would focus action for high impact, but the contributing buffer would allow for wider participation and benefit as well as provide some flexibility for adjusting the routes should opportunities emerge. In urban areas the contributing width was to encourage as much urban greening as possible. The contributing buffer area would also potentially allow for greater access to funding directed at Nature Networks. The options were then sent to the core Nature Networks group to provide feedback on. Specific methodology for both 30 x 30 networks and Urban to Rural networks are outlined in Appendix C. 22 Note that the website may be updated as the project progresses, and finalised maps are approved. Page 222
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Moray Nature Networks 11 3.3 Limitations 3.3.1 Opportunity Mapping The mapping of network opportunities and the final spatially defined networks were reliant on assumptions made from baseline data derived from desk studies. Desk studies are limited by the reliability of third-party information and the geographical availability of biological and/or ecological records and data. The absence of a species or habitat from biological records cannot be taken to represent actual absence. Species and habitat distribution patterns should be interpreted with caution as they may reflect survey/reporting effort rather than actual distribution. With habitat data in particular there are notable gaps surrounding presence of semi-natural and/or species rich grasslands as well as smaller scale wetlands. There is limited guidance or research available on the minimum size of corridor required to be of benefit to specific species, species assemblages and habitats. Typical dispersal distances are not known for many species and nor is the minimum area of habitat required to support functioning populations. The spatially defined networks have therefore been produced using a set of assumptions and have been balanced between meeting species and habitat requirements and constraints of land use and implementation. 3.3.2 Stakeholder Engagement It was not possible given the scope of the project to identify and engage with every landowner and community group. The project sought to address this by approaching representative organisations such as NFUS, Scottish Land and Estates, Moray CAN and NESBiP. Participation from these groups was less than anticipated, and future phases of work as the Nature Network is delivered and periodically reviewed, will need to engage more directly with these groups. While stakeholder feedback was invaluable, inputs were not always specific or actionable, particularly when stakeholders lacked technical knowledge. This posed challenges in effectively integrating feedback into the planning and refinement of the networks, potentially reducing the overall impact of the engagement process. Feedback was also sometimes on related topics outside of the scope of the Nature Networks project. The engagement strategy relied heavily on voluntary participation from stakeholders, introducing the risk of selective feedback. This dependence might have skewed outcomes towards those with more available resources, interest, or awareness, potentially overlooking critical voices or perspectives. Page 223
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Moray Nature Networks 12 4 RESULTS 4.1 Network Opportunities 4.1.1 30 x 30 Network The mapped 30 x 30 Network Opportunities can be seen in Appendix A. 4.1.2 Urban to Rural Network The Urban to Rural Network opportunities are presented in Appendix B. 4.2 Stakeholder Engagement 4.2.1 Stakeholder Workshops/ Meetings A record of the conversations held during the in-person workshops and meetings are available in Appendix G. A summary of proposed actions and how those actions were taken forward in the production of the finalised Network map is provided in Table 4-1 below. A survey was conducted at the start and end of the meeting to gauge how informed attendees where regarding the Nature Network project. The survey results are presented in Appendix H. 4.2.2 Online Survey This section presents a summary of the survey responses. The full online survey responses can be found in Appendix H with a summary of comments relevant to the Nature Network presented in Section 4.2.3. In general survey feedback was positive. Those responding from the landowner/manager stakeholder group felt that there were potential benefits to land being within a Nature Network, including the attraction of funding. No concerns were raised. Similarly, those representing businesses or organisations within Moray also felt the proposed Nature Network provided opportunities for them, including education and public engagement with nature as well as funding opportunities. None of the respondents from the stakeholder group felt there would be a negative impact on their business/organisation and all were already undertaking some form of action to enhance biodiversity. Greenspace users utilised a variety of greenspace types for various activities. All felt that the greenspaces they used would be enhanced by the potential biodiversity actions suggested and that the biodiversity measures wouldn’t create barriers to their current greenspace use. Five of the seven respondents said the biodiversity enhancement measures would encourage them to make more use of greenspaces within Moray. Out of the seven respondents who identified as ‘Living in Moray’, five lived in locations with proposed Urban to Rural Networks. All but one felt the Nature Networks represented an opportunity to improve the place they lived in. One respondent stated the network could be detrimental if mis-used by the Page 224
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Moray Nature Networks 13 public and ignored by authorities. Three of the respondents said living near a Nature Network would encourage them to take action to enhance biodiversity on their own properties, two said it might do and a further two did not answer the question. Respondents with interests in specific habitats or species included those with interests in native woodlands, aquatic environments, lichens and lichenicolous fungi as well as mammals (particularly bats). Several suggestions were made for actions to be taken forward within the Nature Network by this group as well as stakeholders with a general interest in Moray biodiversity. For coastal lichen interests it was highlighted that the proposed Nature Networks could be detrimental to their current conservation status if not properly considered within proposed actions. The word cloud shown in Figure 4-1 below was generated from survey response text highlighting key themes. Figure 4-1 : Word Cloud from Survey Responses 4.2.3 Summary of Stakeholder Responses and Actions Taken Table 4-1 below provides a summary and where applicable paraphrase of the feedback received via stakeholder workshops/meetings, the online survey as well as email communications which directly concerned the creation of a spatially defined network and the Council’s implementation of it. Page 225
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Moray Nature Networks 14 Table 4.1: Summary of Stakeholder Responses and Actions Taken Stakeholder Feedback Actions Taken Council Departments Emphasised the importance of including schools in the network. Additional schools integrated into the Urban to Rural Networks. Aberdeenshire Council Consider Local Nature Conservation Sites (LNCS) near the border. LNCS data looked at. Whilst links were not included in the maps, potential for links has been highlighted in the appropriate network text. NatureScot Consideration of re-thinking classifications of the networks and provide greater detail regarding the proposed actions. Need to ensure that actions to benefit one designated site feature don’t have adverse impacts on another e.g. planting of riparian woodland corridors in sites designated for non-woodland habitats. Focus on fewer, better-quality connections, particularly where there are links to other ongoing projects eg coastal links overlap with species on the edge project and b-line. Consider locations of likely development pressure such as windfarms. For Loch Spynie and other sites designated for waterbodies, reduction of diffuse pollution in surrounding area is a key action. Classifications reviewed and altered to make distinctions between functional and structural connections clearer and to include a ‘mixed’ category to cover a more general mosaic of semi-natural habitats. To avoid this, greater details are provided in each network link. The need for baseline surveys and impact assessment to inform actions is also emphasised in section 4.3. Numbers of connections reduced, with focus on those most beneficial and/or linked to existing actions. Data on existing and proposed windfarm developments considered in defined network mapping exercise. Included within network recommendations. Page 226
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Moray Nature Networks 15 NHS Grampian Expressed interest in including NHS sites within urban-rural networks. Dr Gray’s hospital was specifically requested. Integrated Dr Gray’s Hospital site within the Elgin Urban to Rural Network. GIS data regarding wider area of NHS landholdings not provided to inform spatially defined network mapping but can be considered in the future. SEPA Data provided on recommended riparian corridor widths. Riparian corridors buffers were included within the Urban to Rural Networks, where water courses were present as well as the basis for the core network in the 30x30 riparian connections. Scottish Forestry Need for Moray’s woodland strategy to link to Nature Networks for Scottish Forestry to consider when looking at woodland creation applications and renewal of management plans. Need for greater detail on desired actions within the network. Raised potential conflict in proposed grassland link for Coleburn Pasture and new woodland creation site approved. Included in recommendations for implementation in section 5. Greater description of recommended actions provided within spatially defined network. Alternative link for this site created within the spatially defined network. Spey Watershed Initiative Requested that strategic project areas are included within the Network The strategic project areas located within Moray LDP area have been included within the Spey SSSI/SAC network. Findhorn Hinterland Trust Requested inclusion of project area within the network and noted lichen interest specifically in Findhorn area but also east of Lossiemouth, Roseisle Forest and Kinloss Barracks. Key actions are controlling spread of scrub and trees, and education about habitat value. Emphasised that grassland creation/tree planting not appropriate in these areas (coastal sand and shingle ridges). Project area included within the coastal 30 x 30 network. Other areas of lichen interest also included in wider network. Network recommendations include maintenance and enhancement of existing priority habitats such as coastal dunes and shingle. Buglife Concerned about invertebrate habitats Page 227
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Moray Nature Networks 16 Wildlife Estate Scotland Raised concerns about extreme weather events driven by climate change and emphasised the need for dynamic network management to adapt over time. Offered future engagement by indicating key areas for connectivity on interactive maps and expressed willingness from members to discuss potential options. Online Survey Response Highlighted Cloddach Quarry as an important area for biodiversity not captured within the network opportunities. Project to deploy amphibian ladders in drains near Mannachie, Forres also highlighted as an area for inclusion. Included within the Elgin Urban to Rural Network and is also within the Loch Spynie and Woodlands 30 x 30 contributing network. Area partially included within the Forres Urban to Rural network. Online Survey Response Better green space links between local parks and greenspaces more generally will make travelling between spaces more enticing and pleasant. Currently, spaces are segmented by busy roads with poor connectivity for this on foot or bike. The Urban to Rural networks have been designed to better link areas of greenspace, using the core path network and other existing natural features. Inclusion within the network should promote further greening within these links. Online Survey Response More could be done in Lossiemouth where there are very few nature rich areas- lack of native woodland, grass spaces are all over-managed and there are few 'wild' areas for native plants and wildlife to flourish. Lossiemouth has an Urban to Rural Network which should attract funding and promote actions to develop more nature rich areas. The coastal area is also included within the coastal 30 x 30 network. Online Survey Response Woodland owned by Forestry and Land Scotland at Deer Park and Winding Walks could be included in a nature network but is missed from the opportunities map. This is an area of woodland that is mainly Scots pine (Pinus sylvestris) and could be improved by the removal of non-natives including Sitka spruce (Picea sitchensis) and Rhododendron sp. It is already priority red squirrel (Sciurus vulgaris) habitat - so if it could be better connected to other woodland and habitats it would make an important contribution. Although the woodlands themselves are not included within any networks, the Fochabers Urban to Rural Network and River Spey SSSI/SAC network are both located immediately to the west of the woodlands and should increase connectivity with other woodland patches in the landscape. Page 228
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Moray Nature Networks 17 Online Survey Response I'd like to see an analysis of native woodlands and how they could be better connected by restructuring forestry plantations, this could make a huge contribution to important species like red squirrels, Scottish crossbills (Loxia scotica) and crested tits (Lophophanes cristatus). I can't see that this analysis has been done. As a specific example, I can see from the opportunities map that there is a lot of native woodland around me, but it is not connected very well (this is Deer Park/Winding Walks area near Fochabers), prioritising native restoration in the Forestry Land Scotland (FLS) owned forest would make a significant contribution. Neither the Deer Park or Winding Walks woodland appears on the Native Woodland Survey for Scotland which was used as the basis for identifying areas of native woodland. Forestry Land Scotland ownership/management areas were not specifically considered within the network design. Native woodland parcels have been linked, where appropriate for 30 x 30 designations and within Urban to Rural Networks. Where these networks include FLS land, it is expected that future management will take nature network aims into account. Online Survey Response Focusing on Ministry of Defence (MoD) owned land could also help to create the network. Both the closed air bases in places like Nether Dellachy and active sites like Kinloss and Lossiemouth could be rewilding for native woodland and grasslands without affecting their operational use. The coastal 30 x 30 network overlaps with parts of these sites. For active air bases there is likely a restriction on the types of habitat enhancements which can be made as there is a need to reduce bird strike hazards. Grassland enhancements may be appropriate but native woodland creation may not or may be restricted in species which can be incorporated. Online Survey Response Would like to see inclusion of Spey, Lossie and Findhorn river catchment areas and land within half a mile of rivers and streams in the area included to help conserve salmon and sea trout. Actions should include riverbank protection, better river management and planting of native trees while eradicating INNNS (including Mink). The whole of the River Spey SSSI/SAC and the River Findhorn within the LDP boundary are included within the 30 x 30 networks with a 500m contributing buffer. The River Lossie is partially included from Elgin, upstream to Mossend as part of the Elgin Urban to Rural network and the Loch Spynie and Woodlands 30 x 30 network. The upper catchments of the Findhorn, River Lossie and River Spey are partially included within the two peatland 30 x 30 networks. Page 229
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Moray Nature Networks 18 Online Survey Response Forres Friends of Woods and Fields is an area already being managed positively for biodiversity with native woodland, meadow, wetland and a section of the Mosset Burn. Area is included within the Forres Urban to Rural network. Online Survey Response Key actions to include within the Nature Network: • create hedgerows; • restore and expand peatland; • restore and native woodland; and • restore and wet grasslands. These actions have been included where relevant for the designated site features. 4.3 Spatially Defined Network Whilst the below sections set out recommendations for actions which would be beneficial for biodiversity within the proposed networks, the Nature Networks are based entirely on desk study information and include broad recommendations for measures to benefit the connecting designated sites. This does not mean that the measures put forward will be appropriate within the entire network. For any actions taken within the Nature Network, it is imperative that baseline surveys identifying current habitat, habitat condition and presence of any notable or protected species are used to inform plans for habitat restoration, enhancement and creation, and that the mitigation hierarchy is adhered to. For example, whilst tree planting may be beneficial for connecting two woodland sites, that does not mean that other priority habitats can or should be planted on. Similarly, if there are priority or protected species present which require open habitat then these needs should be incorporated into any future planting plans. 4.3.1 30x30 Network The spatially defined network plans are presented below in Table 4-2. The table details the proposed network connections as well as the proposed actions to provide enhancement within them, potential constraints to implementation and additional benefits which might be gained from the proposed enhancements. *SAC feature only **SAC and SSSI Feature Page 230
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Moray Nature Networks 1 Table 4.2: Spatially Defined 30x 30 Nature Networks, Actions and Plans 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 1 Spey SSSI/SAC • Atlantic salmon • Freshwater pearl mussel • Otter • Sea lamprey Lower Strathavon Woodlands SSSI • Upland birch woodland • Upland oak woodland • Wet woodland Burn of Ballintomb • Wet Woodland Riparian/Watercourse - Functional The core network includes the River Spey SSSI/SAC as well as adjacent woodland SSSIs with 100m buffer. It also includes watercourses within the Fiddich valley and Rinnes valleys which connect tributaries within the Spey SAC and native woodland parcels adjacent to these watercourses. The Spey is a key corridor for habitats and wildlife which runs through the centre of the LDP area from the southwest boundary with the Cairngorms National Park, to the north coast. The river is at the heart of many of Morays communities, being important for leisure activities, tourism, farming and food and drink production. It plays a vital role in the area’s economy. Its ability to provide social and economic benefits is intrinsically linked to the resilience and health of its biodiversity. The Spey Catchment Initiative are already active within the area, working with landowners and other stakeholders to deliver projects with an overall aim of creating a sustainable, climate-resilient and thriving natural environment for wildlife and communities throughout the Spey Catchment. The two valleys are strategic priorities Within the Nature Network, actions which will enhance habitat for the designated site features will be supported. This may include: • Measures which reduce diffuse pollution. • Enhancement of riparian vegetation, including riparian tree planting in appropriate locations but also habitats such as meadow floodplains and wetlands. SEPA recommended riparian corridor is 30m. • Re-naturalisation of watercourse structure including removal of artificial barriers, re- connection of the river to floodplains and re- introduction of large woody debris. Page 231
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Moray Nature Networks 2 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions for landscape connections for the Spey Catchment Initiative. As well as benefitting biodiversity within the river, the proposed actions have potential to provide natural flood defence and enhanced water quality. Page 232
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Moray Nature Networks 4 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 2 Coleburn Pasture SSSI • Lowland acid grassland Loch Oire SSSI • Mesotrophic loch Mixed - Structural The core network includes the two designated sites, the Burn of Elms, adjacent areas of native woodland and Loch na Bo waterbody plus 100m buffer. The network extends to Millbuies Country Park. These two designated sites are both isolated in the landscape from other designated sites with similar designated features. They are relatively close together, however, (c.6km) and there was an existing network of semi- natural habitats between the two including a loch, watercourse and pockets of native woodland. The Millbuies Country Park is less than 1km from the Coleburn Pasture Site and was also included as it comprises a man-made loch and areas of native woodland planting. Creating/enhancing and restoring a mix of semi-natural habitats in the connecting landscape will provide benefits for several species/species groups present in the wider area such as invertebrates, bats, badgers, birds, red squirrel and otter. Promotion of sensitive management in the core Within the network surrounding Loch Oire, measures should focus on those which protect and enhance the wetland, including reduced diffuse pollution. Priority at the Coleburn Pasture end should be to maintain open grassland habitat surrounding the site through grazing management and scrub control. Tree planting within the 100m SSSI buffer should be avoided. Measures to be taken forward within linking network: • Removal of INNS which are listed as a negative to both SSSIs. Most records within the network relate to Rhododendron but giant hogweed (Heracleum mantegazzianum) is also present. • Protection and enhancement of the riparian corridor. SEPA recommended width is 15m. • Maintenance and management of grassland habitats to promote species Page 234
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Moray Nature Networks 5 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions network surrounding the two designated sites should aid maintenance and enhancement of designated site condition. richness and a varied structure. • Connecting and expanding upon areas of existing native woodland through encouragement of natural re- generation or native tree planting. • Creation of ponds or scraps. • Management of arable field margins for wildlife benefits. • Maintenance, creation and enhancement of species rich, native hedgerows. Page 235
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Moray Nature Networks 7 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 3 Hill of Towanreef SSSI/SAC • Calaminarian grassland and serpentine heath** • Marsh saxifrage (Saxifraga hirculus)** • Upland assemblage • Vascular plant assemblage • Alpine and subalpine heaths* • Blanket bog* • Dry heaths* • Juniper on heaths or calcareous grasslands* River Spey SAC • Atlantic salmon • Freshwater pearl mussel • Otter • Sea lamprey Peatland - Functional The core network includes the Hill of Towanreef designated site plus 100m buffer and areas of class 1 peatland between the site and the closest River Spey SAC tributary (the Suie Burn) with 100m buffer. It should be noted that part of the network sits outwith the LDP area. There are options to extend the network to the south to link to the Ladder Hills SAC/SSSI which is designated for similar upland habitats and situated in the Cairngroms National Park Restoration of degraded peatland (and other associated upland habitats) surrounding Hill of Towanreef will provide continuity of good quality habitat in which constituent flora species which make up the habitats which the site is designated for, can spread. It will also provide continuous good quality habitats for species which depend on the habitats, including a range of invertebrates, amphibians, reptiles, birds and otter. Although the Hill of Towanreef is not within the Spey catchment, the adjoining peatlands within the network are. By restoring upland habitats within the catchment, there will be improvements to water quality within the Spey, through increased water retention within the upper catchment and reduced sedimentation from erosion. This will benefit the features which the site is designated for. Otter which utilise the River Key actions to be taken forward include: • Peatland restoration. • Management of deer and livestock to reduce grazing pressure and trampling of sensitive upland habitats. • Planting of trees within proximity to class 1 peatlands should be avoided, however, there are some watercourses within the network. Small scale native planting or encouragement of natural re- generation within the riparian corridor would be acceptable. Page 237
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Moray Nature Networks 8 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Authority LDP area. may also forage within good quality peatlands within the catchment and would benefit from the enhancement of the habitats for prey species such as amphibians and breeding birds. Small scale riparian woodland regeneration or planting would provide benefits in terms of water quality and shading for species which inhabit the watercourse, building resilience to climate change. The network is in proximity to an operational windfarm and a further windfarm proposed for the area. The nature network would provide focus for biodiversity enhancements to be delivered alongside future energy infrastructure developments. Page 238
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Moray Nature Networks 10 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 4 Culbin Sands, Culbin Forest and Findhorn Bay SSSI/Culbin Bar SAC • Fungi assemblage • Hydromorphological mire range • Invertebrate assemblage • Lichen assemblage • Mesotrophic loch • Saltmarsh* • Sand dunes* • Shingle* • Vascular plant assemblage Moray and Nairn Coast RAMSAR • Greylag goose, non- breeding • Intertidal mudflats and sandflats • Pink-footed goose, non-breeding • Redshank, non- breeding • Saltmarsh • Sand dunes Coastal - Functional The core network includes all the coastal designated sites and existing linear links via the corepath network plus a 100m buffer. The Findhorn Hinterland Trust ownership area is also included. As the designated sites on the western and eastern boundary extend outwith the LDP area, the network extends into neighbouring Highland Council and Aberdeenshire Council areas. There is opportunity for the networks to be extended in The proposed network location benefits from having several active conservation groups who can act as delivery partners. Through inclusion within the network, these initiatives may benefit from funding attraction. These initiatives/organisations include: • Buglifes B-lines the Findhorn to Culbin Important Invertebrate Area. • The Species on the Edge programme, focussing on species including common blue butterfly and northern brown argus. • The Findhorn Hinterland Trust who amongst other aims are restoring dune and shingle habitats. • Moray Firth Coastal Partnership The key actions recommended within the network include: • Creation/enhancement and restoration of species rich coastal grasslands and other habitats hosting kidney vetch and bird’s-foot trefoil which are key foodplants of small blue butterfly and dingy skipper. • Creation of butterfly banks. • Protection, enhancement and restoration of other priority coastal habitats including saltmarsh, dunes, shingle, vegetated sea cliffs and lowland heath. • Removal of INNS. Page 240
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Moray Nature Networks 11 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions • Shingle • Waterfowl assemblage, non- breeding • Wet woodland Moray and Nairn Coast SPA (part of) • Bar-tailed godwit, non-breeding • Dunlin, non- breeding • Greylag goose, non- breeding • Osprey, breeding • Oystercatcher, non- breeding • Pink-footed goose, non-breeding • Red-breasted merganser, non- breeding • Redshank, non- breeding • Waterfowl assemblage, non- breeding • Wigeon, non- breeding both directions to link to further coastal sites in these local authority areas. The network also links into the Buckie and Lossiemouth Urban to Rural Networks. The key actions recommended will provide connecting habitat for small blue butterfly and dingy skippers which are designated features of the Culbin Sands, Culbin Forest and Findhorn Bay SSSI and Spey Bay SSSI. By increasing the availability of suitable habitat patches for these species, new colonies can become established and greater genetic mixing within the metapopulation facilitated, building resilience in the longer term. Provision of species rich coastal grasslands will also benefit a variety of other invertebrates as well as species which prey on them such as reptiles, amphibians, birds and bats. Enhancement and restoration of other priority habitats will Page 241
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Moray Nature Networks 12 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Findhorn Bay LNR Lower River Spey SSSI/ Lower River Spey – Spey Bay SAC • River shingle/sand • Wet woodland Spey Bay SSSI • Dingy skipper butterfly • Hydromorphological mire range • Saltmarsh • Shingle • Small blue butterfly • Vascular plant assemblage • Wet woodland Cullen to Stake Ness Coast SSSI Cullen to Stake Ness Coast SSSI • Lowland dry heath • Saltmarsh • Shingle provide additional linkages between the existing habitats within the designated sites and create corridors of suitable habitat for dependent species. Restoration of coastal habitats such as saltmarsh and sand dunes may provide additional benefits in the form of coastal erosion protection and flood defence. Improvements for nature along the coastal path may also enhance the enjoyment of coastal path users and increase usage. This may provide secondary benefits in terms of better mental and physical health and increased tourism revenue to the local economy. Page 242
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Moray Nature Networks 13 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions • Springs (including flushes) Page 243
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Moray Nature Networks 15 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 5 Moidach More SSSI/SAC • Blanket Bog Gull Nest SSSI • Blanket Bog Peatland - Functional The core network includes the two designated sites and areas of linking peatland plus a 100m buffer. Restoration of degraded peatland (and other associated upland habitats) linking the sites will provide continuity of good quality blanket bog habitat, promoting movement and expansion of species dependent on the habitats, including a range of invertebrates, amphibians, reptiles, birds and otter. Peatland restoration will also have benefits to the River Findhorn, River Lossie and River Spey by retaining water in the upper catchment, reducing erosion, improving water quality and reducing downstream flooding risks. There are several windfarm developments in the area, either already operational or consented/under construction. Where consents are already in place, there is limited opportunity for action to enhance the network, however, if and when the developments are considered for re-powering Key actions to be taken forward include: • Peatland restoration. • Management of deer and livestock to reduce grazing pressure and trampling of sensitive upland habitats. • Planting of trees within proximity to class 1 peatlands should be avoided, however, there are some watercourses within the network. Small scale native planting or encouragement of natural re- generation within the riparian corridor would be acceptable. Page 245
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Moray Nature Networks 16 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions or new developments are brought forward, the network will provide a focus for enhancements to be delivered as per NPF4 policies. Page 246
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Moray Nature Networks 18 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 6 Loch Spynie SSSI/SPA/RAMSAR • Greylag goose, non- breeding^^ • Breeding bird assemblage • Eutrophic loch • Fen meadow • Open water transition fen • Wet woodland Quarry Wood SSSI • Upland Oak Woodland Buinach and Glenlatterach SSSI • Lowland dry heath • Upland birch woodland • Upland oak woodland Kellas Oakwood SSSI • Upland oak woodland Woodland - Functional The core network comprises the 4 designated sites, interlinking watercourses and existing native woodland plus a 100m buffer. The proposed actions will benefit the woodland features of the designated sites by reducing edge effects and fragmentation. Greater connectivity will also benefit a wide variety of associated species which inhabit the woodlands and are important to their functioning such as invertebrates, birds, small mammals, bats, red squirrels and pine marten. Creation and restoration of woodland within the riparian corridor will also provide additional opportunities for holt creation for otter present in the locale and shading for in- channel species such as fish. Overtime, the addition of woody debris will also diversify the in-channel habitats. The wetland features of Loch Spynie and the other watercourses and water bodies associated with the network will benefit from improved Key actions recommended within the network include: • Riparian tree planting or natural regeneration within the SEPA recommended 15m riparian corridor. • Native tree planting appropriate to the soil and ground conditions in the wider network to link existing woodland patches. Measures to promote natural regeneration, where there is existing seed source (e.g around designated sites) may be preferable to planting to reduce biosecurity risks and promote growth of trees genetically adapted to local conditions. • Positive management within existing woodlands to promote structural diversity with a range of age classes also present. • Removal of INNS. • Measures which reduce diffuse pollution, particularly around Loch Spynie and connected watercourses. Page 248
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Moray Nature Networks 19 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions water quality because of reduced surface water flow and erosion. Wider benefits include natural flood defence and carbon sequestration. The network also links in with the Elgin urban to rural network. Page 249
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Moray Nature Networks 21 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 7 Darnaway and Lethan Forest SPA • Capercaillie Lower Findhorn Woods SSSI/SAC • Bryophyte assemblage • Lichen assemblage • Oligotrophic river/stream • Upland mixed ash woodland** • Upland oak woodland • Wet woodland Culbin Sands, Culbin Forest and Findhorn Bay SSSI/Culbin Bar SAC • Fungi assemblage • Hydromorphological mire range • Invertebrate assemblage • Lichen assemblage • Mesotrophic loch • Saltmarsh* Mixed - Structural The core network comprises the three designated sites, the linking sections of the River Findhorn as well as areas of adjacent native woodland. Although the designated sites do not share any common features, the sites will individually benefit from appropriate management within the buffer zone. Creating continuous good quality habitat along the River Findhorn will provide a commuting corridor for species present in the wider landscape. The network links to the Forres Urban to Rural Network as well as the Coastal 30 x 30 network. The network lies within Findhorn Watershed Initiative area as well as the Findhorn to Culbin Important Invertebrate Area. Recommended actions include: • Sensitive and complimentary management in the buffer zones surrounding the designated sites. This will vary with the site features. • Enhancement of riparian vegetation along the River Findhorn, including riparian tree planting in appropriate locations but also habitats such as meadow floodplains and wetlands. SEPA recommended riparian corridor is 30m. • Removal of INNS. • Measures to reduce diffuse pollution within the River Findhorn catchment. Page 251
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Moray Nature Networks 22 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions • Sand dunes* • Shingle* • Vascular plant assemblage Page 252
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Moray Nature Networks 24 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 8 Lethenhill SSSI • Fen meadow Quarry Wood SSSI • Upland oak woodland Mixed - Structural The core networks include the two designated sites as well as the connecting watercourse and 100m buffer. Although the designated sites do not share any common features, the sites will individually benefit from appropriate management within the buffer zone. Creating continuous good quality habitat along the connecting watercourse will provide a commuting corridor for species present in the wider landscape. The network links to the Elgin Urban to Rural Network as well as the Loch Spynie and Woodlands 30 x 30 network. Recommended actions include: • Sensitive and complimentary management in the buffer zones surrounding the designated sites. This will vary with the site features. • Enhancement of riparian vegetation along the watercourse, including riparian tree planting in appropriate locations but also habitats such as meadow floodplains and wetlands. SEPA recommended riparian corridor is 15m. • Re-naturalisation of watercourse structure. • Removal of INNS. • Management of arable field margins for wildlife. Page 254
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Moray Nature Networks 26 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 9 Tips of Corsemaul and Tom Mor SSSI • Common gull, breeding River Spey SAC • Atlantic salmon • Freshwater pearl mussel • Otter • Sea lamprey Mixed - Structural The core network comprises the Tips of Corsemaul and Tom Mor SSSI and the Burn of Mackalea which connects it to the Spey SAC, plus a 100m buffer. This is an isolated SSSI with no others in the LDP area with related designated features. The creation of a connecting corridor between the upland habitat within the SSSI and the SAC watercourse will provide a commuting corridor for species present in the wider landscape. Recommended actions include: • Sensitive and complimentary management in the buffer zones surrounding the designated sites. This will vary with the site features. • Enhancement of riparian vegetation along the Burn of Mackalea watercourse, including riparian tree planting in appropriate locations but also woody debris management to support aquatic life. SEPA recommended riparian corridor is 15m. • Re-naturalisation of watercourse structure. • Managing grazing pressure sustainably within the upland habitat (Tom Mor) and the riparian corridor. Page 256
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Moray Nature Networks 28 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 10 Mill Wood SSSI • Upland birch woodland Den of Pitlurg SSSI • Upland birch woodland • Valley fen Woodland - Functional The core network includes Mill Wood SSSI and Den of Pitlurg SSSI plus sections of native woodland with a 100m buffer. Greater connectivity will benefit a wide variety of associated species which inhabit the woodlands and are important to their functioning such as invertebrates, birds, small mammals, bats, red squirrels and pine marten. Promotion of sensitive management surrounding the two designated woodlands should aid maintenance and enhancement of designated site condition. • Management of agricultural field margins for wildlife. • Maintenance, creation and enhancement of species rich, native hedgerows. • Positive management within existing woodlands to promote structural diversity with a range of age classes also present. • Connecting and expanding upon areas of existing native woodland through encouragement of natural re- generation or native tree planting. • Management of the spread of non-native trees, from adjacent plantations. • Nutrient enrichment and pollution of the valley fen habitat within the Den of Pitburg SSSI should be prevented. Page 258
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Moray Nature Networks 30 30x30 Network ID Designated Site Name and features Network Type Details Justification Actions Network 11 Sheil Wood Pasture SSSI • Fen meadow • Lowland acid grassland • Lowland calcareous grassland • Lowland neutral grassland Moss of Crombie SSSI • Intermediate Bog Wetland - Functional Includes the designated sites as well as nearby wetlands included within the RSPBs wetland inventory, Rowan Bauds and Rothiemay Moss as well as interlinking drainage ditches and the Rams Burn plus 100m buffer. Connecting designated sites with wetland habitat features (fen and raised bog) via known wetlands outside of designated sites Moray Climate Action Network • Management of agricultural field margins for wildlife. • Maintenance, creation and enhancement of species rich, native hedgerows. • Positive management within existing woodlands to promote structural diversity with a range of age classes also present. • Connecting and expanding upon areas of existing native woodland through encouragement of natural re- generation or native tree planting. • Management of the spread of non-native trees, from adjacent plantations. • Nutrient enrichment and pollution of the grassland and bog habitats should be prevented. Page 260
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Moray Nature Networks 32 4.3.2 Urban to Rural Network The spatially defined networks are presented in Table 4-3 below. Recommended actions within the network will depend on local needs and should be developed in conjunction with the communities they sit within. The types of enhancements which could be implemented include but should not be limited to: • Planting of local provenance native plants, native trees/scrub and hedgerows; • Wildflower and meadow creation; • Creation of ponds or wetlands; • Re-naturalisation of riparian corridors; • Removal of Invasive Non-native species; • Creation of orchards or other food growing initiatives which incorporate species beneficial for biodiversity; • Installation of bird or bat boxes (on trees or buildings); • Invertebrate shelters; • Green roofs or walls on buildings; • Rain gardens or other SuDS features; and • Hedgehog highways and hibernacula. Page 262
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Moray Nature Networks 1 Table 4.3: Urban to Rural Network Summary Urban to Rural Network ID Settlement Network opportunities description Network 1 Aberlour Utilises existing core path network with links to the River Spey SSSI/SAC to the west of the settlement. Also includes core path network, linking to Dufftown Urban to Rural Network and the River Spey SSSI/SAC in the east. Incorporates native and ancient woodland at Linn Braes, adjacent to the Burn of Aberlour and along the core path towards Dufftown. Incorporates Council Land with opportunities for Natural Capital Enhancement identified at Speyside High School, Aberlour Primary, the cemetery and Linn Braes. Page 263
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Moray Nature Networks 3 Urban to Rural Network ID Settlement Network opportunities description Network 2 Buckie Links to the coastal network opportunity linking Cullen to Stake Ness Coast SSSI and Spey Bay SSSI. Includes opportunities within the Key Growth Area, as well as Council Land with opportunities for Natural Capital Enhancement including land around the Burn of Buckie, Queen Street Park, Buckie High School, the cemetery, Ian Johnston Park and Lady Cathcart Nursery. Incorporates existing green/blue corridors surrounding the Freuchny Burn, Burn of Buckie, and Burn of Gollachy as well as the core path network. Page 265
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Moray Nature Networks 5 Urban to Rural Network ID Settlement Network opportunities description Network 3 Dufftown Utilises existing core path network with links to the River Spey SSSI/SAC. Also links to the Aberlour Urban to Rural Network and River Spey SSSI/SAC to the west. Includes areas of native woodland adjacent to the River Spey and within Hillside Wood to the west of the settlement. Incorporates opportunities within the Key Growth area as well as Council Land with opportunities for Natural Capital Enhancement such as Mortlach Primary, greenspace within the industrial estate, the war memorial and Tiniver Park. Page 267
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Moray Nature Networks 7 Urban to Rural Network ID Settlement Network opportunities description Network 4 Elgin Links to the Loch Spynie and Woodlands 30x30 connection as well as Quarry Wood It incorporates The Wards wildlife site as well as pockets of native woodland and Moray Council Wildflower areas. It also includes Dr Gray’s Hospital site and the Cloddach Quarry site. Opportunities within Key Growth areas are included as well as Council Land with opportunities for Natural Capital Enhancement including Cooper Park, Seafield Primary, Linkwood Primary, Elgin Academy, Bishopmill Primary, Elgin High School and Greenwards Primary. Page 269
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Moray Nature Networks 9 Urban to Rural Network ID Settlement Network opportunities description Network 5 Fochabers Connects to the River Spey SAC/SSSI 30 x 30 Network via the core path network. It also includes the Burn of Fochabers and adjacent areas of semi-natural woodland. Incorporates Council Land with opportunities for Natural Capital Enhancement including Milne’s High School and Primary School and Bi-centennial Park. Page 271
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Moray Nature Networks 11 Urban to Rural Network ID Settlement Network opportunities description Network 6 Forres The network is partially within the Findhorn and Culbin IIA. It connects to the Findhorn 30 x 30 Network in the west as well as the Coastal 30 x 30 network in the north. It incorporates Key Growth Area Opportunities and land with opportunities for Natural Capital Enhancement including Cluny Hills woodland, Forres Golf Course, Forres Academy, Pilmuir School, Applegrove Primary and Andersons Primary. Existing Wildflower Areas have also been included along with pockets of native woodland (including Sanquhar Woods) and the blue corridor associated with the Burn of Mossat. Page 273
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Moray Nature Networks 13 Urban to Rural Network ID Settlement Network opportunities description Network 7 Keith Links Mill Wood to Den of Pitlurg 30 x 30 connection in the east via the Burn of Drum and pockets of riparian woodland. It also includes Council Land with opportunities for Natural Capital Enhancement such as Keith Academy and Primary School, St Thomas Primary, Cuthill Park, Keith Golf Course and Seafield Park. Page 275
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Moray Nature Networks 15 Urban to Rural Network ID Settlement Network opportunities description Network 8 Mosstodloch Links to the River Spey SAC/SSSI as well as the Loch Oire to Coleburn Pasture 30 x 30 Networks. Includes Key Growth Area Opportunities and Council Land with opportunities for Natural Capital Enhancement including Speymouth Hall, Mosstodloch Primary and the Mosstodloch Industrial Estate, identified in the Mosstodloch Development Framework. Page 277
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Moray Nature Networks 17 Urban to Rural Network ID Settlement Network opportunities description Network 9 Lossiemouth Connects to the Coastal 30 x 30 Network. Land with opportunities for Natural Capital Enhancement such as Lossie High School, St Geradine's Primary School, Hythehill Primary School and Coulardbank Industrial Estate. Page 279
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Moray Nature Networks 1 5 RECOMMENDATIONS FOR NATURE NETWORK IMPLEMENTATION The Council’s responsibilities in relation to Nature Networks are set out in Section 2.2 of the report. This section provides recommendations on how the Council can deliver those responsibilities within key areas of work. 5.1 Embedding within Council Responsibilities As well as bringing benefits to biodiversity, actions within the Nature Network will also provide nature- based solutions to flood defence, coastal erosion and climate resilience. They can provide health and well-being benefits, educational opportunities and community empowerment as well as economic benefits. Whilst the key delivery mechanism for Nature Networks is through the LDP; to maximise the additional benefits the Council should embed Nature Networks into other related Council policies such as: • Climate change strategy; • Woodland and forestry strategy; • Biodiversity strategy; • Open space strategy; • Learning estate and other asset management plans; • Transportation including core paths; and • Flood management and coastal adaptation. The inclusion of Nature Networks in wider Council policy is a requirement set out in NatureScot guidance but also links to the Council’s statutory Biodiversity Duty which requires all public bodies to further the conservation of biodiversity when exercising its duties. Stakeholder feedback has also indicated that the Nature Networks need to be embedded in other plans for them to be considered by other bodies in decision making. For example, Scottish Forestry are required to consider the Woodland and Forestry Strategy when making decisions on woodland creation applications and so preferred forestry areas in the strategy need to match preferred areas for woodland creation within the Nature Network. 5.2 Council Owned Land The Council are required to demonstrate leadership through provision of biodiversity enhancements in land that they own and manage. The Urban to Rural Networks have been designed to include land which is owned and managed by the Council. These include schools, public greenspaces, and core path networks as well as more built-up industrial areas. Many of the Urban to Rural Networks include wildflower and living lawn areas the Council are already managing for positive biodiversity effects. Through inclusion of educational settings and public greenspaces, there is an opportunity for the Council to also deliver on its responsibilities to communicate on the purpose and benefits of the Nature Network. It also creates opportunities to empower local communities and facilitate bottom-up action. In some communities there are already groups operating which the Council could partner with to help deliver action. For example, through the consultation exercise, Forres in Bloom and Forres Friends of Woods and Fields were both highlighted as groups which could be linked with. Page 282
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Moray Nature Networks 2 Although some of the proposed actions would require access to funding, there are some actions proposed which could be done without funding and could save money in the longer term. Key management actions include measures outlined below. 5.2.1 Grassland Management Mowing To encourage species diversity, it is important for a sensitive mowing regime to be employed. The overall goal is to remove biomass from the grassland to reduce nutrient input, shading from dead plant material and to prevent undesirable species from becoming dominant, reducing overall species diversity. Correct timing of cuts is also essential to allow wildflowers to complete their lifecycle, set seed and replenish the seedbank for continued growth in future years. A mowing regime designed to support species diversity, can support financial savings due to a reduction in the number of passes public grass is cut. Seed mix selection To encourage species diversity, it is important that appropriate native seed mixes are selected for the proposed habitat enhancement and of local provenance. Using local provenance seed mixes is crucial for successful habitat creation and restoration because native plants adapted to the local environment are more likely to thrive, supporting biodiversity and ecosystem health. Local provenance seed mixes help to maintain and enhance the genetic diversity of native plant populations, which are essential for supporting a wide range of wildlife, including pollinators, birds, and other animals. Additionally, helps to recreate and restore natural ecosystems that have been degraded or altered, promoting a healthy and functioning environment. Using seeds from non-local areas can lead to the introduction of non-native genes into local populations, potentially leading to the loss of unique local adaptations and the homogenization of plant populations Perennial seed mixes should also be sought over annual seed mixes, as although perennial species can take longer to establish than annual species, long-term they require less maintenance, which provides a long-term floral display and wildlife support. 5.2.2 Woodland Management Given the lifespan of trees, woodland management should be considered over several decades rather than short term. To enhance biodiversity within woodlands, structural diversity should be promoted by supporting a mix of tree ages, sizes, and species, as well as the presence of understory shrubs and deadwood. Adding nest boxes for birds, bats, and small mammals can help support populations in areas where natural cavities are scarce, therefore enhancing biodiversity. Ancient and veteran trees should be protected. 5.2.3 Urban Habitat Management Generally, urban habitats were found to be in good condition with a range of native and non-native species which provide good forage and shelter opportunities for a range of wildlife, as well as filling an amenity role. Species selection should aim to maximise the diversity of nectar and pollen producing species as well as those that produce berries and nuts. Consideration should also be given to the timing of flowering and fruiting with both early and late flowering species included to extend the length Page 283
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Moray Nature Networks 3 of time foraging resources are available to wildlife. Consideration should also be given to inclusion of night-scented flowers which are beneficial for moths and subsequently encouraging food resource for bats. Planting of bulbs such as snowdrops or crocus can provide early foraging resource to pollinators such as bees. Native species should be prioritised, but it is recognised that non-native species in amenity settings can also provide benefits to wildlife. Varieties of plants with ‘double flowers’ should be avoided as the showy flowers are usually at the expense of reduced nectar and/or pollen production and the structures are less accessible to pollinators. 5.2.4 Lake Habitat Management Sanquhar Loch supported several aquatic and semi-aquatic plant species, the abundance of revetments, bank modifications and dominance of undesirable marginal species resulted in a ‘Fairly Poor’ condition assessment. Management could significantly improve the condition of the loch by naturalising the banks, whether through the creation of gently sloping edges or planting suitable marginal species. 5.2.5 Invasive and Non-native Species Management INNS have been recorded across habitat types within the council area. These included: • Butterfly-bush (Buddleja davidii) • A cotoneaster (Cotoneaster sp.) • False-acacia (Robinia pseudoacacia) • Garden lady’s-mantle (Alchemilla mollis) • Himalayan balsam • Japanese rose (Rosa rugosa) • Monkeyflower (Erythranthe guttata) • Rhododendron (Rhododendron ponticum) These should be targeted for removal to reduce further risk of spread. Ideally INNS management within the Wildflower and Living Lawn sites should be undertaken as part of a wider strategy to manage these species across the county, otherwise re-infestation is highly likely. Consultation and collaboration with the Scottish Invasive Species Initiative is highly recommended (if it isn’t already taking place). Wider land use and partnership working 5.3 Wider land use and partnership working Collaborating with those already working at landscape scale will be key to delivering the 30 x 30 network. There are private, public and third sector organisations across Moray that are already delivering Nature Network objectives, so building a list of these and facilitating strong communication and partnership working will help to support their action and direct investment. Providing financial incentives was highlighted as a key need to catalyse land use change in agriculture and estates. Funding mechanisms could be developed to support biodiversity led enhancements that contribute to nature networks but are unable to secure funding through rural payment schemes e.g. top up grants. Whole farm plans can also present an opportunity to identify contributions to Nature Networks. Page 284
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Moray Nature Networks 4 It will be important to raise awareness of the benefits and to explore cultural, financial and other barriers to delivering nature networks in the rural landscape. Promoting projects such as farm clusters through learning visits, case studies etc could help with this. Stakeholder feedback indicated that the Nature Networks need to be embedded in other plans for them to be considered by other bodies in decision making. Scottish Forestry are required to consider the Woodland and Forestry Strategy when making decisions on woodland creation applications and so this should recognise the importance of Nature Networks. The Nature Network map should be reviewed when considering potential woodland creation schemes, with particular emphasis given to the preferred habitat types and their ecological significance to maximise opportunities. Long term forest plans/woodland management plans can also present an opportunity to contribute to Nature Networks, for example through INNS removal or woodland restructuring. 5.4 Commercial Forestry Management The Moray Woodland and Forestry Strategy (WFS)23 facilitates the creation of nature networks through action to enhance woodland biodiversity and connectivity for nature through well-sited new woodland creation and by protecting, improving and expanding Moray’s existing semi-natural woodlands. Opportunities for delivery include but are not limited to; • The WFS seeks to expand both productive woodlands and woodlands with a conservation or recreational objective. A map outlining preferred areas for new woodland creation, considerate of potential sensitive areas associated with carbon rich soils has been defined. The woodland creation sensitivity map and specific locational guidance outlined in the strategy recognises the importance of Nature Networks to influence the appropriate location and type of new woodlands; • Creation of an inventory of existing semi-natural woodlands under threat; • Long term forest plans/woodland management plans will be encouraged to consider how they can contribute to Nature Networks and prevent risks to biodiversity from non-native species; • Source external funding for an incentivised scheme to deliver Nature Networks and multi- benefit woodlands; and • Promotion and advice aimed at increasing uptake of Scottish Forestry grants and funding from other sources for agroforestry and planting of hedgerows, trees and small woodlands. 5.5 Agriculture Management To embed Nature Networks into agricultural land, farmers should be supported to create biodiverse habitats within their land and implement practises that support ecological connectivity. Moray Council can work with NFUS and the Scottish Farming and Wildlife Advisors Group (Scot FWAG) and any other relevant organisations to communicate opportunities for 30 x 30 within agricultural land and the benefits of embedding practises which support biodiversity both environmentally and economically, including but not limited to; improved soil health and water quality and increased climate resilience. Technical expertise should be made available to farmers, to develop bespoke measures and actions to support Nature Networks, that meets local priorities. Technical experts can also look to share 23 Moray Woodland and Forestry Strategy 2025. Available at: https://moray.cmis.uk.com/moray/Document.ashxv Page 285
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Moray Nature Networks 5 knowledge and best practises with local farmers to help ensure that Nature Networks are effective and sustainable. Moray Council can also look to work with local community groups and farmers to facilitate volunteer activities such as hedgerow planting within agricultural land. Opportunities for external funding to support habitat creation should be made available, such as for purchase of trees and required equipment to plant hedgerows. 5.6 Development Management Whilst it is acknowledged that the Nature Network has been developed for inclusion within the 2027 LDP, it is already a requirement within NPF4 for developments to build and strengthen nature networks and the connections between them and for developments to provide positive effects for biodiversity. It is therefore advised that details of the Nature Network are made available for developers prior to the 2027 LDP, so they can integrate the NPF4 policy requirements into development planning and design. This could be done through planning guidance. The guidance should include: • The spatially defined Nature Network map. • The types of habitat restoration, enhancement and creation which would be desirable to target within the network connections. • Expectations from developments depending on whether they are classed as local, major or national developments. • What developers are required to provide as evidence they are meeting the NPF4 policy requirements, and how that may differ depending on the class of development. NatureScot are expected to publish guidance in relation to a Scottish Biodiversity Metric in the future, but the expected date is not yet known. The metric and associated guidance are likely to feed into guidance regarding evidence. Metrics, such as the Statutory Metric used in England, are used to determine if developments can secure an overall positive effect for biodiversity within their site. Where development sites are not able to incorporate these positive effects within their red line boundary, offsite enhancements will be required. By spatially defining Nature Networks, the Council can help to direct offsite enhancements to strategic areas which will benefit most from enhancements, rather than a piecemeal approach. To facilitate off-site enhancements a delivery mechanism will be required for transference of funds from the developer to the landowner or organisation delivering the enhancement works. There are a variety of ways this could occur: • Developers seek out suitable land and produce a signed agreement and programme for delivery of biodiversity enhancements, contributing to the Nature Network independently. • The developers come to an agreement with a 3rd party organisation such as The Habitat Bank or an organisation already delivering landscape scale projects in Moray, who would act as a broker between the landowner and developer. • Moray Council could secure funds through Section 75 agreements and use the money to fund action within Council owned and managed land. • Moray Council could secure funds through section 75 agreements and work with partner organisations to fund actions on land owned by 3rd parties. There are already a variety of organisations delivering landscape scale habitat restoration projects within Moray (Spey Catchment Initiative, Findhorn Watershed Initiative, Findhorn Hinterland Trust, Project Deveron, Moray Firth Coastal Partnership, Moray Farm Cluster). At present funding for the Page 286
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Moray Nature Networks 6 work, they do comes from a variety of sources but much of it is dependent on government funding, such as agri-environment schemes, woodland creation grants and the peatland restoration fund. Projects need to meet strict criteria to be eligible for these funds and so not all projects are able to be funded through this arrangement. A funding partnership with the Council may allow for more flexible funding for projects which would benefit the nature network but do not meet the national fund criteria. 5.7 Monitoring and Review One of the key features of implementing the Nature Network will be monitoring the progress and effectiveness of actions within the network. NatureScot have indicated that there will be some kind of monitoring to measure success at a national level, but it is not clear what this will look like at present or how information will be shared between the multiple delivery groups. There is an expectation that Local Authorities will be responsible for co-ordinating monitoring and reporting at the local level. Local Authorities need to be adequately resourced by the Scottish Government to undertake these additional duties. Potential measures of success are outlined in the Nature Networks Framework and include: • The health of the important places for biodiversity that the networks connect (ecosystem health); • The progress of Local Authorities in mapping Nature Networks; • The progress in implementing Nature Networks; • The effectiveness of ecological corridors/connections (Connectivity Indicator(s)); and • The effectiveness of the Nature Network in delivering other benefits, for example connecting people and nature. The framework also states that monitoring and reporting may focus on one or more of the following areas: • Inputs – such as the resources being invested, such as finance, time, people; • Processes & activities – such as area of habitat created; • Outputs – the immediate results achieved; • Outcomes – the short-medium term results (1-3 years); and • Impacts – longer-term results achieved after 3+ years. At a local level, progress related to actions on council land and through development management can be tracked. Projects taken forward through either route should be mapped spatially and the map made publicly available. It is expected that any habitat restoration, enhancement or creation undertaken through development would have an accompanying Biodiversity Enhancement and Management Plan (BEMP) and that this would include long term monitoring. Monitoring can be secured via planning conditions with reports shared with the council and any other relevant stakeholders. Developers (or factors managing greenspace post-development) would be responsible for taking corrective action if monitoring highlights BEMP aims are not being met. Within council owned land monitoring should also be conducted. Within council owned greenspaces this could be done by council Open Spaces staff, with training if required. Schools and other community groups could also be engaged with to assist with monitoring. In terms of monitoring habitats, it is likely that the Scottish metric will include condition assessment guidance, like the DEFRA Biodiversity metric. This is likely the most appropriate method to use for assessing habitats in a standard fashion, but different projects may require different approaches Page 287
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Moray Nature Networks 7 More general effectiveness could be measured through citizen science programmes such as Bioblitzes with the aid of photo identification apps such as iNaturalist. This allows the council to receive data directly. There are a variety of citizen science surveys which can be promoted to feed into national trends but there is no direct way for the council to access this data. Local interest groups (eg BSBI, RSPB, NESBATS etc) could also be partnered with to share data from recording/survey work they are undertaking in the local area. Whichever methods of monitoring are taken forward it is important that the results are collated and reported on so that effectiveness of measures is clear, and management can be adjusted if required. Monitoring of actions within the wider network which might be undertaken by individual landowners or other organisations is more difficult for the council to maintain oversight of. It would involve having to have data sharing agreements in place, for example with government funding bodies. One solution could be provision of an online map where those undertaking projects benefiting the Nature Network can self-report. Buglife’s B-lines project has an online mapping tool which people can submit the location and details of projects supporting the B-line goals which is available here. The council could develop something like help track progress in the wider network area. An independent mechanism for monitoring delivery could involve the Nature Network Core Group or similar partnership of experts. Finally, a network review period should be set. As the network is to be defined within the LDP it may be sensible to review the spatial extent of the network in line with the generation of new LDPs, which currently have a maximum 10-year life span. There should be flexibility to make changes to the network in the intervening period, however. Whilst the current network is considered suitable for the current requirements, new strategic priorities or project locations may come forward which would benefit from network inclusion. There is also ongoing work by Scottish Government to increase the number of 30 x 30 sites and it is possible that additional protected areas or Other Effective area-based Conservation Measures (OECMs) will be identified within the Moray LDP area which will need to be taken account of within the network Page 288
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Moray Nature Networks 8 APPENDICES Page 289
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Moray Nature Networks 9 A 30 X 30 NETWORK OPPORTUNITIES These maps have now been moved into the main report and can be found on page 25 to 54 of this pdf. Page 290
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Moray Nature Networks 10 B URBAN TO RURAL NETWORK OPPORTUNITIES These maps have now been moved into the main report and can be found on page 55 to 73 of this pdf. Page 291
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Moray Nature Networks 11 C SPATIALLY DEFINED NATURE NETWORK METHODOLODY Feedback received from stakeholders was used to produce a produce a spatially defined network. In terms of what the spatially defined network would look like, a range of option examples were provided to Moray Council to decide the preferred strategy to apply to within mapping of the wider networks. The option maps included the following: 30 x 30 Network • Option 1 – a simple line with a 10024m buffer corridor • Option 2 – as above but with the buffer extended round the SSSI’s themselves • Option 3 – as above but included polygons of existing habitat features relevant to the designated site features e.g. native woodland or class 1 and 2 peatland. In addition to the ‘core’ network, a 500m buffer was included as a ‘contributing network’. This contributing network represents a more ambitious area which is outside the priority area of action but in which, it is considered that enhancement and restoration measures would still provide benefits. The buffer acts to soften the boundary between the ‘core’ area of action and the wider landscape. Buffering of important wildlife areas is a key part of the Nature Network principles as shown in Figure 1. Urban to Rural Network • Option 1 – a simple line with a 20m buffer • Option 2 – as above but including polygons of existing features of interest such as watercourses (with the recommended SEPA riparian corridor buffer applied), Council natural capital opportunity land and native woodland adjacent to the network lines. • Option 3 – as option 2 with 100m ‘contributing’ buffer applied. • Option 4 – as option 2 but adding all Council natural capital opportunity land and a 500m ‘contributing’ buffer. Moray Council opted for Option 3 as the preferred option for both the 30 x 30 Network and the Urban to Rural Network. Reasons provided where that the core connections would focus action for high impact, but the contributing buffer would allow for wider participation and benefit as well as provide some flexibility for adjusting the routes should opportunities emerge. In urban areas the contributing width was to encourage as much urban greening as possible. The contributing buffer area would also potentially allow for greater access to funding directed at Nature Networks. The options were then sent to the core Nature Networks group to provide feedback on. 24 Although there is limited evidence on the required minimum width of corridors to be effective, nature network mapping guidance states that there should be a minimum width of 100m. https://www.nature.scot/doc/practitioners-guide-nature-networks (Accessed 12/12/2024) Page 292
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Moray Nature Networks 12 D NATURE NETWORKS SURVEY QUESTIONNAIRE Moray Nature Network Thank you for taking the time to respond to our survey. The following questions should take no more than ten minutes to complete and will help to shape the future of nature networks within Moray. To understand a little more about you can you tell us if any of the following statements apply (please select all that apply): 1. I am a landowner/manager. 2. I am a user of greenspaces within Moray. 3. I have an interest in specific habitats or species. 4. I have a general interest in Morays’ biodiversity. 5. I live in Moray. 6. I represent a business/organisation operational within Moray. If 1. Selected 1. Are any of the mapped network opportunities on or near your land? Y/N 2. If acceptable to you, could you let us know where your land is located and provide an indication on the map below? (text box to add place name/description and map) 3. Do you already have areas of land managed positively for biodiversity? This could include but isn’t necessarily limited to; areas of wetlands/ponds, species rich grasslands or rush pasture, arable field margins, native woodland, native hedgerows, peatlands either in near natural state or with restoration actions in place. Y/N a. If Y: Could you provide us with some further details? Text box b. If N: Could you tell us if you would consider such habitat creation or management in the future if funds were available through government grant schemes such as Agri- environment or woodland grant schemes? Y/N and text box for further explanation if wanted. 4. Do you see Nature Networks offering any potential benefit to landowners/managers? (Y/N and text box for further explanations) 5. Do you have any concerns about your land or part of it being included within a nature network? (Y/N and text box for further explanation). If 2 Selected: 1. To understand more about our greenspace users could you answer the following demographic questions: a. What gender do you identify as? i. Female ii. Male iii. Other (text box) iv. Prefer not to say b. What age range do you fall into? i. 15-25 ii. 26-35 iii. 36-45 Page 293
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Moray Nature Networks 13 iv. 46-55 v. 56-65 vi. Over 65 c. Are you a parent or carer for children in the following age groups? i. Under 2 ii. 2-4 iii. 5-10 iv. 11-15 2. What do you use Moray Greenspace for (tick all that apply): a. Sports b. Walking/Running c. Cycling d. Dog walking e. Social activities f. Wildlife watching g. Educational activities h. Play i. Relaxation j. Other (add text box) 3. What types of Greenspace do you use regularly (tick all that apply)? a. Core path network b. Council owned parks c. Council owned sports pitches/playing fields d. Other parks e. Other sports pitches/playing fields f. Allotments or other community food growing spaces g. Privately owned land h. Land managed/owned by organisations such as Forestry Land Scotland/Crown Estate/National Trust/RSPB i. Other (text box) 4. Are there any types of greenspaces you avoid using (tick all that apply and provide a reason)? a. Core path network b. Council owned parks c. Council owned sports pitches/playing fields d. Other parks e. Other sports pitches/playing fields f. Allotments or other community food growing spaces g. Privately owned land h. Land managed/owned by organisations such as Forestry Land Scotland/Crown Estate/National Trust/RSPB i. Other (text box) Add open text box for further explanation. 5. Actions to enhance public greenspaces for biodiversity may include but are not limited to planting of native trees/scrub and hedgerows, wildflower and meadow planting, creation of ponds or wetlands, re-naturalisation of riparian corridors, removal of Invasive Non-native species. Page 294
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Moray Nature Networks 14 a. Would any of these actions enhance your experience of greenspaces? (Y/N and text box for further explanation) b. Do any of these actions have potential to create barriers to the way you currently use the sites? (Y/N and text box for further explanation) c. Would any of these actions promote you to increase the time spent or range of activities undertaken within moray greenspaces? 6. If you have any access requirements e.g. an impairment, restriction, or limitation, what can Moray Networks do to meet your needs? (open text box) 7. If you would like to provide a comment in relation to a specific area of greenspace and its inclusion or exclusion from the proposed nature network please use the map below to mark the location your comment applies to: (map and open comment box) IF 3 selected: 1. What is the specific species/species group or habitat you are interested in? open text box 2. Are important areas of this species or habitat included within the currently mapped network opportunities? (Y/N/Don’t know with text box for further information) 3. Is the species/habitat you are interested in a designated feature of a protected area within the 30 x 30 network? (Y/N) a. If yes then please provide details of the designated site(s): text box for answer 4. Is the species/habitat present widely across Moray? Y/N a. If yes; Are there any specific areas for this species/habitat which would benefit from better connectivity through nature networks? Y/N i. If yes then; Can you describe where and provide a point on the map below. b. If no then: If the species/habitat is restricted in range can you describe where it occurs and/or provide a point on the map below. 5. Are there specific actions which could be targeted within the nature network which would help to improve connectivity for this species/species group or habitat? Open text box 6. Is there any potential that the mapped network opportunities could reduce connectivity for the species/habitats you are interested in or be otherwise detrimental to their conservation status? Y/N open text box for further explanation. 7. Are you involved in or aware of any place-based projects delivering benefits for specific species/habitats which could/should be included within the Nature Network? (Y/N, if yes then text box) 8. Are there area(s) for this species/habitat which require specific management to protect them? If so, could you provide us with some further details? Open text box. If 4 selected: 1. Are you aware of any important areas for biodiversity which have not been captured within the nature network? Y/N a. If yes: Please describe where these are and provide a point on the map below. Page 295
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Moray Nature Networks 15 2. The types of actions which will be promoted within the nature network include (but not restricted to): planting of native trees/scrub and hedgerows, wildflower and meadow planting/management, creation of ponds or wetlands, re-naturalisation of riparian corridors, removal of Invasive Non-native species, peatland restoration, positive management of arable field margins. Are there other actions which you would like to see targeted within the Nature Network which would help to improve connectivity either between 30 x 30 sites (which should promote connectivity for designated site features) or within the Urban to Rural network? Open text box 3. Are you involved in or aware of any place-based projects delivering benefits for biodiversity which could/should be included within the Nature Network? (Y/N, if yes then text box) If 5 selected 1. Do you live in one of the settlements proposed for Urban to Rural networks (Aberlour, Buckie, Dufftown, Elgin, Forres, Fochabers, Keith, Lossiemouth, Mosstodloch)? Y/N a) If N: Are you a regular visitor to any of the settlements proposed for Urban to Rural networks (Aberlour, Buckie, Dufftown, Elgin, Forres, Fochabers, Keith, Lossiemouth, Mosstodloch)? Y/N 2. Do you live in or near an area which has been identified as an opportunity for a 30 x 30 network connection? Y/N a) If Y: Can you tell us where? Please mark on the map below and/or tell us where you live. 3. Are there areas of your community/the communities you visit which you think should be included within the nature network but aren’t? If so please mark on the map below and tell us about the space. (map and text box) 4. Are there any areas of your community/the communities you visit which are included in the nature network which you don’t think should be included within the network? If so please mark on the map below and tell us about the space. (map and text box) 5. Do you think the proposed Nature Networks present an opportunity to enhance the place where you live/visit? Y/N text box 6. Do you think the proposed Networks could be detrimental to the place where you live/visit? Y/N text box 7. Are there areas within your community you feel excluded due to physical barriers restricting your access? Can you share your experiences with us? (open text box) 8. Would living on or near a nature network encourage you to undertake actions on your property/within your community to benefit nature? (Y/N/Maybe – text box for further info) If 6 selected then: 1. Where is your business or organisation based? Please add a point on the map below and/or describe the location. (map and text box) 2. What type of business do you represent? (open text box) Page 296
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Moray Nature Networks 16 3. Is your business or organisation already undertaking activities which are of benefit to nature? (Y/N) a. If yes: Can you tell us more about what you are doing? then text box to add explanation. b. If no: Would you consider taking such actions in the future? then text box to add explanation. 4. Do the Nature Networks present any opportunities for your business/organisation? (Y/N box for further explanation) 5. Do the nature networks have potential to negatively impact your business? (Y/N box for further explanation) For all responders: If you would like us to keep in touch with further developments on the project or would like to get in touch to discuss any aspects in more depth, please contact us at (email address tbc). Page 297
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Moray Nature Networks 17 E MORAY CAN SURVEY RESPONSE The responses provide a rich overview of the community’s experiences, insights, and suggestions regarding nature conservation and local engagement. Overall, the feedback reflects both the network’s successes and areas where further development is needed. Key Themes Identified • Community Engagement and Participation: Many respondents highlighted the importance of involving local residents and stakeholders. There was a strong sentiment that active participation leads to more effective conservation initiatives. Comments emphasized the value of local knowledge and collaborative action. • Conservation Priorities: Participants frequently mentioned critical environmental issues such as habitat protection, biodiversity preservation, and sustainable land management. Respondents identified specific local challenges and opportunities that the network should address, ranging from managing invasive species to preserving unique natural habitats. • Communication and Information Sharing: A significant number of responses pointed out the need for clearer communication channels. Many participants felt that increased transparency and regular updates on ongoing projects would further strengthen trust and collaboration among the network members. • Resource Allocation and Support: Some responses underscored the need for enhanced support, including funding, technical expertise, and infrastructure improvements. These suggestions aimed at ensuring that conservation efforts are both well-resourced and strategically implemented. • Future Directions and Collaborative Strategies: Respondents offered ideas for future initiatives, such as integrating local environmental education programs, promoting citizen science projects, and establishing partnerships with academic institutions. There was an expressed desire for a more proactive approach in addressing emerging environmental challenges. Overall Observations and Recommendations • The survey reveals a balanced mix of satisfaction with current efforts and constructive criticism aimed at further improvement. • Strengthening community outreach and communication appears to be a common recommendation, along with the need for better coordination among different stakeholders. • The input gathered offers valuable guidance for shaping future policies and strategic plans, ensuring that the network continues to evolve in line with both local needs and broader conservation goals. Page 298
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Moray Nature Networks 18 F SUMMARY PROGRAMME OF STAKEHOLDER MEETINGS Workshop/Meeting Details Attendees Date Online meeting Cairngorm National Park representatives 02/02/2024 In person presentation and workshop Moray Council internal stakeholders including representatives from the following departments: • Strategic Planning • Open Spaces • Consultancy • Learning and Estate • Housing and Property • Roads/Active Travel 11/03/2024 Online presentation and discussion Neighbouring Local Authority representatives from Aberdeenshire Council and Highland Council. 21/03/2024 Online 1-2-1 meeting Findhorn Watershed Initiative 25/03/2024 Online presentation and discussion Landowners and managers with representatives from the following organisations: • Drummuir estate • Wildlife Estate Scotland • Crown Estate Scotland • NHS Grampian • Forestry and Land Scotland • Moray Farm Cluster 15/04/2024 Online 1-2-1 meeting Scotland’s Invasive Species Initiative (SISI) 17/04/2024 Online meeting facilitated by Moray Climate Action Network (CAN) Individuals from the local community as well as representatives from the following groups: • RSPB • Cabrach Development Trust 25/04/2024 Online 1-2-1 meeting Spey Catchment Initiative 16/05/2024 In person 1-2-1 meeting Scottish Forestry 27/05/2024 In person 1-2-1 meeting x 2 NatureScot 30/05/2024 13/06/2024 Online 1-2-1 meeting Moray Farm Cluster representatives 28/06/2024 Page 299
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Moray Nature Networks 19 G STAKEHOLDER MEETING RECORDS Stakeholder Group Method of consultation Actions to be taken forward for Nature Networks mapping Council Departments Strategic Planning Workshop - Open Spaces - Consultancy - Learning Estate Keen for schools to be included Housing and Property - Roads/Active travel - Elected members Story Map and survey - Schools Introductory email - Neighbouring Planning Authority Representatives Aberdeenshire Teams meeting Consider LNCS near border as well as 30 x 30 sites. Limitations of lengthy connecting habitat through areas of intense agriculture. Cairngorms Online meeting - Highland Introductory email They highlighted challenges regarding the mismatch of similar habitats and the resulting connectivity of unrelated habitats. Statutory consultees NatureScot (area) Teams meeting - SEPA 1:1 follow up if required. Guidance on width of riparian corridors in relation to water body size and riparian woodland restoration potential maps Historic Environment Scotland Introductory email - Scottish Forestry Introductory email - Community Councils (Joint Communities Council of Moray) Story Map and survey Team meeting Introductory email - Wider scale landowners and land managers Crown Estate Story Map and survey and online meeting Potential collaboration opportunities with other organizations such as the Bee Lines project. Opportunity to attract funding and leveraging change in land management practices. Forestry and Land Scotland Team meeting Funding constraints and the need to align with Scottish Forestry regulations identified as potential challenges with progressing nature networks. NFU Introductory email - Page 300
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Moray Nature Networks 20 Stakeholder Group Method of consultation Actions to be taken forward for Nature Networks mapping Scottish Land and Estates - Highlands/North East Region Introductory email and online meeting. Story Map and survey circulated to members. - Scottish Land and Estates (SLE) Policy Advisor Introductory email - Wildlife Estates Scotland (WES) Introductory email and online meeting Potential benefits of involving members in the nature networks initiative, emphasizing the importance of recognizing their environmental efforts without imposing top-down prescriptions. Raised concerns about extreme weather events driven by climate change and emphasized the need for dynamic network management to adapt over time. NHS Grampian Introductory email and online meeting Keen for inclusion of NHS sites to be included within Urban to rural networks. Limited resources available for ecological enhancement of NHS sites. Smaller scale landowners/ managers e.g. individual businesses/ community based groups with influence on land management Drummuir Home Farm (Northwoods) Online Highlighting the significance of partnership working and funding availability in facilitating collaboration and project implementation. Moray Farm Cluster Initiative Introductory email - Findhorn Hinterland Trust Introductory email - Cabrach Development Trust Introductory email - Interest groups - Watercourses Spey Fisheries Board Story Map and survey - Findhorn Nairn and Lossie Rivers Trust and Findhorn Watershed Initiative Team meeting - Moray Firth Coastal Partnership Team meeting - Scottish Invasive Species Initiative (SISI) Online meeting Dual benefit of invasives management in terms of biodiversity enhancement and public well-being. Variability in each river and burn regarding invasives. SISI describes how some areas may have lower plant density but cover Page 301
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Moray Nature Networks 21 Stakeholder Group Method of consultation Actions to be taken forward for Nature Networks mapping a larger distance, while others may have a higher density concentrated in a smaller area. They highlight the challenges in determining priority areas for intervention due to the diverse characteristics of each site. Council flood team Introductory email - Interest groups - general conservation/ education Moray Climate Action Network Story Map and survey - Scottish Wildlife Trust Workshop (in conjunction with Moray CAN) - Woodland Trust Introductory email - Trees for Life Introductory email - Findhorn Bay Local Nature Reserve Introductory email - NESBats Introductory email - Buglife Introductory email - Moray Owls Introductory email - Findhorn bay Wildlife Watch Story Map and survey - Scottish Badgers - Moray Introductory email - Page 302
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Moray Nature Networks 22 H ONLINE SURVEY RESPONSE This section presents a summary of the survey responses. It should be noted that comments related to biodiversity action more widely within the Moray area will be considered in a separate piece of work relating to the Councils Biodiversity Strategy. In total there were 30 respondents to the online survey, representing the following stakeholder groups (number of respondents in brackets): • Representative of a business/organisation operating within Moray (4) • Moray residents (7) • Greenspace user (7) • Individuals with a general interest in Moray's biodiversity (3) • Individuals with an interest in a specific habitat or species/species group (4) • Landowners/managers (3) • Unidentified (1) Our survey respondents were geographically spread across Moray. Page 303
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Moray Nature Networks 23 Table 5.1 Organization Survey Responses Respondent ID Organization Land Status Primary Focus Current Management Benefits Identified 26 Forres Friends of Woods and Fields Manages multiple habitats - Native woodland, meadow, wetland, Mosset Burn Benefits in priority area identification 27 Findhorn Hinterland Trust North of Park Ecovillage - Conservation, education, recreation Grant funding opportunities, connectivity 1 Spey Catchment Initiative - River restoration Riparian woodland creation Enhanced connectivity 21 Environmental Education - Nature education Wildlife tracking, birdsong ID Educational opportunities 22 Nature Connection/Therapy - Forest Bathing Nature therapy Showcase positive impact 28 Findhorn Hinterland Trust - Ecological consulting Dune restoration National biodiversity importance Table 5.2 Moray Residents Survey Response Respondent ID Residents in Moray Location Age Range Primary Focus Current Management Benefits Identified Concerns Suggested Actions 4 Individual - - Active biodiversity management Sees potential in nature networks - - 5 Individual 36-45 Allotments, paths, parks - Better connectivity Segmentation by roads - Page 304
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Moray Nature Networks 24 8 Individual 46-55 Sports, wildlife watching - Enhanced biodiversity Accessibility issues - 9 Individual 36-45 Walking, dog walking - Wildflower planting Antisocial behaviour - 10 Individual 56-65 Walking, wildlife watching - Habitat creation Include Deer Park - 13 Individual 56-65 Walking, wildlife watching - Native tree planting Motor vehicle use - 23 Individual 46-55 Education, wildlife watching - Biodiversity enhancement More wildlife presence - 25 Individual 36-45 Various greenspaces - Biodiversity enhancement Dog waste management - 11 Not specified - Native Woodlands; Key Species- Red Squirrel Restructure plantations - - - 14 Not specified - Aquatic Environment; Key species- Salmon, sea trout River management, native planting - - - 18 Not specified - Lichens- 276 species Control vegetation spread - - - 29 Not specified - Mammals/Native Woodland; Key Species- Bats Hedgerow development - - - 2 Not specified - Plan clarity - - Communication Better formatting Page 305
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Moray Nature Networks 25 6 Elgin - Bird boxes, native planting - - None Network development 7 Rothes/Aberlour - Biodiversity awareness - - None "No mow May" 15 Speymouth - Plant diversity - - Modern land management - 16 Forres - Local biodiversity - - None - 24 Not specified - Community wellbeing - - Biodiversity decline Personal property action 30 Pluscarden - Traditional farming - - Game shooting impacts National advocacy Page 306
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Education, Communities and Organisational Development) Report No: GSP038/25/TS Author: Tracey Sutherland Contact Email: Tracey.sutherland@moray.gov.uk Subject: Polling Place Review – 2nd Consultation Feedback 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and agree, following public consultation whether to move location for 2 polling places in Moray. 1.2 This report is submitted to Council in terms of Section II (9) of the Council’s Scheme of Administration relating to all matters relating to Elections. 2. SUMMARY 2.1 In accordance with Section 18(3) of the Representation of the People Act 1983, each Local Authority in Scotland is required to designate a polling place for each of its polling districts and to conduct a review every 5 years. 2.2 In designating a polling place the Local Authority must demonstrate they have, as far as is practicable, met the criteria set in the legislation and in doing so must: • ensure all the electors in the constituency have such reasonable facilities for voting as are practicable in the circumstances; and • ensure that, so far as is reasonable and practicable, every polling place for which it is responsible is accessible to disabled electors. 3. RECOMMENDATIONS – 3.1 It is recommended that Council agree to: i) move the Polling Place in Ward 2 from Rothiemay Primary School to Rothiemay Hall; and Item 14. Page 307
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ii) move the Polling Place in Ward 7 from Greenwards Primary School to the Territorial Army Hall, Edgar Road, Elgin. Tracey Sutherland Democratic Services Manager 4. BACKGROUND AND CONTEXT 4.1 Following the first round of consultation, a number of suggestions were put forward with regards to alternative Polling Places. On further investigation, only 2 of the proposals were deemed viable options and were put forward to Moray Council for consideration. 4.2 At the meeting of Moray Council on 25 June 2025, it was agreed to consult on changing the location of 2 polling places within Ward 2 and Ward 7 (para 17 of the draft minute refers). 4.3 The second consultation ran from 7 July until 1 August 2025. 36 comments were received from the 101 responses to the consultation and are detailed in APPENDIX 1. Not all responders to the consultation made comment. 4.4 A total of 50 responses were received with regards to the proposal to move the Polling Place at Rothiemay from the school to the hall. Of those responses, only 5 were not in support of the move. 4.5 A total of 51 responses were received with regards to the proposal to move the Polling Place from Greenwards Primary School to the Territorial Army Hall, Edgar Road, Elgin. Of those responses only 7 were not in support of the move. 5. PROPOSALS Ward 2 - Rothiemay Primary School 5.1 The majority of responses are in favour of the move. Rothiemay Hall had previously been used as a Polling Place but issues with the building, which have now been resolved, resulted in the move to the school. 5.2 It is therefore proposed to re-designate Rothiemay Hall as a Polling Place in Ward 2 (APPENDIX 2). Ward 7 – Greenwards Primary School 5.3 Concerns have been raised for a number of years over the continued use of Greenwards Primary School and the impact this has on the pupils and in particular Additional Support Needs pupils. The Elections Team received a number of complaints from parents when the school was closed for the By-Election in Elgin City South in November 2024. 5.4 Election Guidance advises that schools should only be used as Polling Places where no other suitable option is available. Unlike Seafield and Pilmuir Primary Schools which are also used, Greenwards is unable to remain open during Polling Day due to the open plan layout of the school. 5.5 A number of other options were considered before proposing the Territorial Army (TA) Hall. These options were rejected due to a number of reasons including: • Venue not large enough to accommodate 3 Polling Stations Page 308
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• Traffic access to the venue • Adequate parking • Location • Not on a public transport route 5.6 Another suggestion was to use a temporary polling station i.e. portacabin. Initial investigations and discussions with other Local Authorities who have used portacabins indicated that: • There can be issues with ensuring adequate power; • Issues with ensuring suitable welfare facilities for staff working at the Polling Place; • Planning Permission may be required for siting of the portacabin; • Expensive alternative; • Difficult to get set up in time if a snap Election is called. 5.7 The Elections Team carried out a site visit to the TA Hall. There is a one way traffic system round the building and signage could be provided on Polling Day to encourage car users to turn left when exiting the car park and use the roundabout to turn right to avoid congestion. 5.8 The TA Hall is on a public transport route with the bus stop just after the entrance to the Hall. The hall is only 0.4 miles from Greenwards Primary School. 5.9 The Territorial Army have confirmed that they would welcome the re-location of the Polling Place and would be happy to provide staff on site during Polling Day to support voters and polling staff. They also confirmed that there would be no detriment to the groups using the facilities on Polling Day as those groups are separate to the hall that would be used. It is therefore proposed to re-designate the TA Hall as a Polling Place in Ward 7 (APPENDIX 3). 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X Page 309
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6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal Section 18(3) of the Representation of the People Act 1983 requires each Local Authority in Scotland to designate a polling place for each of its polling districts and to conduct regular reviews. Under provisions in Section 17 of the Electoral Registration and Administration Act 2013, a review must be completed between October 2023 and January 2025. This deadline was missed due to the UK Parliamentary General Election and the subsequent Council By-election, but the review is still on target to meet the deadlines for use in the Scottish Parliamentary Elections in early May 2026. 6.4 Financial There are no financial implications with this stage of the consultation. Following the second stage, if there are to be any changes to the polling arrangements then statutory notices would be required to be published in the local newspapers and on the Council social media platforms. The costs for this previously have been less than £400 One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk The next scheduled election is the Scottish Parliamentary Election in early May 2026 and the polling place review must be completed and agreed well in advance of this date to Page 310
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allow for any changes to be made to the electoral register so that the Electoral Registration Officer (ERO) can publish the full register on time. 6.6 Staffing None, the review can be carried out using the current compliment of staff. 6.7 Best Value and Transformation None 6.8 Property None 6.9 Information Communications/Technology/Digital None 6.10 Equalities, Social Inclusion and Economic Impact Accessibility issues for disabled and elderly voters were taken into consideration during the review process. Accessibility is also looked at during periodic audits of the polling places. Accessibility for voters is part of the planning for each election and the elections team follow all the current guidelines from the Electoral Commission and Association of Electoral Administrators. 6.11 Climate Change and Biodiversity Impacts None 7. CONSULTATION 7.1 This report has been prepared in consultation with the Chief Executive, Depute Chief Executive (Education, Communities and Organisational Development), Head of Governance, Strategy and Performance and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None Page 311
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APPENDIX 1 Comments Received from the 2nd Round of Consultation on the Proposal to move 2 Polling Places within Moray. * (Please note that comments have been copied exactly as written from the responses) Moving Rothiemay Polling Place to Rothiemay Hall In agreement with the move - 45 respondents (90%) Not in agreement with the move – 5 respondents (10%) Comments 1. Schools shouldn’t close for polling! Education is so important 2. Appropriate alternative that does not disrupt learning days for children 3. Why have children miss out on school education 4. Kids education should be priority 5. Less disruption for pupils and staff 6. Kids should be in school 7. For various elections the Aberdeenshire Returning Officer has used both venues as rotating extant polling places successfully 8. Primary school shouldn't be used as it's having a negative affect on childrens education and those with additional needs this change of routine has further negative effect on them that can last days after 9. This will prevent the need for children having a day off school and causing additional childcare issues for parents working 10. Keep the school open Page 312
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APPENDIX 1 Moving from Greenwards Primary School to Territorial Army Hall, Edgar Road, Elgin In agreement with the move - 44 respondents (87%) Not in agreement with the move - 7 respondents (13%) Comments In Favour 1. The children miss enough school as it is that this will be a welcomed move for parents especially those who have work 2. Childcare is already scarce and children’s education is so important, a school shouldn’t close for polling when there are plenty of other spaces available 3. Fantastic idea reduces pressure on working parents to try and find childcare especially when there are so many holidays to cover and not enough annual leave to cover it. 4. There is no childcare for children who have to miss school for a full day for this to take place which means us as parents have to take time off work, if alternative venues are available they should be used and the children should not be made to miss a day of school 5. I have always been unsure why Schools have been closed to pupils and used as poling stations when plenty other venues are available. I fully support this change. 6. The primary school may be more accessible for most, I do not see why this would need to change. Make the use of the school buildings for other things and not just education. I do not see why the school should not remain a polling station. 7. Please stop disrupting children’s education! 8. Less disruption, upset and concussion for SEN Pupils 9. Children should NOT miss a day of education to allow school to be used as a polling station 10. Keep the schools open 11. Education should remain the priority if there is alternatives available 12. Our kids shouldn’t miss out on school. 13. It causes too much disruption to my children’s education Page 313
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APPENDIX 1 14. My child attends Greenwards. She has ASN. A day off isn’t just a day off, it’s a very stressful day, due to change in routine 15. My children need the structure and routine of school these adhoc days off really upset that 16. This will prevent the need for children having a day off school and causing additional childcare issues for parents working 17. Keep the school open 18. Great decision 19. The school would be able to stay open 20. Schools should not be used, if there's an alternative. Children should not have their education disrupted for polling Not in Favour 1. I would like to urge Moray Council to reject this proposal as I feel it could harm voter engagement and turn out. Decisions around the location of polling places must ensure it is as easy as possible for voters to get to the ballot box and that there are no barriers to democratic participation. The proposed polling station at the TA hall would be a very significant distance away from voters on the south side of Elgin, especially for those in the newer estates, and the access and egress for vehicles at the site is particularly challenging during peak periods. I understand the desire to reduce reliance on schools for polling stations but I don’t believe this is a suitable alternative and I would urge the Council to go back to the drawing board and perhaps consider a mobile polling station or to continue to use Greenwards Primary School. 2. Too far and a dangerous road for elderly people. 3. Moving the polling station there is a bad idea - it's not safely accessible for pedestrians because there's no pavement once you get passed the gates. There's no ingress either, meaning that cars would have to almost come to a stop before turning, which will create traffic. Cars would also struggle to get out if they turn left, creating a bottleneck. Finally, it would increase the distance that I would have to walk and I would have to cross one of the busiest roads in Elgin. I understand the Council wanting to not use schools, but they need to find a better option than Greenwards Primary not a worse one. Greenwards is out of the way, and has safer to access. The Council should so everything to maximise turnout in an election, and I am sure that using the Territorial Army would have the opposite effect. Page 314
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APPENDIX 1 4. Edgar Road is one of the busiest in Elgin with only one traffic light pedestrian crossing between Glen Moray Drive & Asda. For the majority of people seeking to walk to the polling station this crossing is past the polling station. The polling station would also be a very significant distance away from voters on the south side of Elgin, especially for those in the newer estates. The access and egress for vehicles at the site is challenging during peak periods, due to the volume of traffic on Edgar Road and the proximity of car park entrances for the Springfield Retail Park and the access to the Walkers factory car park. At Greenwards Primary School there is much safer pedestrian and vehicle separation, whereas at the TA Hall there is no pavement through the entrance into the car park. When combined with challenging access and egress as mentioned above, resulting in vehicle queuing in a small space, this would prove to be particularly difficult for people coming to the polling station with young children, push chairs or using wheelchairs / disability scooters. A mobile polling station at a more central location in the polling district would be the best solution, otherwise it should remain at Greenwards Primary School until a safe and, importantly, more accessible location can be identified. 5. Although it is closer, and i could vote on way to/from work and it is less out of my way than Greenwards - my closest station from my house is the New Elgin Hall which is 4 streets away - the Army Reserve Centre would still be a 15min walk from my home. Also I would be concerned about the security of using a MOD establishment and how would this impact regular users of the building (7Scots and Cadet Forces) on polling night? 6. I support a move away from using/ closing a school for use as a polling station, due to the disruption in children’s statutory learning days. I do not support the use of a military building instead, that is not as central in the community. Look for alternatives, please. Page 315
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Report to: Moray Council Meeting Date: 27 August 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: FIN012/25 Author: Daniel Littlewood Contact Email: Daniel.littlewood@moray.gov.uk Subject: Information Report - Sundry Debt Write-off Information for 2025/2026 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to inform the Committee of the details of Sundry Debt transactions which will be written off during 2025/26 relating to invoices raised up to 31st March 2024. 1.2 This report is submitted to Committee in terms of Section III A (2) of the Council's Scheme of Administration relating to the regulation and management of the Council’s finances according to policy. 2. SUMMARY 2.1 Sundry debts amounting to £367,002.50 were considered to be sufficiently unlikely to be recovered as to warrant being written off during 2025/26, which is to say they are no longer included as debtors on the Council’s balance sheet. 2.2 All debts will continue to be pursued until they can no longer be legally recovered or it becomes uneconomic to pursue recovery. 3. BACKGROUND AND CONTEXT 3.1 The current Sundry Debt Management Policy, which includes the procedures for sundry debt write off, was approved by Policy and Resources Committee on 1st September 2015 (paragraph 9 of the Minute refers). Sundry debts are defined as all amounts due to the Council with the exception of Housing Rents, Non Domestic Rates and Council Tax. 3.2 The process of writing off debts is an administrative exercise, which removes the debts from the Council’s balance sheet but in practical terms still allows the Council to pursue Page 319
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the debts until they can no longer be legally recovered. Sundry debts are time prescribed 5 years after the last communication of debt recovery. 3.3 The write off process only commences after all other avenues of recovery have been exhausted. The recovery processes are detailed below: • First Council reminder (day 21) • Second Council reminder (day 49) • Referral to external debt collector (day 59) • Further reminder letters • Telephone contact • Doorstep collection (where appropriate) • Salary arrestment (where appropriate) • Court action (where appropriate) 3.4 To avoid referring debt to the external debt collector a number of additional actions are taken by Finance staff: • Instalment arrangements are offered when required • Regular debt management information reports are produced for departments to review • Regular meetings are held with departments to discuss potential defaulters. • Regular contact with departments regarding sensitive debt (eg for social care services). Departmental knowledge of their customers can lead to recommendation for write off on economic grounds. The majority of these are invoices for Social Care services. 3.5 A summary of reasons for invoices being written off after the year end are shown in the table below: Reason Value (£) Count % of total value written off % of total number written off Department Recommendation 34,621.74 44 9.43 3.46 Bankrupt/Sequestration 8,299.71 19 2.26 1.49 Gone Away 7,970.97 37 2.17 2.91 External debt collector recommendation 316,110.08 1,172 86.14 92.14 Total 2025/26 367,002.50 1,272 100.00 100.00 Total 2024/25 221,818.27 1,032 3.6 The same invoices being written off have been analysed by service and are shown in the table below. Service Value (£) Count % of Total Value Written Off % of Total Number Written Off Children’s Services 40.64 1 0.01 0.08 Page 320
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Economic Growth and Development 59,018.81 13 16.08 1.02 Education 334.99 3 0.09 0.23 Education, Resources and Communities 8,612.90 234 2.35 18.40 Environmental & Commercial 90,439.94 258 24.64 20.28 Financial Services 1,956.70 2 0.53 0.16 Governance, Strategy and Performance 275.32 3 0.08 0.23 Health and Social Care 35,999.39 325 9.81 25.55 Housing and Property 170,323.81 433 46.41 34.05 Total 367,002.50 1,272 100.00 100.00 3.7 For comparison, the service analysis for 2024/25 is shown below. Service Value (£) Count Movement (£) Movement (Number) Children’s Services 39.69 1 +0.95 0 Economic Growth and Development 14,251.88 9 +44,766.93 +4 Education 914.00 16 -579.01 -13 Education, Resources and Communities 6,059.06 199 +2,553.84 +35 Environmental and Commercial 65,825.22 389 +24,614.73 -131 Financial Services 966.44 3 +990.26 -1 Governance, Strategy and Performance 64.26 2 +211.06 +1 Health and Social Care 51,253.85 308 -15,254.46 +17 Housing and Property 131,378.25 463 +38,945.56 -30 Total 270,752.65 1,390 +96,249.86 -118 4. SUMMARY OF IMPLICATIONS 4.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Page 321
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Climate Change and Biodiversity Impact X 4.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) None directly relating to this report. 4.3 Policy and Legal The process employed to establish the debt for write off is prescribed by the Council’s Debt Management Policy. The Council’s Financial Regulations state that the Chief Financial Officer shall act on advice from the Head of Governance, Strategy and Performance, external debt collectors and/or Sheriff Officers when determining debts to be written off for accounting purposes. Details of debts written off shall be retained for credit control purposes and to allow the debts to be pursued at any stage until they become time prescribed. 4.4 Financial The financial implications are shown in paragraphs 2.1, 3.5, 3.6 and 3.7 but all debts will continue to be pursued until the Council is legally prevented from doing so. 4.5 Risk Regular meetings are held with departments in order to identify and contact defaulters quickly to reduce the Council’s exposure to unpaid debt. Any new information received by the Council is used to pursue the debt until legally prescribed. 4.6 Staffing None directly relating to this report. 4.7 Best Value and Transformation None directly relating to this report. 4.8 Property None directly relating to this report. 4.9 Information Communications/Technology/Digital None directly relating to this report. 4.10 Equalities, Social Inclusion and Economic Impact None directly relating to this report. 4.11 Climate Change and Biodiversity Impacts None directly relating to this report. 5. CONSULTATION 5.1 The process of writing off invoices involves continuous consultation with both the Council’s external debt collection agency and the relevant service departments. Page 322
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